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

NONRESIDENTTRAININGCOURSE

March 1995

Naval ConstructionForce/Seabee 1 & CNAVEDTRA 14233

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

Although the words “he,” “him,” and“his” are used sparingly in this course toenhance communication, they are notintended to be gender driven or to affront ordiscriminate against anyone.

COMMANDING OFFICER NETPDTC

6490 SAUFLEY FIELD RD PENSACOLA, FL 32509-5237

ERRATA #1 23 Oct 2001

Specific Instructions and Errata for Nonresident Training Course

NAVAL CONSTRUCTION FORCE/SEABEE 1 & C, NAVEDTRA 14233

1. No attempt has been made to issue corrections for errors in typing, punctuation, etc., that do not affect your ability to answer the question or questions. 2. Delete the following questions, and leave the corresponding spaces blank on the answer sheets: Questions

1-37 2-30 7-8 7-28 7-45 8-16 8-30

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PREFACE

By enrolling in this self-study course, you have demonstrated a desire to improve yourself and the Navy.Remember, however, this self-study course is only one part of the total Navy training program. Practicalexperience, schools, selected reading, and your desire to succeed are also necessary to successfully roundout a fully meaningful training program.

THE COURSE: This self-study course is organized into subject matter areas, each containing learningobjectives to help you determine what you should learn along with text and illustrations to help youunderstand the information. The subject matter reflects day-to-day requirements and experiences ofpersonnel in the rating or skill area. It also reflects guidance provided by Enlisted Community Managers(ECMs) and other senior personnel, technical references, instructions, etc., and either the occupational ornaval standards, which are listed in the Manual of Navy Enlisted Manpower Personnel Classificationsand Occupational Standards, NAVPERS 18068.

THE QUESTIONS: The questions that appear in this course are designed to help you understand thematerial in the text.

VALUE: In completing this course, you will improve your military and professional knowledge.Importantly, it can also help you study for the Navy-wide advancement in rate examination. If you arestudying and discover a reference in the text to another publication for further information, look it up.

1995 Edition Prepared byEQCM(SCW) Douglas E. Joyner

EAC(SCW) Michael R. Mann

Published byNAVAL EDUCATION AND TRAINING

PROFESSIONAL DEVELOPMENTAND TECHNOLOGY CENTER

NAVSUP Logistics Tracking Number0504-LP-026-8710

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Sailor’s Creed

“I am a United States Sailor.

I will support and defend theConstitution of the United States ofAmerica and I will obey the ordersof those appointed over me.

I represent the fighting spirit of theNavy and those who have gonebefore me to defend freedom anddemocracy around the world.

I proudly serve my country’s Navycombat team with honor, courageand commitment.

I am committed to excellence andthe fair treatment of all.”

CONTENTS

CHAPTER Page

1. Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . 1-1

2. Project Planning and Management . . . . . . . . . . . . . . . . . . 2-1

3. Construction Management . . . . . . . . . . . . . . . . . . . . . . 3-1

4. Advanced Base Planning and Embarkation . . . . . . . . . . . . . 4-1

5. Seabee Battalion Turnover and Tool Management . . . . . . . . . 5-1

6. Naval Construction Force Camp Maintenance . . . . . . . . . . . 6-1

7. Environmental Pollution Control . . . . . . . . . . . . . . . . . . . 7-1

8. Contract Quality Assurance . . . . . . . . . . . . . . . . . . . . . . 8-1

9. Facilities Maintenance Management . . . . . . . . . . . . . . . . . 9-1

APPENDIX

I. References Used to Develop the TRAMAN . . . . . . . . . . . . AI-1

INDEX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . INDEX-1

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INSTRUCTIONS FOR TAKING THE COURSE

ASSIGNMENTS

The text pages that you are to study are listed atthe beginning of each assignment. Study thesepages carefully before attempting to answer thequestions. Pay close attention to tables andillustrations and read the learning objectives.The learning objectives state what you should beable to do after studying the material. Answeringthe questions correctly helps you accomplish theobjectives.

SELECTING YOUR ANSWERS

Read each question carefully, then select theBEST answer. You may refer freely to the text.The answers must be the result of your ownwork and decisions. You are prohibited fromreferring to or copying the answers of others andfrom giving answers to anyone else taking thecourse.

SUBMITTING YOUR ASSIGNMENTS

To have your assignments graded, you must beenrolled in the course with the NonresidentTraining Course Administration Branch at theNaval Education and Training ProfessionalDevelopment and Technology Center(NETPDTC). Following enrollment, there aretwo ways of having your assignments graded:(1) use the Internet to submit your assignmentsas you complete them, or (2) send all theassignments at one time by mail to NETPDTC.

Grading on the Internet: Advantages toInternet grading are:

• you may submit your answers as soon asyou complete an assignment, and

• you get your results faster; usually by thenext working day (approximately 24 hours).

In addition to receiving grade results for eachassignment, you will receive course completionconfirmation once you have completed all the

assignments. To submit your assignmentanswers via the Internet, go to:

http://courses.cnet.navy.mil

Grading by Mail: When you submit answersheets by mail, send all of your assignments atone time. Do NOT submit individual answersheets for grading. Mail all of your assignmentsin an envelope, which you either provideyourself or obtain from your nearest EducationalServices Officer (ESO). Submit answer sheetsto:

COMMANDING OFFICERNETPDTC N3316490 SAUFLEY FIELD ROADPENSACOLA FL 32559-5000

Answer Sheets: All courses include one“scannable” answer sheet for each assignment.These answer sheets are preprinted with yourSSN, name, assignment number, and coursenumber. Explanations for completing the answersheets are on the answer sheet.

Do not use answer sheet reproductions: Useonly the original answer sheets that weprovide— reproductions will not work with ourscanning equipment and cannot be processed.

Follow the instructions for marking youranswers on the answer sheet. Be sure that blocks1, 2, and 3 are filled in correctly. Thisinformation is necessary for your course to beproperly processed and for you to receive creditfor your work.

COMPLETION TIME

Courses must be completed within 12 monthsfrom the date of enrollment. This includes timerequired to resubmit failed assignments.

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PASS/FAIL ASSIGNMENT PROCEDURES

If your overall course score is 3.2 or higher, youwill pass the course and will not be required toresubmit assignments. Once your assignmentshave been graded you will receive coursecompletion confirmation.

If you receive less than a 3.2 on any assignmentand your overall course score is below 3.2, youwill be given the opportunity to resubmit failedassignments. You may resubmit failedassignments only once. Internet students willreceive notification when they have failed anassignment--they may then resubmit failedassignments on the web site. Internet studentsmay view and print results for failedassignments from the web site. Students whosubmit by mail will receive a failing result letterand a new answer sheet for resubmission of eachfailed assignment.

COMPLETION CONFIRMATION

After successfully completing this course, youwill receive a letter of completion.

ERRATA

Errata are used to correct minor errors or deleteobsolete information in a course. Errata mayalso be used to provide instructions to thestudent. If a course has an errata, it will beincluded as the first page(s) after the front cover.Errata for all courses can be accessed andviewed/downloaded at:

http:/ /www.advancement.cnet.navy.mil

STUDENT FEEDBACK QUESTIONS

We value your suggestions, questions, andcriticisms on our courses. If you would like tocommunicate with us regarding this course, weencourage you, if possible, to use e-mail. If youwrite or fax, please use a copy of the StudentComment form that follows this page.

For subject matter questions:E-mail: n314.products@cnet.navy.milPhone: Comm: (850) 452-1001, Ext. 1826

DSN: 922-1001, Ext. 1826FAX: (850) 452-1370(Do not fax answer sheets.)

Address: COMMANDING OFFICERNETPDTC (CODE N314)6490 SAUFLEY FIELD ROADPENSACOLA FL 32509-5237

For enrollment, shipping, grading, orcompletion letter questions:E-mail: fleetservices@cnet.navy.milPhone: Toll Free: 877-264-8583

Comm: (850) 452-1511/1181/1859DSN: 922-1511/1181/1859FAX: (850) 452-1370(Do not fax answer sheets.)

Address: COMMANDING OFFICERNETPDTC (CODE N331)6490 SAUFLEY FIELD ROADPENSACOLA FL 32559-5000

NAVAL RESERVE RETIREMENT CREDIT

If you are a member of the Naval Reserve, youwill receive retirement points if you areauthorized to receive them under currentdirectives governing retirement of NavalReserve personnel. For Naval Reserveretirement, this course is evaluated at 12 points.(Refer to Administrative Procedures for NavalReservists on Inactive Duty, BUPERSINST1001.39, for more information about retirementpoints.)

COURSE OBJECTIVES

In completing this nonresident training course,you will demonstrate a knowledge of the subjectmatter by correctly answering questions on thefollowing subjects: administration; project andconstruction planning management; advancedbase planning and embarkation; battalionturnover and tool management; NCF campmaintenance; environmental pollution control;contract Quality Assurance; and facilitiesmaintenance management.

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Student Comments

Course Title: Naval Construction Force/Seabee 1 & C

NAVEDTRA: 14233 Date:

We need some information about you:

Rate/Rank and Name: SSN: Command/Unit

Street Address: City: State/FPO: Zip

Your comments, suggestions, etc.:

Privacy Act Statement: Under authority of Title 5, USC 301, information regarding your military status isrequested in processing your comments and in preparing a reply. This information will not be divulged withoutwritten authorization to anyone other than those within DOD for official use in determining performance.

NETPDTC 1550/41 (Rev 4-00)

CHAPTER 1

ADMINISTRATION

LEARNING OBJECTIVE: Identify the administrative duties and responsibilities ofa petty officer first class within a Naval Construction Force occupation in relationto the Personnel Readiness Capability Program, crew member training,preparation of work assignment/schedules, and writing of evaluations.

As you attain each higher rate in your rating, bothyou and the Navy benefit. This is understandable sinceyou have more experience in your particular rating,you have probably been to several Navy schools, andyour overall attitude is generally well oriented to Navylife. You are now better qualified and in a betterposition to impart your knowledge and experience tothe personnel under you. Your bearing, actions, anddisposition are under scrutiny not only by yourseniors, but also by your subordinates.

Advancement brings both increased rewards andincreased responsibilities. These include higher pay,greater prestige, more interesting and challengingassignments, and the satisfaction of getting ahead inyour chosen career. As a first class petty officer, youwill have many responsibilities added to those you hadas a second class petty officer. You have acquiredvaluable knowledge, and now it is your turn to passthis technical know-how on to others.

In addition to supervising and training lower-ratedpersonnel, you must be able to perform variousadministrative duties. These duties include givingPersonnel Readiness Capability Program interviews,maintaining reports, drafting rough evaluationreports, and organizing daily work assignments forteam/crew leaders.

The command to which you are assigned willdetermine the way you should carry out youradministrative responsibilities. But it is your skills inplanning and organizing, applying effectivetechniques of supervision, and getting along withpeople that will help you succeed in the Navy,regardless of your assignment.

THE PERSONNEL READINESSCAPABILITY PROGRAM

The Personnel Readiness(PRCP) is a management tool

Capability Programused throughout the

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active and reserve Naval Construction Force (NCF).It is a skill inventory designed to provide managers atall levels of the NCF with timely personnelinformation. This information tool increasesmanagement’s capabilities in planning, decisionmaking, control, and determining unit readiness.

Before PRCP was developed, personnelinformation was kept on an as-required basis byvarious members of the unit in personal notebooks,files, and records. This information was collected asmanagement required it to determine military andconstruction capabilities, training requirements,logistics support, and so forth. The collection of thisinformation was usually a time-consuming, laborioustask that required a piecemeal inventory of thecommand’s capabilities and requirements. Anotherway of getting this information was through the use ofrough estimates. Neither way, however, produced theaccuracy or rapid response desired. PRCP hasestablished standard procedures for identifying,collecting, processing, and using this information.

The PRCP requires each command to gather andcontinuously update information on each member ofthe unit. Most of this information concerns skillsacquired through actual job experience or throughsome type of training program. Other information,such as expiration of enlistment or rotation date, isrequired for accurate planning. This information isplaced in a document called a skill update record. Eachenlisted individual within an NCF unit is required tohave a skill update record, which is maintained at thecompany/department level. Regular updates areforwarded to the unit’s PRCP manager.

SKILL INVENTORY

An accurate and current skill inventory is thebackbone of PRCP. Without it, the reliability of anyplanning based on information stored in the PRCP

data bank is questionable. Unreliable data can resultin unnecessary retraining, reduced manpoweravailability, or skill deficiencies. The PRCP is themanagement tool used to determine a unit’s readinessand skill deficiencies, It is used in conjunction withthe requirements established by the Commander,Second Naval Construction Brigade (COM2ND-NCB), and the Commander, Third Naval ConstructionBrigade (COM3RDNCB), which are issued in theirjoint instruction COMSECOND/COMTHIRDNCB-INST 1500.1 (series). Additionally, these skills havebeen conveniently classified into the following fivemajor categories:

1. Individual general skills (PRCP 040 - 090).These are essentially nonmanipulative skills(knowledge) related to two or more ratings, such asmaterial liaison office operation (PRCP 040),instructing (PRCP 080), and safety (PRCP 090).

2. Individual rating skills (PRCP 100 - 760). Theseare primarily manipulative skills associated with one ofthe seven Occupational Field 13 (Construction) ratings.Some examples are light-frame construction (PRCP150) for the Builder, cable splicing (PRCP 237) for theConstruction Electrician, and shore-based boileroperation (PRCP 720) for the Utilitiesman.

3. Individual special skills (PRCP 800 - 830).These are technical skills performed by personnel inseveral ratings, including people that are not inOccupational Field 13; for example, forklift operation(PRCP 800), ham radio operation (PRCP 804), andtyping (PRCP 803).

4. Military skills (PRCP 901 - 981). These skillsare further classified into three subcategories:mobilization, disaster recovery, and Seabee combatreadiness. Examples are aircraft embarkation (PRCP902); M-16 rifle use and familiarization (PRCP 953);and disaster recovery, heavy rescue (PRCP 979).

5. Crew experience skills (PRCP 1000A - 1010A).These skills are gained by working with others onspecific projects. Most of these projects are related toadvanced base construction, such as observation tower(PRCP 1002A), fire fighting (PRCP 1009A), andbunker construction (PRCP 1008A).

A skill inventory has three principal steps. First,each skill is closely defined and broken down into taskelements. Second, a standard procedure for obtainingthe information is developed. This procedure helps toensure that the information, regardless of where it is

collected or by whom, meets certain standards ofacceptability. The third step is the actual collection ofthe skill data and includes the procedures forsubmitting the data to the data bank.

Skill Definitions

PRCP, NAVFAC P-458, volume I, Skill Defini-tions, contains a definition for every PRCP skillidentified in the PRCP. Each definition has beenjointly approved by COM2NDNCB and COM3RD-NCB and applies to the entire NCF.

PRCP Standards and Guides

The skill definitions alone do not containsufficiently detailed information to accurately classifypeople, nor do they provide any classificationprocedures. Recognizing this, the Civil EngineerSupport Office (CESO) conducted special Seabeeworkshops where the PRCP, NAVFAC P-458,volume II, Standards and Guides, was developedunder the guidance of CESO. This volume consists ofseven separate manuals—one for each Seabee rating.The PRCP Standards and Guides is the principal toolused in collecting and updating skill data. Byfollowing the interviewing procedures in the PRCPStandards and Guides, a trained interviewer is able toclassify people to a predetermined skill level with anacceptable degree of uniformity. With a thoroughknowledge of the tasks required of each skill, anyoneso authorized can classify others to an appropriate skilllevel by actually observing them perform the tasks,either in training or on the job.

Skill information obtained by interview orobservation is recorded on the individual’s skillupdate record (fig. 1-1). Skill information isforwarded to the unit’s training department where it isrecorded on the Seabee Automated MobileManagement System (SAMMS) and forwarded to theappropriate Naval Construction Regiment (NCR). Theinformation is reviewed, skill deficienciesdetermined, and training requirements established tomaintain the unit’s readiness. Complete instructionsand information for using the PRCP skill updaterecord, and other PRCP data processing information,can be obtained from the training officer of the unitsparticipating in the program.

As a crew/squad leader, you are directlyresponsible for using the PRCP Standards and Guidesto assist a designated interviewer in maintaining anaccurate skill profile on your personnel. You also are

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responsible for providing the initial information forthe PRCP data bank. Subsequent updating of thisinitial information for each person is based onperformance on the job (which you observe),completed training, and regular interviews. Newlyreporting personnel, regardless of previous assign-ment, require interviewing within 30 days.

PRCP INTERVIEWS

There are two types of PRCP interviews. The firstand most important is the individual rating skillinterview. The second type is simply called otherinterviews. Both types require the use of the PRCPStandards and Guides.

Rating Skill Interviews

When conducting an individual rating skillinterview, the interviewer uses a discussion technique

to classify Seabees in the skill levels of the variousindividual rating skills. This technique requites athorough understanding of the skills and tasks definedin the PRCP Standards and Guides. Few individualspossess the talent required to interview in all the skillsof a rating. Interviewers must be mature enough torecognize their own limitations and be willing to seekassistance from qualified individuals. For example,the interviewers could use the crane crew supervisorto assist in interviewing personnel for crane skills.

Other Interviews

Other interviews are used to classify people intothe individual general and special skills, militaryskills, and crew experience. With few exceptions,these skills do not require an experienced interviewer.In many cases, skill levels can be assigned toindividuals on the basis of their service or trainingrecord and by completed training evolutions, such as

Figure 1-1.—PRCP skill update record.

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contingency construction crew training or blockmilitary training. Skill level classification should bedone whenever possible to cut down on interviewingtime. Then, when a person is scheduled for inter-viewing, it will be just a matter of verification orupdating.

USING THE STANDARDS AND GUIDESFOR INDIVIDUAL RATING SKILLS

When assigned as an interviewer, you must obtain,read, understand, and use the PRCP Standards andGuides. The format is standard. After the skill title,you will find the contents, the skill definitions, and thetasks, which are broken down into task elements. (Seefigs. 1-2 through 1-4.)

Skill Title and Contents

The title identifies the skill; for example, figure1-2 identifies the individual Utilitiesman skill of 710,Plumbing. The number 710 is a numerical code for thisskill. The contents can be used to ensure there are no

Figure 1-2.—Title and content of the PRCP Standards andGuides. missing pages. The skill definition is always listed

Figure 1-3.—Individual rating skill definition.

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first and directly beneath it is .1 Skill Level 1. Thetasks are listed under each skill level. You mustinterview each candidate to see if he or she is qualifiedfor that skill level.

Skill Definitions

The purpose of the skill definition in the PRCPStandards and Guides is to introduce the skill materialto the interviewees. Figure 1-3 illustrates an individualrating skill definition. The definition shown is forPlumbing and is a statement of tasks to be performedat each skill level.

There are one, two, or three skill levels, dependingupon the complexity and number of tasks. Each levelwithin a given skill is more difficult than the previousone and requires a broader knowledge in bothapplication and theory. For example, a person havingSkill Level 1 in Plumbing performs comparativelyeasy tasks. Whereas, at Skill Levels 2 and 3 a personmust demonstrate a skill and knowledge factor for amuch more complex phase of this specific area of thetrade.

Task and Task Elements

A TASK is a specific portion of the overall skilllevel. (See fig. 1-4.) Some tasks cover relatively broad

Figure 1-4.—Typical task analysis with task elements and related action statements.

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areas. Others may be quite specific and brief. Eachtask is further broken down into several smaller jobscalled task elements.

A TASK ELEMENT is a basic part of each task.When interviewing, you use the task elements andtheir related ACTION STATEMENTS to determinethe interviewee’s qualifications. Action statementstell you the type of information you should get fromthe person being interviewed. Each action statementis identified in the guides by a capital letter (A, B, C,and so forth). Capital letters are listed near the top, andhow many are used varies from task to task. The firstaction statement in figure 1-4 is, “Describe thesequence of steps of this procedure and explain thereasons for each.” A matrix is used to show how thestatements relate to the task elements.

To gain familiarity with the matrix, refer to taskelement .01, “Perform as head chainman.” Under thetask element subparagraph a, you find “Select and settraverse station.” If you follow this line and look to theright of this statement at the matrix, you see Xs underletters A, B, E, F, and G, indicating which actionstatements apply to this task element.

INTERVIEWING STEPS

When interviewing, the first thing you should dois to attempt to put the interviewee at ease. A good wayof doing this is to explain the purpose of the interview.For example, explain to the interviewee that theinterview will cover the following:

1.

2.

3.

what he or she is actually expected to know andto do,

determine what he or she can actually do so theright job can be assigned, and

what his or her deficiencies are so that he or shecan receive proper training.

Next, explain to the interviewee that he or sheshould discuss the knowledge of the skill honestly.There should be no embarrassment if an individualdoesn’t know every item covered in the guides. Telleach interviewee what skill and skill level he or she isbeing interviewed for. Read the skill definition aloudto see if the person is knowledgeable of the subject.

Task Interviewing

Begin interviewing by reading aloud the task. Thisdirects the interviewee’s concentration to the rightarea. Then rephrase the task in your own words. For

example, you could rephrase it as follows: “The firstthing we will discuss in surveying is the performanceof the chainman.”

Now read aloud the first TASK ELEMENT(Perform as head chainman) (fig. 1-4). When youapply this task element through ACTION STATE-MENT A (Describe the sequence of steps of thisprocedure and explain the reasons for each), it soundssimilar to the following: “Describe the sequence ofsteps a head chainman should take in selecting andsetting traverse stations, and explain the reason foreach step.”

This rephrased sentence is not a question. It is astatement that directs the interviewee to tell you whathe or she knows about performing the steps requiredand the reasons for performing them. There are noquestions in the PRCP Standards and Guides; there-fore, no answers are provided. The guides point outthe areas to be discussed (in terms of TASKELEMENTS and ACTION STATEMENTS). Theinterviewee’s replies are evaluated by the intervieweron the basis of his or her own personal experience,knowledge, and judgment.

It should be obvious now why all rating skillinterviewers MUST be experienced in the skills forwhich they interview. The only way you candetermine that the interviewee knows the task elementis to thoroughly know it yourself. If you are unfamiliarwith, or “rusty” in, any tasks in the guides, you muststudy these areas thoroughly before attempting tointerview anyone. Also, if you do not understand howa particular action statement is used with a taskelement, you must resolve this before interviewing.One way of doing this is to discuss the problem withothers who are familiar with the skill.

Discuss the task element ONLY with the actionstatements indicated in the columns to their right byan X in the matrix. For example, in figure 1-4, onlyaction statements A, B, D, F, and G are used with taskelement .02a. In task element .03a of the same figure,only action statements A, C, F, and G are applied. Asan expert in the skill, you may want to ask questionsabout tasks not covered by the guides. You must avoiddoing this, as you would have no applicable standardagainst which to gauge interviewees’ replies. If youfeel strongly that the guides can be improved, discussyour recommendations with the PRCP coordinator.

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Scoring Interviews

If interviewees have a Navy Enlisted Classifica-tion (NEC) in the skill for which they are beinginterviewed, they are automatically assigned to thatskill level without being interviewed for any of thelower skill levels. When interviewing, you should usea positive approach. If the interviewees say they cando the related work, you may continue with theinterview for the skill level; however, if they say theyCANNOT do the work, it is obvious that you shouldgo on to some other skill. The interviewees either door do not know the skill. The decision is left up to theinterviewer. ALL TASKS must be accomplished foreach skill level. The results of the interview are thenintroduced into the PRCP system. The proceduresused for doing this are contained in NAVFAC P-458,volume III, Systems Documentation.

TRAINING

Each training program is formulated to providepersonnel with the skills needed to accomplish currentmissions and mobilization missions. The program isdeveloped according to the pattern, priorities, andtempo established by the commanding officer. Itcovers many phases from orientation courses tospecial technical courses. The success of a trainingprogram depends upon operational commitments,policies, and directives from higher authorities. Theexperience, previous training of the personnelassigned, and the availability of training facilities alsoimpact on a training program’s success. Althoughmuch of the construction training is provided by classA and C-1 advanced schools and special constructionbattalion training (SCBT) courses, additional skill andexperience must be acquired.

TRAINING ORGANIZATION

Navy regulations state that the naval mobileconstruction battalion (NMCB) executive officersupervises and coordinates the work, exercises,training, and education of personnel in the command.The executive officer supervises the training ofofficers, coordinates the planning and execution of thetraining program and, when necessary, acts to correctdeficiencies in the program. The executive officerdoes this in the capacity as chief staff officer (CSO).The executive officer’s principal assistant is the plansand training officer.

Company commanders are directly responsiblefor training their company personnel and for fulfillingtraining goals established by the commanding officer.The company commanders help to formulate trainingprograms, supervise training of subordinate officers,and direct technical military and general training oftheir companies. The battalion service departmentheads are responsible for individual training in theirdepartments. They conduct training for advancementand administer the OPNAV-sponsored generaltraining. Platoon leaders monitor the training progressof personnel in their platoons. They directly superviseon-the-job construction and military training. Allpetty officers assume the responsibility for trainingtheir members. Good petty officers are able to conducteffective training courses using lectures, discussions,project work, and so on.

The plans and training officer is assisted by apermanently assigned staff of three or four pettyofficers and by additional personnel on a part-timebasis as necessitated by the formal training work load.This group is headed by a chief petty officer. Groupmembers function as the unit’s central trainingcoordinators. Responsible for the entire trainingprogram, this group is concerned with the formulationand administration of both the formal military trainingprogram and the technical training program. Theseprograms include formal schools, SCBT, advancedbase construction, and disaster recovery. Individualclass assignments are formulated and administeredwithin each company and must correspond to theguidelines established by the plans and trainingofficer.

In the Amphibious Construction Battalion(PhibCB), the training officer may serve as assistantto the operations officer. The training officer arrangesand schedules all formal training of officers andenlisted personnel. The PhibCB training officerperforms essentially the same duties as the plans andtraining officer in the NMCB. However, the trainingprogram planned by the training officer of a PhibCBis tailored to meet the specialized mission of thePhibCB. This specially tailored training programprovides the knowledge that operational teams andcrews apply in carrying out all phases of their primarymission. Included are seamanship, installation andoperation of causeway piers, fuel systems, and beachsalvage techniques.

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TRAINING GUIDELINES

In general, training should be consistent with thefollowing guidelines:

. Training must be closely integrated and coordi-nated with daily operations of the battalion. Theadopted plan must not interfere with essential construc-tion functions.

. Not withstanding the guideline just listed, theconstruction schedule should be flexible so it can useopportunities for training that might even expedite theconstruction schedule.

l Maximum advantage should be taken of the op-portunity to derive training benefits from routine opera-tions.

Figure 1-5 shows a typical battalion trainingorganizational chart.

TRAINING NEEDS

Training for advancement is a continuous concernof all personnel within a battalion, whether at thecompany or platoon level.

In home port, training programs become theprimary mission. The NMCB is expected to spendabout 75 percent of the available man-days informalized technical, military, and general training. Inaddition, the planning and estimating group may beconsidered to be involved with on-the-job training(OJT). Approximately 2 months before an NMCB

returns to home port, it sends a training conferenceteam to the home port regiment to prepare the trainingschedule for the battalion’s home port stay. This teamschedules the training required for the battalion tomeet its readiness and construction tasking for its nextdeployment. They also coordinate home port supportfor berthing, supplies, and recreation. All personnelare trained in the areas of technical, military, andgeneral topics. However, the program may be tailoredto meet the specialized mission of the battalion’s nextdeployment. If one of the projects scheduled is theconstruction of an airstrip, there will undoubtedly bea great deal of site preparation occurring. You willneed to know how many qualified ConstructionMechanics are available and if you need to train morepersonnel to maintain and repair specific equipment.Take advantage of any opportunitites to train as manyof your personnel as possible on the jobs expected tocome up on the next deployment.

Take inventory of the skills possessed by crewmembers, whether through actual job experience orthrough some type of training program. After youmake this study, you can easily see whether therequired skills for a particular job match the availableskills. When they do not match, you know that trainingis needed. You may need to conduct refresher trainingor provide instruction on new techniques.

As an individual’s supervisor, you may checkservice records, conduct PRCP interviews, and selectthose best suited for training given at a Navy C-1advanced school or at a special construction battaliontraining course.

ON-THE-JOB TRAINING

Figure 1-5.—Training organizational chart.

There are many forms of OJT. It may be in theform of an especially tailored, well-organizedprogram, such as one designed to help Utilitiesmenacquire advanced skills in air conditioning andrefrigeration. Then again, OJT may be in the form ofsimple instruction, like explaining and showing aperson how to tie a certain type of knot. In other words,when one person helps others to learn to do a job andmakes sure they learn the right way, it is a form of OJT.

In the Seabees, OJT goes on around us all the time.For instance, two strikers were assigned a job ofcopper pipe installation. Although they had performedmany comparable jobs, they had not done thatparticular one. Their supervisor assigned anexperienced crew member to guide them. This personexplained the exact procedure for laying out the pipe;

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how it was marked, cut, and joined; and why thatparticular joint was necessary. The strikers understoodand easily proceeded with the job.

There are as many examples of OJT as there arecontacts between personnel in the Seabees. In aSeabee organization, OJT is important because of thecontinuous changes in equipment and personnel. OJTprovides continuous opportunities for new and bettermethods of doing construction work.

In the Seabees, as well as in private industry, theterm on-the-job training means helping an individualacquire the necessary knowledge, skill, and habits toperform a specific job. This definition implies that thejob training applies not only to the Constructionmanor to the new personnel in an organization, but also toany other person who is assigned a new job. Itindicates that iob training is a continual process in theSeabees. No one is completely trained. Performancecan alway be improved. It is by keeping interest highand by sharing directions, suggestions, andinformation that we increase proficiency.

Bear in mind, however, that OJT is an activeprocess and requires supervisors who are aware of theneeds of the trainees and who can motivate them tolearn. Use methods that add meaningful experiencesto the trainees’ storehouse of knowledge.

A supervisor who does a good job of trainingpersonnel benefits in many ways. For one thing,well-trained crew members brag about theirsupervisor, especially to their buddies in other crews.If you have a valuable skill, knowledge, or attitude andimpart that skill, knowledge, or attitude to 10others—you have multiplied your effectivenessconsiderably.

Setting Up a Program

In setting up an OJT program, one of the firstthings you should do is an administrative analysis todetermine the training needs.

One of the training needs may be for advancementin rate for your personnel. Few things will make youas proud as seeing Constructionmen that you havetrained make third class petty officer. Do you knowwhat they are thinking? Their comments may be, “Ohboy, no more mess cooking.” But their real thoughtsare probably that they cannot wait until they can sewon the next stripe. In preparing a program, keep threethings in mind:

. The subjects to be taught

. Your broad knowledge pertaining to the trainingobjectives

. Ways you can best share your experience

When breaking the subjects down into lessons,consider the length of time to be devoted to eachsubject, and determine if you are going to teach thesesubjects in a classroom, field, or shop. You may haveto determine lesson objectives, establish lessonsequence, analyze reference materials, prepare lessonplans, and so on. Remember that in any type of trainingprogram, the objective is to help the trainee learn themost information in the shortest time possible.

Implementing a Program

You should consider various courses of action inimplementing an OJT program. To the supervisor ortrainer, some of the most important are as follows:

— Survey unit assignments and be sure each as-signment fits an individual’s classification and specificskills background.

— Determine the exact need for training. To deter-mine this need, establish two things: (A) the specific jobrequirements and (B) the individual skills of the trainee.when A and B are known, the OJT required can bestated in a simple formula.

A + B = OJT required

— Determine the most effective method or meth-ods of training. The number of people, time available,facilities required, nature of the training, and individualcapabilities are factors that will affect your decision.

— Select the individuals who will actually con-duct the training. You should remember that the endproduct will be no better than those who conduct thetraining program.

— Procure all available materials that may helpsupplement the program.

— Monitor the program continually. You need tobe sure that the OJT does not lag, that training recordsare kept current, and that newly developed skills areproperly applied.

This is truly a large order. But now, more thanever, our Navy depends upon quality training. It is animportant job, and it is one that never ends.

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Training Methods

In OJT, you must tailor the training methodsaround the nature of the subject, the time available,and the capabilities of the trainee.

No other method of training is as effective, asintelligent, or as interesting as coach-pupil instruction.In addition to being a quick way of fitting a newworker into the operation of a unit, it serves as one ofthe best methods of training. Without specificdirections and guidance, a worker is likely to wastetime and material and form bad work habits. Manyindustries have apprenticeship programs designed totrain workers in a trade or skill. Most apprenticetraining consists both of coach-pupil instruction withskilled worker supervision and periodic groupinstruction.

Self-study should be encouraged. Skilled andsemiskilled jobs require a considerable amount of jobknowledge and judgment ability. Even in simple jobs,there is much basic information a worker mustacquire. But the more complicated technical jobsinvolve highly specialized technical knowledge andrelated skills that must be taught.

Group instruction is a practical adjunct to directsupervision and self-study. It is a time-saver whenseveral workers need the same job-related knowledgeor procedures. The supervisor or trainer can checktraining progress and clarify matters that are difficultfor the trainees to understand. Group instruction, ifintelligently used, can speed up production. Forexample, suppose you have six trainees learning thesame job. Four of the trainees are having trouble witha certain job element, while the other two have learnedit. The four people having trouble can be brought overto the other two, and in a short time the difficulty willmost likely be solved. In OJT, this is called groupinstruction. As you can see, group instruction is notthe same as classroom or academic instruction.

Another type of OJT is piecemeal instruction. Forinstance, a crew member asks you for information andyou supply it. That is piecemeal instruction. Asupervisor’s orders are, in a sense, a piecemeal methodof instruction because they should let others knowwhat, when, where, how, and why. Other examples ofpiecemeal instruction are explaining regulations,procedures, and orders; holding special meetings;indoctrinating a new person; and conductingorganized meetings.

Trainee Development

In any type of effective training where oneindividual is working directly under the supervisionof another, the trainers and trainees must understandthe objectives of the training. Factors deservingcareful consideration include determining the trainingneeds of the trainees, defining the purpose of training,and explaining or discussing job training concernswith the trainees.

In determining training needs, it is often a goodidea to interview the trainees. A summary ofpreviously acquired skills and knowledge relative tothe job can be learned by proper questioning. Comparejobs the trainees know how to do with those they willbe doing. Determine training needs (requiredknowledge and skills minus the knowledge and skillsthe trainees already possess). Training needs shouldbe determined for each job pertaining to the trainee’sposition assignment. Analyze the job to be done andhave all the necessary equipment and materialsavailable before each job training situation.

In defining the purpose of training, you shouldclearly explain the purpose of the job, duty, or task tobe performed by the trainees. You should also pointout to the trainees their place on the team and explainto them how they help in getting the unit’s missiondone. Stress the advantages of doing the job well, andhow the training benefits them, their organization, andthe Seabees.

The trainers should also explain facts about the jobto be done, principles that are proven and workable,and directions on ways to do the job safely, easily, andeconomically. The trainers should explain anytechnical terms or techniques that will improve theskill of the trainees. The importance of teamwork andattention to detail in each operation in a job should bestressed.

The trainers and trainees should discuss theproblems that arise in doing a job, and try to clear upany questions the trainees may have concerning thejob. Trainers should point out to the trainees thesimilarity of different jobs. The relationship ofprocedures in a particular job, to things with which thetrainees are acquainted, should also be discussed. Thisallows the trainees to learn through association withpast experiences. It also is important for the trainersto discuss the progress of the trainees.

The most valuable end product of a peacetimemilitary operation is trained personnel. Regardless of

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your unit’s mission, you must have trained personnelto carry it out. All petty officers in the Navy areresponsible for training the personnel under theirimmediate supervision. Do NOT take thisresponsibility lightly.

SYSTEMATIC TRAINING

Effective training requires a great deal of planningand directed effort. To prevent a haphazard approachto the job of training, you must organize materials intological sequence and have an accurate method formeasuring the results. If any learning takes place,there must be some results. If you push as hard as youcan on an object and there is no result—if you fail tomove it—no work has been done regardless of theenergy you expended. If no learning takes place, youhave not trained. Three steps that may help you inplanning and carrying out your training programs areas follows:

1.

2.

3.

Encourage learning by using the comet trainingmethods.

Measure achievement at regular intervals toassure that learning is taking place.

Record results to document progress and toimprove your training system.

Evaluation

Evaluations are worthwhile tools. Both you andthe trainee will want an evaluation of the workaccomplished. Generally, the most valid trainerevaluations are obtained by testing the trainees. If theyhave learned to perform in a highly satisfactorymanner, this is an indication that training has occurred.Personnel must be trained correctly. Impropertraining, in many cases, is worse than no training atall.

Performance Testing

Performance testing can help you do a better jobof conducting an OJT program. You can useperformance tests to find how well your trainees aredoing their jobs. However, it is difficult to find a testthat truly assists you in evaluating performance.

Performance tests should enable you to rate thework of subordinates accurately enough to carry outthe following objectives:

l

l

l

l

l

To help you determine the qualifications ofpersonnel entering OJT programs.

To aid you in rating the improvement of personsundergoing OJT.

To help determine whether trainees can actuallyperform the tasks they are being trained to do.

To assist you in assigning new people toparticular jobs.

To help you locate the strengths and weak-nesses in OJT programs.

Since it is a practical check on a work project, aperformance test must be a sample work situation inwhich the trainee performs some active piece of workthat can be examined. The test is not designed tomeasure what a person knows about the job (a writtenor oral test may fill that need for you). Instead, it isintended to help you rate that person’s ability toactually do the job. Do the best you can in organizingand administering the performance test. There willalways be room for improvement in most of the testingthat you do.

WORK ASSIGNMENTS/SHOPSCHEDULES

Being the supervisor of a crew or shop is animportant responsibility. You have personnelassigned to you whom you must employ effectivelyand safely. Your supervisor expects you not only tomeet production, but also to conduct training. Thefollowing section contains information that will assistyou in the daily planning, organizing, andcoordinating of work assignments and shop schedules.You must master these skills to meet the productionschedule safely.

PLANNING

In planning, you determine requirements anddevise or develop methods and schemes of action forconstructing a project. In addition to day-to-dayplanning, consider the following primary matters inconstruction: work element estimates, materialestimates, equipment estimates, manpower estimates,job or job site layout, material delivery and storage.These matters depend upon each other and all are partof any well-planned project. The success of anyproject depends to a great extent upon the attention todetail and the care taken in planning.

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Proper planning saves time and money, makes thework easier and more pleasant for your crews, andexpedites the work. It can eliminate friction, jealousy,and confusion. Good planning can free you from manyof the details of the work, thus giving you time to carryout other important duties. Also it eliminates“bottlenecking” (remember that the neck of the bottleis always at its top).

As the petty officer in charge of a crew, you areresponsible for crewmember time management as wellas your own. You must plan constructive work foryour crew. Always remember to PLAN AHEAD! Asure sign of poor planning is crewmembers standingidle each morning while you plan the day’s events. Atthe close of each day, you should confirm plans for thenext workday. In doing so, you may need answers onthe availability and use of manpower, equipment, andsupplies. Keep the following questions in mind:

1. Manpower. Who is to do what? How is it to bedone? When is it to be finished? Since idleness maybreed discontent, have you arranged for another job tostart as soon as the first one is finished? Is everycrewmember fully utilized?

2. Equipment. Are all necessary tools andequipment on hand to do the job? Is safety equipmenton hand?

3. Supplies. Are all necessary supplies on hand tostart the job? If not, who should take action? Whatsupply delivery schedules must you work around?

Have a definite work schedule and inspectionplan. Set up daily goals or quotas. Plan to personallycheck at intervals the work being done and theprogress toward meeting the goals. Spot check foraccuracy, workmanship, and the need for training.

Seabees must be trained to do a wide variety ofjobs. The rotation method, OJT, and classroom workrequire you to plan training time. Allow time too forhandling personnel problems and military duties.Your planning must include time for records, reports,and other paper work necessary for the control ofpersonnel and materials under your charge.

ORGANIZING

As a Seabee Petty Officer First Class, you must beable to organize. This means that you must analyze therequirements of a job and structure the sequence ofevents that will bring about desired results.

You must develop the ability to look at a job andestimate how many man-hours are required forcompletion. You will probably be given a completiondeadline along with the job requirements. Next (orperhaps even before making your estimate ofman-hours), plan the job sequences. Make sure thatyou know the answers to the following questions.What is the size of the job? Are the materials on hand?What tools are available, and what is their condition?

Before assigning work, carefully consider thequalifications of your personnel. Are theyexperienced, or do they need training? Is anyonescheduled for leave? Will you need to request outsidesupport? After getting answers to these questions, youshould be able to assign your crews and set up tentativeschedules. If work shifts are necessary, arrange for thesmooth transition from one shift to another with aminimum of work interruption. How well you do so isdirectly related to your ability to organize.

COORDINATING

A supervisor must be able to coordinate. Whenseveral jobs are in progress, you need to coordinatecompletion times so one can follow another withoutdelay. Possessing coordinating skill is also veryhelpful when working closely with your sistercompanies. Coordination is not limited to projectsonly. You would not want to approve a leave chit fora crewmember and then remember a school during thesame time period. Nor would you want to schedule acrewmember for the rifle range only to find the rangecoaches unavailable at that time.

PRODUCTION

The primary responsibility of every supervisor isPRODUCTION. You and your crew can produce bestby doing the following: (1) planning, organizing, andcoordinating the work to get maximum productionwith minimum effort and confusion; (2) delegating asmuch authority as possible, but remaining responsiblefor the final product; (3) continuously supervising andcontrolling to make sure the work is done properly.

SAFETY

Safety and production go hand in hand, since theonly efficient way to do anything is the safe way.When your personnel are absent because of injury,your shop equipment is down because of damage, orcompleted work is destroyed by accident, production

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is sure to fall. Therefore, you must teach safetyconstantly and set examples by always observingsafety precautions. Teach safety as part of eachtraining unit, and plan each job with safety in mind.

WORK ASSIGNMENTS

The assignment of work is an important matter.On a rush job, you may have to assign the bestqualified person available to meet the deadlines. Whentime and workload permit, rotate work assignments soeach person has an opportunity to acquire skills andexperience in the different phases of their rating.When assignments are rotated, the work becomesmore interesting for the crew. Another good reason forrotating work assignments is to prevent a situationwhere only one person is capable of doing a certaintype of work. This specialization could be a severedisadvantage if that person were to be transferred,hospitalized, or go on leave for a lengthy period.

You need to give special consideration to workassignments for strikers. They should be assigned tojobs of gradually increasing levels of difficulty.Strikers may be useful assistants on a complicated job,but they may not fully understand the different phasesof the job unless they have worked their way up frombasic tasks.

In assigning work, be sure to give the worker asmuch information as necessary to do the job properly.An experienced worker may need only a generalstatement concerning the finished product. A lessexperienced worker is likely to require moreinstruction concerning the layout of the job and theprocedures to be followed.

Often, you may want to put more workers on a jobthan it really requires. Normally the more workers, theless time it takes to get the job done. But remember,there is a limit to the number of workers that cansuccessfully work on one job at any given time. Donot overlook the advantages of assigning more crewsor crewmembers to a project when their services areneeded or when presented an opportunity to learn aunique phase of the rating. Teamwork, versatility, andnew skills can be learned from a variety of workassignments.

ENLISTED PERFORMANCEEVALUATION REPORTS

The Navy Enlisted Performance EvaluationReport is a periodic recording of an individual’s

qualifications, performance level in comparison tocontemporaries, conduct, and prospects for increasedresponsibilities. This report is the most significantpersonnel management tool in the enlisted servicerecord. It is primarily designed for use by theCommander, Naval Military Personnel Command(COMNAVMILPERSCOM), in making advancementand assignment decisions. It is also used indetermining a person’s eligibility for the GoodConduct Medal, reenlistment, and character of serviceat time of discharge. Various selection boards useperformance evaluation reports to select members foradvancement, continuation of active duty, retention,appointment to commissioned status, assignment tospecial duties, and special educational programs. Theperformance appraisal process cannot be over-emphasized and it demands command attention.

As a first class petty officer, it is your job to seethat the rough draft of the evaluation report is filledout clearly. You can get a copy of NAVMILPERS-COMINST 1616.1A or Military Requirements forPetty Officer First Class, NAVEDTRA 10046-A,chapter 3, to show you what information goes in eachblock. See that you have the Enlisted PerformanceEvaluation Report—Individual Input, NAVPERS1616/2 1, filled out by each person on whom you aremaking an evaluation report. (See fig. 1-6.) All of theblocks must be filled in before you forward it throughthe chain of command. (See figs. 1-7 and 1-8.)Preparation of rough evaluations reports is your singlemost important administrative task. It is important foryou to be thorough, timely, and fair. Give thecontinuing evaluation of your personnel top priority.

As a first class petty officer, you will writeevaluations in the rough on people in paygrades E-1through E-5. The evaluations for people in pay gradesE-1 through E-3 do not include narrative remarks. Theevaluations for people in paygrades E-4 (PO3) do notinclude narrative remarks, but they should contain alisting of significant qualifications achieved duringthe reporting period. Evaluations for people inpaygrades E-5 (PO2) include narrative remarks, andall of the blocks must be filled in. Some examples ofcomments that may help you are as follows:

Paragraph 1. First sentence. Use one to threeadjectives that best describe the person plus astatement concerning overall performance. State theperson’s job within the sentence and how it relates tothe command’s mission. Be careful not to useredundant adjectives.

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Figure 1-6.—Enlisted Performance Evaluation Report—Individual Input.

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Figure 1-7.—Enlisted Performance Evaluation Report (front).

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Figure 1-8.—Enlisted Performance Evaluation Report (back).

Example: Petty Officer Seabee is self-motivatedand resourceful, and can be relied upon to completedifficult assignments without direction or guidance.He is aggressive and initiates workable ideas for waysof doing things more accurately, more quickly, andmore thoroughly with the same means and resourcesas his contemporaries.

Second sentence. Use words describing leadershipability and effectiveness in integrating people with themission. Discuss difficulty of billet, number of peoplebeing supervised, and where appropriate, the dollarvalue of the equipment for which he is responsible.

Example: Sets and maintains a high standard ofperformance for himself and subordinates. Maintainsa high state of operational and material readiness. Inthe supervision of five assigned personnel, he isextremely firm and fair. He is responsible for theoperation and working condition of equipment valuedat $2 million dollars.

Third sentence and remainder of paragraph 1. Usewords related to technical competence on the job.

Example: Continually maintains a high state ofoperational and material readiness despite antiquatedequipment and nonavailability of spare parts andmaterial support.

Paragraph 2. List of solid accomplishments takenfrom individual input. Do not overdo the superlatives.Talk about facts that are a matter of record: This partshould be “hard hitting,” in bullet format, capitalized,and underlined for emphasis.

Example:

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Major contributor to the department achievingzero report deficiencies in FY 92’s TYCOMInspection.

Received numerous superlative commentsfrom the inspection team- regarding conditionof the equipment.

Paragraph 3. Attaboys, if any. State the source ofthe citation. If signed by an admiral, state his name.For unit attaboys, tie in personal performance as a keyto unit success if, in fact, the person was a significantcontributor to the successful evolution.

Example: Received CO’s letter of appreciation forsuperior preparation of facility for change ofcommand.

Received letter of appreciation from OIC, NASAnnex, for volunteer work on their emergencygenerator during a station power outage.

Paragraph 4. Specific aspects of performance.Comment on any particularly outstanding or adversemark assigned, Personal traits may be mentioned.Identify extracurricular activities that have been ofbenefit to the Navy. Comment on family involvementthat has been an influential factor in the person’sperformance.

Example: Petty Officer Seabee is deeply involvedin many community activities, He is a Boy Scout troopleader, a youth counselor at the local Boys Club, anda deacon on the First Baptist Church council. He and

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his wife Mary, who is currently the secretary for theenlisted wives club, are excellent representatives ofthe U.S. Navy,

Paragraph 5. Recommendations. Cover thefollowing items, as appropriate:

l Next duty

. Augmentation/officer programs

. Potential for C school, or special education

. Retention and promotion

Be consistent, The report must track with themonthly and/or feeder evaluations for enlistedpersonnel. The strength of the recommendations mustmatch the overall strength of the evaluation. Thereport must be accurate, hard hitting, and to the point.Flowery language is of no value. When a person isgood, say so and back it up with examples. Above allelse, evaluations must be consistent with performance.

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CHAPTER 2

PROJECT PLANNING AND MANAGEMENT

LEARNING OBJECTIVE: Recognize the elements required to plan, manage,execute, and monitor a construction project using precedence diagrams andbarcharts, Identify the techniques for estimating man-hours and material,establishing safety responsibilities, and closing out a project.

Good construction planning and estimatingprocedures are essential to the ability of the NavalConstruction Force (NCF) to provide qualityconstruction response to the fleet’s operationalrequirements. This chapter contains information thatyou can use in planning, estimating, and schedulingconstruction projects normally undertaken by theSeabees.

CONSTRUCTION MANAGEMENT

After World War II, the construction industryexperienced the same critical examination themanufacturing industry had experience 50 yearsbefore. Large construction projects came under thesame pressures of time, resources, and cost thatprompted studies in scientific management in thefactories about the year 1900.

The emphasis, however, was not on actualbuilding methods, but upon the managementtechniques of programming and scheduling. The onlyplanning methods being used at that time were thosedeveloped for use in factories. Management tried touse these methods to control large constructionprojects. These techniques suffered from seriouslimitations. The need to overcome these limitationsled to the development of network analysistechniques.

In the late 1950s, a new system of projectplanning, scheduling, and control came intowidespread use in the construction industry. Thecritical path analysis (CPA), critical path method(CPM), and project evaluation and review technique(PERT) are 3 examples of about 50 differentapproaches, The basis for each of these approaches isthe analysis of a network of events and activities. Thegeneric title of the various networks is networkanalysis.

The network analysis approach is now theaccepted method of construction planning in manyorganizations. Network analysis forms the core ofproject planning and control systems.

Construction management in the Seabees is basedon the CPM. A major advantage to using the CPMmethod is training. CPM gives the new projectsupervisor exposure to the fundamentals of projectmanagement. These fundamentals can be brokendown into the following steps:

1.

2.

3.

4.

Develop construction activities.

After careful review of the plans and specs, yourfirst step is to break the job down into discreetactivities. Construction activities are generallyless than 15 days in duration and require thesame resources throughout the entire duration.

Estimate construction activity requirements.

Evaluate the resource requirements for eachconstruction activity. Identify and list all of thematerials, tools, equipment (including safety-related items), and manpower requirements onthe Construction Activity Summary (CAS)sheet.

Develop logic network.

List the construction activities logically fromthe first activity to the last, showingrelationships or dependencies betweenactivities.

Schedule construction activities.

Determine an estimated start and finish date foreach activity based on the sequence anddurations of construction activities. Identify thecritical path. This will help focus managementattention on those activities that cannot bedelayed without delaying the projectcompletion date.

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5.

6.

Track resources.

As the crew leader, you must be sure thenecessary resources are available on the projectsite on the day the work is to be performed. Formaterials on site, this will be as easy assubmitting a material request, NAVSUP Form1250-1, to the material liaison office (MLO)several days in advance. For local purchaserequirements, such as a concrete request toMLO, a request may be required 2 to 3 weeks inadvance.

Control resources.

As the crew leader, you are also responsible foron-site supervision of all work performed.Productive employment of available resoureesto accomplish assigned tasking is your greatestchallenge.

OPERATIONS DEPARTMENT

An understanding of the operations (Ops)organization and its responsibilities in the planningand execution of construction tasking is necessarybefore any further discussion of project management.You can refer to figure 2-1 for a clear picture of theorganization.

Operations Officer (S3)

The S3 has functional authority over theconstruction and disaster preparedness programs inthe battalion. In this capacity he or she has directsupervisory authority over the line companies. The S3reports directly to the commanding officer. The S3 isresponsible for the assignment of all construction

Figure 2-1.—Operations department organization.

resourees: personnel, equipment, tools, and materials.Since the project planning process involves allocatingthese resources to specific projects, the S3 controls theproject planning process, oversees each planningphase, and approves all final project packages.

Assistant Operations Officer (S3A)

The S3A is generally responsible for theadministrative/executive efforts and record keeping ofthe Ops department. The S3Ain case of his or her absence.

Operations Chief (S3C)

The S3C is normallyday-to-day coordination of

acts for the Ops officer

responsible for thepersonnel within the

department and assists them in carrying out theirduties. The S3C also assists crew leaders through dailyvisits to the jobsites and generally assigns E6 andbelow OF-13 personnel within the battalion.

Engineering Division

The engineering division provides a variety ofengineering services including surveying, concreteslump and strength tests, compaction tests anddrafting. Engineering also maintains the “as-built”drawings for projects under construction.

Operations Administration

In addition to typing operations reports such assituation reports (SITREPs), the Ops admin staff alsoprovides centralized timekeeping and personneldistribution status.

Quality Control (QC) Division

The QC division is staffed with a group of highlyskilled technicians capable of instructing personnel toperform the work in the plans and specifications. Thesetechnicians are normally included in the planning andestimating and deployment planning groups. They havedetailed knowledge of all facets of a project and areknowledgeable on the critical inspection items that mustbe followed for each network activity during each phaseof construction. This group of technical experts, asagents of the Ops officer, is the group within the battal-ion most capable of resolving field problems with theindividual construction units.

The QC division develops a QC plan intended tobe a single-source document. This document outlines

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the command policies and the detailed methods ofimplementing, administering, and monitoringconstruction to ensure the highest quality product. Inall aspects of construction work, the battalion isconsidered to be a contractor who works with andthrough the officer-in-charge of construction (OICC),engineering field division (EFD), resident officer-in-charge of construction (ROICC), or the individuallydesignated customer representative to accomplish theproject.

All construction work done by the battalion isaccording to the construction quality control (CQC)program. This construction work is outlined in theP-445, Construction Quality Control Manual, andvarious implementing instructions provided by EFDs,OICC and ROICC offices, and COM2NDNCB/COM3RDNCBINST 4355.1 series.

PRELIMINARY DEPLOYMENTPLANNING

Planning for construction tasking beginsapproximately 10 months before deployment whenthe battalion receives the tentative tasking message.Many decisions must be made before the crew leadercan begin detailed project planning. Most of thesedecisions are among the following:

1. Officer/Chief Petty Officer Assignments —announced by the commanding officer.

2. Safety/QC Staff Assignments — announcedby the Ops officer.

3.

4.

5.

6.

Detachment Manning — announced by Opswith input from detachment OICs, assistantofficers in charge (AOICs), and companychiefs,

Prime/Subcontractors — assigned by Ops.The prime contractor is responsible for thesafety, quality, and timeliness of the construc-tion effort and directs subcontractorsaccordingly. The subcontractor is responsiblefor assigning resources in sufficient quantityand quality to accomplish their portion of theproject according to the coordinated schedules.Figure 2-2 shows the prime/subcontractororganization and the line functional authority inexecution of construction tasking.

Crew Leaders — nominated by companycommander/detachment OIC and appointed byOps.

Planning and Estimating Team — mustinclude members of both the prime andsubcontractor crews. Crew leaders must workwith their chain of command to have their crewsidentified as early in home port as possible.After the crews are assigned, planning effort canbe scheduled around the planning milestones.

DETAIL PROJECT PLANNING

The entire history of each NCF project, from theinitial planning phase through the execution phase tothe closeout phase, is documented in a standard

Figure 2-2.—Construction organization.

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STANDARD NCF PROJECT PACKAGE OUTLINE

FILE #1 GENERAL INFORMATION FILE FILE # 5 MATERIAL FILE

LEFT Project Scope Sheet LEFT List of Long Lead Time ItemsTasking Letter 45-Day Material ListProject Planning Cheek List Material Transfer RequestsProject Package Sign-Off Sheet Add On/Reorder Justification Forms

Bill of Materials/Material Take-OffRIGHT Project Organization Comparison Worksheets

Deployment Calendar Material Take-Off WorksheetsPreconstruction Conference NotesPredeployment Visit Summary RIGHT Bill of Materials (including all

Add-On/Reorder BMs)FILE # 2 CORRESPONDENCE FILE

FILE # 6 QUALITY CONTROL FILELEFT Outgoing messages and

correspondence LEFT Various Quality Contnrol FormsField Adjustment Requests (Design

RIGHT Incoming messages and Change Directives)correspondence

RIGHT Daily Quality Control InspectionFILE # 3 ACTIVITY FILE Reports

Quality Control PlanLEFT Constrution Activity Summary

Sheets of completed activities FILE # 7 SAFETY/ENVIROMENT FILE

RIGHT Master Activity Summary LEFT Required Safety EquipmentLevel II Stand-Up Safety LecturesLevel II Precedence Diagram Safety Reports Accident ReportsMaster Activity Summary SheetsConstruction Activity Summary RIGHT Safety Plan Highlighted EM 385

Sheets (Recommend Including filled Environmental Plan (if applicable)out 1250s and mineral productsrequests.) FILE # 8 PLANS FILE

FILE # 4 NETWORK FILE LEFT Site LayoutShop Drawings

LEFT Computer Printouts Detailed Drawings (if required)Level III Precedence Diagram Rebar Bending Schedule

Form Material WorksheetRIGHT Resource leveled plan for manpower

and equipment RIGHT Project PlansEquipment Requirement Summary

FILE # 9 SPECIFICATIONS FILE

LEFT Technical Data

RIGHT Highlighted Specifications

Figure 2-3.—Standard NCF project package outline.

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nine-folder project package. Figure 2-3 is an outlineof the standardized NCF project package. You will usethis format on all tasked projects. The forms for eachfile may be obtained from the regimental operationsdepartment. A flowchart showing the sequence ofplanning steps is provided in figure 2-4. We willexamine the planning sequence and see how theproject package is created step by step. These stepsalso are listed in the project planning milestones listin figure 2-5. Planning milestones should be assignedby Ops at the beginning of home port.

REVIEWING THE PLANS ANDSPECIFICATIONS

A thorough review of the plans and specificationsare absolutely necessary. Figure 2-6 provides achecklist for this review. In addition to the checklist

items, many questions, such as those in the followinglist, must be answered:

Scheduling

What is the scheduled progress at turnover?

Is sufficient time allotted?

Will long lead-time materials be available?

Is work required in occupied buildings?

Is roofing, sitework, or other weather-depen-dent work to be done in the rainy season?

Do the specifications require phasing of work?

Site conditions

Are there any hazardous materials present (suchas asbestos floor tile, siding, roofing,insulation)?

Figure 2-4.—Project planning flowchart.

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PROJECT PLANNING MILESTONES

PROJECT

1.

2.

3.

4.

5.

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MILESTONE

Designate Crew Leader and Planning Team

Pre-Planning Conference

Review Plans and Specifications

Identify Long Lead Materials

Identify Required Skills and Training

Complete Project Scope Sheet

Complete Master Activity Listing

Develop Level II Network

Generate Construction Activity Listing

Develop Independent Material Take-Off

Develop BM/MTO Discrepancy List

Calculate Man-days and Durations

Complete Construction Activity

Develop Level III Network

Input Network into Computer

Resource Level Project

Summary Sheets

Complete Master Activity Summary Sheets

Develop Level II Barchart

Consolidate

Consolidate

Consolidate

Consolidate

Tool Requirements

Equipment Requirements

Safety Plan

Quality Control Plan

Prepare Project Briefing

DATE DATEREQUIRED COMPLETED

Figure 2-5.—Project planning milestones.

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Figure 2-6.—Redicheck plan and specification review.

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Is removal of existing debris/material specified? What types of permits are required?

Is the laydown area sufficient? Methods

Are other forces (public works or contractors) Are methods specified more difficult/expensive

working in the same area? than methods more common to Seabees?

Are clearances required for access to secured Do you have necessary skills (special training,

spaces? tech reps, subcontracts)?

Figure 2-7.—Possible long lead-time items.

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What tools are in the central tool room (CTR)and what is available for rent from local vendors?

It is important that you identify long lead-timeitems as soon as possible. For realistic schedules, youmust take into account anticipated material deliverydates. Figure 2-7 is a list of possible long lead-timeitems. Any special training requirements must beaddressed to the chain of command as soon aspossible. Special training requires schedulingadditional training after home port has begun andrequires much coordination.

ESTIMATING

The crew leader is responsible for ensuring allrequired resources are identified. The crew leadermust estimate materials, tools, equipment, and laborrequired to complete each construction activity. Allrequired resources are listed on the CAS sheets. Thescheduled start and finish dates for each activity aretaken from the level III barchart and shown on theCAS sheet. The resources are then tied to the schedule,

and any action required to track or request resourcescan be monitored on the CAS sheet.

ACTIVITY LISTINGS

Before you go any further with detailed projectplanning, the project must be broken into smallerparts. Each part can then be estimated individually.The project will first be broken into between 8 and 10master activities representing large, functional partsof the project. Each master activity will then be brokeninto between 5 and 10 construction activities.

Master Activities

The regiments usually assign master activities tothe projects. The master activities can be broken intoat least 5 construction activities. Most commonly,master activities number between 8 and 10. Theseactivities identify functional parts of the facility andare often tied to a particular company or rating. It mustbe clear to all personnel involved in the planningprocess exactly what work is included in each masteractivity. That is the purpose of the master activitylisting (fig. 2-8). By providing a good narrative

Figure 2-8.—Master activity listing.

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description of each master activity, it will be clear toall where each work element falls. A good narrativedescription reduces the chance of omitting any workitems from the estimate. Master activities for a typicalbuilding might look like the following:

10XX Sitework

20XX Underslab Utilities

30XX Foundation and Slab

40XX Walls

50XX Roof

60XX Rough Utilities

70XX Interior Finish

80XX Finish Utilities

90XX Exterior Finish

Construction Activities

As the crew leader, you must break the masteractivities into construction activities. The workelement checklist contained in appendix A to theNAVFAC P-405, Seabee Planner’s and Estimator’sHandbook, is a good guide for the development of theconstruction activity list. A typical Naval MobileConstruction Battalion (NMCB) project might containbetween 15 and 50 construction activities. Construc-tion activity numbers are usually four digits. The firsttwo digits identify the master activity and the secondtwo digits show a specific construction activity withina master activity. The number also includes a prefixassigned by Ops that identifies the specific project.Looking at the list of master activities example, thisproject could have a construction activity for “PullWire” numbered 6025. The number 60 representsmaster activity “Rough Utilities” and 25 distinguishes“Pull Wire” from other construction activities in thatsame master activity.

and reporting are always done in 8-hour man-days,regardless of the length of the workday.

MDs = QTY of WORK ÷ UNIT SIZE x MHRS PERUNIT ÷ 8 x DF

For example, to install 16,000 SF of 1/2-inch drywallover wall studs would require how many man-days?(See page 4-78 of the P-405.)

MDs = 16,000 SF ÷ 1000 SF x 33 MHRS ÷ 8 = 66 x DF

Production Efficiency Factors

Production efficiency factors are the first step inadjusting man-day estimates based on your uniquecircumstances. The intent of a production efficiencyfactor is to adjust for factors that will make you moreor less productive than the average Seabee. Incalculating a production efficiency factor, consideronly those factors that affect the crew while on thejob. Table 2-1 has listed eight production elements inthe far-left column. You need to consider the impactof each of these production elements on each activitygiven a specific crew, location, equipment condition,and such. You need to assign a production factorbetween 25 (low production) and 100 (high produc-tion) for each element. A production factor of 67 isconsidered average. Average these eight factors tofigure your production efficiency factor (PEF).

Delay Factors

Before you can adjust the man-day estimate, youmust convert the production efficiency factor to adelay factor. You can find the delay factor by dividing67 (the average production factor) by the productionefficiency factor (DF = 67/63.6 = 1.05). (See table2-1.) Using the delay factor of 1.05 you now can adjustthe original man-day estimate.

66 x 1.05 = 69.3 or 70 MDMAN-DAY ESTIMATES AND DURATIONS

You need to know how to calculate mandays andduration for each construction activity, The P-405 isthe primary reference for Seabee man-day estimates.The P-405 lists how many man-hours it takes to do oneunit of work, The size of the unit is also given. Thequantity of work is divided by the unit size andmultiplied by the man-hours required to do one unit.You then divide by 8 man-hours per man-day andmultiply by a delay factor (DF). Tasking, estimating,

This mathematical procedure has limitations. Iffor example you are working outside in extremely badweather, and all other factors are considered average(weather = 25, all others = 67), you would obtain aproduction efficiency factor of 62 and a delay factorof 1.08. This 8 percent increase in the man-dayestimate would not adequately compensate forworking in extreme weather. You are not limited tothe method of delay factors in the P-405. Use commonsense when impacted by extreme circumstances.

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Table 2-1.—Production Efficiency Guide Factor Chart

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Come up with what you feel is a reasonable delayfactor and discuss it with your chain of command. Youare not bound by either the delay factors or theproduction rates in the P-405. To figure, man-dayestimates, you can use your experience to determe thelogical production rates to use. Keep in mind that thedelay factor is only used to determine the man-dayestimate for a particular construction activity. Eachactivity will have a different delay factor. All othercalculations use the availability factor.

Availability Factors

Availability factors take into account that Seabeesassigned as direct labor are not available 100 percentof the time. The 2nd/3rd Naval Construction Brigadeprovides the availability factors for planningpurposes. Availability factors are sometimes stillreferred to as site efficiency factors. These factors varybetween 0.75 for mainbody sites to 0.85 for detailsites. Using the following equation, you can determinethe man-day capability (MC) for the main body andeach detail.

MC = DL x WD x ME x AF

Use DL to represent the number of directlabor assigned, WD for the number of availableworkdays, ME for the length of the workday dividedby 8 (9/8 = 1.125), and AF is the availability factor.Multiply these four factors to figure the man-daycapability. You can use this same equation todetermine the direct labor manning for a detail if yousubstitute tasked man-days for MC and plug in AF,ME, and WD. The number of work days is taken fromthe deployment calendar.

Construction Activity Durations

The MC equation also can be used to determineconstruction activity durations. By substituting MDestimated for MC, plugging in crew size (CS) fordirect labor assigned (DL), availability factor (AF),and man-day equivalent (ME), you can solve for thenumber of workdays required or project duration.

Duration = MD estimated ÷ CS ÷ AF ÷ ME

The activity duration is increased by including theavailability factor to account for time lost from theproject site. The actual crew you would expect to seeon the jobsite on the average day would be the

assigned crew multiplied by the availability factor.Always use the availability factor.

If in the drywall example you had a crew of 12assigned, how long would it take to complete this task(availability factor 0.75, man-day equivalent 1.125)?Remember to use the revised man-day estimate. which.includes the delay factor.

Using the formula:

Duration = 70 ÷ 12 ÷ 0.75 ÷ 1.125 = 6.91 or 7.

CONSTRUCTION ACTIVITYSUMMARY (CAS) SHEETS

Once the master activities have been broken intoconstruction activities, you will need to use a CASsheet (figs. 2-9 and 2-10) for each activity. In additionto the activity description and scheduled dates, all therequired resources are shown on the front. Safety andQC requirements are on the back. The space at thebottom of the back page should be used for man-dayand duration calculations.

The CAS sheets should be able to stand alone. TheCAS sheets should contain all of your notes,information, and calculations pertaining to man-days,durations, tools, and equipment. This way, if you arenot available, someone else can use this informationand the project can continue. It is very important thatCAS sheets be filled out correctly. Almost all of yourremaining planning is driven from the CAS sheets.Always use a pencil to fill them out, because theychange constantly.

CONSTRUCTION SCHEDULING

You must put together realistic, workableschedules during your project’s planning andestimating stages if you hope to finish the tasking onschedule during the deployment. Crucial to a workableschedule is the proper, logical sequence of activitiesand good realistic durations. Performing the forwardand backward pass will identify the critical path. Thecritical path gives you a list of milestones (activitycompletion dates) that must be met. If these milestonesare met, the project will be on track and finished bythe scheduled completion date.

LEVEL II ROUGHS

As the construction schedule unfolds, acommitment of resources (labor and equipment) from

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Figure 2-9.—Construction activity summary sheet (front).

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Figure 2-10.—Construction activity summary sheet (back).

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several different companies is required to ensure thatyou can maintain the schedule. Rough level IIschedules coordinate the planning effort betweencompanies and ensure that no particular company orrating is overtasked during any phase of thedeployment. Good coordination in the beginning isless painful than a major overhaul later. Havingdetermined the sequence and approximate duration ofeach master activity, you can construct a level IIbarchart. Each project will have a level II. The 0psofficers and the company commanders typically trackprojects using a level II. Barcharts will be covered ingreater detail later in this chapter.

LOGIC NETWORK

The logic network is the basic management toolfor control, monitoring, and distribution of allresources that are directly related to time. The logicnetwork at the planning stage is a pure dependencydiagram. All activities are drawn in the order in whichthey must be accomplished, without regard toparticular construction preference. One of the majoruses of the logic network during the planning stage isto indicate all activities that must be accomplished tocomplete a particular project (fig. 2-11). Theindividual network activities should be well-definedelements of work within the project and should benormally limited to a single rating. As a general rule,an activity should be created for any function thatconsumes or uses direct labor resources. Resources(manpower, equipment, tools, or materials) MUST betied directly to the CAS sheet and network.

The crew leader constructs a logic networkshowing the sequence of construction activities fromthe first to the last and the dependencies betweenactivities. It is important to do the logic network whenbreaking the project down into construction activities

to ensure no items of work are left out. You do not yethave construction activity durations, so you are onlyconcerned about the sequence of work. Eachconstruction activity is represented by an activityblock. in the network shown in figure 2-11, activities1020 and 1030 cannot start until activity 1010 isfinished. Activity 1040 cannot start until 1020 isfinished, and activity 1050 cannot start until 1030 and1040 are finished.

THE BASIC SCHEDULE (FORWARD ANDBACKWARD PASS)

Using the crew sizes, you can now determineconstruction activity durations. Go back to the logicdiagram and insert the durations to determine the basicschedule. Practice with the example here and thoseincluded later. Some minor revisions may be requiredto the basic schedule (see resource leveling) prior tosetting the final schedule. On the precedence networkyou will need to insert into an activity block theactivity number, description, and duration for eachactivity. A typical block is shown in figure 2-12.

Figure 2-12.—Typical activity block.

Figure 2-11.—Logic network.

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The first step in determining the basic schedule isto do a forward pass. The forward pass gives you thetotal duration of your project. You start with the veryfirst activity and plug in a zero for its early start date.Then add the duration to the early start date to get theearly finish date. The early finish date for an activitybecomes the early start date for the next activity.Notice that activity 1050 in figure 2-13 had twopreceding activities (1020 and 1040) and you chosethe larger of the early finish dates (11 vice 10).Remember to add any lag between the activities(between activity 1070 and the next activity there are3 days lag time). Lag times are mandatory waittimes between activities. A common example isconcrete cure times. Cure times require you to waitseveral days to several weeks after placing concretebefore you strip the forms. Follow the following twoequations through the network in figure 2-13:

Early Start + Duration = Early Finish

Early Finish + Lag (if any) = Early Start (next activity) *

Look at the network in figure 2-13, the early startand finish dates for an activity depend on the numberand duration of the activities that have to be donebefore it.

The next step in determining the basic schedule isa backward pass. The backward pass determines yourcritical path. You start by taking the early finish datefor the last activity and making it the late finish for thelast activity. For each activity, subtracting the durationfrom the late finish date will give you the late startdate. The late start date will become the late finish datefor the preceding activity. Notice that activity 1040 infigure 2-13 has two follow-on activities and you tookthe smaller of the late starts (11 vice 12). Follow theequations shown through the network in figure 2-13.For any activity where the early start is the same as thelate start and the early finish is the same as the latefinish, that activity is critical!

Late Finish – Duration = Late Start

Late Start – Lag (if any) = Late Finish (precedingactivity)*

TOTAL FLOAT

Total float is the number of days an activity canbe delayed without delaying the project completiondate. Looking at activity 1020 in figure 2-13 you seethat it could finish as early as day 10 or as late as day12. The 2 days of leeway between day 10 and day 12in activity 1020 are called total float. To calculate totalfloat you subtract the early finish date from the late

Figure 2-13.—Typical network.

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finish date or the early start date from the late startdate. The numbers will be the same. If not, you madea math error.

Total Float = Late Start – Early Start(or Late Finish - Early Finish)

FREE FLOAT

Free float is the number of days an activity canbe delayed without taking float away from the nextactivity. Another way of saying the same thing is thatfree float is the number of days an activity canbe delayed without delaying the early start date ofthe next activity. To calculate the free float for anactivity, you subtract any lag and the early finish forthe activity from the early start for the next activity.To calculate the free float for activity 1020 in figure2-13 you would take the early start for activity 1050,subtract any lag between 1020 and 1050 (zero in thiscase), and subtract the early finish for activity 1020(11 - 0 - 10= 1). Free float for activity 1020 is 1 day.You can see that delaying activity 1020 by 1 day willnot delay activity 1050 from its early start date.Delaying activity 1020 by 2 days will delay the startof activity 1050 until day 12 and will reduce the floatfor activity 1050 by 1 day (to zero, in this case).Delaying activity 1020 by more than 2 days will delaythe project completion date because 1020 has only 2days of total float.

Free Float = Early Start (next activity) – Lag (if any)– Early Finish*

CRITICAL PATH

Looking at activity 1020 in figure 2-13 you seeyou could start that activity as early as day 3 or as lateas day 5. Now subtract 3 from 5 and enter 2 days asthe total float. Where the early start and late start arethe same there is no float. No float means you have tostart that activity on its early start date. It cannot bedelayed without delaying the project completion.Activities with no float are said to be critical. Thefirst and last activities will always be critical and therewill be a critical path of activities between them. Thecritical path in figure 2-13 is 1010-1040-1060-1070.The critical path allows management to focusattention on those activities that cannot slip.

DIFFERENT LOGIC TYPES

All examples shown so far have used finish-to-start logic. This logic type requires an activity tofinish before the next one can start. There are twoother types of logic relationships that are frequentlyencountered. They are the start-to-start (S/S) andfinish-to-finish (F/F). S/S is where the start of thesecond activity is dependent on the start of the firstactivity. F/F is where the finish of the second activityis dependent on the finish of the first activity.Finish-to-start logic will give you the longest totalproject duration and is the most common logictype used in the NCF. The S/S and F/F logic can beused to compress (shorten) the schedule. Thiscompression is often used in the execution phase ofthe project to catch up. These logic relationships alsocan be used to plan repetitive work such as roadwaysor sewer lines. For a sewer line you wouldn’t want toexcavate the entire ditch before starting to lay pipe.

NOTE: Equations marked with an (*) are changedwith different types of logic (S/S or F/F).

Start-to-Start

Forward Pass: Early start + Lag = Early start (nextactivity)

Backward Pass: Late start – Lag = Late start(preceding activity)

Free Float: Early start (next activity) – Lag – Earlystart

Finish-to-Finish

Forward Pass: Early finish + Lag = Early finish(next activity)

Backwwd Pass: Late finish – Lag = Late finish(preceding activity)

Free Float: Early finish (next activity) – Lag – Earlyfinish

The general rule to follow with different types of logicis to always follow your logic connectors.

Figure 2-14 is an example of a network with lagtimes (between activities B and F, C and D, C and E).Figure 2-15 is an example of logic relationships. Usingthe formulas, work through the calculations.

LEVEL III BARCHARTS

Having determined the construction schedule onthe precedence network, you must now transfer that

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Figure 2-14.—Network calculation.

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information to a barchart. Scheduled dates are mucheasier to read on a barchart. Figure 2-16 is a level IIIbarchart sorted by early start date. All of theconstruction activities are listed down the left-handside. A time scale is at the top of the page. The timescale goes from the first workday of the project to thelast workday. The start date, finish date, and durationof each construction activity is shown on the barchart.The double horizontal dash lines represent criticalconstruction activity durations. The single dash linesrepresent noncritical activity durations. Free floats areshown as dots behind each noncritical activity. Foractivities with no free float you have to look at theactivity that they are sharing floats with to find thetotal float. For example, the total float for activity4000 is shown behind activity 4005. No free float on4000 means you cannot delay it without delaying4005 also.

RESOURCE LEVELING

Resource leveling involves matching the construc-tion activities scheduled to the crew size available. Youwant the entire crew to be gainfully employed everyday. You also want to keep up with the scheduled work

Figure 2-15.—Logic relationships.

and not fall behind. To perform resource leveling, youneed a known crew size, a time-scaled schedule, and ahistogram. The histogram shows how many people ineach rating are required on a daily basis to complete thetasks scheduled. You can create these documents byhand or computer. Figure 2-16 represents only the firstpage of a level III barchart. Look at figure 2-16 and yousee can the resource histogram at the bottom of the page.The numbers give the required resources needed tocomplete the critical activities scheduled for each day.These activities cannot be moved without delaying theproject!

The primary task in resource leveling is to schedulethe noncritical work as you have people to do the work.In figure 2-17 the total float for noncritical activitieshas been penciled-in in the space between the activitynumbers and descriptions. The crew sizes for eachnoncritical activity also have been penciled-in next tothe activity start date. The total crew size in this exampleis 7. You have resource leveled this project for a smalldetachment scenario. Here the prime/sub arrangementis not practical and extensive cross-rate use of personnelis common.

In figure 2-18 notice the resource leveling processwas started by committing to doing the critical path asshown and plugging in the resources. These resourcescan be figured by the computer or drawn in manuallyat the bottom of the page. The critical path willobviously not keep the entire crew busy (see theoriginal total resource numbers at the bottom of thepage). The noncritical activities are shown on theirearly start dates, but you may need to delay the startdates if you lack the people to start the noncriticalactivities at that time. If you delay the start of anoncritical activity, you want to schedule its start assoon as you have people (available those days wheretotal resources are less than 7).

Figure 2-18 has been resource leveled. Theactivities were scheduled beginning with the leastamount of total float to those with the most total float.Activity 2050 was scheduled first, then 2090, 3020,3010, 4000, 4005, 4030, and 4010. This processshould be continued through the rest of the project.Notice that there were not yet any personnel toschedule for activities 2010, 2020, 2030, 7010, or7020. These resources would be carried over to thenext page of the barchart. We also did not scheduleactivities 6020, 8080, 9010, or 8095. Even though theyhave the least amounts of total float, these activitieshave early starts late in the project and can berescheduled later. Remember the activities are shownby early start dates and can be moved forward only,

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Figure 2-16.—Level III barchart sorted by early start date.

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Figure 2-17.—Level III barchart with total float and crew sizes penciled-in.

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Figure 2-18.—Resource leveled level III barchart.

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Figure 2-18.—Resource leveled level III barchart—Continued.

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Figure 2-19.—-Level III barchart sorted by activity number.

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never backward. Also remember that activities thatshow no free float are tied by dependency to otheractivities. If one moves the others must move. Such isthe case of activities 4000 and 4005.

Some minor adjustments on crew sizes anddurations may be required to ensure full use ofassigned crew. Once all the activities are scheduled,you can input the noncritical resources and delayedstart dates (using lags) and create a new barchart. Youcan create this new barchart with the computer ormanually.

LEVEL II BARCHART

You make a level II barchart from the informationgained from the level III. Figure 2-19 is a level IIIbarchart with construction activities sorted by activitynumber. This sorting allows for an easy transfer ofinformation to the level II. Vertical lines on the level

III separate the weeks and horizontal lines separatethe master activities. The man-day estimate has beentaken off the CAS sheets and penciled-in to the left ofeach activity number. The man-days have also beenwritten over each line representing the activityduration. Where an activity was split between 2 weeksthe man-days were prorated between the 2 weeks.Master activity 10 has a total man-day estimate of 19(the sum of the construction activity estimates). Youcan now transfer the information to a level II barchart.

Figure 2-20 is a level II barchart. The masteractivities are listed in a column on the left and theweeks of the entire deployment across the top. Thedates used are always the Monday of that week. Nextto each master activity is the man-day estimate forthat master activity. The next column is the weightedpercent, which is the master activity man-dayestimate divided by the total project man-day estimate

Figure 2-20.—NCF level II barchart.

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expressed as a percent (multiplied by 100). If you lookback at the level III barchart, you will see that masteractivity 10 has 10 man-days scheduled during theweek beginning 18 May, and 9 man-days scheduledduring the week beginning 25 May. Figure 2-20 has ahorizontal bar connecting the weeks of 18 and 25 Mayfor master activity 10 (sitework). The scheduledman-days for activity 10 are printed above the bar.

Once you have all the bars signifying masteractivity durations and the man-days scheduled on thebarchart, you total the man-days scheduled for each2-week period at the bottom of each column. Thecumulative man-days scheduled is equal to theman-days scheduled for each 2-week period added toall previous man-days scheduled. The percentcomplete scheduled (plot) is equal to the cumulativeman-days scheduled divided by the total projectman-days. The scheduled progress curve is thendrawn by plotting the percent complete scheduled atthe end of each 2-week period plotted against thepercentage scale on the right of the level II barchart.

PROJECT EXECUTION

Satisfactory execution of construction taskingrequires that various resources come together at aspecific time and place. It is not just materials,equipment, and personnel. It is the correct materials,the proper equipment, and capable personnel. Yourjob of managing construction projects is made muchsimpler if you have already identified what you needto complete each activity. During the project planningstage, you identified the tools, equipment, materials,and personnel required for each part of theconstruction activity. This section of the chapterexplains the various methods you can use to trackthese resource requirements from the home portplanning phase to the day you begin work andeventually close out the project.

date on the CAS sheet and circle it in yellow. Ofparticular significance are the local purchasematerials. In general, no local purchase material isprocured until requested by the crew leader. Thisrequest may be in the form of a 45-day material plancompleted by the crew leader while in home port or a1250-1 turned into MLO several weeks in advance. Itis the crew leader who must initiate the local purchaseaction. Lead times for obtaining equipment andmaterials vary from several days for materials in theMLO yard to several weeks for equipment rentedfrom a private contractor. If MLO needs a lead time of2 weeks for a concrete request and you have aconcrete placement scheduled for 30 September,make a note on the CAS sheet to turn in a 1250-1 by16 September.

LEVEL III BARCHARTS

An accurate assessment of the project status mustbe maintained on the jobsite continuously. Even asingle day’s deviation from your schedule makes a bigdifference to the concrete supplier, the hired craneoperator, and your subcontractors. This does not meanthat your project has to be replanned every 2 weeks.Updated project status can be reflected on the postedlevel III barchart. The critical path should behighlighted in red. The daily status should be shownin yellow. Daily status will show where you stand oneach activity in comparison to the schedule. Figure2-21 demonstrates a technique for reflecting totalproject status on a biweekly basis. Two vertical linesare drawn on the barchart, one at the 15th and one atthe 30th of each month. The line on the 15th is brokenand the line on the 30th is solid. Depending on thedate, the line shows at a glance which activities areahead or behind. Refer to figure 2-21; notice thatactivities 101 and 102 were completed by the 15th.Also notice that activity 401 is 1 day ahead andactivity 402 is 1 day behind. By the 30th all scheduledwork will be completed.

CAS SHEETSTWO WEEK SCHEDULES

Proper use of CAS sheets greatly reduces thechance of the construction effort being slowed orhalted due to a lack of resources. The majority of theresource requirements identified on the CAS sheetrequire some further action on the part of the crewleader. Any action required can be tracked right on theCAS sheet. Highlight the required action whether it isa requisition to be submitted or an equipment requestto be turned in. List the required action and the due

A successful crew leader must manage a projecton three different planes. The crew leader mustdirectly supervise the construction effort underway.The crew leader must also look at activities scheduledfor the next 2 weeks to ensure an uninterrupted flowof resources to the project. And he/she must keep aneye on any long lead items. It is the long lead itemsthat, if not tracked continuously, would be most likely

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Figure 2-21.—Level III barchart showing biweekly project status.

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to cause a work stoppage or delay. Figure 2-22 is asample of a page from a 2-week schedule. The itemsof work listed on 2-week schedules must be clear andmeasurable. All 2-week schedules must show thework on the level III for that period. If you are behindschedule, the 2-week schedules must also reflect howyou are going to get back on track. Key resourcerequirements for the activities scheduled for the next2 weeks are listed on this schedule. This schedulingtool is used primarily by the crew leader to ensure thatall materials required are either on the jobsite or havebeen requested with sufficient lead time to ensureavailability. The 2-week schedules are used in crewbriefings, to provide ongoing project status to thechain of command, and to give a heads up to MLO andthe subcontractors. Two-week schedules are alsoreferred to as weekly goals.

REQUESTING RESOURCES

Ensuring that the resources you need are availablewhen you need them is much less painful when youadhere to the required lead times. If you need to betterunderstand what MLO’s turnaround times are, ask!The 1250-1s can be filled out and retained in the

Dropping off 1250-1s at MLO 3 days before you needthe material (for material in the yard) is easier on youand on MLO. The short-fused, “I need it now” requestsare tough on everyone. The crew leader shouldconsider the 3 days a minimum required lead time forrequesting material from MLO. MLO operates moreeffectively and cooperates more readily when they arenot required to drop what they are doing to get yourmaterial. If everyone gave MLO more lead time, therewould be better service to all project sites.

CREW BRIEFINGS

Crew briefings are a must! Obviously the crewneeds to know what they are going to be doing andhow they are going to get it done, but they need toknow much more. They need to be aware of safetyhazards and preventive measures (stand-up safetylectures). They need to know what the qualitymeasures are (How smooth is smooth? How verticalis vertical?). And they need to know the schedule.Crews need to know how much time has beenscheduled for the current activity and what the impacton the overall schedule will be if the current activityis delayed. Figure 2-23 is a prep list you can use to

project packages weeks or even months in advance. improve crew briefings.

Figure 2-22.—Two-week schedule.

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Figure 2-23—Master activity prep list.

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REGAINING THE SCHEDULE

Many unanticipated problems appear during theexecution of your tasking. All of these problems willlikely have at least some impact on the schedule.Finding yourself 1-2 percent or several days behindschedule is not a catastrophe. But you will need a planto get back on track and regain the schedule. There arenearly limitless possibilities for solving the problemsand regaining the schedule.

Better Methods

Often there are faster methods of constructionthan the ones you originally planned or are currentlyusing. If you are behind, a quick scan of the CASsheets’ upcoming activities might reveal anopportunity to shave some man-days by changingmethods. Better equipment frequently results in lesstime being expended. For an underground pipe job,renting a trencher would save many man-days overusing the backhoe. Better methods and equipment aretied to the availability of project funds. Consult othersin identifying man-day saving alternatives, andremember to “work smarter, not harder.”

Increase Effective Workday

Obviously, by skipping quarters every morningyou could get another 20 minutes of work out of yourcrew. But it is not likely your chain of command willfind that to be an acceptable method of increasing theworkday. Another way of getting more hours out ofthe same number of people is to increase your actualavailability. Remember, for planning purposes youused a site specific factor that was somewhere between0.75 and 0.85. You can calculate the actual availabilityfactor for the project using the following formula:

To determine an actual availability factor youneed to know the size of the crew assigned, theman-days they expended over a certain period, and thenumber of workdays in that period. If the actualavailability is low (below 0.75), you may want toconsider permanent changes to the daily crew routine(haircuts, paychecks, liberty, gedunk runs, and such)to increase availability. Even if your availability isaverage you can increase it for a short time to get backon schedule. Work with your chain of command tocoordinate dental appointments, disbursing problems,

page twos and other things that take crew membersaway from the jobsite. Increasing availability by 10percent has the same effect as adding another memberto your crew.

Phasing of Activities

Projects are usually laid out initially on a logicdiagram using nearly all finish-to-start logicrelationships. This has the effect of stretching projectduration and reducing required crew size. It alsoleaves plenty of opportunity to compress the scheduleby working several activities at the same time. Youmay be able to squeeze a few days out of your scheduleby splitting your crew and having some of them workon the next activity. To make any real gains on yourschedule you will probably need additional people. Ifyou present your chain of command with a plandesigned to get back on track, you could get thoseadditional crew members temporarily.

MEETING THE SCHEDULED PROJECTCOMPLETION DATE

After the 45-day review, project schedules arefirm. The battalion is committed to meeting thescheduled project completion dates. As soon as thecrew leader feels the completion date is no longerwithin reach, the chain of command must be informed.If the company staff cannot get the project onschedule, the Ops officer should be informed. Thecustomers are counting on getting the facilitiesdelivered on the scheduled date, and delays may havea big impact on their plans. Delays may also impacton the schedules of the follow-on battalion.

EFFECTIVE MANPOWER UTILIZATION

In maintaining project schedules, crew leadersmust make effective use of personnel assigned tothem. An established policy for mid-watch sleep-insand a means for getting them to the job at the correcttime must be coordinated. Many of the paper workproblems can be handled by the company staff/chainof command. Use them to help your crew members gettheir problems solved and minimize time lost. Peopleare either involved in productive work or they are not.It is the crew leader’s responsibility to keep the crewproductively employed. To maximize productiveoutput, the crew leader must remove obstacles toproductive work. Look at some potential time-wastersand consider how you could best increase theproductive output of the crew.

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Getting to the Jobsite

After morning quarters, crews should be able toget on a crew truck and depart for the project site withno further delay. Crews should not return to thebarracks or the galley after quarters. Any tools ormaterials to be used up that morning should be drawnand loaded on to the crew truck before quarters.Turning in 1250-1s for materials and tools severaldays in advance will greatly reduce the time spentdrawing them from MLO/CTR. Tools requiring safetychecks should be dropped off the afternoon before andpicked up in the morning. The hours of operation forMLO, CTR, and the other outlets should be addressedprior to deployment. It is very common to see MLOand CTR open an hour before quarters.

Breaks

The frequency and duration of breaks aredetermined by the crew leader based on how strenuousthe work is, the temperature, and other climaticfactors. The crew should understand the daily breakroutine. Watch for people anticipating breaks,standing around 5 minutes before the break isscheduled, or waiting for the crew leader to announceit. You want the crew working until they are told tobreak. This can be a particular problem near lunchtimeand the end of the workday. Similarly, the crew mustbe back “swinging hammers” immediately after thebreak concludes.

Paydays

There are usually several options on locations andtimes for cashing paychecks. Find the shortest lines.Remember you are trying to minimize time lost. Acommon scenario is to knock off 2 hours early onpaydays to get checks cashed and make an exchangerun. If this tactic is used, be sure your crew does notabuse it.

Medical/Dental

Try to schedule appointments for routinetreatment/examinations first thing in the morning orat the end of the workday. If several members of yourcrew need to be seen for dental recall, try to get themscheduled together. Getting a group back to the jobsitewill be easier than getting them back separately.Coordinate a transportation plan with other crewsworking in the same general location to get crewmembers left in camp back out to the jobsite.

PROJECT MONITORING

The techniques used to evaluate the status of aproject and compare the actual progress to thescheduled progress is referred to as projectmonitoring. To monitor a project’s progress, crewleaders must master completing timecards,submitting SITREP input, figuring work in place(WIP), updating barcharts, and arranging projectphotos. This section of the chapter will explain thetechniques used to monitor a construction project.

TIMECARDS

Timecards are the most accurate way to recordman-days being expended on a construction project.Timecards allow you to monitor the efficiency andaccountability of your crew. It is imperative thattimecards be filled out correctly since they are thebasis of your SITREP input. Timecards are also thebasis for historical data on the project, availabilityfactors, P-405 estimates, and such. Daily LaborDistribution, COMTHIRDNCB-GEN 5300/1, is theform used when recording man-days expended.

Crew Leaders

Crew leaders must prepare timecards each day thatreflect man-days expended by all personnel assignedto them. Subcontractor crew leaders must use atimesheet (fig. 2-24) in lieu of the standard timecard.An additional copy of this timesheet can be made witha sheet of carbon paper, but in all other ways it isidentical to the standard timecard. The sub crew leadermust fill out the timesheet in duplicate while on theproject. The timesheet reflects all subcontractor laborand is signed by both the prime and sub crew leaders.The prime keeps the copy and turns it in with thetimecard for prime personnel. The sub turns in theoriginal to the company timekeeper. This methodallows the prime crew leader and the chain ofcommand to monitor the effort being expended by thesubs and the time being charged against the project.All labor should be recorded to the nearest half hour.Timecards must be maintained on file in the companyoffice for the duration of the deployment.

Productive Labor

Productive labor is man-days expended thatdirectly contribute to the accomplishment of thebattalion mission. This includes construction

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Figure 2-24.—Prime/sub timesheet.

operations, military operations and readiness, disasterrecovery operations, and training.

Direct Labor

Direct labor includes all man-days expendeddirectly on assigned construction activity, either in thefield or in the shop. Direct labor also includes anylabor that contributes directly to the completion of theproject. Direct labor must be reported separately foreach assigned master activity.

Indirect Labor

Indirect labor is man-days expended to supportconstruction operations, but that does not produce anend product in itself. Equipment maintenance andproduction of shop drawings are examples of indirectlabor.

Overhead Labor

Overhead labor is man-days expended that mustbe performed regardless of the assigned mission.

Military Operations and Readiness

Military operations and readiness are man-daysexpended in actual military operations and unitembarkation. Operations and readiness man-days alsoinclude any planning and preparation necessary toensure unit military and mobility readiness.

Disaster Recovery Operations

Disaster recovery operations is man-days actuallyexpended during disaster recovery operations.

Training

Training is man-days expended for serviceschools, factory and industrial training, fleet-type

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training, military training, and organized trainingconducted within the battalion.

SITREP INPUT

The battalion sends to 2ndNCB/3rdNCB monthlySITREPs that report on the progress of constructiontasking. The accuracy of the SITREPs is a reflectionof how well the crew leaders have documented laborexpended on the projects (timecards) and the qualityof the input provided by the crew leaders and the

companies. Figure 2-25 is an example of a SITREPfeeder with information, calculations, and totalsdesigned to help you create accurate reports.

Weighted Percent

The weighted percent for each master activity infigure 2-25 is simply the man-days estimated for thatmaster activity divided by the total project man-daysestimated. For master activity 60, rough utilities, the

Figure 2-25.—SITREP feeder example.

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man-day estimate was 29. When 29 is divided by 434the answer is 0.07 weighted percent.

Master Activity Percent Complete (WIP)

Obviously, for master activities not started theWIP is zero percent and for completed masteractivities the WIP is 100 percent. For master activitiesthat are partially complete, the crew leader must lookat the status of the individual construction activities.Table 2-2 is expanded from figure 2-25 for masteractivity 30, foundation/slab.

In evaluating the progress on master activity 30you can see that you have completed the prefab of theforms and the RST. These construction activitiesrepresent 17 and 20 percent of the master activity. Forthe set forms/RST activity you obtained the 50 percentcomplete by actual measurement. Do not useman-days expended, for they have nothing to dowith WIP. In this case you measured and determinedthat one-half of the forms and RST have already beenset. Set forms/RST represents 40 percent of the masteractivity, since you are half done you get credit for 20percent. Add the 20 percent plus the previous 17percent and 20 percent for a total of 57 percentcompletion for master activity 30.

Project Percent Complete

Project percent complete represents that por-tion of the work completed on the master activitythat contributes to the overall project comple-tion. You get the project percent complete bymultiplying the weighted percent by the masteractivity percent complete (WIP) for each activity.Look at figure 2-25 master activity 20, underslab

utilities. The project percent complete was determinedby multiplying the weighted percent of 0.07 times thepercent WIP of 80 to get a project percent complete of5.6 (0.07 x 80 = 5.6).

Actual Percent Complete

Actual percent complete for the project is the totalof the project 90 complete column. For the example infigure 2-25 the actual percent complete for this projectis 14.2 percent. You will need to record the scheduledpercent complete at the bottom of the SITREP feeder.You need to compare the actual progress to thescheduled progress. The scheduled percent completecomes from either the Deployment Execution Plan(within the first 45 days of the deployment) or theRevised Deployment Execution Plan (after the 45-dayreview). The allowable percent deviation betweenactual WIP and scheduled WIP is shown in table 2-3.

If the actual WIP is less than the scheduled WIPby more than the percentage shown in table 2-3, thebattalion must advise 2ndNCB/3rdNCB by message.This message must contain a plan detailing how to getthe project back on track. It must also request approvalfor any required changes to the battalion level I or theproject level II in the revised deployment executionplan.

Man-days Remaining

Man-days remaining area reflection of how muchwork remains to be done on the project. Man-daysremaining has nothing whatsoever to do with howmany man-days have been expended. For masteractivities that are complete (see master activity 10, fig.2-25) the man-days remaining are zero. For master

Table 2-2.—Master Activity Percent Complete

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Table 2-3.—Percent Deviation

activities not started, the man-days remaining willequal the original man-day estimate for that masteractivity. For master activities under construction youmust calculate the completion status of eachindividual construction activity. Constructionactivities that are 100 percent complete has zeroman-days remaining. Construction that has not begunhas man-days remaining equal to the original man-dayestimate. If a construction activity with an originalestimate of 20 man-days is 25 percent complete, theman-days remaining is 15. There are 15 man-daysremaining because 75 percent of the work is left to bedone and 75 x 20/100 equals 15.

Man-days Expended

Man-days expended have nothing to do withpercent complete and are not included in the SITREPwhen it leaves the battalion. It is included on theSITREP feeder so the company staff and the Opsdepartment can see where your man-days have gone.The man-days expended may be used for insight intowhy a particular project is behind. The total man-daysexpended is also needed to update the level II withactual progress and cumulative man-days expended.

Comments Lines

The SITREP feeder also has several lines forcomments. This is for the crew leader’s draft input forthe SITREP. The battalion must include in its SITREPbrief comments describing work performed since thelast SITREP. Remember, if the actual WIP is less thanthe scheduled WIP, the delay must be explained and aplan for getting the project back on schedule must beincluded.

SITUATION REPORT (SITREP)

With the information from your SITREP input, thebattalion can now formulate the situation report. Amessage SITREP must be submitted monthly by thebattalion within 3 workdays after the last day of eachmonth. The report includes all tasked projects listed inincreasing numerical sequence. Once construction hasstarted on a project, the project is considered as activeand is not removed from the report until such time asthe project has been accepted as totally complete bythe RO1CC. Once a project has been completed, and aUCD/BOD (usable completion date/beneficialoccupancy date) has been established, it may bedeleted from future reports.

Project Status Summary

All SITREPs include a project status summary bylocation. This summary provides project WIP,remaining project man-days, and completion datepercentage data. The status summary also contains abrief description of the work accomplished during thereporting period for each project. Each location mustbe detailed as a separate subparagraph. For projectsfor which no work was accomplished during thereporting period, the master activities status andactivities reporting lines may be shown as no report.However, when no work is accomplished, the reasonfor a no work status must be adequately explained inthe comments lines as part of the status explanation.

Change of Usable Completion Date (UCD)

During the home port planning process,2ndNCB/3rdNCB will discuss UCDs with thebattalion as required. This discussion ensures thatapplicable information is considered when

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Figure 2-26.

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establishing the UCD. UCDs, except for specificprojects with critical completion dates, are establishedby the battalion. When delay of a UCD becomesnecessary, the battalion must advise 2ndNCB/3rdNCB in writing of the cause and estimated durationof the delay. The UCD reflected in the SITREP,however, shall not be adjusted until approved by2ndNCB/3rdNCB. When adjusting UCDs, thebattalion takes appropriate action to ensure that onlythe minimum number of UCDs are affected by thedelay.

BARCHARTS

Barcharts are used to plot and track your progressas you work your project. They graphically show youif you are ahead, behind, or on schedule. Barchartshelp you track how well you are doing against whatyou had planned. At the end of each month you needto update your level II barchart with the actualman-days expended and percent completed. To plotthese figures, you need to total the man-days expendedfor direct labor (from your time cards) and obtain thepercent complete from the SITREP. To make aprogress curve you just connect the dots. If theprogress curve is above the planned progress curve,your project is ahead of schedule; if below, you arebehind. As previously stated, man-days expendedhave nothing to do with percent complete. However,a rough comparison can be made between theman-days expended as a percent of the total man-dayestimate versus the scheduled percent complete. Alarge variation in these numbers indicates a problem.Figure 2-26 is a level II with an actual progress curveand cumulative man-days figures. This illustrationshows all the information plotted through the end ofthe project.

PHOTOGRAPHIC COVERAGE

The battalion shall provide to 2ndNCB/3rdNCBon a monthly basis at least two color slides of eachactive project. These slides must arrive not later thanthe fifth of each month. Vantage points are chosen

based on the broadest coverage. The same view shouldbe used for slides taken during the following months.Consistency in vantage points and view help showsequence of construction. Include slides/prints ofworking crew members and major constructionevolutions that depict Seabees in action. It is the crewleader’s responsibility to produce photographic proofof the project’s progress. Be sure the slides/printsshow a commitment to a quality product, teamwork,and zero safety violations.

SAFETY

The battalion safety office is not responsible forsafety on your jobsite. YOU ARE!!! According to theNCF Safety Manual, COM2NDNCB/COM3RDNCB-INST 5100.1 series, the battalion safety officeadministers the battalion safety program and providestechnical guidance. It is the crew member, the crewleader, the project supervisor, the company chief, thecompany commander, the Ops officer, and thecommanding officer who are 100 percent responsiblefor safety on the jobsite. If you have any questionsconcerning safety on the project, the battalion safetyoffice is a good place to get your questions answered.It is not the responsibility of the safety office toprevent you from doing something you know orsuspect is unsafe. They do not have the staff to bepresent on the jobsite at all times. Safe construction isyour responsibility, and ignorance is no excuse. It isyour responsibility to find out how to do constructionin a safe manner.

MISHAP PREVENTION

The goal of our safety program is to preventmishaps. Seabees do not use the word accidentbecause it implies the absence of fault (accidentshappen). Mishaps most commonly result from failureto follow safe construction practices. Consider anactivity to replace the deck on a marina pier. Followthe seven-step process in figure 2-27 to see how youcan best avoid a mishap.

Figure 2-27.-Seven steps to avoid a mishap.

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Recognize Hazards

Begin by recognizing that construction is adangerous business. The potential for death or seriousinjury is present daily on jobsites. Identify veryspecifically what hazards could cause death or injury.One obvious hazard in the pier example is drowning.

Identify Corrective Action

Our primary reference for preventive measures isthe U.S. Army Corps of Engineers Safety and HealthRequirements Manual, EM 385-1-1, October 1992.The table of contents, section 5, addresses work nearwater. In chapter 5, specific requirements for worksafety near the water include the following:

— A U.S. Coast Guard-approved internationalorange personal flotation device (PFD) type III,type V, or better vest must be provided to andworn by persons on structures extending overor adjacent to water unless guardrails or safetynets are in place.

— The PFD must be inspected for defects beforeand after each use.

— Ring buoys, conforming to 46 CFR 160 (U.S.Coast Guard-approved), with 90 feet of3/8-inch solid braid polypropylene (or equal)attached, must be provided at intervals of notmore than 200 feet on piers extending over orimmediately adjacent to water.

— At least one equipped skiff must beimmediately available at locations whereemployees are working over or immediatelyadjacent to water.

— Personnel trained in launching and operatingthe skiff must be readily available duringworking hours.

Obtain Equipment/Material/Training

The Ops department and safety office will provideassistance in obtaining the PFDs, the buoys, and theskiff. The customer may be persuaded to provideunavailable equipment, or the equipment will have tobe purchased/rented using project funds. Training forthe crew in operating the skiff maybe required and theOps and training departments will assist in setting upthis training.

Ensure Personnel Awareness

Use the daily 5-minute stand-up safety lecture toensure the crew understands the proper use andpurpose of the safety equipment and the locations ofthe buoys and the skiff. Safety lectures must addressall hazards identified on the CAS sheet for workscheduled that day. Remember to inspect the PFDsbefore and after each use.

Proper Supervision

The crew leader is responsible for ensuring thatpersonnel wear PFDs at all times while on the pier.

Emergency Response

To be sure that an emergency response is notdelayed, the location of the nearest phone, a mapshowing the nearest medical facility or first-aidstation, and all emergency phone numbers must beposted on the jobsite.

Investigate and Report

Any mishap (regardless of how minor) or nearmiss must be investigated and documented.Documentation helps minimize the chance that anincident will happen again. Figure 2-28 is the formused for the supervisor’s report of injury.

SAFETY RESPONSIBILITIES

The safety responsibilities for various levels in thechain of command are listed in the NCF SafetyManual.

Crew Leader’s Responsibilities

Crew leaders and other supervisors are identifiedin the NCF Safety Manual as the key people in asuccessful and aggressive safety program. The NCFSafety Manual lists but is not limited to the followingresponsibilities:

Being familiar with safety rules and regulationsfor jobs and facilities in his/her area, and actingin a safe manner.

Enforcing safety rules and correcting unsafeacts.

Inspecting jobs and work areas for hazards andtaking corrective action.

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Figure 2-28.-Supervisor’s report of injury.

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— Educating and training personnel in safe workprocedures and rules.

— Reporting all mishaps and near-mishaps to thesafety office promptly.

— Ensuring personnel that need medicaltreatment receive prompt care.

— Investigating all mishaps in his/her area,determining basic causes, taking correctiveaction, and requesting assistance from thesafety office when necessary.

— Reviewing safety and health records ofemployees and facilities in his/her area asrequired.

— Taking corrective action on reported hazardsand protecting employees from reprisal ofhazard reporting.

— Ensuring that correct personal protectiveequipment is provided to personnel and thatthey wear and maintain the equipment properly.

— Obtaining advice and assistance from the safetyoffice in the positive implementation of theNAVOSH program.

— Knowing the limitations of subordinatepersonnel and avoiding hazardous jobassignments to personnel who are notphysically and/or mentally capable of safelyperforming work assignments.

— Removing from service any defectivemachinery, material, or tools until repairs canbe made to assure safe operation.

— Posting appropriate safety precaution signs inconspicuous areas near or on equipment,material, stowage areas, and other designatedhazards or hazardous areas.

Crew Member’s Responsibilities

Crew leaders should ensure that each crewmember understands the responsibilities listed in theNCF Safety Manual.

— Knowing, understanding, and complying withthe safety rules and regulations applicable totheir assigned work and work area.

— Reporting to the work site rested andemotionally prepared for the task at hand.

Understanding and adhering to safety andhealth precautions applicable to their work andwork areas.

Reporting to their immediate supervisor anyunsafe conditions including unusual ordeveloping hazards or any materials that maybe considered unsafe.

Cautioning those who may be endangered bysuspected, known, unusual, or developinghazards.

Reporting to the immediate supervisor anymishap, injury, or evidence of impaired health.

Using all protective equipment and/or clothingof the type required, approved, and supplied forthe safe performance of the task at hand.

Ensuring that clothing worn is appropriate forwork assigned. Jewelry or loose scarves shallnot be worn when they subject the individual toa potential hazard.

Ensuring that hair and beards are suitablyrestrained around hazardous machinery andopen flames.

PROJECT SAFETY PLAN

For each construction activity, all identifiedhazards and corrective actions are listed on the backof the CAS sheet. The safety plan (fig. 2-29) lists thehazards and corrective action from the back of theCAS sheets. A cover sheet (fig. 2-30) for the safetyplan summarizes the training and equipment requiredfor review by the chain of command. The projectsafety plan must be posted on the jobsite. A dailyjobsite safety inspection (fig. 2-31) is performed bysafety office personnel.

STAND-UP SAFETY LECTURES

The key to mishap prevention is personnelawareness. Personnel awareness is the purpose of thedaily stand-up safety lecture. Use the form in figure2-32 to document the daily stand-up lectures. It is notenough to anticipate the hazard and provide protectiveequipment. The crew leader must ensure that the crewis properly trained and motivated to use the equipmentproperly. If the corrective action includes specificprocedures or methods, the crew leader must makesure those procedures are followed every time. Neverlet a member of your crew get lackadaisical! Make

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Figure 2-29.-Safety plan.

sure the crew knows the safe way to perform the taskat hand, and then accept nothing less than 100 percentcompliance. Working safely 99.9 percent of the timeis not enough. One shortcut can kill!

SAFETY TRAINING

The following safety training is required by theNCF Safety Manual for the identified crew personnel.

NCF Supervisory Safety Course

There is a 40-hour course taught by NavalConstruction Training Center (NCTC) or the battalionsafety chief. Attendees are familiarized with the safetyprogram, the use of safety manuals, identification ofconstruction hazards, and the inclusion of safety inproject planning. All E5-E7 personnel in linecompanies and deta i l , a l l pro jec t sa fetyrepresentatives, and all crew leaders are required toattend.

Hazard Recognition/MishapPrevention Course

A 16-hour course taught by the battalion safetychief familiarizes working level personnel withcommon hazards and safe work practices. Projectsafety representatives and crew leaders who have notattended the NCF Supervisory Safety Course arerequired to attend this course.

ELECTRICAL SAFETY

All jobsite electrical supplies are considered to betemporary power sources. Even existing outlets inbuildings being renovated are temporary powersources. All temporary power sources must beinspected, certified as safe, and tagged with theinspector’s name, company, and date before first use.Recertifications are required every 2 weeks thereafter.Ground fault circuit interrupters (GFCIs) must be usedwith all power tools, whether double insulated or not.

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Figure 2-30.-Cover sheet for project safety plan.

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Figure 2-31.-Safety inspector’s report.

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Figure 2-32.—Daily stand-up safety lecture form.

All electrical portable tools, extension cords, smallgasoline, pneumatic, and power-actuated tools(including those borrowed from other units) must beinspected monthly and tagged with the safety color ofthe month. Equipment or circuits that are de-energizedshall be tendered inoperative and have tags attachedat all points where such equipment or circuits can beenergized. Refer to 29CFR1910. 147 and ANS1 Z244.1for lockout/tag-out procedures.

ASBESTOS OPERATIONS

Asbestos removal is not normally conducted byNCF personnel. COM2NDNCB/COM3RDNCBINST5100 series gives detailed guidance on NCF asbestospolicy and procedures.

RESPIRATORY PROTECTION

All of the following requirements must be metprior to the use of respirators:

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Correct equipment identified by the local Res-piratory Protection Program manager

Medical evaluation of potential users

Fit test performed by competent personnel

Respiratory protection training for all potentialusers

Written standard operating procedures (SOPs)developed for the work site, including emer-gency and rescue guidance, and posted on thejobsite

SHORING

The following excerpt is taken from the EM385-1-1:

Banks more than 5 feet high shall be shored,laid back to a stable slope, or provided withother equivalent protection where employeesmay be exposed to moving ground or cave-ins.

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Trenches less than 5 feet in depth shall also beprotected when examination of the groundindicates hazardous ground movement may beexpected. The safe angle of repose for soilconditions and bracing systems shall bedetermined by a qualified person.

Refer to the EM 385 for specific details. Allexcavations must follow 29CFR1910.28, OSHAStandards.

SCAFFOLDING

Here is a general listing of scaffoldingrequirements (for a complete list see the EM 385 and29CFR1910.28):

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Scaffolds or platforms are required for all workthat cannot be done safely from the ground.

Work requiring lifting of heavy materials orsubstantial exertion cannot be done from lad-ders.

Scaffolds must be kept clear of ice, snow,grease, mud, and such.

All scaffolds and walkways must beat least 18inches wide.

Ladder jacks, lean-tos, and prop scaffolds areprohibited.

Scaffolds must be placed on a firm, smoothfoundation and may not be placed on loosebricks, blocks, or other unstable objects.

Nails must be driven full length; double-headednails are not allowed.

Planking must be lapped at least 12 inches.

The EM 385 and 29CFR1910.28 list the correctdimensions and type of scaffold material.

A scaffold in excess of 6 feet in height (4 wherehorizontal dimension is less than 45 inches)requires standard railing on open sides andends.

SAFETY ITEMS REQUIRED ON THEJOBSITE

The following safety equipment is required on allproject sites. See the EM 385 for additionalinformation.

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Emergency Plans— Each jobsite must haveposted the location of the nearest phone withthe telephone numbers and reportinginstructions for ambulance, hospital,physician, police, and fire departmentpersonnel.

First-Aid/CPR Qualified Personnel — If amedical facility is not readily accessible (dueto time or distance), two crew members mustbe first-aid and CPR qualified.

First-Aid Kits— There must be one kit forevery 25 or less personnel, and it must bechecked weekly for consumed items.

Toilet Facilities— If toilet facilities are notreadily available, portable facilities must beprovided.

Drinking Water— Water must be providedfrom an approved source. It must be labelledfor drinking only and not used for otherpurposes. Common cups are not allowed.

Temporary Fencing— If the jobsite is in anarea of active public use, temporoary fencingis required.

Warning Signs— Post red for immediatehazards and yellow for potential hazards.

Eyewash Facility — Where personnel areexposed to or handling poisons, acids, caustics,or toxic chemicals, eyewash facilities arerequired.

Fire Extinguishes — There must be oneapproved fire extinguisher for every 3,000square feet (or major fraction thereof) ofbuilding space with at least one per floor.

Material Safety Data Sheets — This paperwork is required for any hazardous material onthe jobsite.

Safety Manuals— Both the EM 385 and29CFR1926 are required to be kept on thejobsite.

PROJECT CLOSEOUT

This section will assist the crew leader incompleting operational and administration steps whenthe project comes to a close. This section also willassist you with the preparations for your finalinspection.

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TOOL, EQUIPMENT, AND and tool kits returned to CTR must be inventoried withMATERIAL TURN-IN 1250-1s filled out for any missing or broken items.

Turn all material into MLO using a 1250-1 filled outThe crew leader must ensure the jobsite is clean! in red ink with the appropriate bill of material line item

All tools, excess material, and civil engineering number. Project material as well as tools purchasedsupport equipment (CESE) must be properly cleaned, with project funds must be offered to the customerinventoried, and returned to the proper outlet. Tools prior to being considered “excess.”

Figure 2-33.—Pre-BOD inspection request (page 1).

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AS-BUILT DRAWINGS (red-line) drawings to the ROICC. These drawingsshow how the project was actually constructed.

During construction, the crew leader must keep allprints updated and every 2 weeks check with the PRELIMINARY ACCEPTANCEengineering department to make sure they are makingthe same updates. At the close of the project, the At the completion of your project use the pre-BODbattalion is required to turn in two sets of as-built checklist (fig. 2-33, page 1, and fig. 2-34, page 2) to

Figure 2-34.-Pre-BOD inspection request (page 2).

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make sure your project is ready. Arrange, through your FINAL ACCEPTANCEQC staff, for a preliminary acceptance inspection withthe ROICC. After this inspection, the battalion will take In most cases the project will not be turned over to

the necessary actions to complete any punchlist items. the customer until all of the punchlist items have been

The battalion will complete these items as soon as completed. When all of the punchlist items have been

possible. The punchlist should be provided in writing completed, the crew leader will arrange through the QC

from the ROICC following the inspection similar to for a final inspection with the ROICC and a customer

figure 2-35. representative. There should be no punchlist at this

Figure 2.35.-Punchlist from ROICC.

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inspection. If there are no discrepancies, beneficial The transfer letter also must include a statement ofoccupancy is established upon completion of the final actual material cost and statistical labor costs. Figureinspection and the 1-year warranty takes effect. At 2-36 is a sample of the transfer letter. If the ROICC didthis time, the battalion prepares a letter to the ROICC not include 2ndNCB/3rdNCB on the distribution ofadvising that the project has been completed. This their acceptance letter, the battalion will forward atransfer letter shall include two sets of as-built draw- copy. The ROICC acceptance letter is placed in theings, all installation, operation, maintenance, and other project files. The project files are then closed andtechnical service manuals, including parts catalogs. retained for 2 years.

Figure 2-36.-Project transfer letter.

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CHAPTER 3

CONSTRUCTION MANAGEMENT

LEARNING OBJECTIVES: Identify the techniques used in developing a qualitycontrol program for projects; the methods used in tracking project materials andequipment through home port and on deployment; and the importance ofmaintaining accountability of project money, materials, and equipment. Recognizethe need and requirements for jobsite management.

QUALITY CONTROL

The main purpose of the quality control program(see 2ndNCB/3rdNCBINST 4355.1C) is to preventdiscrepancies where the quality of the workmanship andthe materials fail to match the requirements in the plansand specifications. The responsibility for qualityconstruction rests with the crew leader and the chain ofcommand. The quality control division of the operationsdepartment as described in chapter 2 is responsible forconducting tests and inspections to ensure compliancewith the plans and specifications. The crew leader mustplan quality into the project. Quality planning avoidsdiscrepancies found by the quality control (QC)inspectors while performing their inspections. Eachdiscrepancy identified by the QC inspector represents afailure in the crew leader’s QC plan.

ENSURING QUALITY

The crew leader is responsible for developing anaggressive QC plan for each project. An aggressive QCplan guarantees that the quality of the constructionmeets the standards in the plans and specifications. Thedevelopment and implementation of a QC plan can bebroken down into steps.

Establish Quality Measures

The first step in ensuring quality is to establish themeans of measuring QC progress. The crew leader mustreview the plans and specifications and identify therequired quality criteria. For reinforcing steel, thequality criteria would be the size, the placement, theanchoring, and the distance lapped. Quality measuresmust be specific (for example, the specifications mayrequire that rebar be at least 1 1/2 inches from inside offorming and that rebar must be lapped 24 inches atsplices). QC measures are to be listed in “plainlanguage” on the CAS sheet. These measures are then

transferred to the QC plan. The crew leader, QC rep, andresident officer-in-charge of construction (ROICC)inspector should agree in advance on how the varioustests are to be performed and exactly what therequirements are. For example: If laying asphalt 2inches thick, how is it to be measured, with a pokerdevice or with a string line and a tape measure? If layingblock and the requirement is within 1/4 inch plumbwithin 10 feet, will this be measured with a string line,level, or some other method? Figures 3-1 and 3-2 aresamples of project QC plans.

Select Construction Methods

The second step in ensuring quality is the properselection of construction methods that are essential tosafe, quality construction. Construction methods mustbe determined very early in the planning stage of theproject as they impact on equipment, tools, material,labor, training, and safety requirements. Constructionmethods selected in the planning stage will also, to agreat extent, determine the quality of the finishedproduct. Commonly accepted construction practiceshave resulted from people doing the same work formany years. They are usually the most effective way toaccomplish safe, high-quality work. Use these acceptedpractices where you have the skills and equipment to doso. Discuss methods with your crew, your chain ofcommand, and the QC inspector if you have any doubtsabout the value or safety of these practices.

Identify Required Training andEquipment

The crew leader must be aware that many activitiesrequire specialized training or qualifications. Someactivities, such as welding certifications or cablesplicing, may only be satisfied through formalinstruction. Formal training for a great many activitiesis simply impractical. It is frequently necessary to

3-1

Figure 3-1.—Project QC plan cover sheet.

3-2

Figure 3-2.-QC plan.

identify the skills required and find alternate sources oftraining. The most common source of informal trainingis on-the-job training (OJT). Use OJT when you canidentify at least one person who knows how to performthe task correctly (yourself, a crew member, a QC rep,or such) and schedule enough time to show theremaining crew the proper technique. Remember thatone purpose of projects is to provide training for ourpeople. Teaching your crew the proper methods andtechniques should be high on your list of priorities.Besides the required training, required equipment mustalso be available to accomplish the task according to themethod selected. Finishing a large concrete pad withoutthe use of a power trowel (whirly-bird) might prove tobe difficult. Renting one with project funds maybe anoption if you do not have one at the deployment site.

Ensure Personnel Awareness

Another important step in the implementation of aQC plan is personnel awareness. To perform the work

satisfactorily, each crew member must understand whatthe quality measures are. Before starting work on anactivity, all crew members should be briefed aboutcritical measurements, inspection items, potentialproblems, and each member’s responsibility for quality.Remember, quality is everyone’s responsibility. If youuse the crew briefing checklist in figure 2-23 of chapter2, all these items will be addressed.

Evaluate Completed Work

The last major step in QC plan development isthe daily QC inspection report. This daily report isrequired for all projects. The purpose of this report isto document the completion of all required checks,tests, and inspections. All work completed or inprogress either is or is not according to thespecifications. The daily report is signed by both the QCinspector and the crew leader and forwarded to theoperations officer or detail OIC with a copy to theROICC office, the company commander, and the crew

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leader. Figure 3-3 is a form for the daily QC report. Allchecks, tests, and inspections are listed on the back ofthe CAS sheet. Everyone on the crew should know inadvance what the inspections will consist of and whatthe end results are.

ROICC INTERFACE

The ROICC is responsible for inspection andsurveillance of ongoing NCF projects. The ROICC isalso responsible for reviewing daily QC reports toensure compliance with the plans and specifications.The ROICC office also has to approve any battalionrecommended field changes or customer requestedchanges. Scope changes require the approval of thecustomer’s major claimant. Any changes that require 50or more man-days of additional direct labor or increasethe cost of the project by $500 or more require approvalof 2ndNCB/3rdNCB. The ROICC also conducts thefinal inspection and accepts only those facilities builtaccording to the plans and specifications. The QC staffprovides direct liaison between the battalion and theROICC on all matters, such as change requests andproject specification questions. No field changes can bemade without a request being forwarded through the QCstaff and being approved in writing by the ROICC.Change requests must include the same level of detailas the original specification. The engineering divisioncan provide assistance on sketches for your changerequests. Figure 3-4 is a sample design change request.A log of all design change requests in a format similarto figure 3-5 must be kept in folder 6 of the projectpackage.

PRECONSTRUCTION CONFERENCES

Before starting work on any project, the battalionmust hold a preconstruction conference (precon) withthe ROICC or his or her designated representative. Thepurpose of this meeting is to discuss the scope of theproject, construction schedule, utility requirements, QCplan, and any other items that may affect the project. TheOPs/QC staff will head these meetings from thebattalion side and will keep the minutes of the meeting.Figures 3-6, 3-7, and 3-8 are sample forms for minutesof a precon.

RED-LINE DRAWINGS

The crew leader is responsible for maintaining a setof drawings on the project site that have any fieldchanges marked in red. These “red-line drawings” mustbe updated every 2 weeks by entering all changes and

comparing with the drawings held in the operationsdepartment. At the end of the deployment or at projectcompletion, the red-line drawings will be turned over tothe engineering division. Engineering will reflect all ofthe changes on two sets of drawings which will beprovided to the ROICC as “as-built” drawings with theproject completion letter.

MATERIAL TESTING AND INSPECTION

Any material tests required by specification will beperformed by the engineering division. The crew leadershould include these tests in the QC plan and coordinatetime schedules with engineering. Figure 3-9 is anengineering service request (ESR) form. Inspection ofthe materials to ensure compliance with the plans andspecifications is also the crew leader’s responsibility.These inspections must be done when the materials arereceived in the material liaison office (MLO). They willbe inspected again 30 days prior to use to be sure thatthe shelf life has not expired, storage damage has notoccurred, and the material is still usable. Theseinspections can be done by the company expediter, butthe crew leader is still the one responsible for seeing thatthey are done and done correctly. The QC inspector willinspect the materials again as they are brought to thejobsite.

OTHER QC FORMS

Besides the normal design change requests, preconsummaries, and engineering service requests, there areother QC forms. For example, rebar bending schedules,concrete forming plans, and clearance forms need to beprepared by the crew leader during the home portplanning process. The engineering division may assistin preparing shop drawings that make details clearer andprovide a ready reference for field use. A “hard-card” isa checklist to be completed before the placement ofconcrete or asphalt. The hard-card ensures the site of theplacement has been adequately prepared. Figures 3-10and 3-11 are forms for concrete and asphalt hard-cards.These forms are to be completed 24 hours beforeplacement of materials. Figure 3-12 is a site visitchecklist for use on predeployment trips. Figure 3-13 isa utility interruption request.

MATERIAL MANAGEMENT

As a CB/PO1, material management andaccountability is YOUR responsibility. MLO is merelya means by which to buy materials for your job. All toolsand materials are tied to master activities and identified

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Figure 3-3.—Daily QC inspector’s report.

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Figure 3-4.—Design change request.

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Figure 3-5.-Field adjustment request submittal log.

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Figure 3-6.-Preconstruction conference summary, page 1 of 3.

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Figure 3-7.—Preconstruction conference summary, page 2 of 3.

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Figure 3-8.-Preconstruction conference summary, page 3 of 3.

3-10

Figure 3-9.—Engineering service request.

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Figure 3-10.-Concrete placement clearance form.

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Figure 3-11.—Asphalt placement clearance form.

3-13

Figure 3-12.—Predeployment site visit summary.

3-14

Figure 3-13.—Utility interruption request.

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on CAS sheets. This section of the chapter will coverthe procedures used to identify those “hard-to-get”materials, the techniques used to track them throughhome port and on deployment, and how to maintainaccountability of your money and materials.

HOME PORT RESPONSIBILITIES

Home port is the time to plan your projects andidentify what resources it will take to complete them.The first two things to learn is where your materials willcome from and who is going to pay the bill. To minimizecost, most of your project materials will come from theContinental United States (CONUS). Most materialsordered on the deployment site are bulk items likecement, concrete, aggregate, sand, CMU block andsuch. Bulk items are too expensive to ship. It is the goalof 2ndNCB/3rdNCB to have 100 percent of your criticalpath materials on site at project start. It is yourresponsibility to be sure they know exactly what thesecritical path materials are and when you need them.

Bills of Material (BM)

After plains and specifications for your project aredrawn up, bills of material are generated by either the

20th or 31st NCR planning and estimating staff. You willreceive copies of these BMs about 5 months before youdeploy. These BMs must include everything you needto complete your project! These BMs usually includeconstruction materials, plans and specifications, specialtools, and safety gear not already in the battalion’s tableof allowance (TOA). Any technical assistance you mayrequire, such as balancing an HVAC system orcertifying a fire alarm system, also should be listed inthe BM. Not only do you have to ensure the regimentalstaff identified the right tools and materials, but you alsohave to ensure they identified the right quantity. Figure3-14 is an example of a BM.

BMs are arranged by material type—structural,electrical, mechanical, or such. Your number one job inhome port is to make sure the BMs contain all thematerial you need to complete your job!

Material Take-off (MTO)

The most important phase of project planning tohelp you identify materials is the material take-off. Youmust generate a material list completely independent ofthe BM. This is a critical step, because it is acheck-and-balance against the regiment’s planning and

Figure 3-14.-Bill of material.

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Figure 3-15.—BM/MTO comparison worksheet.

estimating staff. After all, who knows your job betterthan you? Once the MTO is generated, list materials bymaterial type and compare it to the BM. If the BM doesnot list your material, you must order it. If they do notgive you enough, you must get more. And if they gaveyou too much, you must cancel the extra. The followingexample should help make this concept clearer.

During your project planning you identified thefollowing materials needed to complete the job:

– 6,850 board feet (BF) of 12 foot 2X4s

– 420 BF of 12 foot 2X6s

– Four 50 lb boxes (BX) of 16 penny nails

– 75 pieces of 5/8 x 4x8 wallboard

Now go back to figure 3-14 and see how much theBM gave you. Using a BM/MTO comparison worksheet(fig. 3-15) you can make this comparison.

We just took one activity and compared what wethink we need to what the NCR thinks we need. Did youfind all those on the BM? The bill of material line item(BMLI) is the BM number taken from the upper

right-hand corner of the BM (GER-110) and the lineitem number of your material. We found the BMshortchanged us 342 board feet of 2X4s and 1 box ofnails. They did give us 15 extra pieces of wallboard.Now it is time to correct these oversights.

BM Add-Ons

Add-ons and reorders are two commonlymisunderstood terms. A reorder is used to order analready existing BMLI. An add-on is used to order acompletely new line item not found on the BM.Reorders use the same BMLI number. Add-ons use anew item number. The easiest way to remember thedifference between the two tools is, if your material waslost or damaged in shipment, reorder it. If you just needmore, do an add-on. You are the person who makes thisstep happen. Now that the problems are identified, usethe flowchart in figure 3-16 to do the paper work.

The first step is to do add-ons for the material youare short. Figure 3-17 has the blanks filled in for thematerial not sent but still needed.

Figure 3-16.—Flowchart for add-ons.

Figure 3-17.-Add-on BM.

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Notice these additional items are labelled lineitems 9 and 10. With add-ons you must go to the lastline item and create new line items for the material youneed. MLO will help you with this step. There is nofancy form to cancel the extra 15 sheets of wallboard,but you must inform MLO you do not need them so theycan do their paper work. Remember: Add-ons costmoney!

Tracking Your Material

Once your material is ordered from the statesthe only way you can track it is with the projectstatus report (PSR) if you deploy to an Atlantic site,or the project control report (PCR) if you deploy toa Pacific site. The PSR/PCR tells you the currentstatus of your materials and is generated by theNCR. Twice a month the battalion receives a PSR/PCR showing outstanding requisitions. Once amonth the battalion receives a PSR/PCR showing thestatus of all project materials. After you havecorrected the BMs, you now have to make sure yourmaterials get to your site. Figure 3-18 is a PCR for yourmaterials.

The PCR is listed by BMLI number. Look at theoriginal order of 2x6 lumber and nails and at when the

add-ons were approved (listed as line items 9 and 10).Be sure the quantities on the PCR match the quantitieson the BM. The final step is to identify what materialsyou need to complete your first 45 days of construction.Two months before deployment, your operations officerwill send a letter like the one in figure 3-19 to the NCRlisting these identified materials.

Money Management

Money management is another area under yourcontrol. When a project comes on line, the originalestimated amount of money is given by the customer to2ndNCB/3rdNCB. The bulk of this money is given tothe NCR to purchase CONUS material. A smaller pot ofmoney goes to the main body and detachments to buymaterials locally. Money for local purchases is held bystation fiscal departments and tracked by MLO. Everymonth the MLO officer completes an estimate atcompletion (EAC) report. The MLO uses EAC reportsto track money spent on locally procured materials andto give a projected final cost estimate of the project.Every time you submit an add-on, the final project cost(EAC) increases. Requests for additional funding areONE TIME ONLY. A second request is consideredpoor management, so be sure your material estimates

Figure 3-18.-Project control report.

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Figure 3-19.—First 45-day material list.

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are accurate. Figure 3-20 is what a completed EACreport looks like.

Remember, the EAC is only for tracking materialsbought locally. Every time you put in an add-on yourEAC goes up and the money left to complete yourproject goes down!

DEPLOYMENT RESPONSIBILITIES

Home port is through and you are ready to start yourproject! How successful your home port planning waswill now be obvious to all concerned. You are ready todraw your materials from MLO using NAVSUP form1250-1s. One important thing to remember whiledeployed is to only keep 10 working days worth ofmaterials on the jobsite. Your 2-week windows are agood tool to use here.

Procuring Local Materials

Materials bought locally require special attentionand a little foresight. Countries using the metric systemoften provide materials incompatible with ours,especially with pipe thread and diameter. A goodturnover with the previous battalion will help identifyand avoid some of the pitfalls associated with locallyprocured materials.

Requisitioning Materials from MLO

All material is requisitioned from MLO on a1250-1. Your company will give MLO a list of peopleauthorized to requisition and receive material. Yourname must be on the list authorizing you to requisitionmaterial. The only rule MLO has is that the same personcannot requisition AND receive the same material. Youmust give MLO the 1250-1s in advance so they canprocess the paper work and pull the material out ofstorage and stage for pick-up or delivery to your job.Table 3-1 lists the lead times that your material will beavailable for pick-up after your 1250-1 reaches MLO.

If you requisition material from the CONUS, allowat least 60 days for normal requisitions and 120 days forlong lead items. You turn in materials to MLO using a1250-1 completed in red ink

Storing Material on the Job

Requisition only the materials you will use for thenext 2 weeks. Materials required to complete your2-week windows are a good measure of this. Oncematerials are on your job you must protect them frompilferage, weather, and jobsite damage. Store themindoors if possible. If materials have to be storedoutdoors, keep them off the ground. Lock up high-value

Figure 3-20.-EAC report.

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Table 3-1.-Requisition Lead Times

items that are easily pilfered. With a little prior planningand your 2-week windows, you can have the materialsyou need, when you need them, and not worry aboutdamage or theft.

Excess and Borrowed Materials

When a job is completed, all remaining materialsmust be offered to the customer. Materials the customerdoes not want are stored in MLO for 6 months. Thismaterial is listed in the excess file, and you can use anymaterial off it on your project free of charge using adummy requisition number. MLO routinely publishesthis excess list. Screen the excess list before writing anadd-on BM. Remember that material is only kept 6months so look ahead to activities you will complete 3or 4 months down the road. If you need a particular lineitem, let MLO know so they do not send it to the DefenseReutilization and Marketing Office (DRMO). Theborrow file is a dangerous tool. If you need material onyour job and MLO has the identical item waiting foranother job, the operations officer can authorize you touse it. Use of this borrowed item is allowed only if MLOcan replace it before the project’s start date.

Material Shelf Life

Most paints, glues, and adhesives have a shelf life.If you order these materials too early, their shelf life maybe expired by the time you use them. MLO has acomputer to track shelf life and may extend that shelflife depending on the condition of the material. Monitorshelf life, but do not dispose of old materials withoutfirst checking quality.

SAMMS

The SAMMS (Seabee Automated MobileManagement System) computer system is a fullyautomated management system that has a program forMLO. Items the computer tracks that can help youinclude the following:

* Received materials * Borrowed material

* Materials due * Hazardous material

* Excess material * Shelf life data

Use MLO and these programs to your advantage. Oneof the handiest reports from the computer is the materialsdue report. This report provides a list, by project, of allmaterials ordered but not received. MLO should providea materials due report for each project every 2 weeks.The Ops meeting is a convenient place for companies tomark up these reports for materials needed. If thecompanies tell MLO which materials are needed in thenext 30, 60, or 90 days, MLO can take appropriate actionto ensure the materials are on hand when needed. Supplywill help you only if you work closely with them andplan ahead. Your lack of prior planning is not a reasonfor them to give you a higher priority or better service.

EQUIPMENT MANAGEMENT

As a crew leader you need to be familiar with theproper care and maintenance of the equipment your per-sonnel use. In this section of the chapter we will discussfirst echelon maintenance, preventive maintenance, andgeneral requirements as per the COMSECOND/COMTHIRDNCBINST 11200.1 series.

GENERAL REQUIREMENTS

Every operator of equipment should ensure the following:

1. Equipment is operated according to established pro-cedures and all safety precautions are rigidly observed.

2. Transportation of passengers is based onauthorized trips and for official business only. Pickingup hitchhikers is strictly forbidden!

3. All construction and material handling equipmentis authorized for assigned construction tasks only. Construc-tion equipment is not to be used for transporting personnel.

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The number of persons on any piece of operating construc-tion equipment will not exceed the number of seats.

4. Personnel assigned to operate automotive,construction, or material handling equipment must bequalified and licensed.

5. Equipment is made available for preventivemaintenance service as scheduled by the maintenancebranch.

6. Personnel operating automotive, construction,or material handling equipment perform operatormaintenance as scheduled.

7. Personnel are familiar with current publishedbattalion policies for the use of CESE (civil engineeringsupport equipment) for recreational purposes.

8. Equipment is not to be used to store tools,materials, or personal gear.

FIRST ECHELON MAINTENANCE

Proper maintenance is the responsibility of theoperator. Each operator must perform dailymaintenance and keep the assigned vehicle and/orequipment clean, safe, and in serviceable condition. Anoperator must inspect equipment daily and note anydefects. Defects noted must be corrected before aserious breakdown or mishap occurs. Many units ofequipment have hourly and daily lubrication points.This lubrication is the responsibility of the operator.Supervisors must ensure that equipment is maintainedas outlined in the operator’s manual.

Operators are responsible for the prestartinspection. This inspection consists of performing theservices listed on the operator’s Inspection Guide andTrouble Report, NAVFAC 9-11240/13 (hard card), orthe operator’s Daily PM Report, NAVFAC 11260/4, asappropriate. This inspection basically covers inspectionof fuel, oil, water, hydraulic fluid, and battery levels.And it includes inspections of tires, lug nuts, lights,safety devices, drive belts, and cargo and mountingequipment. The prestart inspection also covers leaks,exterior or interior damage, and any requiredlubrication. Do not operate or allow crew members tooperate defective or unsafe equipment. Note thediscrepancies on the hard card/daily PM report andforward them immediately to the dispatcher.

The operator must use his/her senses to detect itemsneeding attention. Each sense (smell = burning rubber,grease, or clutches; hearing = unusual noises; sight =instruments; and feeling = drag, pull, or vibration)signals information. Tires should be inspected

periodically for flats and rocks. If you suspect a defect,stop the equipment and investigate. Before returningequipment to use be sure that defects that could damagethe equipment or impair safe operation are repaired.

After completing operation, each operator mustperform the established shutdown procedures (asprescribed in the appropriate operator’s manual) andother directed services. These services usually consistof checking equipment cleanliness (wash and steamclean as appropriate); draining air tanks and coveringexhaust stacks; closing doors, windows, and hoods;setting brakes and chocking wheels; blocking dumpbedsfor draining; and topping-off fuel tanks. Supervisorsneed to be sure that the equipment is protected againstthe weather and that the hard card/daily PM report iscompleted and returned to the dispatcher.

PREVENTIVE MAINTENANCE

Preventive maintenance is scheduled maintenancethat has as its prime objectives maximizing equipmentavailability and minimizing unnecessary repair cost. Preven-tive maintenance consists of safety and serviceabilityinspections, lubrication and minor services, andadjustments beyond those of operator maintenance.

The “standard” interval between PM service inspec-tions for NCF equipment is 40 working days. It is the mainte-nance supervisor who determines if the PM interval foran item of equipment should be reduced. You must neverextend the interval between PM service inspectionsbeyond the prescribed 40 working days for active CESE.

SCHEDULING AN EXCAVATION

Coordinating equipment requirements betweenseveral companies and many projects takes goodcommunications. ALFA company tracks their workloadbased on original schedules and weekly goals. If thecrew leader can see an activity requiring ALFA companysupport is going to slip, the crew leader must contact thechain of command immediately. The chain of commandneeds to know if a crew is not going to be ready andwhen to reschedule an excavation. Getting clearancesfor an excavation (digging permits) are theresponsibility of the crew leader. These permits willbecome part of the project package. Figure 3-21 is aform for requesting clearance from public works.

JOBSITE MANAGEMENT

The rest of this chapter will cover ways to help youorganize your construction site. Jobsite managementincludes material, tools, jobsite appearance, visitors,field offices, initial setups, and inspections.

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Fig. 3-21.-Excavation request.

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MATERIAL

Of the many things to look at when setting up aconstruction site, material is just one of them.Depending on the project, you may need to answer thefollowing questions:

l

l

l

l

l

l

l

How big is the area for storing material on site?

Can the material be secured?

Is the material exposed to the weather?

Does all the material have to be on site?

Is the material stored properly?

Are there MSDSs on all required material?

Is the material the right material?

You should not store more than 2 weeks of material onthe job. If you do not need it now, do not draw it now! Ifyou must build a material storage area, try and make it inan area that is not going to be in the way of construction.

TOOLS

Tool accountability is one item you as a crew leadermust control. The simplest way to be sure you have allthe tools you signed for is through tool kit inventories andsubcustody cards. Twice monthly tool kit inventories arerequired by the Seabee Supply Manual with theexception of some large kits. Inventory schedules arelisted in an appendix of the Seabee Supply Manual. Akit inventory list will be provided by CTR for each kityou have checked out. During each inventory, you counteach item and check the quantity on hand versus thequantity on the inventory list. You indicate the shortagesfor each item and determine a dollar amount for all itemsnot accounted for. Along with accountability, service-ability is also important. You have to ensure all electricaltools are safety checked each month and the right colortape is placed on the cord. All power tools whether gasor air operated must also be checked. Be sure to removeany defective tools from service. Provide safetyprotection equipment for any tool that requires such.Tools must be kept clean and organized. To preventtheft, secure all tools at the end of each work day.Remember, you are the one responsible for the tools.

JOBSITE APPEARANCE

The first thing anyone notices about your jobsite isthe general appearance. You can be doing high-qualitywork but if your jobsite looks bad that is the only thingpeople are going to remember. Have the crew memberspick up after themselves during the workday and

conduct a final cleanup at the end of each day. A cleanjobsite is a safe jobsite.

VISITORS

One of the most important impressions made uponcommand visitors is the one made by the crew leaderswhen presenting the job. Remember your militarybearing and speak positively. Be professional; firstimpressions are lasting impressions. Describe theproject in general, including the type of construction andfinishes. Mention specific safety measures takenregarding any hazards present. Explain the projectschedule to the visitor(s) by using the level III barchart.If you are behind schedule, explain how you are goingto catch up. You want each visitor to leave with animpression that you know what you are doing. Do nottry to bluff your way through. If asked questions youcannot answer, ask the visitors if you can get back tothem with the answers later. Then be sure you do.Remember that visitors often carry an impression, goodor bad, back to higher headquarters.

FIELD OFFICES

The field office may be an equipment shelter orappropriate structure separate from tool and materialstorage. Any material used to construct the field officeshall be waste material, material from MLO excess, ormaterial listed for office construction on the project BM.The following list of required field office items isupdated daily and is available to the chain of commandand project crew:

*1.

*2.

*3.

*4.

*5.

*6.

*7.

*8.

9.

10.

Level III bar chart

Safety plan/EM385 1-1

Quality control plan

Construction activity summary sheets

Weekly goals

Daily safety topics

Emergency telephone numbers

Crew Organization/chain of command

Complete project package

Clean working drawings (with changes markedin red pencil and construction notes in blue)

11. Construction crew location chart

12. Material status

The eight items marked with an asterisk(*) must beposted on the jobsite information board as in figure 3-22.

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Figure 3-22.—Posted Jobsite information.

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INITIAL SETUP facilities, potable water, project sign, parking for heavy

equipment, safety requirements, and power supply must

You must consider many things when setting up all be solved. The following objectives checklist (fig.

your jobsite. Such problems as access, haul roads, head 3-23) is a valuable tool for laying out a project site.

Figure 3-23.—Site layout objectives checklist.

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Besides the layout objectives checklist to help keep of traffic, prefabrication, material and equipment, roads,the overall goals in mind, a site organization checklist utilities, safety, and defense are easier to handle with a

(fig. 3-24) can help with speifics. Many of the details checklist.

Figure 3-24.—Site organization checklist.

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Figure 3-24.—Site organization checklist—Continued.

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Figure 3-24.—Site organization checklist—Continued.

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INSPECTIONS 3rdNCB and departmental management inspections

(DMIs) under the 2ndNCB. Figure 3-25 is a jobsite

The two biggest inspections for crew leaders are inspection checklist. This will assist you in preparing foroperational readiness inspections (ORIs) under the these inspections.

Fig. 3-25.—Jobsite inspection checklist.

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CHAPTER 4

ADVANCED BASE PLANNING ANDEMBARKATION

Learning Objective: Recognize the principles involved in the use of the FacilitiesPlanning Guide and identify procedures used in preparing material and equipmentfor embarkation.

The Advanced Base Functional Component(ABFC) system was developed to provide supportfacilities to constantly changing tactical and strategicsituations. A modular or building-block concept wasdeveloped. Components were needed that wouldincorporate personnel, materials, equipment, andfacilities. These components were designed anddeveloped to fulfill specific functions, no matter wherethe components were placed. The Navy ABFC systemis based on early experiences in advanced base planningand shipment used in World War II. Additionalimprovements were adopted from experiences learnedin Korea, Vietnam, and the Persian Gulf.

ABFCs are normally complete entities. The basicgroupings of the ABFC system are (1) component, acomplete unit; (2) facility, a portion of a completecomponent; and (3) assembly, a portion of a facility.ABFCs, though normally complete, may not be suppliedwith housing, messing, medical facilities, maintenancefacilities, defensive ordnance, communicationequipment, and utilities with each component. Theseservice components or facilities are to be integrated intoan overall base development or augmentation plan. TheABFC system consists of two general-purposepublications: Table of Advanced Base FunctionalComponents with Abridged Initial Outfitting Lists,OPNAV 41P3A, and Facilities Planning Guide,volumes 1 and 2, NAVFAC P-437.

ABFCs are assigned descriptive names to indicatetheir functions and alphanumeric designators tofacilitate reference. A detailed advanced base initialoutfitting list (ABIOL) is an itemized line-item printoutof the material in each ABFC. Each system’s commandor bureau is responsible for maintaining a detailedlisting of that part of the ABIOL assigned to it.

This chapter discusses use of the FacilitiesPlanning Guide, NAVFAC P-437, which is an advancedbase planning document. This chapter will provide you

with guidelines for a system of preparing material,equipment, and personnel for embarkation.

FACILITIES PLANNING GUIDE

When tasked to assist in planning the constructionof an advanced base, you should consult the FacilitiesPlanning Guide. This FPG document identifies thestructures and supporting utilities of the Navy ABFCsystem. This system was developed to makepre-engineered facility designs and correspondingmaterial lists available to planners at all levels. Whilethese designs relate primarily to expected needs atadvanced bases and to the Navy ABFC system, they alsocan be used to satisfy peacetime requirements. Facility,logistic, and construction planners will find theinformation required to select and document thematerials necessary to construct facilities.

The NAVFAC P-437 consists of two volumes.Volume 1 contains reproducible engineering drawingsorganized as follows:

Part 1, Component Site Plans, indexed bycomponent and ABFC designation

Part 2, Facility Drawings, indexed by facilitynumber and DoD category code

Part 3, Assembly Drawings, containing assemblyinformation and indexed by assembly number

Each drawing is a detailed construction drawing thatdescribes and lists the facilities, assemblies, or line itemsrequired to complete it. A summary of logistic,construction, and cost data is provided for eachcomponent, facility, and assembly of the ABFC system.A component is defined as a grouping of personnel andmaterial that has a specific function or mission at anadvanced base. Whether located overseas or in CONUS,a component is supported by facilities and assemblies.

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A construction network is included in each facilityof the ABFC system as part of the design package in theNAVFAC P-437 (fig. 4-1). The network includes suchinformation as tool kits, equipment, and PRCP skillsrequired for each facility. Time and effort are saved byusing the construction networks that were developed foreach facility in the ABFC system. To benefit from theconstruction networks, you must have an understandingof the basic principles and assumptions upon which thenetworks are based. Network analysis procedures forprecedence diagraming are contained in chapter 5 ofthe Seabee Planner’s and Estimator’s Handbook,NAVFAC P-405, and chapter 2 of this TRAMAN.

Volume 2 of NAVFAC P-437 contains the detaileddata display for each component, facility, and assembly.(Except for earthwork, material lists in volume 2 arecomplete balls of material.) It also is arranged in threeparts.

Part 1 lists and describes by DoD category code thefacilities requirement for each component.

Part 2 lists and describes by assembly number theassembly requirement for each facility.

Part 3 lists line-item requirements by national stocknumber (NSN) for each assembly.

The P-437 also contains other useful informationfor planners, such as crew sizes; man-hours by skill;land areas; amounts of fuel necessary to make acomponent, facility, or assembly operational; andinformation about predesigned facilities and assembliesthat are not directly related to components shown in theABFC table (OPNAV 41P3A). These predesignedfacilities and assemblies give the planner alternativesfor satisfying contingency requirements when thecallout of a complete component is not desired. To makethe P-437 compatible with other DoD planning guides,Category Codes Facilities, NAVFAC P-72, a relatedpublication, establishes the category codes,nomenclature, and the required units of measure foridentifying, classifying, and quantifying real property.The cardinal category codes are as follows:

100 Operations and Training

200 Maintenance and Production

300 Research, Development, and Evaluation

400 Supply

500 Hospital and Medical

600 Administrative

700 Housing and Community Support

800 Utilities and Ground Improvement

900 Real Estate

If a facility is required for enlisted personnelquarters, for example, it will be found in the 700 series(Housing and Community Support). The assemblieswithin each facility consist of a grouping of line itemsat the NSN level which, when assembled, will performa specific function in support of the facility. An assemblyis functionally grouped in such a way that the assemblynumber relates to the Occupational Field 13 (Seabee)skill required to install it. The groupings are numberedas follows:

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Figure 4-1.

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TAILORING COMPONENTS AND FACILITIES Temperate Zone. Assemblies required only in Tropical

When you are using the ABFC system, rememberinstallations are coded with the letter T in the zone

that tailoring it to serve your specific needs is possible.column to the right of the assembly description.

Know your exact mission and requirements. Choose theAssemblies required only in North Temperate

components, facilities, or assemblies that best fit or caninstallations are coded with the letter N. Uncoded

be tailored to meet your desired goals. Modular ele-assemblies are common to both zones.

ments can be developed to serve similar functions in USE AND APPLICATION OF THEvarious locations. The exact requirements for a specific FACILITIES PLANNING GUIDEbase cannot be defined, economically designed, norsupported within the general system. However, the basedevelopment planner knows the specific location, mis-sion, unit composition, and availability of other assets.The planner can then select from the ABFC system thecomponents or facilities that satisfy these specificrequirements. Tailoring is then applied to the preplannedABFC assets to come up with what is needed.

Although a listing in the P-437 may help you orderindividual items in general supply, it does NOT replace stocklists of systems commands or bureaus, offices, single man-agers, or inventory control points. Stock numbers anddescriptions can be verified through appropriate stocklists. You are responsible for verifying stock numberswhen ordering a component, facility, or assembly.

Components or facilities can be tailored by (1)Component

deleting or adding facilities or assemblies and (2) Figure 4-2 shows a typical component breakdownspecifying requirements for the Tropical or North of the P25. A brief header describes the mission and

Figure 4-2.—Component.

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capabilities of the component. The site plan pertainingto each component is depicted by a NAVFAC drawingnumber. However, drawings in volume 1, part 1, areindexed by component designation, not drawingnumbers. The word NONE appears for components thathave no site plans. The facilities required to make thecomponent operative are listed in numerical sequenceby DoD category code. The alpha suffix for each facilitydesignator indicates differences between sizes, types, orlayouts of facilities with the same functional purpose.Facility capacity is expressed in terms of the units ofmeasure used in the Category Codes Facilities,NAVFAC P-72. The component capacity is figured bymultiplying the facility capacity and the quantity.Weight and cube are measured in normal units for exportpacking. Weight and construction efforts are computedusing the Seabee Planner’s and Estimator’s Handbook,NAVFAC P-405. Average construction conditions areassumed and computations are based on normal Seabeeskill levels.

You compute the total of the weight, cube, anddollar value columns by adding all facilities orassemblies required in both tropical and northernclimates plus the unique requirements for either tropicalor northern areas.

Summary data located below the component facilitylistings provides information on the following:

1. Construction standards (CONST STD) takenfrom Joint Chiefs of Staff (JCS), publication 3, aregrouped into two classifications: initial and temporary,Initial (INIT) is a duration requirement of less than 6months. Temporary (TEMP) is a duration requirementof from 6 to 60 months.

2. Days of construction duration (LAPSEDDAYS) are based on job requirements, optimumconstruction crew size, and full-material availability.

3. Often the land requirements (LAND ACRES),based on the assumed plot plan, will not be followedexactly because of terrain or existing buildings. Theidealized plot plan was developed to design supportingutility systems. The information contained in the utilityfacilities has been increased to allow for variation interrain.

4. The connected electrical load (POWER KVA)has been computed based on knowledge of ABIOL orTOA contents. A load diversity factor has been appliedto compute the kVA demand.

5. Water and sewer (GPD) are based on ABIOL orTOA contents and the utility systems designed to thiscriteria.

6. Fuel usage (FUEL GAL) is computed on 30-dayrequirements for installed engine-driven or fuel-firedequipment only. No allowance for automotive,construction, weight handling, and other jobsite supportequipment fuel is included. Fuel is not provided whenfacilities or assemblies are shipped. NAVSUP providesfuel as a contribution when whole components areshipped.

7. The skill requirements (SKILLS MAN-HOURS) are designated by Seabee (OF-13) ratings andare expressed in man-hours, as computed for eachfacility.

Facility

Figure 4-3 shows a typical facility entry in part 2 ofvolume 2—the electric power plant diesel 2-200 kWgenerators, without tank, facility 811 10R. Adjacent tothe facility number, the heading shows the JCS planningfactor applied. This planning factor is based on PlanningFactors for Military Construction in ContingencyOperations, Joint Staff Memorandum (MJCS) 235-86.The header also describes the basic capability of thefacility. After the facility capability description is theNAVFAC drawing number. The drawing number isshown for reference purposes. All drawings in volume1, part 2, are indexed by facility number.

The assemblies required to make the facilityfunctionally operational are listed in assembly-numbersequence. These numbers were derived from the primetrade involved in the construction. The 30,000 seriesindicates Construction Electricians. There is anexception to this numbering system. The exception isfor Civil Engineer Support Equipment (CESE). CESEis identified by an equipment cost code (ECC). In thisexample, ECC 512801 is a 200-kW generator.

A brief description appears next, followed whenappropriate by the code “N” for the North TemperateZone or “T’ for the Tropical Zone. Only assembliesrequired for Arctic operation are designated code “N.”Other facilities or assemblies are designed for use inboth North and South Temperate Zones and TropicalZones. The quantity given is used as a multiplier,indicating the number of assemblies to be ordered.Weight and cubic feet are measured in normal terms forexport packing. Weight, cubic feet, and dollar valuereflect totals for each line.

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Figure 4-3.

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Construction estimates are computed in the samemanner as components, with the following exception.In addition to primary facility capacity, secondarycapacity, as described in the NAVFAC P-72, is included.This is used, for example, in the 700 series of facilitieswhere the primary capacity is expressed in personneland the secondary, in square feet.

The recoverability code is a broad indication of therelocatability or recoverability. The code “A” indicatestotal recoverability, and “D” indicates a disposablefacility. More details are found in table 4-1, Recover-ability Code.

Assembly

Figure 4-4 shows a typical entry for an assembly.Assembly 32602 provides the necessary material for theinstallation of a 200-kW generator. Header informationis the same as that for a facility. Assembly line-itemrequirements are listed by cognizance symbol and NSN.The unit of issue, weight, cubic feet, and dollar valueare extracted from supply files once the requirementdata is entered. This data changes often, but frequentchanges are not made in the Facilities Planning Guidefor stock numbers with minor price-level changes.

Ordering of Components, Facilities, orAssemblies

Components are usually ordered only under amobilization situation and requested through the CNO.Facilities and assemblies can be ordered without CNOapproval if reimbursement is provided. Requests forrelease are forwarded to NCBC, Port Hueneme.Attention is directed to the Facilities Projects Manual,OPNAVINST 11010.20 series (July 1985), regarding

project approvals for peacetime use, and to RelocatableBuildings, Procurement and Use of, OPNAVINST11010.33 series (October 1984), and DOTINST4165.56 (April 1981), regarding the relocatable buildingprogram.

Index of Facilities

Suppose you have a requirement for an electricaldistribution system underground. To determine what isavailable in the ABFC system to satisfy the requirement,look in P-437, volume 2, part 2, Index of Facilities,under the 800 series (Utilities and Ground Improve-ments), as shown in figure 4-5. If an approximate11,000-foot system is needed, facility 81230AB can beused. Figure 4-6 gives the information you need to fulfillthe requirement for an underground electricaldistribution system.

Certain installed equipment or collateral equipment,such as furniture and fixtures contributed by others, arenot furnished with the facilities or the assemblies listedin the P-437. You must request this equipmentseparately. The assembly listings indicate what isinstalled or what NAVFAC collateral equipment isprovided.

EMBARKATION

A naval mobile construction battalion (NMCB), anamphibious construction battalion (PHIBCB), aconstruction battalion unit (CBU), or any other unit ofthe NCF must be ready to deploy or redeploy by sea, air,or land. NCF units must respond to an assigned missionby providing immediate support to Navy, Marine Corps,and other forces. Mobile units may also be required toperform disaster recovery operations.

Table 4-1.—Recoverability Code

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Figure 4-4.

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Figure 4-5.—Alphabetical index of facilities.

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Figure 4-6.

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CONTINGENCY REQUIREMENTS

To meet the requirements for contingency supportof the Naval Task Force and the Fleet Marine TaskForce, PHIBCBs and CBUs must be able to redeploywithin 3 and 6 days, respectively. After 30 days in homeport, other NCF units should be able to redeploy within10 days. During the first 30 days after return to homeport, each NMCB must be capable of deploying an airdetachment within 48 hours. While deployed, NMCBsshould be able to redeploy within 6 days. While en routeto or from a deployment site, the units must be preparedfor immediate diversion to emergency, contingency, ormobilization assignments.

EMBARKATION MOUNT-OUT

The NMCB is used in this chapter as a sampleembarkation. These same basic methods of embarkationare used by the underwater construction teams (UCTs)and PHIBCBs.

For a smooth, expedient mount-out, carefulplanning and organizing are required. Embarkation,whether by air, land, sea, or any combination, is an allhands evolution where TOTAL support is mandatory fora successful move.

Organization charts for mount-out, staging areaflow charts, CESE flow charts (both in the shop and tothe staging area), pallet buildup, transport flow charts,and personnel flow charts/checklists are used in trackingthe unit’s progress throughout the embarkationevolution. Failure to maintain control and status mayresult in a unit not being able to meet its embarkationcommitment. Pre-positioning of materials andmaintaining the CESE in a constant state of readinesswill help to effect a smooth, expedient mount-out.

EMBARKATION PLANNING

Embarkation is a joint undertaking by both the unitand the organization providing the lift. Properembarkation depends on a mutual understanding ofobjectives and capabilities and full cooperation inplanning and execution. Throughout the planning andexecution of the embarkation phase, officers of theembarking unit will be working with their counterpartsin other organizations. Early communication andcoordination between the user and the organizationproviding the lift are extremely important.

The U.S. Air Force Airlift Mobility Command(AMC) is normally used when the lift is to be by air.AMC can furnish strategic airlift using the C-141/C-5B

aircraft for long-range airlift or C-130 aircraft fortactical airlift. This capability allows for placement ofthe troops close to the trouble spot. The U.S. Air Forcehas developed the Computer-Aided Load Manifesting(CALM) system, the same system that is used by theNCF. The purpose of the CALM system is to providestandardized automated capability to design load plans.This system provides placement of mobility equipment,cargo, and personnel on military and Civil Reserve AirFleet (CRAF) cargo capable aircraft. CALM provides astandard automated capability that edits and storesincremental data and produces load plans. CALM canbe used in preplanning, exercises, or actualdeployments.

Planning for embarkation includes all unit moves,regardless of the method used for movement.Movement methods are determined by the availabilityof transportation and the transportation requirements ofthe unit. In amphibious embarkation, there must bedeterminations of the overall shipping requirements andthe embarkation schedules. These determinations aremade at the OPNAV level in the chain of command toenable subordinate units to prepare detailed loadingplans for individual ships. Planning requires constantcoordination between Navy and Air Force leaders.Coordination and cooperation stem from a mutualunderstanding of the problems of each support group.In the final analysis, the embarkation plan must supportthe tactical deployment plan of the unit. And in the caseof an amphibious landing, the embarkation plan mustsupport the tactical plan for landing and the scheme ofmaneuvers ashore.

Embarkation planning requires detailed knowledgeof the characteristics, capabilities, and limitations ofships, aircraft, and amphibious vehicles and theirrelationships to the troops, supplies, and equipment tobe embarked. The planner must be familiar withtransport types of amphibious ships, Military SealiftCommand (MSC) ships, merchant ships, and cargoaircraft. MSC ships and merchant ships are not designedor equipped for, and do not have crews large enough foramphibious operations. These problems must beanticipated and resolved. Any additional requirementsfor hatch crews, winchmen, cargo-handling equipment,cargo nets, assault craft, or other facilities must beprovided by the user.

PRINCIPLES OF EMBARKATIONPLANNING

To ensure proper embarkation, it is mandatory thatthese four principles be observed in planning

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embarkation of the landing force. Both ship amphibiousoperations and aircraft assault force support operationsmust observe the following embarkation principles:

1. Embarkation plans must support the plan forlanding and the scheme of maneuvers ashore. Personnel,equipment, and supplies must be loaded in such amanner that they can be unloaded at the time and in thesequence required to support operations ashore.

2. Embarkation plans must provide for the highestpossible degree of unit self-sufficiency. Troops shouldnot be separated from their combat equipment andsupplies. Thus, weapons crews should be embarked onthe same ship or aircraft with their weapons, radiooperators with their radios, and equipment operatorswith their equipment. In addition, each unit shouldembark with sufficient combat supplies, such asammunition, fuel, and radio batteries, to sustain itscombat operations during the initial period at theoperational area. Each individual should have sufficientwater and rations to last for 24 hours.

3. Plans must provide for rapid unloading in theobjective area. This can be achieved by a balanceddistribution of equipment and supplies.

4. Plans must provide for dispersion of criticalunits and supplies among several ships or aircraft. Thedanger of not doing so is obvious. If critical units andsupplies are not dispersed, loss of one ship or aircraftcould cause a loss of combat capability that mightseriously jeopardize the mission.

EMBARKATION TEAM PLANNING

Effective embarkation team planning is dependentupon the early receipt of information from higherauthority. Detailed planning begins with thedetermination of team composition and the assignmentof shipping. The following factors are included in teamembarkation planning:

Designation of the team embarkation officer(s)

Preparation and submission of basic loadingforms by troop units of the embarkation team

Preparation of detailed loading plan

Designation of billeting, messing, and dutyofficers during the period of the embarkation

Designation and movement of advance partiesand advance details to the embarkation area

•

•

•

Establishment of liaison with the embarkationcontrol office in the embarkation area

Preparation of the schedule for movement oftroops, vehicles, equipment, and supplies to theembarkation area

Preparation of plans for cargo security in theembarkation area

EMBARKATION PLAN

There are three basic embarkation plans that arenormally prepared by the various command levelswithin the landing force. The landing force embarkation,the group embarkation, and the unit embarkation plansdiffer in preparation and content.

1. The landing force embarkation plan is preparedby the landing force commander. It includes theorganization for embarkation; supplies and equipmentto be embarked; embarkation points and cargo assemblyareas; control, movement, and embarkation ofpersonnel; and miscellaneous information. The landingforce embarkation plan contains information that theembarkation group commander uses to prepare a moredetailed plan.

2. The group embarkation plan is prepared by theembarkation group commander. It establishes theformation of embarkation units and assigns shipping orflights to each embarkation unit. While it contains thesame basic information as the landing forceembarkation plan, there is much greater detail. Thegroup embarkation plan has attached or included withinit the embarkation organization and shippingassignment table.

3. The unit embarkation plan is prepared by theembarkation unit commander. It establishes theformation of embarkation teams. It contains, generally,the same information as the group embarkation, but ineven greater detail. Attached to the unit embarkationplan is the unit embarkation organization and shippingand/or flight assignment table. NCF units embarkingalone and outside of the landing force, either byamphibious means or by air, should prepare anembarkation plan incorporating all of the data necessaryfor proper embarkation by the unit.

PRE-POSITIONED STOCKS ANDSUPPLIES

Because of the mobile nature of the NCF, it isnecessary to pre-position certain supplies and

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equipment in anticipation of their use in contingencymount-outs. These stocks include oil, fuels, lubricants,rations, ammunition, and a full allowance of equipment.During a contingency mount-out, all or part of thesepre-positioned stocks may be used. As part of theplanning phase, NCF units should check the plan todetermine the exact amount and types of supplies to beembarked and the location of the supplies.

Standard boxing procedures are required in an effortto minimize shipping, packing, and repacking ofallowance items. Standardized boxing also helps toestablish uniformity among the NCF units.

Present mobility requirements make it necessary tokeep as much as possible of the battalion’s TOA packedor partially packed for redeployment at all times. Thebest method of maintaining this state of readiness is touse packing boxes for day-to-day storage and fordispensing battalion allowance items. Each NCF unitmust fabricate mount-out boxes according toCOMSECOND/COMTHIRDNCBINST 3120.1 series.These fabricated boxes are for all the unit’s TOAauthorized allowance items that can be boxed. On-handboxes may be used provided the color and markingcodes conform with standard box markings.

You must prepare multiple copies of the packinglists for each box. One copy is placed inside of the box.One copy is mounted in a protective packet on theoutside of the box. One copy is kept on file in theembarkation mount-out control center (MOCC). Andone copy is retained by the department to which thesupplies or equipment belong. Packing lists mustcontain sufficient details so you can locate items withouthaving to open and search several boxes.

Consider the following when constructingmount-out boxes:

– Use screw nails or flathead screws and glue forassembly

– Bolt covers to tapped metal inserts (as shown inCOMSECOND/COMTHIRDNCBINST 3120.1series, or an equal type of bolting method)

– Customize box interiors to suit the contents

– Limit gross weight of the boxes to 250 pounds(for easy handling without material-handlingequipment)

– Fabricate boxes of 3/4-inch exterior gradeplywood, reinforced with 2 by 4 inch ends

– Create for large authorized items special boxes(must conform to the criteria set forth inCOMSECOND/COMTHIRDNCBINST 3120.1series)

– Install metal corners or other protection toprevent shipping damage

EMBARKATION PERSONNEL

To carry out their respective duties efficiently, nomatter what level of the embarkation chain they areassociated with, embarkation officers/staff must befamiliar with the following:

••

•

•••

•

••

Naval and Air Force customs and terminology

Applicable tables of organization, allowance,and equipment (within the TOA)

Amphibious task force organizations and flightoperations

Landing force organization

Supply and equipment classifications

Standard operating procedures for loading,packing, crating, marking, and waterproofingsupplies and equipment

Ship’s loading characteristics pamphlets(SLCPs)

Loading and unloading time factors

Amphibious ships, landingvehicles, helicopters, andcharacteristics

STAFFING

craft, amphibioustransport aircraft

Embarkation staff personnel must interface withother command embarkation staffs. Therefore, a briefdescription of the duties and responsibilities for each ofthe staffs is described in the following paragraphs.

COMSECOND/COMTHIRD Naval ConstructionBrigade Embarkation Staff

The COMSECOND and COMTHIRD NCBembarkation staff has the following duties:

1.

2.

Heads the embarkation section of the ReadinessDepartment.

Reviews and updates current embarkationdirectives and instructions.

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3.

4.

5.

6.

7.

8.

Obtains and maintains current tonnage tables ofequipment and embarkation library references atNaval Construction Regiment (NCR) anddeployment sites under their operational control(OPCON).

Obtains and maintains complete and currentfiles of SLCP for amphibious shipping.

Obtains and maintains complete and currentfiles on air-certified CESE.

Advises and assists subordinate embarkationstaffs under their OPCON.

Prepares operational orders to exercise thebattalion’s embarkation plan while deployed.

Maintains constant liaison with other servicesand external organizations responsible forsupporting the embarkation process.

Regimental Embarkation Staff

The training regiments under COMSECOND/COMTHIRD NCB establish and maintain anembarkation section/office staffed according to theCOMSECOND/COMTHIRDNCBINST 3120.1 series.The embarkation section ensures that currentCOMSECOND/COMTHIRD NCB embarkationinstructions and directives are adhered to by the NCFunits under their OPCON. The embarkation sectionensures that a training program is established and usedfor training NCF personnel in all phases of embarkationfor amphibious, air, and land operations.

The embarkation officer and staff consist of trainedand experienced personnel who have successfullycompleted the formal embarkation school(s) listed inCOMSECOND/COMTHIRDNCBINST 1500.20.Schooling is a prerequisite for personnel assigned to theembarkation staff.

The regimental embarkation officer, a CivilEngineer Corps (CEC) officer, is qualified inembarkation and directly responsible to the regimentalcommander. The regimental embarkation officer’sduties and responsibilities include (but are not limitedto) the following:

– Knowing the locations and general condition ofall supplies and equipment assigned to theregiment to support NCF contingencies duringthe home port period.

– Ensuring the embarkation/MOCC files are keptcurrent on all embarkation data.

Maintaining liaison with COMSECOND/COMTHIRD NCB embarkation staff.

Ensuring that adequate files (such as SLCPs,aircraft data, TOAs, and road convoy data) aremaintained in support of the NCF units.

Ensuring that a training program is instituted andmonitored by the regiment to train NCFpersonnel in all phases of amphibious, air, andland operations, and both tactical and nontacticalembarkation.

Heading the embarkation section assigned to theNCR Planning and Training Department.

Preparing the organization for embarkation andassignment to the shipping schedule for approvalby the embarkation unit commander.

Assigning cargo assembly areas, vehicle stagingareas, and embarkation points to subordinateelements or teams.

Overseeing unit embarkation planning.

Advising battalion or team embarkation officersin the preparation of loading plans.

Coordinating all loading activities of subordinateembarkation echelons.

The regimental embarkation staff assignment is aprimary duty assignment. The composition of the staffmust be the same as the NCF units. Their duties andresponsibilities are as follows:

Maintain the serial element management system(SEMS) computer printouts (for ships), if used.

Maintain the CALM system computer printouts(for aircraft), if used.

Maintain a complete P-25 equipment templatefile, both 1/8-inch and 1/4-inch scale.

Establish and maintain a training record file ofall embarkation training.

Maintain lesson plans for training andindoctrination of the NCF unit personnelinvolved in embarkation.

Monitor and evaluate all NCF home portembarkation exercises.

Maintain a file of all NCF embarkation exercisesheld in home port.

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– Accomplish such other embarkation duties asmay be necessary or assigned.

Battalion Embarkation Staff

The battalion embarkation officer and embarkationchief, when not actually engaged in the embarkingprocess, are responsible for the following:

– Knowing the location and the general conditionof all supplies, equipment, and vehicles assignedto the battalion.

– Keeping current the MOCC files relative to allembarkation data.

– Training sufficient personnel outside of theembarkation staff to perform embarkationfunctions during an actual mount-out.

– Ensuring that adequate files are maintained in theevent of incapacitation or absence during anembarkation. Thus allowing the assistant toassume all duties with a minimum of lost effort.

– Conducting training for the embarkation staff toincrease their proficiency in embarkation.

– Preparing and maintaining a template file of allcurrent deployment site Tab A equipmentattached to the battalion.

– Coordinating through the operations officer(S-3) all requirements associated with battalionmovement.

– Validating DD Form 2327, Unit AircraftUtilization Plan, with supporting airlift controlelement (ALCE) affiliate within 14 days of thearrival of the main body.

– Validate/update preliminary load plans (PLP) fordeployment of air detachments and air echelonson C-130, C-141B, and C-5B type of aircraftwithin 30 days of the arrival of the main body.Criterion for PLP will be current Tab A,equipment list, and TOA materials and supplies.

– Validate the CALM system database as changesare received to the Tab A from the equipmentofficer (A6).

The battalion embarkation staff consists of anucleus of trained, experienced personnel assigned toembarkation as a primary duty. This staff is augmentedby company and departmental representatives servingon a collateral-duty basis. During an exercise or actual

contingency mount-out, the full embarkation staffreports to the battalion embarkation officer. Then theyassume full-time responsibility for embarkation withintheir assigned area of responsibility. In the case of anactual mount-out, the embarkation staff memberscontinue to function on a full-time basis until landing ofthe troops, supplies, and equipment has been completed.

Each company/department having material thatrequires shipment should designate one responsibleofficer/petty officer to act as the embarkationrepresentative for that company/department.

Details are expected to be able to rejoin andintegrate into the main body on short notice. Detail OICsshould maintain current military and commercialtransportation schedules as part of their detailembarkation plan. Companies/departments at the mainbody should maintain contingency rosters integratingdetail personnel back into their military organization.Plans for the details to join the main body en route to orat the new deployment site should also be considered.

All details should include in their embarkation planthe possibility of being tasked to respond as an advanceparty component of the battalion or to redeployindependently. The location and semi-independentnature of details provide ready capability. These smallwell-trained units are capable of responding quickly toa situation not requiring full battalion participation.

All detail sites are required to have rollback plansas stated in the NCF OPLAN. These plans are routinelyreviewed as part of the training management assistancevisit (MAV).

EMBARKATION TRAININGREQUIREMENTS

Embarkation aboard amphibious ships or cargoaircraft cannot be accomplished smoothly andefficiently without prior training and actual experience.Personnel must know their specific assignments, andthey must know the proper way in which to carry themout. All personnel training must be geared to the levelof skill required to embark the unit efficiently. For unitefficiency the accent must be on maximum training forthe embarkation staff and loadmaster. When theembarkation staff is used in routine embarkation ofsupplies and equipment by air or sea to details anddetachments, additional qualified personnel arerequired.

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Formal Training

Formal embarkation schooling prepares only asmall portion of the unit’s personnel to conduct anorderly mount-out. Within each unit, periodic formalembarkation training briefings must be held toindoctrinate fully all personnel with specificresponsibilities in the embarkation field. These trainingbriefings assist those key petty officers who musttransform the planning into reality. All officers and keycompany and department personnel must have aworking knowledge of the embarkation sequence toprepare their respective company/departmentadequately for mount-out. All formal training must beconducted according to COMSECOND/COM-THIRDNCBINST 1500.20.

Loading Teams

Loading aboard a ship or aircraft presents problemsin the loading of vehicles. This is especially true ofheavy construction equipment. To provide rapidembarkation and to prevent vehicle damage, you mustgive personnel prior training in the loading of thesecomplex pieces of equipment. Embarkation exercisesmust be carefully designed to provide training andpractical experience to drivers, equipment operators,and loading personnel. These exercises must beconducted at frequent intervals so an adequate numberof capable and experienced loading personnel areavailable at all times.

EXERCISE FLYAWAYS AND SHIPLOADING

COMSECOND and COMTHIRD NCB willschedule, as a minimum, one amphibious/MSC/airexercise per deployment. All exercise simulationswithin the exercise scenario must be approved byCOMSECOND/COMTHIRD NCB. The scope andspecific directions for the exercise will be specified inthe EXERCISE-OPORD issued by COMSECOND orCOMTHIRD NCB. Additional exercises maybe calledwhen the battalion is assigned one of the contingencydesignations of the Atlantic or Pacific Fleet’s NCF. Thisexercise is designed to determine the unit’s capability tofulfill mission requirements.

The appropriate home-ported NCR will schedule,as a minimum, one mobilization exercise during eachbattalion’s home port period. This exercise will test theability of the battalions to mount-out from home port.One or all of the exercise types, air detachment, airechelon, and sea echelon, will be scheduled.

Static Load Exercises

Static load exercises are provided to familiarizeNCF personnel with the different types of AMC aircraft.These exercises should be used with the AMC affiliationplanning/loading courses. Personnel and equipment areprovided by the requested organization.

Emergency Deployment Readiness Exercises

The intent of this training is to exercise both the AirForce and the NCF personnel in their joint capability toload, move, and unload troops and cargo in a no-noticeemergency environment.

EMBARKATION EXECUTION

Embarkation planning and preparation ofpersonnel, supplies, and equipment to conduct anamphibious operation or air movement are expensive interms of time and manpower. Remember, em-barkation efficiency is usually directly proportionalto the time and effort spent in developing and prepar-ing the plan. A well-developed plan usually reduces thetime and effort required for embarkation. Well-developed plans help ensure that the embarkation isorderly, efficient, and effective. Staff officers responsi-ble for embarkation must be sure that embarkation is ex-ecuted on schedule according to the timetable that hasbeen established by their command or by higher authority.

MOUNT-OUT CONTROL CENTER (MOCC)

Upon receipt of an initiating order from higherauthority to mount-out and deploy, the executive officeror second in command, such as the AOIC, mustimplement the MOCC. The MOCC controls,coordinates, and monitors the movement of allpersonnel, supplies, and equipment to the embarkationstaging area. The MOCC usually has authority toestablish traffic control, issue movement orders to unitsconcerned, and control transportation used in theembarkation mount-out. The MOCC also coordinatesand schedules the movement of personnel, supplies, andall related equipment from the storage areas,warehouses, or unit’s base camp area to the staging areafor embarkation. Within an NCF unit, the MOCC, withthe embarkation staff, has the function of controlling allaspects of an NCF mount-out. The MOCC serves as thecoordinating center for all of the companies and all ofthe staff section heads.

The ability to evaluate, process, and disseminateinformation is of utmost importance to the functioning

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of the MOCC. Sufficient communication equipmentmust be located in the MOCC to ensure the continuingflow of information to and from the MOCC. Externaland internal communications to and from the MOCC areessential to a successful embarkation evolution.

The actual loading of vessels or aircraft is theresponsibility of the embarkation officer of thedeploying unit, and the combat cargo officer of a ship,or the departure airfield control group (DACG). Actualaircraft loading is made with the U.S. Air Force ALCEfor aircraft. The MOCC must be kept informed as to theprogress of loading by the embarkation staff. Thisenables the MOCC to file the required reports withhigher authorities.

A preplanned checklist that indicates theresponsibilities of each staff member in the NCF unitforms the basis for reporting to the MOCC and fordisplay of status information. See figure 4-7, whichshows a mount-out checklist for the companycommanders. Figure 4-8 shows a mount-out for theproject officer or chief. Each staff member in adepartment of an embarkation unit should have a copyof the checklist. Each item on this checklist should bereported when it is due, along with any otherinformation that could have an impact on theorganization. Any information you are uncertain aboutregarding its value to the MOCC should be resolved infavor of reporting. It is impossible to have an MOCCthat is too well informed.

AIR EMBARKATION

An airlift can be affected adversely by weather,enemy air superiority, and airfield limitations (someairfields are not able to handle every type of cargoaircraft). Still, movement by airlift offers commandersdistinct advantages, and the demand far exceeds currentcapabilities. An airlift is essential when the rapidresponse to a threat halfway around the world maygovern the outcome of a confrontation. The aircraft loadplanner must be familiar with each type of aircraft thatmay be used during inter-theater and intra-theateroperations. The planner must anticipate changes in theallowable cabin load, types of aircraft, and unitdestinations (facilities available). Other considerationinclude CESE air certification on one type of aircraftand not another, hazardous cargo limitations (as statedin AFR 71-4/NAVSUP 505, Packaging of Materials,volumes 1 and 2), and other variables. An airlift providesthe means for commanders to achieve mission success.The mobility an airlift provides affects the strategy oftactical forces, and permits those forces to move quickly

into the battle area. With an airlift, forces can easily andrapidly cross such barriers as water, mountains, orjungles.

The movement of personnel, supplies, andequipment by fixed-wing aircraft or helicopter involvesthe same planning and embarkation procedures as foramphibious loadouts. However, the requirement for adetailed load plan is considered even more essential inair movements. A loading diagram is required aboardeach aircraft. This diagram lists all equipment andsupplies to be carried and specifies where the suppliesare located in the fuselage station.

Movement Planning

Rapid and orderly deployment of units by airrequires careful and detailed preplanning. Airmovement plans must be flexible so they can be readilyadapted to last minute changes. The number and type ofavailable aircraft are subject to change. The payload forany transport aircraft can vary widely depending ondistance, head winds, and various other factors.Changes in the weather may require adjustments inaircraft loads just minutes before takeoff. Remember,planning for an air movement must be continuous. Youcan make the following assumptions when planning foran air embarkation movement:

1. The airlift maybe strategic or tactical dependingon the situation.

2. Peacetime preliminary load plans for anallowable cabin load (ACL) are 25,000 pounds for aC-130, 50,000 pounds for a C-141B, and 150,000pounds for a C-5B.

3. Combat situations may drastically increase thesize of these loads.

Aircraft Capabilities

Under normal operations, the NCF uses three typesof aircraft for embarkation. Each aircraft type hasspecific capabilities and limitations. These includetakeoff or landing requirements on tactical runways,packed dirt, or on a short airfield for tactical support(SATS) type of landing facility. Presently the C-130,which is considered a tactical aircraft, is used for thiskind of operation. The C-141 and C-5 aircraft normallyrequire a full-service air facility, and they are consideredstrategic aircraft. Tables 4-2 and 4-3 show the loaddimensions and limitations of each of these aircraft. Thisinformation should be very useful in the planning ofaircraft loads.

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Figure 4-7.—Mount-out checklist for the company commander.

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Figure 4-8.—Mount-out checklist for the project officer or chief.

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Table 4-2.–Aircraft Cargo Compartment Dimensions and Limitations

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Table 4-3.—Aircraft Cargo Compartment Load Limitations with Pallet Position Center of Balance

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Airlift Requests

Units designated as mobile and tasked withdeveloping contingency plans (such as NMCBs) shouldcontinually maintain a list of air transportableequipment and the type of aircraft on which theequipment can be carried. This is necessary because theNCF and other types of mobile units are constantlyreceiving new and updated equipment.

The U.S. Air Force Airlift Mobility Command(AMC) is the primary transport service of the DoD.AMC provides scheduled and special airlifts of armedforces personnel for the following categories:

– Airlift support of basic or continuation aircrewtraining. This category may include static load training(unilateral training).

– Airlift purchased or contracted by a user for itsown unilateral support. This is designated as a specialassignment airlift mission (SAAM). This categoryincludes commercial charter aircraft used to deploy aunit to an overseas site.

– Joint Chiefs of Staff (JCS) approved airlifts usedin support of joint exercises. These are designated asJCS exercise airlifts. This category maybe required formultiservice/multinational exercises.

– Out-of-CONUS or theater service airlifts overestablished routes. These flights are designated as AMCchannel flights and are normally managed similar toscheduled flights. This category also may be contractedto a commercial carrier to fly specific high-use routes.

– Joint Airborne/Air Transportability Training(JA/ATT) airlifts. These are part of an AMC-sponsoredprogram that provides AMC aircrews and support unitswith training in the various AMC aircraft, equipment,and procedures. This category provides specific trainingdata in the loading and transporting of all militaryequipment and particularly NCF-unique CESE.

Airlift requests must be prepared according toOPNAVINST 4630.18. It is important to remember thatonly equipment that is certified to be air transportableby the U.S. Air Force can be moved by AMC aircraft.

Unit Responsibilities

The unit requesting airlift support from AMCheadquarters is required to provide specific personnel insupport of the airlift. Support personnel are designatedas follows:

Departure Airfield Control Group (DACG). TheDACG is responsible for controlling all items to beairlifted. The DACG ensures that the flow of personnel,material, and equipment is smooth and efficient whencalled from the alert holding area to the call forwardarea. The DACG also is responsible for providingsecurity, food service, and rest areas, if required.

Arrival Airfield Control Group (AACG). TheAACG is responsible for the receipt of all airlifted itemsto the AMC-contracted airfield. The AACG also isresponsible for ensuring orderly and timely movementof personnel, material, and equipment from the airfieldto the deployment site. If troops remain at the arrivalairfield area because of transportation or otherunforeseen delays, the AACG team is responsible forproviding food service, and rest areas, if required, at thearrival area.

The staging and marshalling area is whereequipment and material are received and placed into acorfiguration (chalk) for each aircraft. All vehicles arechecked for cleanliness and minor leaks are repaired. Itis here that mobile loads are completed, vehicles areweighed and marked for center of balance, and cargo ispalletized on approved Air Force 463L cargo pallets,which are also weighed and balanced. The staging andmarshalling area is not necessarily in the vicinity of thedeparting airfield. It is usually in close proximity to theCESE equipment preparation area and the main supplyarea, where palletizing and mobile loading is done.

The alert holding area is where vehicles andpassengers are held in the vicinity of the departingairfield. At this time control is passed to the DACG, andchalks are inspected to ensure everything manifested isactually present. When all manifested items have beenconfirmed, the DACG supervisor and representatives ofthe U.S. Air Force ALCE will direct the movement ofassigned chalks to the call forward area. The callforward area is where the joint inspection of chalks bythe ALCE team and the NCF representative takes place.After the complete chalk is inspected, it is moved to theramp loading area when called for by the ALCE team.

Flight OIC

A flight manifest must be prepared for each aircraft.It must include the name of the unit to be airlifted, theOIC, and the type of aircraft. The manifest should alsohave the number of the aircraft tail, mission, andpassengers. It should have the total weight of anypassengers, hand-carried and hold baggage, adescription of cargo, weight and cube of cargo, and thetotal weight.

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The senior individual in each aircraft load of troopsis designated as the OIC and is provided a copy of thepassenger manifest. Each OIC must be thoroughlybriefed on his or her responsibilities. This example ofan information sheet outlining OIC duties andresponsibilities should be of value to you.

A. Duties of a flight OIC

You have been selected as the OIC for thisplaneload of passengers. Such action isnecessary for proper control and coordination oftroop loads with the limited passenger andprocessing personnel available. Your timelyexecution of assigned duties will reduceconfusion and greatly assist in the promptdispatching of the aircraft.

Step 1. Familiarize yourself with the propertiesof dangerous cargo aboard the aircraft and beprepared to assist the flight crew in anycargo-related emergency, if requested.

Step 2. When the aircraft lands en route to orfrom home base, make arrangements for propercargo security. Use your assistant as a guard, ormake other necessary arrangements to ensurethe cargo is protected.

Step 3. Familiarize yourself with the priority ofthe cargo aboard. In the event it becomesnecessary to off-load cargo en route, advise theaircraft commander or AMC transportationrepresentative of what cargo should beoff-loaded.

Step 4. If any portion of cargo is off-loaded at abase en route, one custodian must remain withthe off-loaded cargo, and one custodian mustremain with the aircraft (or as directed by theunit mobility officer). Off-loaded cargo shouldbe reported by naval message, finishing allpertinent information to the appropriatecommander at the base where the cargo wasloaded and to the commander at the forwardoperating base,

Step 5. Upon arrival at the forward operatingbase or at the home station, the senior cargocustodian should report to his or her unit anddeliver the cargo manifest to the unit’s propertycustodian.

B. Responsibilities of a flight OIC

You will need to ensure the following:

• All baggage and personnel are weighed.3. See that personnel are kept informed of all

pertinent matters.

2. Exercise military control over personnel in theflight.

1. Maintain a rough log of significant events,beginning with the first muster.

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embarkation officer should coordinate embarkationwith the DACG. This is necessary to make certain thatall personnel, baggage, cargo, bagged 782 gear, boxedweapons, and ammunition are loaded’ aboard theaircraft. During the transit, the flight OIC shouldperform on a routine basis the following duties:

At

Hold a personnel inspection to ensure thateveryone is in proper uniform.

the departure airfield, the OIC and the

4.

Collect a copy of DD Form 1854 from eachperson returning to CONUS.

Have all personnel complete next-of-kin cardsfor submission at the air terminal beforeembarkation.

3.

2.

1. Muster all personnel to confirm the flightmanifest.

Before departing the camp area, the OIC should dothe following:

The flight OIC should muster his or her personneland maintain them in a l/2-hour ready status from 24hours before the scheduled flight time until the flightdeparts. The OIC must be sure that personnel andbaggage arrive at the air terminal 3 hours before thescheduled arrival of the aircraft or as directed.

Obtain from the administration officer (S-l) allinformation, such as medical certificates of absence ofcommunicable disease, group travel orders, cargomanifests, and customs declarations if returning toCONUS.

• Personnel have up-to-date immunization andidentification cards.

• Flight rations are supplied.

• Each piece of baggage returning to CONUShas been inspected, customs regulationsfollowed, and DD Form 1854 (CustomsDeclaration) completed.

• Transportation is arranged for movement tothe airfield.

4.

5.

6.

7.

8.

Detail working parties for loading andunloading of cargo and gear.

Ensure that 782 gear, weapons, and ammunitionaccompany the flight after all intermediatestops.

See that flight personnel are provided meals. Ifmeals are not available during the flight, havethe aircraft commander radio ahead to requestbox lunches or hot meals available at eachrefueling point.

In the case of a delay, the OIC should arrangefor berthing when necessary and provide guardsfor weapons, baggage, and cargo.

In the event the aircraft commander orders theremoval of personnel, the OIC must ensure theirpersonal baggage and leave forms (DD Form1854) accompany them. The OIC must also seeto it that their orders are properly modified sothey may proceed via another AMC flight. If anAMC flight is unavailable, those orders shouldbe modified so the y can proceed via commercialtransportation. The allocation of aircraft toSeabee units is done by AMC after therequirements for airlift have been received.When airlifted by AMC, the movement scheduleis prepared by the air transport commanddesignated to control the aircraft.

Hazardous Cargo

Hazardous cargo must be packaged and handledaccording to AFR 71-4/TM 38-240/NAVSUP505/MCO P4030.19 series. Cargo that is considered

hazardous must be handled according to these manuals!There are no exceptions!

Hazardous cargo must be certified on a specialhandling data/certification form (fig. 4-9) before it canbe accepted for movement by airlift. As the user, it is theresponsibility of the deploying unit to provide qualifiedpersonnel to certify hazardous cargo. It also is thedeploying unit’s responsibility to be sure that theinformation on the special handling data/certificationform is complete and correct.

Vehicle/CESE Preparation

ALFA company is responsible for all CESEpreparation. All vehicles and equipment must beabsolutely clean before being loaded aboard an aircraft.Mud, oil, grease, or any other foreign matter must beremoved, and all leaks must be repaired beforeassignment to a chalk. The flow of the CESE throughALFA company is similar to the Battalion EquipmentEvaluation Program (BEEP). Embarking on an aircraftrequires special loading procedures for several types ofCESE assigned to the battalion TOA. These proceduresare outlined in the Naval Construction ForceEmbarkation Manual, COMSECOND/COMTHIRD-NCBINST 3120.1 series. ALFA company is responsiblefor following the procedures, including the removal ofdump truck headache racks, equipment exhaust stacks,dozer blades, counterweights, and equipment roll-overprotective structures (ROPS).

Vehicle fuel tanks must be at least one-fourth fulland not more than three-fourths full. If the vehicle is tobe placed on the ramp of an aircraft, fuel tanks shouldnever be more than one-half full.

Figure 4-9.—Hazardous Cargo Certification, DD Form 1387-2.

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When required for immediate use at deploymentsites, engines and other equipment with fuel tanks maybe airlifted uncrated and with fuel tanks three-fourthsfull.

Fuel-in-tank limitations from trailer-mounted andsingle-axle units must not exceed one-fourth full whenthese units are disconnected from the prime mover withthe tongue resting on the aircraft floor. Additionally, thefuel tank must be drained, but not purged, when theseunits are positioned on the aircraft cargo ramp.

Tankers and refuelers containing fuel are notauthorized for air movement. They must be emptied,purged, and labeled according to NAVSUP 505. Watertanks and water trailers must be airlifted emptyaccording to AFM 76-6, paragraph J-5.

After the CESE has passed the equipmentinspection, it is then turned over to the weight andbalance team.

Weight and Balance

To plan an airlift and correctly break down loads forindividual aircraft, it is necessary to determine theweights and centers of balance (C/B) of the cargo units.There are two main categories of cargo: vehicles andgeneral cargo.

VEHICLES.— The weights and centers of balanceof vehicles are determined with secondary loads (mobileloads) mounted. Mobile loads are items of baggage orcargo transported in truck beds and trailers that must beincluded in the total weight of a vehicle. To determinethe C/B on a vehicle, the 20th Naval ConstructionRegiment Embarkation Staff (R23), Gulfport,Mississippi, recommends the following procedures:

Step 1. Establish the reference datum line (RDL).The RDL is the farthest forward point of a vehicle.

Step 2. Measure distance 1 (D1). D1 is themeasurement in inches from the RDL to the center lineof the front axle.

Step 3. Measure distance 2 (D2). D2 is themeasurement in inches from the RDL to the center lineof the intermediate axle or rear axle.

NOTE: The D2 measurement location for vehicleswith tandem axles is measured from the RDL to thetrunnion.

Step 4. Measure distance 3 (D3). D3 is themeasurement in inches from the RDL to the center lineof the rear axle. This step is performed on vehicles thathave three or more axles or on towed vehicles that willremain married (attached) to a vehicle when loaded onthe aircraft. The axles on a towed vehicle will becomeD4, D5, and so forth (fig. 4- 10).

To perform steps 5, 6, and 7, drive the vehicle ontoportable scales placed under the tires on each axle.

Step 5. Determine the forward axle weight (FAW).The FAW is the total weight reading of the scales undereach front tire. (Example: The left front tire scale reads3,000 pounds, and the right front tire scale reads 3,000pounds. In this example, the FAW would be written asFAW 6,000 pounds.) Write the FAW on a piece ofweather-resistant material, such as duct tape, with agrease pencil, and attach to the vehicle fender above theaxle. Upon arrival at the site, remember to remove thistape to avoid peeling any paint from the vehicle.

Step 6. Determine the intermediate axle weight(IAW). The IAW is the total weight reading of the scalesunder the intermediate tires. Follow the procedures forstep 5 and label the reading as IAW on the masking tape.Remember, the IAW is the weight readings of both theleft and right tire scales added together and recorded inpounds.

Figure 4-10.—CESE distance measurement locations.

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Figure 4-11.—Marking procedures.

Step 7. Determine the rear axle weight (RAW). TheRAW is the total weight reading of the scales under therear tires. Follow the procedures for step 5 and label thereading as RAW on the masking tape. Remember, theRAW is the weight readings of both tire scales addedtogether and recorded in pounds.

NOTE: The RAW for vehicles with tandem axles isthe weight of the IAW and the RAW added together andlabeled above the trunnion (fig. 4-11).

Step 8. Compute moment 1 (M1). The formula forM1 is distance 1 times the forward axle weight, orD1 x FAW = M1.

Step 9. Compute moment 2 (M2). The formula forM2 is distance 2 times the intermediate axle weight, orD2 x IAW = M2.

Step 10. Compute moment 3 (M3). The formula forM3 is distance 3 times the rear axle weight, orD3 x RAW = M3.

Step 11. Compute the gross vehicle weight (GVW).GVW is determined by adding the axle weights. Theformula for GVW is FAW + IAW + RAW = GVW.

Step 12. Determine the total moment (TM). TM isdetermined by adding all the moments. The formula isM1 + M2 + M3 = TM.

Step 13. Compute the C/B of the vehicle. This isdone by dividing the GVW into the total moment, which

Figure 4-12.—Center of balance of tracked vehicle.

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provides the C/B value in inches. This formula isTM/GVW = C/B.

Step 14. Locate the C/B. You locate the C/B bymeasuring from the RDL the number of inchescomputed in step 13. At that point, create a letter T onthe side of the vehicle with masking tape. The horizontalportion of the tape is labeled GW plus the weight. Thevertical portion of the tape is labeled C/B and is thedistance in inches measured from the RDL (fig. 4-11).

To find the C/B of a track vehicle (dozer), drive thevehicle onto a wooden beam until it balances (fig.4-12). Theweight of a track vehicle is determined by laying wood

on top of the scales and driving the dozer onto the wood.The sum of the weight of the scales provides the GVW.

Once all the weights have been computed, they aremarked on both sides of the vehicle and are annotatedon the manifest list. The vehicle is then staged on thescheduled chalk.

Although there are other procedures used tocompute the C/B for vehicles, the previously listedprocedures must be followed when you use the CALMcomputer program currently used in the NCF.

PALLETIZED CARGO.— Cargo should be palletizedon 463-L air certified pallets, as shown in figure 4-13.

Figure 4-13.—463-L pallet with cargo and nets.

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Pallets and pallet nets are procured from the AirForce. The 463-L pallet is the standard system forthe movement of concentrated cargo used by the AirForce. Military airlift aircraft are equipped with adual-rail system consisting of rows of rollers, whichallow 463-L pallets to move easily into and out ofthe aircraft. The 463-L pallet is made ofcorrosion-resistant aluminum and has a soft woodcore. The pallet has an outside dimension of 108inches by 88 inches and is 2 1/4 inches thick. Thecargo area space is 104 inches by 84 inches, which isenough space to allow 2 inches around the 463-Lpallets to attach straps, nets, or other restraintdevices. A 463-L pallet weighs 290 pounds emptyand has a maximum load capacity of 10,000 pounds.However, to prolong pallet life do not exceed apallet load of 7,500 pounds.

Pallet nets can provide adequate restraint for10,000 pounds of cargo when properly attached tothe 463-L pallet. A net set contains two side netsand one top net. The side nets are green, and thetop net is yellow. The side nets attach to the palletrings, and the top nets attach by hooks to the sidenets. These nets have multiple adjustment points andmay be tightened to fit snugly on most any load. Acomplete set of 463-L nets (three nets) weighs 65pounds. Other cargo restraints are chains and chaintiedown devices. These are used for large items, suchas Conex boxes, Seabee shelters, and reefer units.Five thousand-pound tiedown straps (fig. 4-14) areused to secure equipment attachments and provideindividual item restraints. Additionally, the tiedownstraps provide supplemental restraint to the 463-Lpallet nets.

Cargo is palletized from the heaviest to thelightest. Large and heavy objects are distributedevenly from the center of the pallet outward toprevent the pallet from becoming heavy on one end.This distribution also helps to maintain the C/B at ornear the center. Lighter or smaller items are

positioned on top or along the side of the heaviercargo. Containers marked “THIS SIDE UP” areplaced upright, and cargo with special labels arefaced outward whenever possible. Pallets should beconstructed in a square or pyramid shape wheneverpossible (fig. 4-15). This makes the load stable, easyto handle, and easier to secure on the pallet.

Each 463-L pallet requires dunnage under thepallet when not on board the aircraft. The dunnageconsists of three pieces of 4-inch by 4-inch by90-inch timbers. The dunnage is placed in the centerand close to the outside edges of the pallet. Thisprevents the pallets from warping and enhancesforklift operations. Each aircraft has restrictions asto the dimensional size and shape particular to thatspecific aircraft. Aisleways must be built on palletposition three or four in a C-130 aircraft. Check theparticular requirements of the aircraft for which youare preparing a load.

The marking of the C/B is not necessary onindividual 463-L pallets. When 463-L pallet loadsare built correctly, the C/B will be at or near thecenter. The pal le ts are weighed by us ingportable scales. The weight of the dunnagemust be weighed with the pallet. The scaledweight of the pallet is recorded on the manifest

Figure 4-14.—5,000-pound tiedown strap. Figure 4-15.—463-L pallet cargo placement.

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Figure 4-16.—Bare tine extenders.

and labeled on each side (88-inch dimension) of the463-L pallet.

Handling and loading 463-L pallets with a forkliftrequires the use of fork extensions (tine fork extenders)to support the weight and size of the pallet fully.Technical publications that govern loading proceduresfor aircraft require forklift tines be a minimum of 72inches in length.

The extenders are designed in two configuration:bare tine extenders (fig. 4-16) and rollerized tineextenders (fig. 4-17). The rollerized version of tineextenders is best suited for the rapid handling of 463-Lpallets. The bare tine extenders are more useful in palletbuilding and the placement of mobile loads on beds ofvehicles. Either type of extender is acceptable and canbe locally manufactured. However, you must exercise

Figure 4-17.—Rollerized tine extenders.

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extreme care when handling 463-L pallets, because thetine tips can easily damage a pallet surface and render itunusable. To allow for unloading aircraft and handlingpallets at the campsite, you must be sure that a set of tinefork extensions are embarked with the cargo and CESE.The 12K Lift King forklift currently assigned to the NCFTOA has a set of roller tine fork extensions assigned asan attachment.

Once on site, the pallet loads are usually brokendown and a supply area is set up for material and tooldistribution. Always have control over the location andcondition of the pallets, pallet nets, chains, chaintie-down devices, and even the 5,000-pound cargostrap. If you lose control of these items, there is a goodchance they will be rendered useless after being runover, walked on, buried, or otherwise damaged ordestroyed.

The recommended procedure for storing pallets isto place three sets of 4-inch by 4-inch dunnage downand stack the pallets ten high. Then, place three moresets of 4-inch by 4-inch dunnage and stack ten morepallets. Never stack pallets upside down. This coulddamage the rings or the aluminum surface. Never stackpallets over 40 high. Store all the 4-inch by 4-inch

dunnage, chains, chain tie-down devices, and cargostraps in one location. Be sure to protect pallet nets fromadverse climatic conditions. The netting materials maymildew and deteriorate, and the metal hooks can rust ifnot properly cared for. Custody of 463-L pallets, palletnets, 4-inch by 4-inch dunnage, chains, chain tie-downdevices and cargo straps must be maintained throughoutthe mission. These items are extremely expensive topurchase and refurbish and may be required for futureairlift plans.

Flight-line Safety

Although mission accomplishment is of paramount importance, it must be done safely and without injury topersonnel or damage to equipment. Both efficiency andsafety can be accomplished during an air embarkationoperation. The following flight-line rules must bestrictly observed:

••�

•

Smoking is permitted only in designated areas.

Sitting or lying on the aircraft parking apron isprohibited.

Extreme caution must be taken around aircraftengines and exhaust. See figures 4-18 through4-20.

Figure 4-18.—Danger areas—engines and APU.

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Figure 4-19.—Engine danger areas—at taxi power.

• Do not permit personnel to walk in front ofvehicles that are being driven near or are beingbacked into an aircraft.

Figure 4-20.—Required ear protection in vicinity of aircraft.

•

•

•

•

•

Observe the circle of safety rules, as indicated infigure 4-21.

Do not permit vehicles to park within 25 feet ofan aircraft. Park vehicles parallel to the wing axiswith the ignition off, transmission in its lowestgear, parking brake set, and wheels chocked (fig.4-22). Chocks are not required if the driverremains in the vehicle. Between sundown andsunup, lights should be left in the park position.

Ensure all personnel wait in the marshalling area,unless they are specifically assigned to a job inthe aircraft loading zone.

Do not permit personnel to enter an aircraftcockpit or other restricted areas, unless they arerequested to do so by the aircrew.

Observe all flight-line speed limits. They areaircraft parking ramp = 10 mph, within 25 feet ofthe aircraft = 5 mph, inside the aircraft= 3 mph.These limits must be followed at all air terminalsunless otherwiseflight-line officials.

directed by terminal or

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In addition to flight-line safety rules, the followingrules are required when the aircraft reaches itsdestination:

•

•

•

Do not remove restraint devices or start vehiclesuntil told to do so by the loadmaster.

Move only in the direction straightaway from thefront and the rear of the aircraft and at least 50feet away before turning right or left. Also, moveat least 300 feet from the aircraft before stopping.

During an engines-running offload, passengersother than equipment drivers must exit theaircraft for safety purposes before the vehiclesand cargo offloading can begin.

The aircraft loadmaster is the primary authority onany questions that may arise pertaining to the aircraft.This includes changing a planned load or changing themeans of debarking from the aircraft. All personnel mustcooperate fully with the aircrew at all times. If anything

Figure 4-21.—Circle of safety. is unclear, call upon the unit embarkation staff for anexplanation.

Figure 4-22.—Motor vehicle parking restrictions near aircraft.

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CHAPTER 5

SEABEE BATTALION TURNOVERAND TOOL MANAGEMENT

LEARNING OBJECTIVES: Identify the tasks required to turn over and accept aSeabee camp from one battalion to another; describe the methods used in the toolmanagement program.

The crew leader must be concerned with a varietyof items during a turnover. Good use of time availableduring a turnover will make for a smooth deploymentstartup. The most important part of a successful turnoveris displaying a professional attitude!

Battalion personnel definitely make lastingimpressions. These impressions, whether good or bad,are based on conduct during the turnover. Outgoingbattalions must be concerned about getting the incomingbattalion off to the best possible start. Incomingbattalions must be concerned with protecting thereputation of the outgoing battalion after they are gone.This good start and good reputation are much moreimportant than any competition between battalions.People outside the NCF often have a misconception ofSeabees and their competitive nature. Just remember,our customers are not Seabees. Blaming problems ofquality or timeliness of construction on a previousbattalion accomplishes nothing. It is unprofessional andharmful. Do not give our customers the impression thatthe NCF, as a whole, is a less than professional organi-zation. Derogatory statements or signs concerning otherbattalions cannot be tolerated. A professional attitudemust begin at the uppermost level. The main purpose ofa turnover is to turn over custody of project files,equipment, and tools from the outgoing battalion to theincoming battalion. Keep this purpose in mind, actprofessionaly, and Seabees and their customers will allbenefit.

PREDEPLOYMENT TRIPS ANDADVANCE PARTIES

Before the deployment of the battalion main bodyfrom home port, two significant groups of battalionpersonnel deploy to the future deployment sites. Thesetwo groups are primarily involved in preparing for thearrival of the main body. They make sure that plans areupdated and the mission execution phase can begin upon

arrival of the main body. This section of the chaptercovers the predeployment trips, the advance parties, andsome valuable checklists for items that must beconsidered during each of these evolutions. The2ndNCB/3rdNCBINST 5400.9 series and 4650.1 seriesgovern these evolutions.

PREDEPLOYMENT TRIPS

Approximately 3 or 4 months before the deploy-ment of the main body, a group of selected battalionpersonnel conduct a predeployment visit to all the sitesinvolved in the upcoming deployment. The visit isintended primarily to provide the relieving battalionwith an idea of the facilities, the available equipment,and the current and projected status of projects. Thisvisit also allows the relieving battalion an opportunityto meet key members of each command at each site andreview the initial planning efforts of the battalion. To getthe desired predeployment trip results, follow thesesteps before departure:

– Review the existing OPORDER/OPLANs forthe particular sites to determine likely situationsto be encountered.

Make preliminary organizational assignmentsand determine site-peculiar requirements.

Develop a preliminary organizational andresource allocation plan using a listing of con-struction and military tasks to be accomplished.

Review all plans, specifications, materiallistings, and project schedules for developing atotal construction plan.

Make an analysis of available and projectedavailability of resources (personnel, material,equipment, facilities, time) with specific ques-tions formulated to evaluate uncertainties.

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– Temporarily designate key personnel to assist ingathering information. These key personnelshould establish informal liaison with theircounterparts before the predeployment trip.

Possible members of the predeployment party anda list of primary concerns of each individual relating tothe deployment site are listed in figure 5-1. Use thislisting to help build your understanding of personnelneeded for predeployment trips.

The actual composition and numbers of personnelon a predeployment visit are normally limited, butsubject to negotiation with 2ndNCB/3rdNCB.Composition and number depend on known oranticipated conditions of the mission. Regardless of thefinal composition, the functions listed must be done byone of the members of the team. It is imperative thatteam members be totally prepared and in a position toevaluate tentative plans. Prepared team members canthen finalize plans before the departure of the advanceparty.

In addition to and with the functions listed, there arenumerous questions that must normally be resolvedduring the predeployment trip. A detailed list ofquestions can be found in the Operations Officer’sHandbook, 2ndNCB/3rdNCBINST 5200.2 series. Youas a crew leader or shop supervisor should review thesequestions before the predeployment visit. There may bequestions of your own that need answers. Pass thesequestions onto your chain of command.

The on-site battalion should expect questionsduring the predeployment trip and should be preparedto provide the answers. This information will assist inplanning for the upcoming deployment.

Upon return from the predeployment trip, the finaldeployment planning phase should commence fullforce. Definite assignment of functions and resourcesshould be made. This final planning phase must becomplete before the deployment of the advance party.The planning must include continual follow-up on allitems that may affect the future deployment.

ADVANCE PARTIES

Approximately 10 days before the departure of themain body, an advance party will deploy to the sites. Theprimary purpose of this group is to turn over allcontinuing functions, finalize construction plans, andprepare for the arrival of the main body. This preparationgives the main body adequate facilities and allowsproduction to begin within 2 or 3 days of arrival. Theadvance party represents the first permanent group ofpeople at the deployment sites. They will leave a lasting

impression. Accordingly, it is strongly recommendedthat the advance party be staffed with the best personnelavailable. Choose professional people who can carry outthe required functions in a minimum amount of time.

There is a trend towards reducing both the numberof people on the advance party and the duration. Thistrend is dictated by limited funds and a desire to subjectas few battalion personnel as possible to a longerdeployment. Experience indicates that an entirebattalion main body turnover can be done in 10 days ifproper planning is done ahead of time.

The number of personnel required to turn over themain body and detail sites varies with the conditionsof the site and the imposed restraints from higherauthority. To minimize expenditure of funds, theadvance party is frequently limited by the capacity of astandard aircraft. Optimum aircraft use often dictatesthat the advance party/main body personnel be split. Thesize of the advance party can be adjusted. The mostimportant consideration is the requirements of themission. Adjustments can be made to suit availabletravel arrangements. To assist in determining theminimum requirements, you can use the information infigure 5-2.

You can see that the advance party for a main bodysite should be approximately 150 people. Of course, thisnumber varies and is dependent upon the actual piecesof equipment and the number of projects undertakenupon arrival of the main body. Detail site advance partiesalso vary.

The advance party does not normally start work onany assigned project. However, if a project is of such anature that it demands an early start, the size of theadvance party can be adjusted accordingly. The on-sitebattalion should have completed all work by the timethe advance party arrives. The only work continuingshould be reaching a good turnover point and cleaningup the projects. Full-scale production during theturnover period benefits neither battalion and should bethe exception rather than a general practice.

The turnover period is an extremely rushed time.Rushing tends to fray the nerves of everyone involved.To help eliminate some of the normal stress, thefollowing guidelines should be settled firmly during thepredeployment trip and strictly enforced by the advance

party.

1. All transportation to and from flights and cargohandling should be furnished by the on-sitebattalion. Of course the last plane leaving willbe loaded by the relieving battalion.

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Figure 5-1.—Sample predeployment party and functions listing.

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Figure 5-2.—Composition of advance party personnel.

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Figure 5-2.—Composition of advance party personnel—Continued.

2. All watches are stood by the on-site battalion until 2days before their departure. The advance partyassumes all watches at that time.

3. All equipment remains in the custody of the on-site

battalion until the Battalion Equipment EvaluationProgram (BEEP) is complete.

4. Upon completion of particular inventories, custody

should be transferred to the relieving battalion. 5. Minimize all issues during the turnover period to

essential items only. 6. All cooking and mess cooking is done under the

control of the on-site battalion until the last full day.At which time the function should transfer. Thebattalion to be relieved must continue to work in thegalley until they leave.

7. Projects should be turned over by specific checklists

as soon as possible. 8. Turnover of classified materials should be delayed

until the very end of turnover. 9. Administrative services should be provided by the on-

site battalion. 10. Camp maintenance should be done by the on-site

battalion until within 48 hours of departure of the lastflight.

11. Sick bay and dental functions are to be operated by the

on-site battalion. 12. The relieving battalion is responsible for acceptance of

facilities, functions, and projects. The battalion being

relieved must provide maximum assistance to ensure asmooth transition.

13. Upon arrival, key command members should meet to

establish a mutually acceptable turnover. 14. The battalion being relieved should freely expose

problems experienced and lessons learned. 15. Every arriving flight should have access to a meal,

other refreshments and, time permitting, rest uponarrival.

16. The OIC of the advance party should arrange for an

appropriate, but simple, relieving formation andceremony.

17. The battalion being relieved should arrange for

advance party office spaces and equipment.

Remember . . . the advance party is your last opportunity todeal with the on-site resident expert battalion. It is to your benefitto get as much information as possible from them. Thisinformation can help you to efficiently and effectively employyour people upon their arrival with the main body.

PROJECTS

During the life of a battalion project, there are four differenttypes of turnovers that may occur. Battalion relief is when theproject is turned over from one battalion to another. Embarkationis when the project is closed because of an actual or exerciseembarkation. Beneficial occupancy date (BOD) is when thefacility is available for occupancy and ready to fulfill its intendedpurpose. Final turnover is when all project work, includingchange orders and punch lists, is complete. This section of thechapter will cover the major. points pertaining to the battalionrelief type of project turnover.

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Figure 5-3.—Joint turnover memorandum.

PROJECT TURNOVER materials, and determine what is the actual work-in-place (WIP).

During turnover, the relieving battalion must be sure For each of these projects, a turnover memorandumthat all project files are up to date before accepting the is completed jointly by the incoming and departingproject. For each uncompleted project, you must battalions. Figure 5-3 is the format used for thisdetermine how much of the project remains, inspect all memorandum.

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Figure 5-3.—Joint turnover memorandum—Continued.

5-7

Figure 5-3.—Joint turnover memorandum—Continued.

5-8

Figure 5-3.—Joint turnover memorandum—Continued.

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Figure 5-4.—Questions for project turnover.

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Figure 5-4 is the checklist that should be used to Project Status at Turnover

prepare for a project turnover. Depending on the type ofturnover, the checklist is annotated with the particular

One of the difficulties in planning for turnoverprojects is not knowing exactly what portion of the

information that must be provided. It is the on-site project is going to be remaining when you get to thebattalion’s responsibility to provide the information to deployment site. Sixty days before returning to homethe ROICC or the relieving battalion. port, the on-site battalion is required to furnish the

Figure 5-4.—Questions for project turnover—Continued.

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relieving battalion, 2ndNCB/3rdNCB, and the This will probably be the latest information available to

cognizant NCR with a Construction Project Status at you, unless someone from your battalion makes a late

Turnover situation report (SITREP). Figure 5-5 is the predeployment trip.

format used for this report. The purpose of this messageis to project the status of each of the on-site battalion’s Material Status at Turnover

tasked projects at the end of their deployment. The Material status is a major concern for the crew

message includes specific comments on each project. leader at turnover. Make arrangements with your MLO

Figure 5-5.—Project status at turnover message format.

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staff to inspect your materials as soon as the jointinventory has been conducted. Material turned over onthe project site must be tagged with the bill of material(BM) line item number. The MLO staff will count thematerial, but the crew leader should double check thesize, type, and condition of the materials. It is theresponsibility of the on-site battalion to procure andhave on site at turnover adequate materials to avoidmaterial delays for the relieving battalion.

For turnover projects and new-start repair/alterationprojects, the on-site battalion must procure and have onsite 100 percent of the local purchase materials. Fornew-start construction projects, they must have on hand50 percent of local purchase materials.

Following the 45-day review, the on-site battalionbegins monthly submission of a Local Material Procure-ment Status SITREP. This SITREP lists all of theprojects (turnover and new-start) tasked to the relievingbattalion. Crew leaders for the relieving battalion shouldbe monitoring these in home port to be sure localmaterial procurement is progressing satisfactorily.

Project Percent Complete at Turnover

The procedure for determining percent complete atturnover is included in part 5 of figure 5-3. The focus ison man-days of work remaining. The two battalions gothrough the project estimates activity by activity untilthey agree on the estimate of total man-days remaining.If there is a dispute as to whether or not part of the WIPconforms to the plans and specifications, the battalionsshould consult the ROICC for a determination.Remember that any rework estimated to require over50 man-days or $500 in materials requires 2ndNCB/3rdNCB approval.

Continuity of WIP Curve

The project WIP curve must be continuous throughthe history of the project unless there is a2ndNCB/3rdNCB-approved scope change. If thebattalion wishes to revise a previously reported WIP ona project, a request for the change with the justificationmust be submitted by message to the 2ndNCB/3rdNCB.This message requirement also applies to any downwardadjustment in WIP during turnover negotiations. Anydownward adjustments in WIP in the turnover SITREPmust be explained. After turnover, the relievingbattalion cannot reduce the previously reported WIPwithout justifying it to the 2ndNCB/3rdNCB.

Turnover Conference

A turnover conference should be held for eachturnover project. Both battalions and the ROICC mustbe in attendance. The outgoing battalion shouldschedule these conferences and provide a schedule tothe 2ndNCB/3rdNCB Detachment OIC. Minutes ofthese conferences must be kept and made part of theproject file.

PROJECT CLOSEOUT

This section of the chapter is specially designed tohelp the crew leader complete the operational andadministrative steps when the project comes to a close.This section will also help you prepare for your finalinspection.

Tool, Equipment and MaterialTurn-ins

The crew leader must make sure the jobsite is clean.All tools, excess materials, and civil engineeringsupport equipment (CESE) must be properly cleaned,inventoried, and returned to the proper outlet. Tools andtool kits returned to the central tool room (CTR) mustbe inventoried with 1250-1s filled out for any missingor broken items. Turn all material into MLO using1250-1s filled out in red ink with the appropriate BMline item numbers. Project material as well as toolspurchased with project funds must be offered to thecustomer before being considered “excess.”

As-built Drawings

The crew leader must keep all drawings updatedduring construction. He or she must constantly checkwith the engineering department to make sure they aremaking the same updates. At the close of the project, thebattalion is required to turn in two sets of red-linedrawings to the ROICC. These prints show how theproject was actually constructed.

Preliminary Acceptance

At the completion of your project, use the pre-BODchecklist of figure 5-6 to make sure your project is ready.Then, through your QC staff, arrange for a preliminaryacceptance inspection with the ROICC. Following this

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Figure 5-6.—Pre-BOD inspection request.

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Figure 5-6.—Pre-BOD inspection request—Continued.

5-15

inspection the ROICC will provide the battalion, in Final Acceptancewriting, a memorandum listing all the punch list items.Figure 5-7 is an example of this memorandum. The In most cases, the project will not be turned over tobattalion will take the necessary action to complete any the customer until all of the punch list items have beenpunch list items as soon as possible. completed. When all of the punch list items have been

Figure 5-7.—Punch list memorandum.

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completed, the crew leader arranges through the QC for the project has been completed. This transfer letter hasa final inspection with the ROICC and a customer two sets of as-built drawings; all installation, operation,representative. There should be no punch list at this maintenance, and other technical service manuals; andinspection. If there are no discrepancies, beneficial parts catalogs. The transfer letter also contains aoccupancy is established upon completion of the final statement of actual material cost and statistical laborinspection and the 1-year warranty takes effect. The cost. Figure 5-8 is a sample transfer letter. If the ROICCbattalion prepares a letter to the ROICC advising that did not include 2ndNCB/3rdNCB in the distribution of

Figure 5-8.—Project transfer letter.

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their acceptance letter, the battalion will forward thema copy. The ROICC acceptance letter is placed in theproject files. The project files are then closed andretained by the ROICC for 2 years.

BATTALION EQUIPMENTEVALUATION PROGRAM

The BEEP has a three-fold purpose: (1) to pass onall special knowledge of CESE maintenance andoperations techniques; (2) to provide the relievingbattalion with a realistic and in-depth conditionevaluation of CESE allowance, facilities, tools, andmaterials; and (3) to use the full expertise and efforts ofthe two equipment forces to provide the relievingbattalion and detachments with the best possible “A”company operation to conduct a successful deployment.

BEEP REPRESENTATIVES

Representatives from 2ndNCB or 3rdNCB must bepresent at each BEEP and must remain on board untilall phases of the BEEP have been completed. There arefour primary duties of the BEEP representatives.

1. Present indoctrination to personnel from bothbattalions to cover and adhere to as a minimumduring BEEP. The indoctrination guidelinesinclude the following:

– Collateral equipage is not to be placed onvehicles going through the shop.

– No collateral equipage or repair parts are tobe purchased or ordered for equipmentscheduled for replacement or disposal.

– Wheels on equipment are not to be pulled forbrake inspection unless there is reason tosuspect brake problems.

– Engine oil and oil filters are to be changedonly on equipment that meets the miles/hoursor time criteria as outlined in theC O M 2 N D N C B / C O M 3 R D N C B I N S T11200.1 series, Red Book.

– No collateral equipage or repair parts are tobe ordered or purchased for equipment in A6condition unless approved by the BEEPrepresentative.

– Time allotted for the BEEP is to be the fullturnover period, which includes weekendsand holidays.

– Preventive maintenance (PM) continues until10 working days before the start of the BEEP.

– The 2ndNCB/3rdNCB equipment repre-sentatives assign all final CESE codes withinput from both units’ maintenance super-visors.

– All CESE, with the exception of warehousedCESE units, is to be returned to the ALFAcompany facility for evaluation or repairs asnecessary. Exceptions are requested from,and approved by, the 2ndNCB/3rdNCBequipment representatives.

– No CESE is to be warehoused within 30 days before the BEEP.

– ALL hydraulic attachments are to be testedduring the BEEP.

– All generators are to be load tested.

– All welders, pumps, and light plants are to beoperationally and functionally tested duringthe BEEP.

– All cranes must be certified during the BEEPfor valid/current certification. All slings mustbe checked for certification. Each sling mustbe tagged with its certification. Pile driversare to be operationally tested. Bucket trucks,where applicable, are to be weight anddielectrical tested during the BEEP. Bucketsmay not have any damage or holes!

– The machine shop is to be jointly evaluatedand inventoried with each unit’s MR.

– Tires are to be checked for proper inflation,and valve stems properly positioned with airvalve caps in place. Equipment with tracks isto be properly adjusted to the manufacturer’sspecifications before entering the shop.

– All CESE is to be greased according to themanufacturer’s specifications. All greasepoints not accepting grease must be repairedso that the point of friction can be lubricated.

– Tires or other items that have appreciablewear expectancy remaining are not to bereplaced, purchased, or ordered unless theyare not in stock (NIS) in supply and noreplacements have been ordered.

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– All NAVSUP form 1250-1/-2s for procure-ment of NIS or not carried (NC) repair partsare to be authenticated by the 2ndNCB/3rdNCB equipment representatives.

– Safety will be paramount throughout theentire BEEP!

2. Provide technical assistance during the BEEP.

3. Conduct a critique of the BEEP for appropriatepersonnel from both battalions.

4. Prepare and submit a BEEP Completion Reportto COM2NDNCB or COM3RDNCB withcopies to appropriate information addresses.

NOTE:

It is understood that it is not possible tohave a BEEP representative on board at eachdetail site throughout the BEEP. In the absenceof a BEEP representative on detail sites, detailOICs shall comply with the instructions in theRed Book. Where serious doubt exists on whataction to take, contact the BEEP representativeat the main body site for determination.

RESPONSIBILITIES OF THE RELIEVINGBATTALION

While in home port, the incoming battalion isresponsible for scheduling, reporting, personnelrequirements, decals, and PM.

Scheduling is the responsibility of the incomingbattalion. The COM2NDNCB Det Gulfport, MS;COM3RDNCB Equipment Office, Port Hueneme, CA;and the battalion being relieved must be notified of thecommencement date of the BEEP at least 30 days beforethe commencement date. You should schedule theBEEP at the earliest date possible after the arrival of theadvance party. This early date helps make sure of acompletion before the arrival of the main body. It isrecommended, therefore, that the BEEP be scheduledto commence at least 6 days before the arrival of themain body.

The incoming battalion also is responsible for thereporting. All required information is provided to theCOM2NDNCB/COM3RDNCB equipment representa-tives for completion of the BEEP report.

The incoming battalion must make sure that allpersonnel required for the BEEP are assigned to theadvance party The COM2NDNCB/COM3RDNCB-INST 11200.1 series recommends the followingpersonnel:

Ž

Ž

Ž

Ž

Ž

Ž

Ž

Ž

Ž

Ž

Ž

Ž

Ž

Ž

Ž

Ž

Ž

Ž

Ž

Ž

ALFA company commander

ALFA company operations supervisor

ALFA company maintenance supervisor

Automotive (Light) shop supervisor

Heavy equipment shop supervisor

Support shops supervisor

Cost control clerk, direct turnover clerk, and PMclerk

Technical librarian

Field mechanic supervisor

Equipment pool supervisor

Crane crew supervisor

Crane test director

Dispatcher

License examiner

Senior machinery repairman

Construction Mechanic (CM) - 28 personnel

Equipment Operator (EO) - 15 personnel

Construction Electrician (CE) - 1 (To inspect andevaluate power generators, floodlight trailers,and welders and to perform auto-electrical andbattery work.)

Utilitiesman (UT) - 1 (Must be qualified toinventory and evaluate water purification units,decon sprayers, pumps, and water tanks.)

Hull Technician (HT)/Steelworker (SW) - 1(Must have welding capability; also desirable tobe able to perform body and fender repairs tovehicles and equipment.)

Storage/Warehouse supervisor

Total personnel required - 64

The incoming battalion is responsible for orderingsufficient supplies of NMCB decals for organic andaugment allowance equipment according to section 5,

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paragraph 3501 of the COM2NDNCB/COM3RDNCB -INST 11200.1 series. The decals must accompany theadvance party and be available during the BEEP. PMcommences within 5 working days after the arrival ofthe main body.

RESPONSIBILITIES OF THE BATTALIONBEING RELIEVED

Before and during the BEEP, the battalion beingrelieved is responsible for scheduling, personnelrequirements, tool requirements, USN-numberedequipment, and the internal BEEP flowchart.

The scheduling of the BEEP date is theresponsibility of the battalion being relieved. This datemust be coordinated with the incoming battalion.

Both the incoming and the battalion being relievedhave personnel requirements. The battalion beingrelieved must make sure that all personnel counterpartsare assigned according to section 7, paragraph 3702 ofthe COM2NDNCB/COM3RDNCBINST 11200.1series. Personnel must not be assigned to other dutiesthat conflict with their participation in the BEEP. ALLPERSONNEL ASSIGNED TO THE BEEP MUSTREMAIN ON SITE UNTIL THE COMPLETION OFT H I S P R O G R A M . A I R C R A F T L O A D I N GS C H E D U L E S S H O U L D B E P L A N N E DACCORDINGLY.

The battalion being relieved must make availableall necessary tools and equipment needed to accomplishthe evaluation and repair of the equipment. Thebattalion being relieved is responsible for thepreparation of all USN-numbered equipment for theBEEP. These preparations must include the following:

1. Scheduling of the equipment for evaluation andrepairs is coordinated with the relievingbattalion. It is recommended that scheduling bedone by PM groups, with the appropriatenumber of groups scheduled each day to permitcompletion of the BEEP in 6 working days.

2. All equipment repair orders (EROs) with a copyof the equipment evaluation inspection guide,figure 5-9, are prepared for each item ofequipment. A copy of the attachment evaluationinspection guide, figure 5-10, for eachattachment, when appropriate, is attached toeach ERO.

3. All nonpreserved automotive, construction, andmaterial handling equipment are cleaned andmade available for evaluation and repair.

4. Have 2 full workdays of equipment precleanedand staged before start of the BEEP. This willassist in the full use of all the mechanics of bothbattalions.

The relieved battalion is responsible for the internalBEEP flowchart. There must be a plan for the flow ofequipment and paper work through the equipment yardand shops. A diagram of the process of the BEEP, withthe attachment evaluation inspection guide, equipmentevaluation inspection guide, equipment repair order andequipment, is shown in figure 5-11.

JOINT TASKS DURING THE BEEP

To successfully accomplish the BEEP and toprovide a continued uniform procedure for theevaluation and accountability of all equipment,attachments, collateral equipage, records andcorrespondence, the following procedures are jointtasks of both battalions:

1. Nonpreserved Equipment Condition Code -Hold a joint inspection on each nonpreserved item ofassigned USN-numbered equipment. Perform a prestartinspection and vehicle performance test using theequipment evaluation inspection guide, figure 5-9. Bothoperations supervisors establish a recommendedcondition code.

2. Collateral Equipage - Perform a joint inventoryand inspection of all Collateral equipage, notingcondition and deficiencies. All shortages andnot-fit-for-issue items are ordered by the outgoing unit.For those items already on order, check the requisitionnumbers to the 1250s. All outstanding requisitionnumbers over 90 days old should be suspected as havingbeen shipped but not received. Have supply review anddetermine those requisitions with questionable statusbefore reordering.

3. Equipment Attachments Condition Code -Perform a joint inventory and inspection of allequipment attachments, using the attachmentevaluation inspection guide, figure 5-10. Bothoperations supervisors establish a recommendedcondition code.

4. Maintenance Records - Perform a jointinspection of all maintenance records, noting accuracyand deficiencies. Perform all required record updates.

5. Correspondence - Perform a joint review andaccountability of all correspondence that is pendingfinal action.

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Figure 5-9.—Equipment evaluation inspection guide.

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Figure 5-9.—Equipment evaluation inspection guide—Continued.

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Figure 5-10.—Attachment evaluation inspection guide.

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Figure 5-11.

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6. Shop Equipment - Perform a joint inventoryand inspection of all ALFA company shop equipment,noting conditions and deficiencies.

7. Preventive Maintenance - Perform a joint PMinspection to a “B” PM level on each nonpreserved itemof USN-numbered equipment using the evaluationinspection guide, figure 5-9. Do all repairs withzero/minimum deferred work depending upon repairparts availability. Identify major body and paint workon EROs. Defer this work during the BEEP. Themaintenance supervisors submit a signed, condition-coded equipment BEEP sheet to the COM2NDNCB orCOM3RDNCB equipment representative for each pieceof equipment.

8. Stored Equipment - Perform a joint visualinspection of each preserved item of assignedUSN-numbered equipment, using the equipmentevaluation inspection guide, figure 5-9. Do notdepreserve equipment for testing unless visualinspection shows major discrepancies. The maintenancesupervisors submit a signed, condition-codedequipment BEEP sheet to the COM2NDNCB or COM-3RDNCB equipment representative for each piece ofequipment.

9. Equipment Attachment Repairs - Perform ajoint PM inspection of all equipment attachments, usingthe attachment evacuation inspection guide, figure 5-10.Both maintenance supervisors determine jointly that allpossible repairs dependent upon work force, space, andrepair parts available have been done. The maintenancesupervisors submit a signed condition-coded equipmentBEEP sheet to the COM2NDNCB or COM3RDNCBequipment representative.

10. Repair Parts - The repair parts portion of theBEEP is done according to COM2NDNCB/COM-3RDNCBINST 4400.3, Seabee Supply Manual.

11. Tools - After all the equipment has beenthrough the shops and repairs are completed, do a jointtool inventory. All table of allowance (TOA) tool kitsmust be 100-percent complete or each of the missing kititems must be on order. Those tools that are notphysically present in the kit boxes should have beenordered and a copy of the NAVSUP form 1250-1 placedin both the master folder and the appropriate field folder.The 1250-1 form has the requisition numbers and thedate when a specific tool was placed on order. Inaddition to the master and field folder documentationthe tool inventory sheets should have the requisitionnumbers entered next to the item ordered. Allrequisitions initiated by the battalion being relieved

should be reviewed by both groups to verify the statusof tools already ordered. Outstanding requisitions, over90 days old, should be suspected as having been shippedbut not received. These requisitions should be reviewedby supply to determine their actual status beforeinitiating a reorder.

Power tools must be tested and have the propersafety color code for the period of use (the first periodafter turnover). All deadlined power tools should haverepair parts on order. Again, when parts have been onorder for over 90 days without good status information,you should consider the requisition questionable andinitiate a reorder.

TOOL MANAGEMENT

After the turnover is complete and the main bodyhas arrived, it is time to start your project. You will notonly need materials, you will also need tools. Tools insufficient quantity and suitable condition are essentialto the accomplishment of the battalion’s mission. Thecrew leader must be aware of the responsibilities in thearea of tool management.

CENTRAL TOOL ROOM (CTR)

CTR manages that portion of the TOA that includeshand and power tools, tradesman’s tool kits, and otherspecial tools. These assets require strict inventorymanagement, maintenance of separate records forindividual items, scheduled physical inventories, andscheduled PM. Since tools are valuable and highlysusceptible to theft, tight security measures andaccountability procedures are required.

Battalion Tool Allowance

The Table of Allowance (TA-01) is the primaryallowance list for authorized tools. Group numberswithin the TOA with a fourth digit of 1 or 2 are CTRitems. An alpha listing of TOA tools should be availableto all CTR patrons. The TA-01 allowance must bemaintained at 100 percent at all times.

The BM will provide you procurementauthorization for specific non-TOA project tools if anyare required. Letters and messages may furtherauthorize augment and other non-TOA tools.

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Inventory Management

Maintain a stock record card (NAVSUP 1114) forall kits, each individual hand and power tool, and allaugment tools.

Establish a file of signature authorization cards thatidentify those individuals authorized to draw CTR tools.

Keep two kit inventory lists for each organic andaugment kit on board Augment tools/equipment listsare provided by the respective NCRs. The masterinventories are kept by the CTR kit custodian. Theduplicates are provided with the kits and are maintainedby the crew leader.

CTR maintains a custody file for each loaned/issuedtool. Fill out a 1250-1 for each tool. File the 1250-1alphabetically by company/department and under theindividual’s name. CTR also maintains a PM card foreach power tool.

Tool Kit Inventories

Inventory the tool kits every 2 weeks. Inventorymonthly, kit numbers 80002, 80005, 80008, 80011,80012, 80014, 80015, 80016, 80017, 80021, and 80026.

Inventory the kits in CTR custody at the time ofissue and return. If the seal is broken for reasons otherthan PM or to replace a due-in tool, do an inventory assoon as possible.

Be sure kits are inventoried by the crew leader andthe inventory v e r i f i e d b y t h e c o m p a n ycommander/company chief. CTR conducts spotinventories in the field. The kit inventory list is used forthe inventory. The company commanders submit areport of completion to the supply officer.

Document any shortages not previously reported ona 1250-1. The crew leader keeps the yellow copy andforwards the remaining copies to the CTR kit custodian.When the pink copy comes back from CTR, the crewleader enters the Julian date and serial number of therequisition (block B) under the DEPT NR column of theinventory list and discards the yellow copy. When thetool is received, he/she lines out the quantity short andrequisition number and discards the pink copy.

Tool Issue

A 1250-1 is used to draw tools/tool kits from CTR.The requester fills in blocks 1, 2, 8, 14, 21, 22, 24, 25,and 30b and has it signed by the approving authority.

The 1250-1 is then turned in to CTR and the issuingprocess begins.

For individual tools, the CTR verifies the approvingsignature, makes the issue, falls in blocks 5 and 7 of the1250-1, and obtains a legible receipt signature. Ifaugment or project tools are involved, a comment ismade in the Remarks block. The yellow copy of the1250-1 goes to the requester and the remaining copiesgo to the stock battery storekeeper for posting on theback of the stock record card. The 1250-1, minus theyellow copy, is then placed in the custody files under thename of the requester.

Tool kit issue works much the same way. Therequestor submits a properly prepared and approved1250-1 to the CTR kit custodian. The CTR kit custodianmakes the issue, files the green copy in the appropriatemaster kit inventory folder, gives the yellow copy to therequester, and forwards the remaining copies to the CTRcounterperson for filing in the custody file under thename of the requester.

Tool Return

Returning tools or tool kits to the CTR is easier thandrawing them. The counterperson inspects the returnedtool for cleanliness and serviceability. After removingthe 1250-1 from the custody file, he/she annotates block29 of the 1250-1 with the date of the return. Counterpersonnel forward the pink copy to the stock batterystorekeeper, attach the green copy to the tool, and returnthe remainder to the requester. Power tools should bedelivered to the PM shop for a safety check. The greencopy of the 1250-1 is removed when tools are returnedto their location after the safety checks.

The kit custodian inspects the returned kits and thenforwards the green copy to the counterperson. The1250-1 is then removed from the custody file. Beforethe kit will be accepted by the CTR, any shortages mustbe documented!

Lost or Broken Tools

When there are lost or broken tools, thecounterperson removes the 1250-1 from the custody fileand writes “broken” or “lost” in block 29 and forwardsthe 1250-1 to the records keeper. The records keeperposts the issue to the front of the 1114 and lines out thecorresponding entry on the reverse. The 1250-1 is thenprocessed for stock replenishment. The survey paperwork is forwarded to the supply office.

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Preventive Maintenance

The supply officer puts out a PM schedule forchecked-out power tools. Colored tapes identify themonth the PM was performed Maintenance should bedone at night to minimize impact on the constructioneffort. CTR makes every effort to replace tools that arenot fit for re-issue. All power tools and extension cordsare safety checked and color coded before issue.

CREW LEADER RESPONSIBILITIES

Crew leaders are held responsible for the tools usedby their crews. The company commander authorizeseach crew leader to draw tools required by the crew. Atthe discretion of the commanding officer, one alternateindividual per crew also may be assigned authority todraw tools. However, the crew leader remainsresponsible for the tools issued and their use. The crewleader must maintain complete tool kits at all times. Ifshortages are discovered during an inventory, the crewleader must turn in the 1250-1s and initiate surveyswhen required.

Besides tool and tool kit use, crew leaders need tokeep the following responsibilities in mind:

•••�

•

Assignment of tools within the crew

Proper use and care of assigned tools by the crew

Reservation of tools held in custody, but not inuse

Security of assigned tools

RENTAL TOOLS

You must make every effort to use TOA or augmenttools to perform necessary work before renting tools forthe job. Rental tools and equipment can be obtained, foruse in place of deadline equipment, only if repair partsare not available. For tools and equipment in use onother projects, replacements can be rented only if thetools or equipment will not be available to meet a firmcommitment.

PROJECT TOOLS

The tasked battalion must be sure that any specialtools required to complete a project are included on theBM along with attachments, consumables, andoperating and maintenance manuals.

DISPOSITION OF PROJECT TOOLS

Tools purchased with project funds must be offeredto the customer upon completion of the project. Toolsrejected by the customer are retained by the battalion asaugment only if the tools are needed on upcomingprojects. The battalion must report the tool transfer tothe controlling regiment along with justification for thetransfer.

Augment tools obtained solely for a specific projectare disposed of according to the controlling regiment’sinstructions. A battalion must justify keeping anyspecific project tools. This justification must be basedon future tasking needs.

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CHAPTER 6

NAVAL CONSTRUCTION FORCE CAMPMAINTENANCE

LEARNING OBJECTIVE: Identify the procedures for the operation of a NCF campmaintenance program at NCF camp locations.

Maintenance is the function of keeping buildings,structures, grounds, and equipment in (or restoringthem to) a serviceable condition. Inspection andmaintenance are directed toward assuring maximumusage from existing equipment and facilities atminimum cost. A specific level of maintenance shouldbe established for each facility. The level ofmaintenance established depends on the mission of theactivity and the estimated duration of the facility. Byknowing the maintenance management system, youare better able to approach the goal of maximum usageand minimum cost.

Each NCF facility represents a significantfinancial investment. To protect this majorinvestment, a well-organized, continuous main-tenance program is required. This maintenanceprogram should include inspections, workloadplanning and prioritizing, job scheduling andaccomplishment, provisions for adequate materialstocks, facility/equipment history records, as-builtdrawings, and turnover procedures. This chapterprovides some basic information to help youimplement and maintain the basic maintenancemanagement system and principles in day-to-dayoperations. Additional information can be found in thefollowing references:

••

•

OPNAVINST 11010.20

NAVFAC MO-321.1, Maintenance Manage-ment of Public Works and Public Utilities

NAVFAC MO-322, Volume 1, Inspection forMaintenance of Public Works and Public Utili-ties

CAMP MAINTENANCE PROGRAM

The resident battalion commanding officer isresponsible for managing and operating a publicworks maintenance program. All camp maintenance

records are maintained continually and turned over tothe relieving battalion. Camp maintenance tasking isestablished by defining a target man-day figure fordirect labor. The target figure is a threshold set to de-fine the minimum man-days required for eachdeployment. Target percentage breakdowns for thesetasked man-days are defined later in this chapter.Minor construction projects with less than $1,000 or50 man-days, which do not change the end use of afacility, and all maintenance and repair projects withless than $5,000 and 100 man-days may be approvedby the commanding officer with the concurrence ofthe 2ndNCB/3rdNCB DET. All projects beyond thisscope must be submitted to COM2NDNCB/COM3RDNCB via the 2ndNCB/3rdNCB DET byletter for approval. Projects must not conflict with thecamp master plan, and site approval must be obtainedfrom the 2ndNCB/3rdNCB DET. An effectiveCOSAL program must be established and maintainedto effectively manage camp systems and equipment.

ORGANIZATION

The NCF camp maintenance management systemwas designed for any Seabee camp operation, but itwas specifically intended for mainbody camps. Therequirements apply to all COM2NDNCB andCOM3RDNCB camp locations. The StandardAutomated Material Management System (SAMMS)camp maintenance management system wasformulated and developed from the requirements andsystems described in this chapter.

Maintenance Platoon

The BRAVO company maintenance platoon isresponsible for camp maintenance and operation.Figure 6-1 is a recommended manning plan.

Maintenance platoon personnel should beassigned full time and not used for constructionproject work. Although the numbers and skill levels

6-1

Figure 6-1.—Manning plan.

within the maintenance platoon are flexible, amanning floor of 20 direct labor (shop) personnel hasbeen established as the minimum number necessary tomaintain camps in acceptable condition. Specificapproval is required from the 2ndNCB/3rdNCB DETto go below this level. No more than 10 percent of thecamp maintenance personnel are rotated during adeployment without a written waiver from 2ndNCB/3rdNCB. The eight key player functions specified inthis chapter represent full-time overhead positions inthe camp maintenance organization. Double-hattingof these functions is not authorized without awritten waiver. Personnel will not be rotated among

these positions during the deployment. In addition tothe regimental camp maintenance program, themaintenance platoon should receive the training listedin table 6-1.

Camp Maintenance Officer (CMO)

The BRAVO company commander, as CMO, isresponsible for the camp maintenance program. TheCMO controls all expenditures of OPTAR 03 funds.This includes camp maintenance material, personnelsupport equipment (PSE)/collateral equipment,and other authorized expenditures. The CMO is

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Table 6-1.—Maintenance Platoon Training

responsible for the preparation of the camp the conservation program officer, the CMO designatesmaintenance plan and other reporting requirements assummarized in figure 6-2. Due to the nature of thisposition, it should be assigned only to an individualscheduled to complete the full deployment. If theCMO has no previous public works experience, it ishighly recommended that attendance at the CivilEngineer Corps Officers’ School (CECOS) PublicWorks Management Course be scheduled during thepreceding home port period. The CMO must properlystaff the maintenance organization and operate underthe COM2NDNCB/COM3RDNCBINST 11014.2.He/she must maintain close coordination with the2ndNCB/3rdNCB DET, and must be aware of allcontract work planned and in progress in the Seabeecamp. The CMO must attend all precons and act as thealternate point of contact for the 2ndNCB/3rdNCBDET for ROICC-administered contracts. The CMO isthe energy/utilities conservation program officer. As

a program monitor-in the organization to identifywaste and to recommend improvements. The CMOensures active and meaningful use is made of theSAMMS camp maintenance management systemhardware and software. The program’s data base mustbe kept up-to-date at all times.

Maintenance Chief

The position of maintenance chief should beassigned only to an individual with previous publicworks experience who will not rotate during thecourse of the deployment. The maintenance chief isresponsible for the day-to-day operation of themaintenance platoon and has a variety of specificduties.

These duties include the camp maintenance planand a systematic, continuous inspection program for

6-3

Figure 6-2.—Camp maintenance primary reporting requirements.

all camp facilities, utility systems, and equipment. The standing job orders (SJOs) necessary for campmaintenance chief also keeps a log to properly manage maintenance. Coordinating includes a review of alland track 03 OPTAR and maintenance and repair emergency/service forms (prior to work performed)(MRP) funds (in 3rdNCB) expenditures. He/she also for proper use and format.uses an effective COSAL program to properly

It is the duty of the maintenance chief to updatemaintain camp systems and equipment. technical information for all equipment on the

The maintenance chief coordinates all preventive maintenance (PM) program. Technicalemergency/service form preparations and specific and data to be retained includes operation and

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maintenance manuals, nameplate data, facility androom locat ions , SJO numbers , drawings ,specifications, repair part requirements, andmaintenance histories. The equipment covered by theCOSAL program should be separated for ease ofidentification.

Excluding work in progress, the maintenancechief maintains a 300 man-day backlog of specificwork that has 100 percent of material on site and a 600man-day backlog with all material on order (withvalid requisitions). He/she prepares shop load planssemimonthly for review by the CMO and approval bythe 2ndNCB/3rdNCB DET. While working with thesupply department, the maintenance chief establishesand continually reviews the stocking level ofmaterials available for camp maintenance, includingmaintenance of a current COSAL equipment listing.

Sometimes an outside public works organizationis responsible for maintaining certain items such astelephone or electrical systems. The maintenancechief acts as the point of contact, along with the2ndNCB/3rdNCB DET, to plan the accomplishmentof required maintenance. Copies of all currentcontracts/agreements for these services should bemaintained as part of the camp maintenance program.

It is the responsibility of the maintenance chief tomaintain facility history jackets complete with properrecords and boiler certification certificates. The leftside of the jacket has class 2 property record sheets,equipment listing, and a facility layout drawing. Theright side has the current calendar year’s completedand canceled emergency/service authorizations(ESA), the last 2 years’ work request authorizations,and the latest inspectors’ reports for workaccomplished.

The maintenance chief reviews, at least weekly,the PM schedule for proper execution andcompleteness. He/she also maintains appropriatestock levels and monitors the use of all required forms.

Maintenance Control Director

The maintenance control director is in charge ofthe maintenance control division (MCD) and worksfor the maintenance chief. The maintenance controldirector normally generates projects to correctdeficiencies identified by the control inspection,annual inspection summary (AIS), and customerrequests. The director plans and estimates all projectsand reviews all emergency/service requests. The

MCD is the planning arm of the camp maintenanceorganization. The MCD converts all emergency/service calls and deficiency inputs into projects.

The director of maintenance control maintains themaster set of as-built drawings for camp facilities andutilities systems and keeps current property recordcards in the facility files. The director is responsiblefor submitting all corrections and updates to the2ndNCB/3rdNCB DET for action. The director alsomaintains the current AIS sheets, AIS work sheets, andthe most recent controlled inspection report inindividual facility folders.

Shop Scheduler

The shop scheduler works for the maintenancechief. The scheduler is responsible for load plans,tracking all projects tasked to the maintenanceplatoon, and maintaining current MCD status boards.

Camp Maintenance Expediter

The camp maintenance expediter is a key memberof a successful maintenance organization. Thisposition must be filled with a highly motivated pettyofficer who is capable of maintaining 1250-1 logs forboth consumable and project materials. The expeditorworks for the shop scheduler and is the direct interfacebetween BRAVO company and the supply departmentfor all repair parts, consumables, and MCD projectmaterials. All 1250-1s and 1348 supply forms forcamp maintenance are sent to the expediter forprocessing. The process includes the following sevensteps:

1. The expediter receives project packages with1250-1s attached from MCD or 1250-1s for repair partsor consumables from the shop foreman. All 1250-1s and1348s must balance against project bills of material(BMs). The expediter then makes sure that the formsare filled out correctly, including the required deliverydate, job order numbers (JONs), and MCD number.

2. The expeditor ensures that all 1250-1s aresigned by the proper authority according to monetaryvalue and priority ($500 and below, camp maintenancechief; more than $500 2ndNCB/3rdNCB REP). Theexpeditor makes sure that a valid MCD, ESA, or SJOnumber is on each 1250-1, and checks for use of 03OPTAR or MRP funds. For all 1250-1s using OPTAR,the Remarks block must include the proper JON, asprovided by the fiscal year job order guide. For MRP

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finds used in 3rdNCB, a JON is assigned by 3rdNCBand issued as reimbursable OPTAR.

3. The expediter logs all 1250-1s in theappropriate MRP or 03 OPTAR funds log and uses theJulian date for tracking.

4. The expediter delivers all 1250-1s and BMs forMCD projects to MLO. No 1250-1 copies are to beretained by the expediter prior to transfer to MLO.

5. Every 10 days the expediter will receive fromMLO the yellow copies of MCD’s 1250-1s. MLO isrequired to retain the pink copies. Both copies areannotated with the proper requisition number. Theyellow copy is put in the proper MCD package fortracking. Additionally, the MCD expeditor shouldreceive from the supply office, the pink copies of allESA and SJO 1250-1s. These pink copies are thenforwarded to the camp maintenance storeroom after theexpeditor logs the requisition number.

6. When notified that material has been receivedby MLO, the expediter makes the appropriate entries inthe log and in the project package. If this is a directturnover (DTO), the shop foreman is notified of suchand the BRAVO-4 is informed by memo.

7. When notified by MLO that a project has 100percent of the material aboard and staged, the expeditorinforms the scheduler, who then transfers the projectfrom the awaiting material board to the projects waitingto be scheduled. The expeditor should not be taskedto stage or issue material for the shops. A shopsupervisor, who is the prime contractor for thesespecific job orders, must be assigned to pick up andstage material to ensure that proper material is on hand.The shop foreman makes sure this is done.

Every 10 to 15 days, the MCD expediter receivesthe MCD Project Material Status Report from MLO.The expediter uses this report to identify MCDproject material that has been received, alloutstanding 1250-1s, and line items that have not beenput on order. The status of outstanding requisitionsshould be checked at 30/60/90/120-day intervals andaction taken to make sure required materials are “ontrack.”

The expediter maintains memorandumsaccounting for all NCF tasked camp projects fundedwith 03 OPTAR. The accounting data includes arunning balance of total funds allotted for theseprojects and is maintained in the project files. For

selected projects of larger dollar amounts ($20K andabove), the 3rdNCB establishes individual JONs.

The expeditor also maintains collateral/PSEprocurement actions in individual facility folders.

PM/COSAL Coordinator

The PM/COSAL coordinators responsible for theSJO and the camp COSAL programs. The coordinatorworks for the shop scheduler to accomplish all SJOsand reports directly to the maintenance chief forCOSAL. The coordinator’s responsibilities includethe following:

— Sight and validate all equipment currentlyunder camp COSAL support.

— Validate all equipment under the PreventiveMaintenance System (PMS) Program.

— Verify equipment files, library (tech data), andCOSAL APL information for all camp equipmentunder the PMS program. Order technical/mainte-nance/repair manuals as required.

— Manage all camp equipment under PMS.

— Review COSAL equipment list for additions,deletions, or APL changes. Submit required COSALchanges. Maintain a job sequence number (JSN) logfor the COSAL changes.

— Validate the COSAL, allowance parts lists(APLs), and repair parts held by the BRAVO companycamp repair parts storeroom.

Trouble Desk Attendant

The trouble desk attendant receives all customertrouble calls, enters this information into the troubledesk log and fills out emergency/service authorization(ESA) forms. The attendant makes sure that ESAforms are properly routed and that outstanding ESAsare completed within the required deadlines.Normally, all facility history jackets are maintained atthe trouble desk.

Shops Foreman

The shops foreman directly manages theexecution of all camp maintenance work through thefive shops in BRAVO company. He/she coordinateswith the scheduler to accomplish the workload to

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comply with job priorities. The foreman ensures thesafety, cleanliness, and effectiveness of the shops.

CAMP MAINTENANCE PLAN

The key to an effective camp maintenanceprogram is the planning required to identify,prioritize, and execute the workload. A good plan notonly guides work accomplishment, but also helpsdevelop the budget, manage the backlog, and planmanpower. The two primary tools used in the planningeffort are the camp maintenance plan and the campmaintenance progress report.

The camp maintenance plan guides the executionof the BRAVO company camp program. It is preparedby CMO and updated quarterly. The campmaintenance plan includes the current and next twoquarters to give a three-quarter short-range plan foraccomplishment. The current camp maintenance planwill be a turnover item for the next battalion. Each

quarter includes a prioritized listing of MCD projectsthat are planned to be worked during that quarter. Theplan also includes a listing of specific collateralequipment/PSE slated to be ordered during thatperiod. This plan helps develop the budget for both 03OPTAR and MRP funds. Figure 6-3 is a sample campmaintenance plan. The camp maintenance plan shouldbe sent to the 2ndNCB/3rdNCB DET at least 45 daysbefore the end of each quarter.

Monthly Project Status Report

The monthly project status report shows thecurrent status of all MCD projects in the system. Itprioritizes the top 15 MCD projects in each category.The status report provides information on percentcomplete, man-days used to date and in the period,man-days remaining, and material costs. It is alwaysbased on the current estimate of work remaining. Thestatus report should never be the result of subtraction

Figure 6-3.—Camp maintenance plan.

6-7

Figure 6-4.—Monthly project status report.

6-8

from the original estimate. The report (sample shown infig, 6-4) is submitted to the 2ndNCB/3rdNCB DET bythe fifth of each month. It is segregated into thefollowing categories, which match those on the statusboard:

• MCD projects completed

• MCD projects in design

• MCD projects in P&E

• MCD projects awaiting material

• MCD projects awaiting funding

• MCD projects awaiting scheduling

• MCD projects under construction

• Other MCD projects

SITREP Input

The SITREP input provides the operations officer(S-3) with monthly summary data on campmaintenance work. In the project summary section,work-in-place (WIP) is reported in the WIP scheduledand WIP actual columns. Report the entry as “campmaintenance.” For the 2ndNCB use JONs ending in-400 and for the 3rdNCB use -300. In the level IIbarchart, show the split in ESA, specifics, and SJOsfor the reporting period and deployment to date.

General Development Map (GDM)

To reflect all facility changes, the CMO ensuresthat the official GDM held by the host command isupdated by S-3 engineering during each deployment.The GDM is formal ly submitted to the2ndNCB/3rdNCB DET before turnover. Negativereports (the GDM has not changed since the lastreport) are required for the record.

As-Built Drawings

The CMO ensures that for any change to a campstructure, an “as-built” record drawing is prepared.The as-built drawing may be done by preparing a newdrawing, or “red-lining” two copies of the existingdrawing. The CMO makes sure the as-built drawingclearly and accurately reflects the changedcondition(s). One copy is retained by the campmaintenance MCD branch, and one copy is forwardedto the host command via the 2ndNCB/3rdNCB DET.

The MCD also maintains a master as-built plan of allutility systems.

NCF-Tasked Camp Projects

The MCD maintains BRAVO company files on allNCF camp projects tasked to the battalion foraccomplishment. These files provide the campmaintenance organization with required informationon these projects. BRAVO company files includeexpediter fund balance sheets if the project is fundedby the 03 OPTAR.

Project Completion Report

After completion of all new construction and anyprojects that alter a camp’s structure or utility, it isrequired that the host command’s plant propertyrecords be updated. The CMO must also forward aproject completion letter to the 2ndNCB/3rdNCBDET. The letter contains the following information:

• Dates of final inspection

• Names and position/title of personnel attendingthe final inspection

• Punch list items

• Total man-days expended in statutory labor cost

• Total material cost

WORK CLASSIFICATION

Work is divided into three categories dependingon urgency, duration, and repetitive nature. Thesecategories are emergency/service work, specific joborders, and SJOs.

Emergency/Service Work

Work requiring immediate action or any minorwork requiring less than 16 man-hours is classified asemergency/service work. Figure 6-5 provides aflowchart of major actions to process an ESA joborder.

The following is a summary of the action takenwhen an ESA is submitted:

1. Requestor Action

a. An individual identifying service workrequirements reports the problem to the campmaintenance trouble desk.

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Figure 6-5.

6-10

b. When reporting the trouble, the requester c. To assist with future inquiries, cancellation,should provide the following information:

(1) Requestor’s name, telephoneand rate

(2) Urgency of requirement

(3) Location of trouble

or additions to the report, the requestor should ask for

number, the service call number assigned.

d. The requestor’s signature on the completedservice form indicates that the work is satisfactory andcomplete.

2. Trouble Desk Action

(4) Nature oftion)

requirement (work descrip- a. Trouble desk personnel collect the

information required for the ESA form (fig. 6-6).

Figure 6-6.—ESA form.

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b. Desk personnel provide the requestor withthe service call identification number assigned from theservice call log book. The first digit of the numberindicates the last digit of the current fiscal year. Theremaining digits give the chronological order in whichthe form was issued. For example, the 52nd form issuedin FY93 would have the number 3/52.

c. Trouble desk personnel complete fivecopies of the service form and enter the requiredinformation in the service call log.

d. Desk personnel forward all copies of theform to the maintenance chief for review and approval.The maintenance chief initials the form in the top rightcorner. In case of an emergency, the desk personnelimmediately notify the appropriate shop or individuals!Notification is done before completing the form, so thatemergency work may begin immediately.

e. After approval by the camp maintenancechief, the trouble desk personnel forward the white andgreen copies to the work center performing the task. Thewhite copy goes to the craftsman doing the work, andthe green copy is retained by the work center supervisor.The blue copy is pulled and forwarded to the customeras proof there is an active ESA. The pink copy isretained by the trouble desk and filed in the work centercategories in the “outstanding form” file. The yellowcopy is an extra copy. In the 3rdNCB, this yellow copycan be retained in a file of ESA-funded host commandMRP funds.

f. When work is completed, the trouble deskpersonnel log the service form as complete in the servicecall log, destroy the pink copy, and file the white formin the appropriate facility history jacket. If the ESAform has been canceled or converted to a work request,enter the reason for cancellation or the work requestnumber under the Remarks section.

g. The trouble desk also maintains a pink copyon file for all ESAs referred to other companies foraccomplishment. The desk personnel file the ESA formin the facility file when completed.

3. Maintenance Chief Action

a. The maintenance chief reviews requestedwork for accurate, complete, and proper information.

b. If the request is beyond the scope of servicework or is not an emergency, the chief forwards it to theplanning and estimating (P&E) section (via the troubledesk) to develop a specific job order. If the request is

for construction or alteration work, the form is returnedto the requestor (via the trouble desk for cancellation).The form must indicate that the requested work wasbeyond the scope of a service call that requires a workrequest to be submitted.

c. If the form is for service work, themaintenance chief authorizes accomplishment byinitialing the form and forwarding it to the appropriateshop (via the trouble desk).

d. When work is completed and signed by thecustomer, the chief reviews the completed form andforwards it to the trouble desk.

4. Shop Foreman Action

a. When a service form is received from themaintenance chief, the shop foreman integrates thework into the shop schedule as the priority(emergency/routine) of the job dictates and workloadpermits. The foreman should assign emergency formsthat same day and handle routine calls within 36 hours.

b. When work is complete, the job foremanmakes sure the service form is marked correctly. Theform should describe the problem found, the correctiveaction taken, name, date started, date completed, and abrief summary of the quality/description of materialsused.

c. Lastly, the foreman makes sure that allservice forms for completed service work are signed bythe requestor (or senior individual present) beforereturning them to the maintenance chief.

5. CMO Action

The CMO must review the trouble call log at leastweekly.

Specific Job Order Work Requests

Work requests are used for camp maintenancework that exceeds 16 hours. This work is designatedas a specific job order. Work requests are initiated bycompletion of blocks 1 through 8 (except block 2) ofthe customer request form (fig. 6-7) and submissionof the form to the company commander/departmenthead through the normal chain of command. All workrequests go to the department head/companycommander for screening. Block 10 of the workrequest must be signed by the departmenthead/company commander or his/her designatedrepresentative before BRAVO company can accept

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Figure 6-7.—Customer request form.

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the request. Figure 6-8 shows the major action stepsfor a specific job order.

During the development of specific job orders,BRAVO company must exercise caution to preventincreasing the amount of work required to complete ajob. Work cannot be segregated or increased to avoidapproval requirements. All projects must result incomplete and usable products. See OPNAVINSTRUCTION 11010.20 series for details.

The maintenance chief is responsible for thefollowing actions:

1. The maintenance chief obtains a rough estimatefor the work from the camp maintenance P&E sectionand enters it in block 13 of the work request.

2. Depending on the estimated cost, themaintenance chief must obtain approvals from theauthorities (2ndNCB/3rdNCB DET reviews all workfor compliance with camp master plan). See table 6-2for the relationship between approval authority, cost,and construction.

3. The maintenance chief sends the work requestto the approval authority via the chain of command forreview. Blocks 15 through 17 of the request form arereviewed and the approved work request is returned tothe maintenance chief. The CMO completes block 9 forfunds chargeable. The CMO normally approves localauthority work requests and submits them directly to the2ndNCB/3dNCB DET.

4. For those projects within the battalion’sapproval authority, the maintenance chief performs thefollowing:

a. Assigns a specific JON of the formatMCD-XXX-YY. The XXX is the chronological order

in which the work request was received and YY is thefiscal year. A log of MCD numbers should bemaintained, and XXX should run through 999 beforegoing back to 001 regardless of fiscal year.

b. Forwards one copy of the work request tothe requester to provide feedback on the action taken.

c. Based on the priority of work and fundsavailability, plans and estimates the work using the costestimating form (fig. 6-9), The maintenance chief usesthe work authorization/estimate form (fig. 6-10) anddevelops a BM. The MCD section prepares the BM, anysketches or drawings needed, and all applicable 1250-1sfor the material.

d. Signs block 23 of the work authorization/estimate form.

e. Submits a copy of the BM and all NAVSUPform 1250-1s to MLO for material procurement.

f. Places the project on status charts in thescheduler’s office. The charts display all specific joborders. All MCDs remain on the charts until completedor canceled. Maintains separate charts for each categoryreported on the monthly project status report. Prioritiesthe top 15 MCDs on each chart and displays the sameinformation monitored on the monthly project statusreport. The priorities for MCDs in the SAMMS campmaintenance computer program are those for the campmaintenance plan and not the status board priorities.

5. For those projects requiring COM2NDNCB/COM3RDNCB or higher approval, the maintenancechief is responsible for the following:

a. Assigning a specific JON in the formatMCD-XXX-YY.

Table 6-2.—Required Approval Authority

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Figure 6-8.

6-15

Figure 6-9.

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Figure 6-10.—Work authorization/estimate form.

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b. Forwarding one copy of the work request tothe requestor to provide feedback on action taken.

c. Completing the P&E work using the costestimating form (fig. 6-9) and the work authorization/estimate form (fig. 6-10).

d. Forwarding the project package toCOM2NDNCB/COM3RDNCB via the 2ndNCB/3rdNCB DET for review/approval and funding.Include in the package the site sketches, layout, workdescription, and a cost estimate. Segregate the costestimate into maintenance, repair, and/or minorconstruction categories.

e . When funding i s rece ived f romCOM2NDNCB/COM3RDNCB, submitting a copy ofthe BM and all 1250-1s to MLO for materialprocurement.

f. Placing the project on the job requirementsand status chart. The job order is entered and remainsuntil completed or canceled. The chart contains thesame information as those projects within thebattalion’s approval authority.

g. When all materials are received, schedulingthe job for accomplishment.

6. For specific job orders to be done by hostcommand or other forces, the maintenance chiefsubmits a work request according to the hostcommand’s instructions to the 2ndNCB/3rdNCB DETfor approval via the CMO. He/she leaves blank block 2of figure 6-9 for host command use. Lastly, themaintenance chief initiates an MCD number for theproject in block 14 to provide a cross reference.

Standing Job Orders (SJOs)

SJOs are written for all work that is highlyrepetitive in nature. With the exception of work thathas been referred to outside organizations, allestimated and unestimated SJOs, including PMs, arewritten using the work authorization form (fig. 6-10).SJO numbers are identified by the codeSJO-XXX-YY. The XXX is the sequential order of theSJO and YY is the fiscal year in which the SJO isperformed. Each SJO should include an exact descrip-tion of the work to be accomplished and shouldspecify the frequency cycle. The camp’s SJO file,once established, should be a continuous programunaffected by battalion turnovers. The followingwork is not considered appropriate for SJOs:mount-out boxes, road signs, and grade stakes. The

maintenance chief should periodically review theexisting SJOs and forward recommended changes tothe 2ndNCB/ 3rdNCB DET for approval.

A PM schedule is provided to galley personnel 2weeks before accomplishing galley equipmentmaintenance. A list of galley equipment withcorresponding PM dates must be on file with the foodservices officer. The camp COSAL program’seffectiveness strongly influences the success andresponsiveness of SJO accomplishment. The PMcoordinator maintains a status chart for all SJOs.Figure 6-11 outlines the major actions in SJOexecution.

Preventive maintenance is intended to reducethe breakdown and requisite repairs to designatedcamp equipment. PM procedures are accomplishedon SJOs that entail a systematic and periodicexamination, lubrication, minor adjustments, andrepairs to camp equipment. They involve duties suchas oiling, greasing, cleaning, and tightening ofcomponents. This is all with the intent to preventaccelerated deterioration. Any work beyond this levelis done by initiating the appropriate service form orwork request.

The inspection branch (PM/COSAL coordinator)is responsible for the following specific actions:

1. Inventory all camp equipment that meets thefollowing criteria

— Impairs the operational efficiency of theunit should a breakdown occur.

— Presents a safety hazard in the event ofbreakdown or damage.

— Is more cost effective to repair than replace.

— Requires a long lead time to replace orprocure repair parts.

2. Review equipment files to determine themaintenance requirements. File information shouldinclude equipment manuals and brochures, nameplatedata, operating instructions, drawings, specifications,replacement/repair parts, and maintenance history.These files are developed and maintained for allequip- ment covered under PM. Files are alsodeveloped and maintained for other systems not underour control. This includes intrusion detection systems,telephones, fire alarms, and such that requiremaintenance and repair actions.

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Figure 6-11.—Preventive maintenance procedures.

3. Prepare a PM checkoff card (fig. 6-12) for useby the inspection team (one CE and one UT). The teamcompletes the scheduled inspections for each piece ofdynamic equipment.

4. Perform required equipment inspections/PMsand complete the PM card to include the month and yearof each inspection action. Generate an inspector’sreport (fig. 6-13) to identify any required work beyondthe scope of the PM.

5. Evaluate the inspectors’ reports and initiate anyrequired corrective actions.

6. Do not discard or destroy PM checkoff cardswhen new cards are required. Staple a new card to thefront of the old card to show a continuous record ofinspection/service for each piece of equipment.

A current and valid inspection certificate isrequired for certain sized boilers. If the certification isexpiring, the inspector will notify the maintenance

chief. The maintenance chief arranges for thenecessary certification from a local certified boilerinspector. The CMO must be aware of all certificationrequirements and expiration dates to properly monitorcamp equipment.

The 2ndNCB/3rdNCB DET conducts periodicrandom checks of PMs. These checks consist of visualinspection and verification of work completion.Detailed and thorough random checks also areconducted by the PM/COSAL coordinator and theshops foreman.

Any changes or additions to equipment or systemsare coordinated with the 2ndNCB/3rdNCB DET. Thefacility equipment records are modified accordingly.

INSPECTION PROGRAM

The key to a suceessful preventive maintenanceprogram is a systematic, continuous inspection

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Figure 6-12.

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Figure 6-13.—Inspection report.

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program. Early identification of needed work allowsfor proper planning and execution. The followingtypes of inspections form the basis for preparing thecamp maintenance plan.

Control Inspections

A control inspection reviews all camp facilities todetermine the maintenance required during thedeployment to preserve or improve the condition ofcamp structures and property. It is the foundation ofthe camp maintenance program and work load.

The inspection branch of MCD conducts a controlinspection within the first 30 days of the deployment.The MCD inspection branch is responsible for thefollowing specific actions:

1. Identify each facility by identification numberand area designation.

2. Prepare an inspection schedule, which includesthe facility number, category code, and description.

3. Inspect the facility on the scheduled date.Record the condition on the inspector’s report (fig.6-13). Enter complete details, including the costestimate for the work required to correct deficiencies.Prepare a separate report for each facility. Theinspection should identify structural, electrical,mechanical, civil, and architectural deficiencies foreach facility.

4. Inspect any permanent equipment within thefacility. The quality of this inspection is vital toestablishing a good backlog of work and setting thestage for a meaningful camp maintenance program.

5. Do not count as direct labor those controlinspections normally done by the MCD branch.

Annual Inspection Summary (AIS)

The AIS reports document deficiencies on basefacilities. These reports are produced annually in theOctober timeframe. Validating deficiencies and costsis vital to justify the MRP money for the propermaintenance and repair of camp facilities. In the3rdNCB, the control inspections performed by theresident battalion provide invaluable input and mustbe done by completely cross-checking and markingthe host command’s current AIS report. The 3rdNCBDET ensures that the marked AIS report produced bythe control inspection is sent to the host command asinput to the next AIS. In the 2ndNCB, battalions areresponsible for completion and submission of the AIS

report to the 2ndNCB via the 2ndNCB DET by 1August each year. The battalion performing the2ndNCB AIS is required to submit corrections to plantrecord cards. The SAMM System Camp MaintenanceUsers’ Guide provides additional details on preparingand submitting a proper AIS.

3rdNCB Requirements for AIS/ControlInspection Interface

During each deployment, the resident battalionBRAVO company uses the inspection reports toupdate and validate the current AIS report. The reportprovides a complete and updated record of all campdeficiencies. The completed reports are sent to the3rdNCB DET along with two copies of the markedAIS report. Inspection report copies are filed in theappropriate facility folders held in MCD. In additionto being updated, the latest AIS must be validated.

After marking the AIS report, the CMO schedulesa joint meeting with the 3rdNCB DET and the hostcommand’s staff civil engineer (SCE) or public worksofficer (PWO). New deficiencies, correcteddeficiencies, and actions initiated are discussed duringthis joint meeting. This meeting also identifies themeans to correct all remaining deficiencies — MCDprojects, host job orders, blanket purchase agreements(BPAs), local contracts, special projects, and such.The 3rdNCB DET OIC forwards a copy of theannotated AIS report of each deployment’s controlinspection meeting to the host command’s SCE andthe 3rdNCB.

The CMO discusses, prioritizes, and programs alldeficiencies identified for camp maintenance actionwith the 2ndNCB/3rdNCB DET.

Completed control inspection deficiencies areannotated on the control inspection reports in theindividual facility folders with the JON and date.Corrected deficiencies are removed from the mastermarked-up AIS report.

Based on the inspection and host commandmeetings, the resident battalion, with the2ndNCB/3rdNCB DET, prepares a list of deficienciesto be corrected. This list should be prioritizedaccording to the following:

1. For those deficiencies within the battalion’s orthe 2ndNCB/3rdNCB DET’s funding authority, thedeficiencies will be corrected as listed earlier underSpecific Job Order Work Requests. Normally thecorrection of AIS or control inspection deficiencies is

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funded by host MRP funds. Any use of 03 OPTARfunds to correct deficiencies requires 2ndNCB/3rdNCBDET approval.

2. For all remaining deficiencies, a description ofthe work to be performed, a cost estimate, and therelative priority of the work is forwarded to the2ndNCB/3rdNCB. The 2ndNCB/3rdNCB initiatesappropriate special project documentation to the hostcommand and programs the work for design andconstruction.

Periodic inspections of camp facilities to identifycorrective actions needed should be made. The CMO,2ndNCB/3rdNCB DET, and host SCE/PWO shouldcontinue to meet. They should meet at least twice amonth to update the AIS and discuss deficienciescorrected.

Operator Inspections

Operator inspections consist of examining,lubricating, and making minor adjustments. Operatorinspections of constantly attended equipment areanother form of PM, but they are performed by theoperator assigned to the equipment as part of theday-to-day responsibilities.

JOB SCHEDULING

Job scheduling is done during a weeklymaintenance planning meeting and a twice-monthlyshop load planning meeting. Job scheduling isintended to permit advance planning by the shops forall work except emergency/service.

Maintenance Planning Meeting

A maintenance planning meeting is held weekly.The attendees include the CMO, maintenance chief,shop supervisors, and the 2ndNCB/3rdNCB DETOIC. This meeting is to schedule the work for the campmaintenance force. Shop loading for the followingweek is discussed and finalized at this time.

Shop Load Planning Meeting

A shop load planning meeting is held twicemonthly. The manpower availability summary (fig.6-14) and the shop load plans (figs. 6-15 and 6-16)cover 1 month of scheduled work. They are preparedin advance by the Camp Maintenance SchedulingBranch and submitted for review and approval by the2ndNCB/3rdNCB DET OIC. They are completed

according to the manpower availability summary andthe shop load plans (specific or standard job orders).

Manpower Availability Summary (See fig. 6-14.)

Block 1—Current total maintenance platoonmanpower available by rate (current on board).

Block 2—Anticipated gains or losses during theupcoming month.

Block 3—Personnel available for the period. Sumof blocks 1 and 2.

Block 4—The quantity in block 3 multiplied bythe number of workdays. This value should beadjusted to account for a 9-hour workday versus an8-hour man-day (that is, 20 people availablemultiplied by 22 workdays in a month, multiplied by1.125 yields 495 mandays available for work).

Blocks 5 and 6—Estimated number of man-daysdevoted to supervision and project support. Thisnumber is based on historical data and trends andmodified by anticipated changes or managementactions.

Block 7—Man-days consumed by scheduleddeployment leave.

Block 8—Estimated man-days for generaladministrative matters, sick call, dental recall, andscheduled training evolutions, including safetylectures.

Block 9—Sum of blocks 5 through 8.

Block 10—Man-days allocated to specific joborders.

Block 11—Man-days allocated to SJOs.

Block 12—Man-days allocated to emergency/service work based on historical data.

Block 13—Sum of blocks 10 through 12.Compare to block 4 minus block 9.

Shop Load Plan for Specific Job Orders (See fig. 6-15.)

Jobs are listed in blocks 1 and 2 in descendingorder of priority.

Blocks 3 through 7 indicate desired use ofmanpower based on project priority, man-hoursrequired to complete the job, and manpoweravailability.

Block 8 indicates the planned start date.

Block 9 indicates the cumulative man-daysexpended to date.

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Figure 6-14.—Manpower availability summary.

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Block 10 indicates the total estimated man-days

Figure 6-15.—Shop load plan (specific job orders).

for the specific job orders.

Block 11 is used to note work assigned to othercompanies if priority and availability of shoppersonnel will not permit completion within anacceptable timeframe.

Shop Load Plan for Standing Job Orders (See fig. 6-16.)

List all SJOs with a brief narrative description inblocks 1 and 2.

Blocks 3 through 8 show planned use ofmanpower.

Block 9 displays the cumulative man-daysexpended to date.

Reporting Requirement

For management to evaluate the effectiveness ofjob estimating, manpower utilitzation, andperformance, the shop load plan must be marked at theend of each 2-week period. The marked plans containthe actual start date, the end date, and the productivelabor expended on each job order. In addition, themanpower availability summary and work plansummary are marked to reflect actual man-daysexpended.

The reports are broken down into the categories ofESA, SJO, and specific job orders. The 3rdNCBman-day targets for the three categories are 20 percentfor emergency/service work, 30 percent for SJOs, and50 percent for specific job orders. The 2ndNCB’s

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Figure 6-16.—Shop load plan (standing job orders).

man-day targets are 30 percent for ESA, 40 percent forSJOs, and 30 percent for specific job orders. In the2ndNCB camps, specific job orders include onlymaintenance and repair projects and excludeconstruction projects. One copy of each marked-upform is forwarded to the 2ndNCB/3rdNCB DET andthe other copy is retained by the maintenance chief.

Continuity

Since maintenance is an ongoing process, allrecords for specific jobs, standing jobs, and servicecalls are retained in the facility/equipment historyjacket. This allows for a continuous history to bepassed on to each relieving battalion. Suggestions for

improvements or changes should be sent to the2ndNCB/3rdNCB DET for action.

MATERIAL MANAGEMENT

The maintenance chief is responsible for planningand estimating all material requirements, drafting ofBMs, initiating NAVSUP form 1250-1s, andpreparing the camp maintenance fund log. The campmaintenance fund log contains information used totrack the budget for the camp maintenance program.The log includes the following:

Ž A quarterly breakdown with the remaining fundbalance

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Julian date 1250-1s prepared Specific Job Order Support

Requisition number (supply department pro- Supply can track specific job order materials withvides) the computer. The three-digit BM series field

Line item description/quantity/amount of issue corresponds to the BRAVO company MCD projectnumber. MLO can provide automated status reports

Estimated cost with updated information on all MCD materials. MLO

Julian date material receivedstages all MCD materials by individual project. Thisstaging is done in the same manner as that used for

MCD project number and title tasked battalion projects.

All material is ordered on a NAVSUP form Only the CMO or the camp maintenance chief is1250-1. The supply department handles all camp authorized to transfer material from one job order tomaintenance materials according to the Seabee Supply another once the material is staged. Both the supplyManual, COM2NDNCB/COM3RDNCBINST 4400.3 officer (S-4) and the 2ndNCB/3rdNCB DET must beseries. Turn back to figure 6-8 for additional details advised in writing when such transfers are made. Useon the steps for 1250-1s with specific job orders. the format in figure 6-17 to report this information.

Figure 6-17.—Project material transfer report.

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Emergency/Service Work and SJOs

Material required that is available in the campmaintenance storeroom is obtained as shown infigures 6-5 and 6-11. Material required that is notstocked in the camp maintenance storeroom isacquired through the following procedures:

1. The camp maintenance storeroom retains theyellow copy and returns all nonfillable 1250-1s to thecamp maintenance chief.

2. The expeditor logs 1250-1s in the 1250-1 logbook. The yellow copy of the 1250-1 is retained by thecamp maintenance storeroom and filed in aprocurement section tickler file. The other copies of the1250-1 are forwarded to the battalion supply office.

3. The supply office processes BRAVO companyDTO through normal supply procedures and returns thepink copies of the 1250-1s to the CMO after assigninga requisition number. These pink copies, which areprovided by the supply department every 10 days, areforwarded to the expediter for 03 log updating. The pinkcopies of ESA and SJO 1250-1 forms are thenforwarded to the camp maintenance storeroom. Here,the yellow copies are pulled from the tickler file and thepink copy used to establish and maintain historicaldemand information. By using historical demandinformation, BRAVO company can advise supply toadjust stock levels on storeroom shelves. Figures 6-5and 6-11 detail these procedures.

Camp Maintenance Storeroom

The camp maintenance storeroom is under thecontrol of the supply department and operatedaccording to the Seabee Supply Manual, COM2ND-NCB/COM3RDNCBINST 4400.3 series. Material isissued to authorized camp maintenance personnelusing form 1250-1. Figure 6-18 details the majoractions to reorder camp maintenance storeroom stock.

The supply department manages the campmaintenance storeroom to include constructionmaterial used for camp maintenance and repair partsfor COSAL supported equipment. “Goody lockers,”excess piles, or stockpiles of construction material incamp maintenance spaces are not authorized. The onlyexception is for that material required to perform workin progress.

Coordinated Shipboard/ShorebasedAllowance List (COSAL)

The COSAL is an authoritative document that liststhe following:

• The COSAL-supported equipment installed in acamp.

• The repair parts and special tools required tooperate, overhaul, and repair the supported equipment.

The COSAL is both a technical and a supplydocument. It is a technical document to the extent thatthe equipment , nomenclature , operat ingcharacteristics, and technical manuals are described inthe APL. It is a supply document as it lists the itemsrequired to continue the maximum self-supportingoperations for extended periods of time.

The COSAL is organized into three parts.• Part I contains indexes and installed equipment.

• Part II contains associated APLs.

• Part III contains repair parts allowance andcross-referenced data.

Two copies of the published COSAL are retainedat the camp. One copy is kept in the supply depart-ment. The remaining copy is for the BRAVO companycamp maintenance PM/COSAL coordinator.

The initial COSAL is based on the equipmentconfiguration data submitted to the Ship’s PartsControl Center (SPCC). This information is kept andcontained in a computerized weapons system file(WSF) at SPCC. Precise configuration information isessential. The validity of the COSAL depends oninitially establishing an accurate configuration andproperly updating configuration changes.

COSAL Maintenance

Proper maintenance of the camp COSAL is vital.All equipment must be validated, reported, andreflected in an updated COSAL. The battalion’ssupply officer must, based on input from thePM/COSAL coordinator, ensure that any subsequentinstallations, removals, or modifications are reportedto the cognizant inventory control point (ICP). Thesupply officer also must report any changes to the typecommander and ensure that the camp COSAL isrevised accordingly. COSAL MAINTENANCE ISTHE JOINT RESPONSIBILITY OF BOTH THE

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Figure 6-18.

6 - 2 9

MAINTENANCE AND THE SUPPLY DEPART-MENTS.

COSAL Change Reporting

The configuration change report (CCR) is thosechanges that result from equipment additions,deletions, or modifications, or COSAL errors. Theseequipment changes are reported according to theSeabee Supply Manual, COM2ND/COM3RDNCB-INST 4400.3 series, and the Afloat Supply Procedures,NAVSUP P-485, using a CCR.

The PM/COSAL coordinator prepares a Ship’sConfiguration Change Form, OPNAV 4790/CK, todocument an equipment change. A job sequence log(3000 series) is established and maintained by thePM/COSAL coordinator . The PM/COSALcoordinator assigns a four-digit job sequence number(JSN) to every change reported. When completed, theform is routed to S-4. Supply makes sure that the CCRis complete and accurate. Procedures to prepare a CCRare outlined in the Afloat Supply Procedures,NAVSUP P-485.

CCRs are distributed as follows:

— The original goes to SPCC via 2ndNCBlogistics officer (N4) or 3rdNCB DET LOG REP.

— A copy goes to the permanent camp filesmaintained by the PM/COSAL coordinator.

— A copy is retained by the supply depart-ment (S-4) according to the job control sequence.

The allowance change request (ACR) is thoserequests for repair parts allowance changes beingmade by using the ACR form. Additions, deletions, orquantity increases/decreases to any publishedallowance list are documented on NAVSUP 1220-2.The camp maintenance storeroom custodian, withhelp from the supply officer, prepares ACRs for anyrepair part stock level changes recommended by thecamp maintenance organization. The NAVSUP1220-2 is prepared per the instructions on the reverseside of the form.

ACRs are distributed as follows:

— The original goes to SPCC via 2ndNCBlogistics officer (N4) or 3rdNCB DET LOG REP.

— A copy goes to the permanent camp friesmaintained by the PM/COSAL coordinator.

— A copy is retained by the supply depart-ment (S-4).

The supply department processes all the changeson receipt of the SPCC-approved request. Both copiesof the camp CO SAL are updated. Requestsdisapproved by SPCC are returned to the originatingcamp for inclusion in the permanent camp files.COSAL additions, deletions, and adjustments incidentto approved CCRs/ACRs are processed according toNAVSUP P-485.

Collateral and PersonnelSupport Equipment (PSE)

There are two basic types of equipment in Seabeematerial management. This section covers defining,funding, managing, and marking of collateral andPSE.

Collateral equipment is commonly referred to asclass III and class IV plant property and minorproperty. Collateral equipment consists ofnoninstalled equipment used in day-to-day operationso f the camp. Examples include portablewashers/dryers, window air conditioners, galley anddining facility equipment and furnishings, shopequipment, and office furniture and labor-savingdevices not included in the augment table of allowance(TOA).

PSE is commonly referred to as habitability items.These consist of furniture and furnishings inunaccompanied officer, chief petty officer, andenlisted living quarters including rooms, lounges, anddayrooms. Examples include beds, mattresses,wardrobes/lockers, desk chairs, lamps, carpets, anddrapes. Bedding (bed sheets, pillows, pillow cases,and blankets provided for living quarters) also isincluded in this equipment category.

Funding for collateral equipment/PSE is 03OPTAR. Funds from 03 OPTAR are used to fund allpersonnel support and collateral equipmentrequirements. BEQ/BOQ managers, departmentheads, and company commanders monitor equipmentcondition and identify requirements to the2ndNCB/3rdNCB DET. The 2ndNCB/3rdNCB DETreviews requirements, does a replacement versusrepair analysis, and provides requirements to the CMOfor inclusion in the camp maintenance plan. AllNAVSUP 1250-1s are forwarded from the CMO to thesupply department for approval via the 2ndNCB/3rdNCB DET OIC. Figure 6-19 details the steps for acollateral equipment/PSE replacement within localauthority.

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Figure 6-19.

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Battalions are responsible for the initial inventory,the establishment of a record system, and theaccountability and management of camp assets. Toestablish equipment records and controls, BEQ/BOQmanagers, department heads, and companycommanders are required to maintain the following:

• PSE and bedding custody cards

• Camp collateral and PSE inventory

Maintain a complete inventory by building androom/office number during the deployment. Verifymanufacturer’s serial numbers and equipmentcondition. Post copies of personnel support andcollateral equipment inventories on the back of thedoors or near the entries. Note any addition or deletionof furnishings or equipment. Remove unserviceableequipment. Complete survey forms per supplydepartment procedures and forward to the2ndNCB/3rdNCB DET OIC for approval prior tosupply department action. Do not retain equipment forreuse without 2ndNCB/3rdNCB DET OIC approval.During turnover, conduct a joint inventory of allcollateral equipment/PSE including designatingcondition codes. Reconcile differences with the2ndNCB/3rdNCB on-site representative. Note thevalue of damaged or lost items in the turnover report.Do the internal custody with a person from theadvance party. Initial the listing and accept custodyfor later reassignment to the final custodian. Originalcopies of equipment inventories are held by theresident battalion. Duplicate copies are provided to theCMO and the 2ndNCB/3rdNCB DET OIC.

Identification/stenciling is required on each pieceof camp equipment. You should mark collateral/PSEwith space identification codes to maintainaccountability. Place markings on a visible butunobtrusive surface such as side or back. Plantproperty tags/labels are encouraged as an additionalmeasure to maintain adequate inventory records. Lookat this example of a properly identified piece ofequipment.

(The building number is 7212 and the room is A.)

ACCOUNTING

S-4 maintains the official records for all OPTARaccounts. The CMO tracks and controls allexpenditures of 03 OPTAR funds. The CMO alsotracks and controls host MRP funds to make fiscallyresponsible decisions about camp maintenance. All1250-1s using 03 OPTAR funds must be signed by theCMO and logged into the BRAVO company’s 03OPTAR log when approved. Individual requisitionsexceeding $500 in total extended cost must bereviewed by the 2ndNCB/3rdNCB DET beforeobligating funds. It is critical that all quarterly 03OPTAR funds provided be obligated in the designatedquarter. The supply department provides a reportevery 10 days to the CMO showing 03 OPTAR fundsobligated. This report contains the dates, the balanceremaining, and all 1250-1 pink copies. This reportshould cross-check and confirm the CMO’s records.

BRAVO Company Fund Logs

In 3rdNCB camps, the BRAVO companyexpediter maintains two fund logs. One is for hostMRP funds and the other for 03 OPTAR funds. The03 OPTAR logs track 1250-1 actions using date,requisition number, item description, date received,cost, and such. A running balance is kept on the rightside of each log to show funds remaining at any timeduring the quarter. Every 1250-1 entry must includethe MCD, SJO, or ESA number. With the exceptionof collateral equipment purchases using 03 OPTARfunds, all 1250-1s using MRP or 03 OPTAR fundsshould have a job number assigned. The 2ndNCBcamps use only 2ndNCB funding and do not requireany host MRP log.

Budget

The CMO submits a budget request for the nexttwo quarters to the supply officer via the2ndNCB/3rdNCB DET. This budget request issubmitted no later than 45 days before the end of thequarter. The request is due to the 2ndNCB/3rdNCB bythe first day of the last month of each quarter. Thisbudget request includes continuing expenses as wellas a prioritized list of projects to be completed orequipment to be replaced. The budget submittal is inthe camp maintenance plan format, but includes onlyentries involving 03 PPTAR fund use. No other fundsources are to be shown on the budget request.

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Submit an annual planning budget to the2ndNCB/3rdNCB by 1 September of each year.

Investment Items

The 2ndNCB/3rdNCB budget call is normallyissued during the January/February timeframe. Thisbudget call is for camp investment items (non-TOA,nonstandard, greater than $15,000 unit price). Refer toNAVCOMPT Manual 074060 for specifics oninvestment items. The CMO coordinates with the2ndNCB/3rdNCB DET to identify replacementrequirements that are satisfied by plannedreplacements or new requirements. For emergentrequirements during the course of the deployment, theresident battalion sends a message request toCOM2NDNCB/COM3RDNCB for pr ior i tyconsideration. The message outlines the need forreplacement and contains all necessary supportingjustification. For any industrial plant equipment (IPE)procurement over $5,000, higher command approvalis required. For non-IPE, higher command approval isrequired for all procurements of noncentrallymanaged equipment over $15,000.

Funding of 2ndNCB Camp Maintenance Work

Although the 2ndNCB camp facilities are on thehost command plant account records, the 2ndNCB isresponsible for funding all camp maintenance efforts.Host commands do not provide funding. This is aprimary difference in camp maintenance operationsbetween 2ndNCB and 3rdNCB. The 2ndNCB pays thecosts of correcting all AIS deficiencies within localauthority. Because host commands provide nofunding, MRP log keeping and fund tracking are notrequired at 2ndNCB camps.

Funding of 3rdNCB Camp Maintenance Work

Camp class I (real estate) and class II (facilities)property are controlled by host activities. As realestate and facility holders, the host commands providefinancial support for routine maintenance and cyclicalrepair of facilities. However, additional costs formaintenance or repairs that are beyond thoseprescribed by the hosts and that are performed at therequest of the tenant are funded by the tenant.Maintenance, performed on facilities and property(classes III and IV) held by 3rdNCB, is the financialresponsibility of the NCF.

3rdNCB Monthly MRP Report

A monthly summary of MRP fund use by line itemis forwarded to the 3rdNCB and the host command viathe 3rdNCB DET OIC at the end of each month. Thismonthly report includes the balance of funds, itemdescription, cost, date, project number, and quantity.The purpose of this report is to provide the hostcommand with detailed information on where MRPfunds are being expended. The MRP fund log providesthe data needed for this report.

TURNOVER PROCEDURES

The battalion turnover of camp maintenanceincludes a thorough visual inspection of all facilities,utility systems, and dynamic equipment. As aminimum, the inspection determines the availabilityof the following:

1. Current camp maintenance plan.

2. Facility and equipment history jackets,including the most recent facility inspection reports.

3. As-built drawings of all camp facilities.

4. Utility system and equipment manuals,complete with nameplate data operating instructions,drawings, specifications, and repair parts requirements.

5. All outstanding specific job orders and E/Sforms.

6. SJO file.

7. Emergency/service log.

8. PMS checkoff cards for all camp/facility-related dynamic equipment.

9. Project shop load plan.

10. Job requirements and status charts that containa minimum maintenance backlog of 900 man-days.

11. Up-to-date master of the annotated AIS report.The two CMOs meet with the 2ndNCB/3rdNCB DETand the host SCE/PWO to discuss the AIS and set thestage for the upcoming control inspections.

12. Camp maintenance budget.

13. Current inventory of camp maintenancematerials and spare parts.

14. Current maintenance service contracts.

15. Class III and class IV plant property records.

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16. SAMMS camp maintenance application-generated turnover summary report.

17. SAMMS camp maintenance referencematerial and guides.

PREPARATION FOR UPCOMINGTURNOVERS

The outgoing battalion validates all camp records,reports, and status chart data 10 days before the startof turnover. A complete wall-to-wall inventory ofMCD material in MLO is held to validate all BM andmaterial status. The BRAVO company expediter willassist in the material inspection.

REPORT

At the completion of the turnover, the relievingbattalion provides a report to the 2ndNCB/3rdNCB onany major discrepancies and problem areas that cannotbe resolved between the two battalions. A copy isprovided to the 2ndNCB/3rdNCB DET.

PROCEDURES

Any change to the established procedures must beauthorized by the 2ndNCB/3rdNCB. Other than achange in personnel, battalion turnovers should haveno discernible effect on the maintenance system!

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CHAPTER 7

ENVIRONMENTAL POLLUTION CONTROL

LEARNING OBJECTIVE: Identify the techniques used in the identification,prevention, and cleanup of water, ground, and air environmental pollutants,including the cleanup of oil spills and other hazardous materials.

ENVIRONMENTAL POLLUTION

The Navy’s ability to accomplish its missionrequires daily land, sea, and air operations. The Navy iscommitted to operating ships and shore facilities in amanner compatible with the environment. Nationaldefense and environmental protection are and must becompatible goals. Therefore, an important part of theNavy’s mission is to prevent pollution, protect theenvironment, and conserve natural, historic, andcultural resources. TO accomplish this mission element,everyone must be aware of the environmental andnatural resource laws and regulations that have beenestablished by federal, state, and local governments. TheNavy chain of command must provide leadership andcommitment to ensure that all Navy personnel developand exhibit an environmental protection ethic.

This chapter will cover ways to prevent water,ground, and air pollution on the jobsite. It will alsodescribe ways you can help prevent, control, and cleanup pollution.

WATER AND GROUND POLLUTION

There are some wastes that should never be flushedinto a sewer. Sewage treatment plants and industrialwaste treatment plants are not designed to, nor can they,adequately treat all wastes. Some wastes such as thosecontaining more than a trace of oil, cleaning fluids,gasoline or other volatiles, toxic chemicals, acids oralkalies, and some solid materials cannot be handled bysewers.

Besides creating a fire hazard, oil and otherpetroleum-related products pose many possiblepollution threats when spilled in the water, dumped intothe storm or sanitary sewer system, or spilled on theground. Oil products on the ground infiltrate andcontaminate surface water supplies with thegroundwater runoff caused by rain. Oil productsdumped or carried into storm or sanitary sewers are alsopotential explosion hazards.

Oily waste water from boiler rooms, banks ofwalk-in refrigeration units, and motor pool operations iscaused by

l improper handling and storage of new and wasteoil,

. equipment and vehicle washing operations, or

l various other maintenance activities thatgenerate liquid waste or wastewater that must be storedor treated.

As a shop supervisor, one of your prime concernsshould be to prevent oils used in the shop from draininginto storm sewers and surface drainage systems. Duringpipe-threading operations, you should use catch pansand have absorbent materials available to soak up spilledoil. Spilled oil and fuels should NEVER be washeddown a drain or sewer unless an immediate fire hazardexists and an oil-water separator is connected to thedischarge line. Where minor spills are expected to occuroccasionally (pipe threading, boiler burner cleaning,engine oil changes), sprinkle absorbent material on thespill, pick it up, and then place it in an EnvironmentalProtection Agency- (EPA-) approved container. TheEPA containers are normally disposed of through theDefense Reutilization and Marketing Office (DRMO).When this is not possible, the containers must bedisposed of through a government-approved contractoror in a sanitary landfill approved by local governmentauthorities.

Waste oils, filters, and contaminated fuel should becollected and disposed of in a nonpolluting manner.Most naval activities collect and dispose of waste oilperiodically through a contractor. The contractor mayburn it in a boiler plant or in a heating system orreprocess it in an oil reclamation plant. Naval supplyfuel farms usually have the means to dispose of wasteoils properly.

There will be times that you will see what could bea potential hazard, such as contaminated water running

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off the equipment on the washrack. It is yourresponsibility to check with the person in charge of thewashrack to be sure this waste water is treated and notdischarged into the storm system. Provisions must bemade for pretreating or separating oil products andcleaning solvents used at the washrack.

Water Pollution

Pollution results from many activities, bothmankind’s and nature’s. Water becomes polluted whenwastes from activities flow into a lake or stream in suchquantities that the natural ability of the water to cleanseitself is lessened or completely destroyed.

Wastes are dumped into our waters daily. Thefollowing list contains wastes and their sources:

. Sewage and other wastes come from cities andindustries and from pleasure boats, commercial ships,and marinas.

. Nutrients (principally phosphates and nitrates)leach from sewage, industrial waste, and land runoff.

. Complex chemicals are found in householddetergents, pesticides, herbicides, and wastes fromindustrial processes.

. Oil comes from ships ashore, offshore drillingrigs, and shoreline industrial facilities.

l Crankcase oils are improperly disposed of byauto service stations and home auto mechanics.

l Silt, sand, and debris come from city streets,urban construction, highway construction, farm surfaceerosion, and dredging from channel clearings.

. Salts flow from winter streets, field irrigation,and industrial processes.

l Heater water from power projects, industrialprocesses, and reservoir impoundments find their wayinto our waters.

. Disease-causing bacteria comes mainly frommunicipal sewage.

. Radioactive wastes come from a variety ofsources. These sources include the mining andprocessing of radioactive ores, materials used in powerplants, industrial, medical, and other research, andfallout during nuclear weapons testing.

l Mercury and other heavy metals frequentlyescape from industrial plants.

. Drainage waste comes from animal feedlots andmeat processing plants.

These wastes have placed a serious strain on ourwaste treatment systems, as well as on our waterways.Some types of waste are difficult to remove. Other typesrespond to conventional treatment, but there are notenough treatment facilities to keep them out of ourwaters. Solving the pollution problem is not easy, but itmust be solved if we are to have an adequate supply ofsafe, clean water for future use.

OIL SPILLS ON WATER.— An oil slick on thesurface of the water blocks the flow of oxygen from theatmosphere into the water. This is harmful to fish andother aquatic life. If the fish do not die from the oilcoating on their gills or from eating the oil or oil-ladenfood, their flesh is tainted and they are no longer fit forhuman consumption. Besides harming aquatic life,drinking water can become contaminated by oil.Drinking water from wells and surface storage facilitiesis treated with chemicals to rid the water of harmfulbacteria. However, no amount of treatment can rid asystem of contamination from waste oil products. Thesystem must be abandoned.

Booming of spills has proved to be effective incontaining spills of liquids on relatively calm andcurrent-free waters. Because of ecologicalconsiderations, booming has become an importantmeans of containing oil spills, even though moreeffective equipment is now available.

Following confinement of oil spills on water,various methods of removing the confined liquid havebeen used. One method is the use of absorbents, such asstraw, plastics, sawdust, and peat moss. The absorbentsare spread on the surface of the spill and then collectedand burned on shore. Skimming devices operate on adifferent principle and must include pumps andseparators. Power boats with skimmers on the bowscoop up the oil and water and send them through an oilseparator and rollers to which only the oil adheres. Theoil is then removed by scraping or compression.

HARMFUL EFFECTS OF POLLUTEDWATERS.— Several basic biological, chemical, andphysical processes affect the quality of water. Organicwastes (natural products, such as food, paper, andhuman waste) decompose by bacterial action. Bacteriaattack wastes dumped into rivers and lakes, using upoxygen in the process. Fish and other aquatic life needoxygen. If the waste loads are so great that large amountsof oxygen are spent in their decomposition, certain typesof fish can no longer live in that body of water. A

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pollution-resistant lower order of fish, such as carp,replaces the original fish population. The amount ofoxygen in a body of water is therefore one of the bestmeasures of its ecological health.

If all the oxygen is used, an anaerobic (without air)decomposition process is set in motion with a differentmixture of bacteria. Rather than releasing carbondioxide in the decomposition process, anaerobicdecomposition releases methane or hydrogen sulfide. Inthese highly polluted situations, the river turns dark andodors-like rotten eggs-penetrate the environment.

Heated water discharged into lakes and rivers oftenharms aquatic life. Heat accelerates biological andchemical processes that reduce the ability of a body ofwater to retain dissolved oxygen and other dissolvedgases. Increases in temperature often disrupt thereproduction cycles of fish. By hastening biologicalprocesses, heat accelerates the growth of aquatic plantssuch as algae. Finally, the temperature level determinesthe types of fish and other aquatic life that can live inany particular body of water. The effects of excessiveheat operate to change the ecology of anarea-sometimes drastically, rapidly, and irreversibly.

One of the most serious water pollution problems iseutrophication—the “dying of lakes.” All lakes gothrough a natural cycle of eutrophication, but thisnormally takes thousands of years. Lakes are deep andhave little biological life. Lake Superior is a goodexample. Over a period of time, nutrients and sedimentswere added and the lake became more biologicallyproductive and shallower. As nutrients continued to beadded, large algae blooms grew, the fish populationschanged, and the lake began to take on undesirablecharacteristics. After an extended time, a lake canbecome a swamp and finally a land area.

People greatly accelerate this process ofeutrophication when they add nutrients to the water.Nutrients include detergents, waste food products,fertilizers, and human wastes. The actions of people can,in decades, cause changes that would take naturethousands of years.

Polluted waters harm human health as well as thenatural environment. It is true that epidemics of typhoid,dysentery, and salmonellosis borne by polluted waterare no longer serious public health threats in the UnitedStates. However, it is still vital that we maintainadequate protection of the public from these and otherpollution dangers. Often water must be treated to veryhigh levels before it is drinkable. Frequently, beachesmust be closed and shellfish left unharvested.

Inadequately disinfected municipal waste overflowfrom combined sewer systems and runoff from animalfeedlots often create high bacteria densities in localwater supplies. Ships that are anchored far upstream cancontribute to a high bacteria count in a community’swater supply. The Navy is exploring the use of manydevices and schemes to lessen the effect of wastedischarges in water.

Ground Pollution

Construction site work and repair and maintenanceof facilities have the immediate potential for becomingpolluting activities. Since the majority of constructionefforts take place on land, project supervisors mustidentify potential pollution hazards and take steps tominimize the effects. Some of the most commonpollution activities that affect the ground areas and waterecosystems are grubbing and equipment repairoperations.

GRUBBING OPERATIONS.— Large-scaleclearing and grubbing during the initial stages of aproject often produce damaging environmental effects,such as increased soil erosion, reduction of atmosphericoxygen, and destruction of wildlife habitat. Anotherprimary concern is the introduction of particulate matterinto streams and riverbeds. Particulate matter releasedinto waterways causes increased siltation and algaegrowth.

To prevent these damaging effects you should saveas much vegetation as possible-trees, grass, and otherplants-to hold the soil in place. Consider allowing treerows to be left in place until the project is completed.Replant cleared areas. Construct a shallow trencharound the perimeter of a project to help contain waterrunoff into streams and rivers and to prevent siltation.The decision to burn scrubs and stumps should be basedon atmospheric conditions. Burn only when conditionsare favorable and the material to be burned is totally dry.A burn permit is required in all burning operationson NCF projects! To prevent wild tires and productionof smog, do NOT use petroleum-base fuels to start fires!Petroleum-base fuels do not burn completely, and theresidue seeps into the underground water table.

EQUIPMENT REPAIR OPERATIONS.—Repair and maintenance of CESE whether in the shopor on the project site must always be under controlledand closely monitored conditions. Lubricating oil, fuel,hydraulic fluids, transmission fluids, and antifreezecontain extremely volatile chemical properties. Whenthese petrochemicals are mixed with certain solvents or

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acids, they produce deadly toxins that sometimes leakinto the groundwater or into the human food chain.Some of these toxins remain reactive and hazardous forup to 100 years before they become nontoxic. When anyof these materials are spilled onto the ground, it must beconsidered a major contaminating spill with dangerousaquifer polluting potential. Some of the larger CESEused by NCF contain enormous amounts ofpetrochemicals. A 25-ton hydraulic crane contains over214 gallons of potential pollutants, and a twin-enginescraper contains over 350 gallons. Spillage or dumpingof these amounts of contaminants can be disastrous!

Because of the varied conditions that affectmigration and recovery of a spill, recovery systems mustbe tailored for each site. Some of these systems arecovered in NAVFAC DM 5.14, Groundwater PollutionControl.

Small spills that encounter a shallow groundwatertable or that are contained by a natural barrier, such asrock, stone, or impermeable clay, prevent verticalmigration and can be recovered by using an interceptortrench, as shown in figure 7-1. This interceptor trenchsystem is relatively simple and can be built by usingmaterials and equipment normally available on aconstruction site. The trench must bisect the entire widthof the spill to contain it; therefore, the interceptor systemis useful only on spills that can be contained quickly.The trench depth usually is limited to 6 to 8 feet, becausebeyond that depth the ground becomes unstable. Animpermeable barrier, such as rubber sheeting, should beinstalled on the downgrade side of the trench. Thisbarrier prevents migration of the accumulated spillproduct and still allows water to pass beneath the barrier.Since most petroleum products float on water, the spillcan be pumped out into a separator, as shown in figure

7-2. The separated spill can then be disposed of off-siteat an authorized waste-handling facility.

Another method of clearing a spill area is tocompletely remove all contaminated soil from the siteto a facility or landfill that is designed to receive suchmaterial. This is called stripping. Stripping must be donecarefully so that the underlying and adjacent soil is notcontaminated by the removal process. Once all of thecontaminants are removed from the site, the excavationmay then be backfilled with dry, clean soil.

The best method, of course, is to be sure that spillsdo not occur on jobsites.

AIR POLLUTION

As a first class petty officer, you should be aware ofwork conditions that cause air pollution and of theefforts required to minimize or correct the problem.

When incomplete combustion occurs in baseboilers, space heaters, and stoves, the unburnedhydrocarbons and various other fuel componentscombine chemically to form by-products. Many of theseby-products are harmful to people and the environment.

The by-products that have the most adverse effecton the air are carbon monoxide, particulate matter,sulfur oxides, unburned hydrccarbons, nitrogen oxides,and lead. The most effective means of controlling airpollution from incomplete fuel combustion is toproperly and frequently maintain the equipment. In thisway, the equipment is operating at an optimal fuel andoxygen mixture. Another means of lessening airpollution, not always under your control, is the use ofonly the best grade of fuel. High-grade fuel contains lowparticulate matter, low water and sulfur content, and fewcontaminants.

Figure 7-1.—Interceptor trench with skimmer pump.

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Figure 7-2.—Water-in-oil separators.

Asbestos Asbestos is a fibrous mineral that can be woven like

Another air pollutant that you must bewool. Through a variety of processes, asbestos can be

knowledgeable of and concerned with is asbestos dust.turned into thousands of construction products, These

Asbestos dust occurs in the installation, maintenance, products were used extensively from the 1930s through

and removal of asbestos material from a construction the 1960s. Asbestos has been used by mankind for oversite. 2500 years. However, it was not until the early 1800s

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that asbestos was found to be a health hazard. In the1900s, only miners and workers in industrialmanufacturing plants were believed to be affected byasbestos. As research continued into the 1900s, asbestoswas discovered to be the main cause of asbestosis, ageneric term for a wide range of asbestos-relateddisorders and mesothelioma. Mesothelioma, at onetime, was a rare form of lung cancer. It is presentlyoccurring much more frequently among people exposedto asbestos dust particles.

There are three terms associated with asbestos dustparticle length that you need to know. These terms arenicron, nanometer, and angstrom. To give you an ideaof their size, in 1 meter, there are 1 million microns, 1billion nanometers, and 10 billion angstroms.

It was not until the advent of the transmissionelectron microscope and the scanning electronmicroscope in the latter part of the 1950s that the truesize (200 to 250 angstroms) of an asbestos particle wasdiscovered. Within this size range, air that appears to bedust-free can contain millions of disease-producingasbestos particles. These minuscule asbestos particleshave led to many laws, regulations, and cleanupproblems. Although these particles cannot be seen, theycan remain suspended in the air for months. In workingto solve this problem, you must take air samples toascertain the severity of the situation. To remove theseparticles, the air must be scrubbed with a special airfiltration machine.

The Navy’s guidance for asbestos use, demolition,and disposal is covered by the Navy OccupationalSafety and Health (NAVOSH) Program Manual,0PNAVINST 5100.23 series. However, you should alsolearn the local laws and restrictions pertinent to the areain which you work. These federal, state, and local lawsor ordinances are extremely important. In an overseaslocation, you need to research and clearly understandthe pollution laws of the host country. It is inevitable thatsomewhere in the disposal cycle, transporting of thistype of material to a disposal site will take place over

Pesticides

There are also numerous chemicals and pesticidesthat release harmful and deadly fumes into the air. It isimportant for you to become familiar with all thematerials used by shop personnel within yourjurisdiction. Normally, toxic substances have warninglabels affixed to them. Once the chemicals being usedare identified, you can obtain supplemental informationfrom the unit environmental protection office or fromthe local safety office.

POLYCHLORINATED BIPHENYLS (PCBs)

There are other hazardous substance classes ofchemicals that you, as a first class petty officer, must beaware of. These chemicals, polychlorinated biphenyls,better known as PCBs, are a group of toxic chemicalsbelonging to the chlorinated hydrocarbon family.

PCBs have been used extensively as insulators andcoolers in electrical equipment. PCBs have been usedprimarily in electrical transformers, especially in andaround buildings where the danger of fire exists. PCBshave also been used in capacitors, fluorescent lightballasts, electrical appliances, and motors.

PCBs can cause irritation to the eyes, skin, andlungs. PCBs also are suspected of being a cause ofcancer. To date, there is still not enough evidence toprove PCBs cause cancer in humans. PCBs accumulatein the environment; more specifically, they accumulatein human fat tissue. PCBs are stable and slow to breakdown.

Naturally after reading this information, you areasking yourself, how do I recognize containers orequipment that may contain PCBs? To begin with,PCBs were manufactured and used in a variety ofelectrical and mechanical applications from the early1930s until regulated by the Toxic Substances ControlAct in 1977. They continue to be used today, but only inenclosed systems.

roads not directly under Navy control. If you are designated as a project supervisor or petty

In all cases, you must constantly research the lawsofficer in charge (POIC) of a project, you must be awareof items that contain PCBs if these items are to be

governing asbestos. If you are continually involved with serviced, modified, or removed from service. If suchasbestos, you need to stay informed of current items exist, you must stop site work secure the site, andregulations and laws. Asbestos laws are constantly notify the activity environmental coordinator and thechanging and being updated. At the present time, EPA branch or division. For further information on thelegislation is proposed to outlaw all forms and uses of PCB program, consult the PCB Program Managementasbestos. Guide, NEESA 20.2-028B.

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HAZARDOUS MATERIAL CONTROL

The hazardous material control program is aNavywide program to enforce the correct storage,handling, usage, and disposition of hazardous material.Hazardous waste disposal is a serious concern in today’sNaval Construction Force. Cleaners, acids, mastics,sealers, and ever-paints are just a few of the hazardousmaterials that may be present in your shop or on yourproject site. As screw leader, you are responsible for thesafety and protection of your crew. You are equallyresponsible for the protection of the environment. Thereare stiff fines and penalties that apply to NCF work aswell as civilian work for not protecting the environment!You are not expected to be an expert in this area. Youshould, however, immediately contact theenvironmental representative or the safety office in caseof any environmental problem (spill, permits, planning,and such).

PROPERTIES OF HAZARDOUS WASTE

Few discarded materials are so compatible with theenvironment or so inert as to have no short-or long-termimpact. Hazards that appear minor may haveunexpected impacts long after disposal. When two ormore hazards pertain to a material, the lesser may notreceive the necessary consideration. Mixing of twodiscarded substances may result in a chemical reactionwith severe and unexpected consequences.

Since waste is generally a mixture of manycomponents, its physical and chemical propertiescannot be defined with any degree of accuracy.Whenever possible, the approximate composition of ahazardous waste should be ascertained from theoriginating source or from the manifest accompanyingthe waste being transported. Generally, when onecomponent predominates, the physical and chemicalproperties of the waste mixture are nearly those of themajor component. This is not true for the hazardousproperties of waste mixtures consisting of a relativelyharmless major component and small amounts of highlytoxic, radioactive, or etiologically (disease producing)active components. The hazard, in this case, isdetermined by the smaller component.

The EPA defines hazardous solid waste as anymaterial that has the potential to do the following:

1. Cause, or significantly contribute to, an increasein mortality or any serious, irreversible, orincapacitating reversible illness.

2. Pose a substantial hazard to human health or theenvironment when the hazardous material is improperlystored, treated, transported, or disposed of.

By EPA standards, the determining factor for amaterial to be classified as hazardous waste is that itmust meet one or more of the conditions of ignitability,corrosivity, reactivity, or toxicity.

. Ignitability:

It is a liquid, other than an aqueous solution,containing less than 24 percent alcohol by volume andhas a closed-cup flash point of less than 60°C (140°F).

It is not a liquid and is capable under standardtemperature and pressure of causing fire throughfriction, absorption of moisture, or spontaneouschemical changes and, when ignited, burns sovigorously and persistently that it creates a hazard.

It is an ignitable, flammable compressed gas, whichis defined as a gas that forms a flammable mixture whenmixed with air at a concentration less than 13 percent(by volume) or has a flammability range with air that isgreater than 12 percent, regardless of its lowerflammable limit.

It is an oxidizer, such as a chlorate, permanganate,inorganic peroxide, nitrocarbo nitrate, or a nitrate thatyields oxygen readily to stimulate the combustion oforganic matter.

l Corrosivity:

It is an aqueous solution and has a pH less than orequal to 2 or greater than or equal to 12.5.

It is a liquid, and it corrodes steel at a rate greaterthan 6.35 mm (0.25 inch) per year at a test temperatureof 55°C (130°F).

. Reactivity:

It is normally unstable and readily undergoesviolent change without detonating.

It reacts violently with water.

It forms potentially explosive mixtures with water.When mixed with water, it generates toxic gases, vapors,or fumes in a quantity sufficient to present a danger tohuman health or to the environment.

It is a cyanide- or sulfide-bearing waste that, whenexposed to pH conditions between 2 and 12.5, cangenerate toxic gases, vapors, or fumes in a quantitysufficient to present a danger to human health or to theenvironment.

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It is capable of detonation or explosive reaction if itis subjected to a strong initiating source or if heatedunder confinement.

It is readily capable of detonation or explosivedecomposition or reaction at standard temperature andpressure.

It is a known forbidden substance or a class A or Bexplosive.

l Toxicity:

It is a material that contains or degrades into toxiccomponents in concentrations that pose a potentialhazard to the environment or to the public health andthat may be fatal to human in low doses.

HAZARDOUS WARNING MARKINGSAND LABELS

Specific hazards can be determined at a glance byreferring to warning markings and labels that identifyhazardous materials. Hazardous warning markings andlabels are necessary to show clearly the hazardousnature of the contents of packages or containers at allstages of storage, handling, use, and disposal. When unitpackages (marked packages that are part of a larger

container) are removed from shipping containers, thecontinuity of the specific hazard warning must bepreserved. This is normally done by applying theappropriate identifying hazardous label to the hazardousmaterial container or package.

The Department of Transportation (DOT) labelingsystem, shown in figure 7-3, is a diamond-shapedsymbol segmented into four parts. The upper three partsreflect hazards relative to health, fire, and reactivity. Thelower part reflects the specific hazard that is peculiar tothe material.

The four specific hazards that the labels aredesigned to illustrate areas follows:

Health Hazard - the ability of a material to either directly or indirectly cause temporary or permanentinjury or incapacitation.

Fire Hazard - the ability of the material to burnwhen exposed to a heat source.

Reactivity Hazard - the ability of a material torelease energy when in contact with water. This term canbe defined as the tendency of a material, when in its purestate or as a commercially produced product, tovigorously polymerize, decompose, condense, or

Figure 7-3.—Hazardous code chart.

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otherwise become self-reactive and undergo violentchemical changes.

Specific Hazard - this term relates to a specialhazard concerning the particular product or chemical,which was not covered by other labeled hazard items.

The degree of hazard is expressed by a numericalcode:

4 = extremely dangerous material

3 = dangerous hazard

2 = moderate hazard

1 = slight hazard

0 = no hazard

The example, shown in figure 7-4, describes thehazards of methyl ethyl ketone. Methyl ethyl ketone isusually found mixed with paints, oils, and greases fromsolvent cleaning, paint removers, adhesives, andcleaning fluid residues. The numbers on the labelidentify this chemical compound as follows:

Health Hazard 2, “Hazardous”

Fire Hazard 4, “Flash point below 73°F, extremelydangerous material”

Reactivity 3, “Shock or heat may detonate,dangerous material”

Specific Hazard, “None”

Other specific labeling requirements are providedin the NAVSUPINST 5100.27 series. All supervisorsshould carefully review the contents of this instruction.

MATERIAL SAFETY DATA SHEETS

A Material Safety Data Sheet (MSDS), OSHA Form174, or an equivalent form containing the identical dataelements, must be used by manufacturers of chemicalproducts. This form communicates to users thechemical, physical, and hazardous properties of the

Figure 7-4.—Hazard warning label for menthyl ethyl ketone.

product. Manufacturers must use MSDS forms tocomply with the OSHA Hazard CommunicationStandard, 29 CFR 1910.1200. The completed formidentifies key information on the product: name,address, and emergency contact of the manufacturer.The form also contains the identity of hazardousingredients, physical/chemical characteristics, fire andexplosion hazard data, reactivity data, and health hazarddata. The form also lists the precautions for safehandling and use, and control measures. Notice thatOSHA Form 20 or DD-1813 forms are consideredobsolete and should not be used for supplying MSDSinformation. All data submitted must comply with theprovisions of FED-STD 313C.

Upon drawing any hazardous material, MLOprovides the crew leader with an MSDS. The MSDSidentifies any hazards associated with exposure to thatspecific material. It also will identify any personnelprotective equipment or other safety precautionsrequired as well as first aid or medical treatmentrequired for exposure. The crew leader is required byfederal law to inform crew members of the risks and allsafety precautions associated with any hazardousmaterial present in the shops or on the jobsite. Thisshould be done during each daily safety lecture.Additionally, the MSDS must be posted conspicuouslyat the jobsite, shop spaces, and any other approvedhazmat storage area.

HAZARDOUS MATERIAL STORAGE

The safest practice concerning hazardous materialis to draw only the amount of material than can beused that day. Storing hazardous materials on thejobsite requires the use of approved storage containers.These containers must be placed a minimum of 50 feetaway from any ignition device or source. Plan for thedelivery of proper storage equipment before havinghazardous materials delivered to the jobsite. Since manyhazardous materials require separate storage containers(for example, corrosives and flammable cannot bestored together), consult with the battalion safety office.

HAZARDOUS MATERIAL TURN-IN

Any excess material must be disposed of through anauthorized hazardous material disposal facility. Properlabeling of hazardous materials is critical. Properlylabeled, waste can be disposed of for a relatively lowprice. Unidentified, it must first be analyzed, which isextremely expensive.

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Avoid mixing unlike types of waste. Do no mixwaste paint timer in a waste oil drum. The Navy sellsuncontaminated waste oil for a profit. If only minoramounts of any other substance are present in the wasteoil, the Navy must pay high prices for analysis anddisposal. The best method for disposal is properlylabeling the materials and returning them, unmixed tothe supply department. Each container must be clearlylabeled, preferably with the BM line item or othersupply tracking documentation. It is always best tocheck with the battalion MLO staff or safety office forproper disposal procedures.

This chapter does not attempt to tell all you need toknow about environmental pollution. For specificinformation, refer to the following manuals orinstructions:

. Domestic Wastewater Control, MIL-HDBK1005/8

. Environment and Natural Resources ProjectionManuals, OPNAVINST 5090.1 series and5090.2 series

l Groundwater Pollution Control, DM 5.14

l Hazardous Waste Storage Facilities,MIL-HDBK 1005/13

. Industrial and Oily Wastewater Control,MIL-HDBK 1005/9

. NCF Occupational Safety and Health ProgramManual, COM2NDNCB/COM3RDNCBINST5100.1 series

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CHAPTER 8

CONTRACT QUALITY ASSURANCE

LEARNING OBJECTIVE: Recognize the relationships between the NavalFacilities Engineering Command, Engineering Field Divisions, and the facilitycontracting offices of Public Works; identify surveillance methods and types ofquality assurance inspections used to monitor U.S. Navy contracts with civiliancontractors.

The recent trend to contract a large portion of publicworks functions and construction projects at navalfacilities came about because of many factors. Aprimary factor is manpower restrictions imposed bycongressional acts, economics, and requirements forspecialized services. Another primary factor is toprovide access to state-of-the art processes andtechnologies for the Navy shore support facilities.

This chapter introduces general developmentprocedures of facilities support contract specificationsand the different contracting authorities used for facilitysupport contracts. This chapter also introduces thequality assurance methods currently in use forsurveillance and inspection of a contractor’s workperformancve. The intent is to familiarize Seabee firstclass and chief petty officers with the operations andadministrative requirements of a facility supportcontract office and NAVFAC facility support contractprocedures.

CONTRACT ADMINISTRATION

An overview of the important functions will provehelpful for the proper administration of a constructioncontract. Normally, the public works officer (PWO)receives orders to a local engineering field division(EFD). His additional duties will include duty as officerin charge of contracts (OIC).

The OIC will appoint a resident OIC (ROIC). TheROIC will appoint an inspector (QAE) when schedulinga contract for advertising. They will be responsible forthe day-to-day administration of the contract. Beforethe award of a contract, the ROIC and QAE inspectorsshould conduct a thorough review of all plans andspecifications. They should make a visit to the contractsite to verify existing conditions and identify potentialproblems. This process will help reduce the number ofproblems discovered once the contractor starts work.

Discovering and resolving potential problemseliminates the need for a future change order. Forwardrecommended changes to the OIC for incorporation intothe plans and specifications.

After the award of a contract, the OIC holds aprestart or preconstruction conference when practicalwith both contractor and government representatives.This provides the contractor an opportunity to becomeacquainted with the many-required administrativeprocedures that the government uses. Some contractorsare unfamiliar with these methods and the sometimesunique language used by the Navy. The conference alsoaids in coordinating the contractor’s plans with theusing activity and other interested parties, such asenvironmental protection and saftey personnel.

Throughout the life span of a contract, document allsignificant actions in writing at the time they occur.This takes the form of memorandums for the record,letters to the contractor, phone conversation records, orother types of written documents. The preparation ofproper and timely correspondence improves theadministration of a contract. This includes letters to thecontractor on the following:

1. Payment schedules.

2. Progress charts.

3. Explanations of procedures for submission ofshop drawings.

4. Instructions for ordering materials under theDefense Priority Materials System.

5. Common letters to or from the contractor needto proceed effiiciently. These letters also help thecontractor understand the Navy contract system.

The ROIC should monitor the status of replies tothe contractor-originated questions, requests, andstatements. To accomplish this, stamp all incomingcorrespondence with the date and time of receipt.

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Maintain a log of all correspondence that requiresaction.

As contract work proceeds, monitor and properlydocument significant information, such as thecontractor’s progress, problems experienced, andpending changes. The inspector’s daily report isparticularly valuable for this purpose. Theese reportsform the historical basis of the position of thegovernment if a dispute develops between thegovernment and the contractor. Therefore, frequentvisits to the contractor site and job status meetings areessential.

Besides constantly reviewing the progress of acontract, you must make a constant effort to foreseeproblems the contractor might meet. One problem thathas major influence on the contractor’s progress is latedelivery of materials and equipment, such asair-handling units or subcontractor prefabricated items.Furnishing its resources and expertise to help thecontractor serves the best interest of the government.You must make every effort to relieve this kind ofproblem instead of trying to justify or explain it.

Many contract specifications are drawn up yearsahead of the actual letting of a contract. Some itemsrequired by the specifications will no longer beavailable and require replacement by similar items.This change requires initiating a change order. Changeorders are formal changes to a basic contract and mustmeet with NAVFAC instructions and result from one ormore of the following changes:

l Design

l Requirements

l Conditions

l Constructive

Government representatives must ensure changeorders do not needlessly delay the contractor’s progress.Additionally, they must assure all change orders getpromptly started, negotiated, and issued to thecontractor. Any delay in progress by a contractorattributed to a change order must be of immediateconcern to the government representatives. Take allpossible actions to prevent delays that could result fromchange orders.

Upon completion of a contract, both contractor andgovernment representatives conduct a joint final

inspection. Document all discrepancies found duringthe final inspection. Meeting contract specificationsrequires correction of these discrepancies. Upon thecontractor’s completion of all contract requirements,the contractor executes release forms and submits thefinal invoice to the OIC.

The NAVFAC P-68, Contracting Manual, guidesthe administration of contracts and is the primary guidefor all Navy representatives of the government oncontracts.

NAVAL FACILITIES ENGINEERINGCOMMAND

In the administration of contracts, theorganizational chain of authority must be understood.NAVFAC is the primary contracting authority for allconstruction contracts, facility support contracts, andA/E contracts related to construction. NAVFAC is alsoresponsible for providing technical and managerialassistance. It also provides related engineering materialand equipment to Navy and Marine Corps shorefacilities. NAVFAC is also responsible for allautomotive, weight-handling (not material-handlingequipment), and fire-fighting equipment assigned to theshore facilities of the Navy and Marine Corps. For areview of NAVFAC responsibilities, read NAVFACP-315.

Major Claimants

Major claimants, such as CINCPACFLT andCINCUSNAVEUR, have the responsibility for thereadiness of all their respective shore facilities. Thisincludes the operations, maintenance, and repair ofthese facilities. NAVFAC is one of several systemcommands that provide logistical support to theseclaimants. NAVFAC provides support by assisting withthe operation and maintenance of these facilities.

Engineering Field Divisions

NAVFAC presently has five field divisions as itsprimary field organization. Officers in command of theengineering field divisions (EFDs) are delegatedcontractual authority to award most NAVFAC contractswithout prior approval. The head of the contractsdepartment is responsible for all contract functionsexcept those involving utilities and real estatepurchasing. Within the facilities managementdepartment, the facilities division has principal interestin facilities maintenance management. This division

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acts as a focal point for the public works activities in theEFD’s geographical area of responsibility.

The EFD procurement organization takes manyforms, depending upon contract work loadrequirements, such as dollar volume, physical location,and type of work. The EFD can delegate contractualauthority to local Civil Engineer Corps officers to act aseither procuring contracts officer (PCO) oradministrative contracts officer (ACO). As thePCO/ACO, they are responsible for the review anddistribution of bid packages. They are also responsiblefor the receipt and evaluation of bids, awardingcontracts, making payments, and resolving matters ofcontractual interpretation.

COGNIZANT AUTHORITY

Regarding contracting, there are several dutiesrequired that have specific authority. The execution ofthese duties requires specific skills and knowledge.Assign individuals who have the proper technicalknowledge and background to these duties. Some casesrequire assignment of multiple responsibilities andduties. This assignment depends on the size of theactivity and its involvement with contracts.

Officer in Charge

The commander, NAVFAC, delegates contractauthority to the officer in charge (OIC). The OIC isresponsible for all aspects of the contracting officeincluding administration, management, training, andsurveillance. This should be done according to DefenseFederal Acquisition Regulations (DFARs), theContracting Manual (NAVFAC P-68), and otherpertinent regulations. The OIC is responsible forpreparation of the final contract documents andconducts the solicitation and evaluation of bids.

Resident Officer in Charge

The OIC appoints the resident officer in charge(ROIC) who is normally responsible for the post-awardmanagement of a contract. As ROIC, he or she willusually arrange for the pre-award conference, certifycontractor payments, prepare show cause notices, andmonitor the complete performance of contractsassigned to him or her.

Facilities Support Contract Manager

The facilities support contract manager (FSCM) isresponsible for the day-to-day management of a

facilities support contract. The ROIC will appoint theFSCM when the contract is a construction,maintenance, or repair contract. His or her primay dutyis to make the contract run smoothly. Before the awardof a contract, the FSCM or ROIC is responsible forhelping the OIC with the preparation of certaindocuments. Some of those documents are the statementof work government estimate, and the QA surveillanceplan. After the award, the FSCM is the contractor’spoint of contact. The FSCM processes change orders.He or she also coordinates work orders with the ROIC.

The FSCM or ROIC has technical control andsupervisory responsibility over the Quality AssuranceProgram. This program provides the best informationon a contractor’s performance because of the close dailycontact with a contractor.

Quality Assurance Evaluator

The quality assurance evaluator (QAE) is responsiblefor monitoring the contractor’s performance. The QAEworks under the direction of the FSCM but is from thepart of the organization that has functionalresponsibility and technical expertise. QAEs areresponsible to the customer for ensuring that workmeets the needs of the customer as outlined in theperformance work statement (PWS). The FSCMs areresponsible for confirming that the accomplished workmeets the contract requirements. The QAEs areresponsible for preparing the quality assurance (QA)plans. They are also responsible for the surveillance,documentation, and evaluation of the work performed.QAEs do not administer contracts but assist thefacilities support contract manager through theverification and documentation stage of the contractor’sperformance.

Accomplishment of the QAE’s functions requiresin-depth knowledge of the functions evaluated. TheQAE must have a detailed knowledge of the contractspecification involved and general knowledge ofcontract administration procedures. Expect QAEs tohave, at least, a detailed knowledge of the contractspecification involved on assignment. QAEs will gaingeneral knowledge of contract administration from thecontract manager.

TYPES OF CONTRACTS

Currently, there are two contracting authorities usedby the Navy for facility support contracts. They areNAVSUP and NAVFAC. For clarity, the differentcontracting authorities are discussed.

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Facilities Support Contracts

Facilities support contracts, as defined in theDefense Federal Acquisition Regulations Supplement(DFARS), call directly for a contractor’s time and effortinstead of a specific product. There are three agenciesproviding facility support contracts to the Navy. Theagencies are GSA, NAVSUP, and NAVFAC. NAVFACis the principal agency for providing facility support.The Contracting Manual, NAVFAC P-68, provides adetailed discussion of facilities support contracts andcontract procedures.

NAVSUP Contracts

The Naval Supply Systems Command (NAVSUP)is the Navy’s principal agent for procurement ofsupplies. Services obtained under NAVSUP’scontracting authority normally support the command’smission.

NAVFAC Contracts

NAVFAC is the Navy’s principal agent for theprocurement of services that support public works andpublic utilities functions. Classification of NAVFACfacility support contracts is in one of three ways.

The Davis-Bacon Act defines facility supportconstruction contracts (FSCC). The Davis-Bacon Actalso specifies regulations and wage requirements forthis type of construction when the cost exceeds $2,000.Construction for facility support is defined as“construction, alterations, and/or repair, includingpainting and decorating of public buildings or publicworks.” The Department of Labor is responsible forenforcement of the Act. Therefore, the NavyDepartment does not have final authority to decidewhether a contract involves construction as defined bythe Act. You would write FSCCs in the ConstructionSpecification format (CSI). This format should befamiliar, as it is the format used to write specificationsfor projects. It contains the same 16 divisions plus oneadditional division. That is Division O, called “Biddingand Contract Requirements.” The contract will includethe Standard Construction Contract Clauses prescribedby NAVFAC. It also will include all the items listed inthe P-68, subpart 14.2, “Solicitation of Bids.” Some ofthose requirements are bond forms, instructions tobidders, labor provisions, wage rates, certificationsrequired, and any special material important to thecontract, such as soils studies. Some examples ofconstruction contracts are as follows:

l

l

l

l

Exterior and interior painting of buildings

Resealing of joints in concrete pavement

Dredging to a specific depth

Seal coating asphaltic pavement

Facility support service contracts (FSS) call for acontractor’s time and effort and provide a serviceinstead of a product. The provisions of the Service Actof 1965, as amended, apply to these contracts.Contracts exceeding $2,500 include provisions of theService Act of 1965. When the Service Contract Act exclusively governs the wage rate, this requires the useof the uniform contract format (UCF) to write thecontract. The FAR of subparts 14.2 and 15.4 containthe UCF. The UCF consists of four parts and 13sections as listed below. The names of some sectionsmight differ. The depends on whether the solicitationof the contract is by sealed bid or competitivenegotiation.

PART I - THE SCHEDULE

Section A

Section B

Section C

Section D

Section E

Section F

Section G

Section H

Solicitation/Contract Form

Supplies or Services and Prices/Costs

Description/Specifications/Work State-ment

Packing and Marking

Inspection and Acceptance

Deliveries and Performance

Contract Administration Data

Special Contract Requirements

PART II - CONTRACT CLAUSES

Section I Contract Clauses

PART III- LIST OF DOCUMENTS, EXHIBITS, ANDOTHER ATTACHMENTS

Section J List of Documents, Exhibits, and OtherAttachments

PART IV - REPRESENTATIONS AND INSTRUCTIONS

Section K

Section L

Representatives, Certificates, and OtherStatements of Bidders

Instructions, Conditions, and Notices tothe Bidders

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Section M Evaluation Factors for Award

Some examples of facilities support contracts are asfollows:

l

l

l

l

Custodial services

Grounds maintenance

Guard services

Transportation operation and maintenance

The third type of contract involves both procure-ment of services and construction work. This type ofcontract is a facility support combination contract(FSC/COMBO). An example of this contract ismaintenance and repair of HVAC systems. Preventivemaintenance is service work, and the repair of a systemis construction. The Service Contract Act would applyto the service work. Depending on the description ofthe work, the Service Contract Act or the Davis-BaconAct could apply to the construction effort. Should theconstruction cost be less than $2,000, the ServiceContract Act would regulate the wage rate for thecontract. Preparation of combination contracts is in theUCF. Housing maintenance contracts are an excellentexample of a combination contract.

QUALITY ASSURANCE PROGRAM

When the government purchases goods andservices, methods assuring that the contractor providedrequirements of the contract must be in place. Navalshore activities must develop and set up procedures toassure that the quality and quantity of goods andservices conform to contract requirements toaccomplish this. These procedures come under theheading of “quality assurance.” Quality assurancediffers from quality control, in that, you focus on thequality of the product delivered and not the steps takento get there. Contractors are responsible for providingquality control that controls the production process.Quality control must also ensure a constant qualityoutput.

Base the Quality Assurance (QA) Program on awritten plan and key it to performance-orientedspecifications. The QA program focuses on the qualityof the product delivered by the contractor, not on thesteps taken or contractor procedures that provide theproduct. This plan also includes the use of scheduledinspections and provides a structural approach to

surveillance. This permits good management control ofthe quality assurance process.

For an effective QA program, you must meet certaincriteria. First, write the performance work statement(PWS) so the quantity and quality of the contractedwork is measurable. View the development of the PWSand the quality assurance plan as a simultaneous processsince both documents interrelate. The PWS definesrequired work outputs and quality standards, while theQA plan defines inspection and measurement methodsfor work production.

Next, the QA plan must provide for adequate andeconomical contract surveillance. Provide the depthand detail of surveillance compared with the importanceof the contract being monitored. Surveillance on a trashpickup service would not require the same depth ofsurveillance as a new water-service line contract. Alsothe QA plan must have the authority written into it, sothe FSCM/ROIC can take corrective action fornonperformance or unsatisfactory performance.

There are three basic principles that the QAE mustfollow when performing surveillance. It does notmatter whether it is a facilities support contract or aconstruction contract.

Product. Quality assurance evaluates the productprovided by the contractor. The product results eitherfrom a contractor-developed procedure or from agovernment-specified procedure. Satisfactoryproduction normally confirms that the contractor isusing satisfactory procedures. The governmentconcern arises with the contractor procedures onlywhen output or services are inadequate. When thegovernment specifies the procedure, compliance withthe procedure is the desired product.

Compliance. Monitor contractor compliance withcontract requirements through the performanceindicators and standards specified in the PWS.Performance indicators are measurable attributes of theoutputs. Compare the contractor’s performance againsta standard gauge. For example, on a trash pickupservice contract, scheduled trash collection is the workrequired. Timeliness is a good indicator of performanceand the standard is trash pickup must be within 4 hoursof the scheduled time.

Cause of the problem. When observed perfor-mance indicators show production does not meetcontract requirements, then the QAE identifies thecause of the problem. The QAE looks beyondproduction to learn the cause of the problem. If thecause of the problem rests with the government, take

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corrective action through government channels and noaction is necessary by the contractor. If the contractoris at fault, the QAE requests the contractor to takecorrective action. Corrective action could be areduction of payments to the contractor and/or issuanceof a Contract Discrepancy Report (CDR).

SURVEILLANCE METHODS

Although the business and industrial communityuse many surveillance methods, the Navy currently usesthe five specific inspection methods shown below.

100-perecent inspection

Planned sampling

Random sampling

Validated complaint

Incidental or unscheduled inspection

One hundred-percent inspection of a contractmeasures a contractor’s true level of performance. Thismethod is extremely expensive and time-consuming.This type of surveillance requires an evaluation of thecontractor’s production for every work occurrence;therefore, use the 100-percent method only whennecessary. A good example of this type of surveillanceis checking police and ambulance response time orchecking the daily cleaning of key public rooms.

Surveillance by planned sampling evaluates a partbut not all of a contract requirement. This method ofsurveillance is useful when inspection requirements atone location are more important than another location.For instance, inspect galley garbage containers asopposed to remote admin spaces. This type of samplingis also useful when a contractor’s performance is notgood in a particular area of construction but is highlyproficient in another. Ensure the contractor is aware ofspecific areas in which the QAE will place majoremphasis within the surveillance process. For example,the grounds around the COS office and the exchangeare always well kept. However, the perimeter roads onthe back side of the runway often show signs of poormaintenance. The runway areas have little traffic sothey will require more inspections.

Surveillance, based on random sampling, evaluatespart, but not all, of the work performed by a contractor.The QAE can monitor any work using random

sampling. The QAE’s bias does not affect the specificwork selected for evaluation. All elements of workhave the same level of importance.

This method estimates the contractor’s generallevel of performance for a given contract requirement.It is most useful when evaluating items that arerepetitive nature, such as janitorial work, groundsmaintenance, or service call work.

Validated customer complaints are a surveillance

method based on customer awareness. Customers,familiar with contract requirements, inform the QAEwhen there is a case of poor performance ornonperformance. Upon notification, the QAEinvestigates the report and, if valid, documents theperformance problem. Formal customer complaintsserve for documenting certain types of serviceproblems. The way to obtain and document customercomplaints requires careful planning by the peoplemonitoring the facilities support contract. Customercomplaints are not random. When validated by theQAE, they can be used to deduct money from thecontractor. When random sampling is the chosenmethod of surveillance, use of a customer complaintdoes not satisfy a random observance. Use of randomsampling as evidence of unsatisfactory performance ispossible if random sampling shows that the specificservice is unsatisfactory. Use of these complaints canhelp decide whether other action should be taken.

Explain an aggressive customer complaintprogram, once established, to every organization thatreceives the contractor’s services. Provide an operatinginstruction to each organization outlining the customercomplaint program. Also, provide the format and thecontent of a formal customer complaint and the actionrequired from people assigned to monitor and managethe FSC. Normally, deliver each customer complaint,in person or by telephone, to the individual checking thecontractor’s performance. Enter complaint informationinto a Customer Complaint Record, like the sampleshown in figure 8-1. The record contains the followinginformation:

l

l

l

l

Date and time of complaint

Source of complaint (organization orindividual)

Details of complaint (narrative description)

Contract reference of complaint-relatedservices

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Figure 8-1.—Customer Complaint Form NAVFAC Form 4330/47.

l Valid complaint (yes or no) l Validation and results of the reinspection

When selecting validated customer complaints asl Date contractor is informed of complaint the primary method of surveillance for a particular

contract requirement, you must allot ample time for thel Action taken/planned by contractor validation process.

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The QAE should conduct an incidental orunscheduled inspection on a contractor’s work. Thissurveillance method is not an accurate way to decide acontractor’s complete performance and should not bethe primary means for evaluating the contract. Thismethod is useful in finding out if a contractor is havingdifticulties. The method is also useful to help inpredicting or validating any future problem that waspossibly overlooked during the scheduled OICmeetings. An example of this type of problem ismaterial deliveries or schedule problems.

SURVEILLANCE PROCESSES

The key to obtaining satisfactory performance fromcontractors is good government surveillance of acontractor’s performance. Haphazard surveillance byuntrained personnel is an invitation to poorperformance. Historically, some work is more prone topoor quality, such as concrete, heating, and airconditioning, or similar work, that is usually hiddenfrom view. Most government contractors are honestand do not cut corners, but the few who do requiremonitoring and correcting deficiencies immediately.The QAE is the primary frontline person in contractmanagement and serves as the eyes and ears of thecontract manager and the OIC.

The two most important requirements that a QAEmust have, to do a good job, are the contractrequirements and the contractor’s work schedule. Thefirst requirement dictates exactly what work thecontractor is to do. It also dictates what the QAE is toevaluate. The work schedule is necessary so the QAEwill know precisely when the work is occurring. Obtainthis information before the contractor begins any work.Also, the contract manager and QAE can include anymodifications to the QA plan and schedule sincedevelopment was before the awarding of the contract.

After development of QA plans and schedules,normally they remain unaltered for the life of thecontract. Conduct contract surveillance strictlyaccording to the QA plan and schedule. Note anycontractor discrepancies. The QAE must fullydocument them and alert the contract manager. TheQAE or contract manager will notify the contractor tocorrect the discrepancies.

At the end of each surveillance period (usually 1month each), analyze all documented surveillanceresults to decide the contractor’s complete level ofperformance. There are several courses of actionavailable if the contractor’s performance is below

acceptable standards. These courses of action are asfollows:

1. Making monetary deductions against thecontractor for all observed and documented cases ofnoncompliance. This can be done despite thecontractor’s overall performance.

2. Issuing a verbal or written warning to thecontractor.

3. Issuing a contract discrepancy report (CDR).

4. Issuance of a show cause letter.

The OIC may take one of the above actions.However, “termination by default” must be coordinatedwith the commander of the engineering field division.It is important that the QAE provides and maintains

good documentation despite the course of action takento correct poor contract performance.

SCHEDULE DEVELOPMENT

The development of an effective evaluationschedule should be of the highest priority to the QAE.The evaluation schedule permits the QAE to plot wherehe or she should be on any given day of the week. Bydeveloping a balanced inspection schedule, the QAEcan plan and execute the QA work load. This enablesthe QAE to make the most efficient use of availabletime. The surveillance schedule serves the followingpurposes:

1. It optimizes time.

2. It provides for management control.

3. Combining the schedule with evaluation reportsprovides an accurate audit.

Contract surveillance must cover all hours ofoperation. Schedule random observations at night, onweekends, and on holidays when services are doneduring these periods. Monitor areas on a set scheduleincluding these in the monthly schedule. This monthlyschedule will always show where and what the QAE ismonitoring.

Figure 8-2 shows an example of a QAE’s schedule.This example shows only a 6-day schedule. The QAEmakes up enough sheets to cover the entire month.

After preparing the schedule, mark it “FOR OFFICIALUSE ONLY” and never show it to the contractor.

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Figure 8-2.—Sample QAE Surveillance Schedule.

Documentation Also useful is any other material that reflects the

Documentation is a key element of the QAE’s job.quality/quantity of the contractor’s performance.

Some documentation requirements are the QAE’s Surveillance shows that the number of defects for

monthly schedule, the completed evaluation the scheduled month is excessive. The QAE should try

worksheets, and the records of customer complaints. to identify and document the cause of the problem.

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Some probable causes of defective contractorproduction may be due to any of the following:

1. The cause of the problem lies with the

government if

l Delivery of government-providedmaterials or equipment is deficient.

l Government employees (civilian ormilitary) are disrupting the contractor’s efforts.

l Subcontractor support is not effective (if

contracted by the government).

2. The cause of the problem lies with thecontractor if:

l The contractor does not have enough

people on the work site.

l There are not enough properly trainedpeople on the work site.

l Supervision by the contractors inadequate.

l The contractor’s quality control staff is notidentifying problem areas.

O The contractor is not using the propermaterials or equipment to accomplish the job.

l The contractor is not using the proper work

methods to produce the required product.

During the contract, the QAE retains a copy of all

QAE schedules, evaluation worksheets, and checklists.At the end of the contract period, the QAE forwardsthese records for inclusion in the contract file. Aspecific service becomes unsatisfactory during asurveillance period. You should forward a copy of theinspection documentation supporting the contract

discrepancy to the contract manager and the ROIC for

action. You must keep the contractor appraised ofsurveillance results involving discrepancies. Onemethod is to provide the contractor’s representativewith a copy of the evaluation worksheet. Thecontractor’s representative should initial the originalevaluation worksheet, showing that he or she hasreceived a copy.

Surveillance Results and Discrepancies

At the end of each month, the QAE should assessthe results for the evaluation worksheets, checklists, andother documents to figure out the contractor’s completeperformance. If the contractor has performedexcellently with few defects noted, the QAE maysuggest that the contract manager inform the contractorof satisfactory performance. The QAE mayrecommend a reduced level of surveillance.

Poor performance by a contractor requires muchmore, particularly in documentation and QAE effort. Ifa contractor has displayed poor performance, take thefollowing actions:

1. The QAE learns that the government createdany of the discrepancies. These discrepancies shouldnot count against the contractor’s performance. Whenthe government has caused the contractor to performdeficiently, the QAE prepares a letter to the responsibleorganization requesting corrective action. The QAEsends the letter to the responsible organization throughthe contract manager.

2. The government did not cause the discrepancy,The QAE tells the contractor’s site manager, in person,when the discrepancies occurred and asks the contractorto correct the problem. The QAE notes on theevaluation worksheet the date and time of thedeficiency. The QAE has a contractor’s representativeinitial the entry on the worksheet.

3. When the contractor is responsible for failing tomeet the limits of satisfactory performance, thecontracting officer issues a Contract DiscrepancyReport (CDR) to the contractor. If the failure is seriousenough, issue the CDR at the time of unacceptableperformance instead of at the end of the month.

4. If the contractor does not achieve satisfactoryperformance of that service by the end of the nextmonth, the contracting officer then calls in thecontractor for a personal review of the problems at aformal meeting.

5. Depending on the contractor’s completeperformance, the government may issue a show causeletter that requires EFD approval.

6. Deduct funds for all documented defects. TheQAE checks the contractor’s performance anddocuments instances of noncompliance. However,only the OIC can take formal action against thecontractor for unsatisfactory performance. This sectionpresents the normal steps required by contract

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administration when the QAE reports thesedeficiencies. The actions listed are fixed roles andrepresent a minimum level of action. Take more seriousaction sooner if the contract manager, ROIC, or OICdeems it needed.

DEDUCTIONS.— NAVFAC policy requiresdeductions for each observed and documented defect.Use the extrapolated deductions based on the randomsampling method for deduction only after adjusting theobserved defect rate.

The QAE makes a recommendation on the amountof payment deductions required. Base this deductionon documented deficiencies multiplied by the priceshown in the “Schedule of Deductions,” or in the “Itemsof Bid” for indefinite quantity work items. The“Consequences of Contractor’s Failure to Perform”clause shows the amount of the liquidated damages.

When the contractor’s performance is consideredunsatisfactory and suggests a need for formal action, theQAE, the contract manager, the ROIC, and the contractspecialist meet to decide what action is suitable.

When a decision is reached that a monetarydeduction is not required, then document the reasons.The ROIC, in turn, shows agreement by signing thedecision documentation.

CONTRACT DISCREPANCY REPORT.—Write contract discrepancy reports (CDRs) to identifydocumented cases of poor performance by a contractor.The contractor, upon receiving a CDR, identifies, in

writing, preventive measures for future occurrences ofthe problem. He or she also identifies the correctiveaction he or she intends to take on the currentdiscrepancies. Based on the contractor’s response, thegovernment may or may not take further action.

When there are continuing deficiencies in thecontractor performance, the QAE should recommendissuance of a CDR, NAVFAC 4330/48 (fig. 8-3), by thecontract manager.

As QAE you are responsible for identifying theproblem that caused the poor performance. The QAEshould use this information to evaluate the contractor’sresponse. It is the contractor’s responsibility to have aQuality Control Program to provide feedback onperformance.

If the contractor’s response is likely to correct theproblem, the QAE could recommend to the FSCM thatfurther government action is not required except for anincreased level of surveillance. If the response will notlikely to correct the problem, the QAE should identifythe shortfall. He or she also should recommend furtheraction required by the government.

Remember, when assigned to a public works fielddivision or any quality control job, diligence,perseverance, and knowledge of the job are important.This chapter has provided some basic information thatyou need to perform effectively as a QAE. Manydifferent systems exist at various locations. You shouldtake the time to learn the system before starting yournew QAE job if assigned to one of these billets.

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Figure 8-3.—Contract Discrepancy Report, NAVFAC Form 4330/48.

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CHAPTER 9

FACILITIES MAINTENANCE MANAGEMENT

LEARNING OBJECTIVE: Identify the advantages of having a maintenanceprogram. Recognize and maintain various standard forms used in a maintenancemanagement program. Analyze benefits of a maintenance/cost control program.

Maintenance is the function of keeping buildings,structures, grounds, and equipment in (or restoring themto) a serviceable condition. Inspection and main-tenance should be used to get maximum use of existingequipment and facilities at minimum cost. Set specificlevels of maintenance for each facility. The level ofmaintenance established depends on the mission of theactivity and the projected life span of the facility. Byknowing the maintenance management system, you areable to approach the goal of maximum usage andminimum cost.

MAINTENANCE MANAGEMENT

In the past, both industry and government ignoredmaintenance management while extensively analyzingand controlling production needs. Then labor costsincreased dramatically and indirect costs soared higherthan anyone expected. These cost increases encouragedthe birth of the maintenance management system. TheNaval Facilities Engineering Command established themaintenance management system in the mid- 1950s tocontrol these spiraling maintenance costs.

OBJECTIVE AND PURPOSE

The basic goal of the maintenance managementsystem is to best use available resources: manpower,equipment, materials, and money. This systemprovides the framework to place decision making wherethe analysis of Public Works operations occur. EachPublic Works functional area has information thataffects the maintenance requirements. For example, theshop feels that connecting a certain deficiency, such asreplacing a roof, is necessary. However, because offunding limitations, only a temporary repair isauthorized to correct a more serious deficiencyelsewhere.

An effective management system assuresachievement of the following goals:

Use of activities resources in the most efficientmanner.

Performance of maintenance based on aschedule instead of breakdown.

Provide direct control over the maintenancework force performance.

Performance of the proper level of main-tenance.

Take corrective action before major repairs arerequired.

Reduce administrative details that interferewith the direct supervision of the work force.

Correlate the work center capacity with itswork load.

Obtain optimum shop force alignment by tradeskills.

Provide information that shows trouble areasneeding corrective action.

Provide basis for comparing the cost estimateswith the actual cost of maintenance.

SPAN OF CONTROL

Reducing maintenance control procedures to asimple manual of operations that meets every conditionis not possible. Nor can you replace the need forindividual judgment and discretion. Placing too muchemphasis upon having written procedures for achievingconformity, uniformity, or standardization causes aperson to lose sight of the main goal. Increasing theproductivity of the maintenance work force is a

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Table 9-1.—Elements of Control for a Maintenance Management System

primary benefit of the maintenance managementsystem. Any prescribed procedures or reports shouldjust be tools to help attain this goal. Table 9-1 showsthe 13 key elements of control that make up themaintenance management system. If these elements aremanaged properly, you will have an effective and

efficient Public Works organization. For a completedescription of the maintenance management system,refer to the Maintenance Management of ShoreFacilities, NAVFAC MO-321.

Two levels of control exist for this system:

complete and modified. Complete control exists whenusing all the methods and procedures described inNAVFAC MO-321. Exercising modified controloccurs when the activities vary from the prescribedmethods and procedures. This action does not replace

the elements of control. Instead, modified controlshould show differences in control elements caused by

the size of an activity, work load, and any local

conditions. Mostmodified control.

small activities use some form of

SYSTEM ELEMENTS

In the maintenance management system, there arefive key elements.

1. Work generation consists of operatorinspections, preventive maintenance inspections (fornonoperator equipment), and control inspections for allthe facilities and equipment. The Inspection of ShoreFacilities, NAVFAC MO-322, outlines the frequency ofcontinuous inspections. Work generation also includesobservations by tenants and military inspections.

2. Work input control provides basic planning andstatus information control on the work. It includesscreening individual jobs for need, deciding theirpriority, programming them through the planningphase, and authorizing the work. It also includesmaintaining a balanced and adequate workload for eachwork center, assuring proper completion of the jobs, andkeeping informed on the status of the jobs.

3. Planning and estimating provides labor andmaterial cost estimates and a task performance

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sequence that allows for proper management controland follow-up.

4. Shop scheduling provides the framework formaximum coordination between various shop craftsand helps reduce the delays caused by the lack ofmaterials, equipment, and transportation.

5. Management reporting provides the PublicWorks managers with reliable and useful informationon performance and manpower distribution. Thisinformation is useful for planning, decision making,and reviewing goals.

ORGANIZATION AND STAFFING

Setting up a maintenance management systemprovides the Public Works Departments (PWDs) withan effective tool for managing both productivity and theresources available. To help you better understand theelements of control for the maintenance managementsystem (table 9-1), let’s review the organizationalstructure (or staffing) of a PWD.

PUBLIC WORKS DEPARTMENT

Figure 9-1 shows the recommended organizationfor a small PWD. As a chief petty officer, you may beassigned to overseas activities, security activities, orremote activities within the United States. At theselocations you could perform the functions of either theshop’s engineer or the assistant public works officer.

Public Works Officer

The public works officer (PWO), a Civil EngineerCorps officer, is responsible to the commanding officerof the base or activity for organizing, managing, andsupervising the PWD. The PWO’s areas ofresponsibility include the shops, the facilities, and thepersonnel assigned to the PWD. The PWO isresponsible for the planning, designing, maintaining,and repairing of facilities. He or she is also responsiblefor all the safety certifications, energy conservationprograms, and environmental matters. He or she mayalso be responsible for all the facility support contracts.

Administrative Division

The Administrative Division is responsible for allmatters regarding civilian personnel, office services,reports and statistics, financial management, andmanagement analysis.

Family Housing Division

Each installation that has family housing must havea centralized family housing office. To centralize theresponsibilities for family housing management, youwill normally have a Family Housing Division withineach PWD. The Family Housing Division has tworesponsibilities: housing management and housingreferral.

Figure 9-1.—Standard organization for a small PWD.

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Facilities Division

The Facilities Division consists of two branches.These branches are the Engineering Branch and theFacilities Management Engineering Branch.

A energy resources management position mightalso exist in the Facilities Division due to its closeassociation with facilities design and projectpreparation. This division also has the best technicalsupport available for this program.

ENGINEERING BRANCH.— The EngineeringBranch is responsible for all the engineering services.The duties include preparing engineering studies,preliminary designs, estimates, performing fieldengineering, and maintaining the technical files andrecords.

FACILITIES MANAGEMENT ENGINEER-ING BRANCH (FME).— The Facilities ManagementEngineering Branch is the only branch in the PWD thatdirects its entire effort toward maintenancemanagement. FME is responsible for performingcontrol inspections, screening and classifying all thework requests, and preparing material and laborestimates for job orders. FME also preparespreliminary estimates before submitting them to theEngineering Branch for action. The branch alsoperforms the master shop scheduling, maintains thestatus of inspection reports, tracks work requests fromreceipt to completion or cancellation, and manages allmaintenance service contracts.

Production Division

The Productions Division has three branches.These branches are the Maintenance Branch, UtilitiesBranch, and the Transportation Branch. Under normalconditions, a PWD with less than 75 personnel in theMaintenance and Utilities Branches would normallycombine these two branches into a single branch. Theelements of the Production Division varies with thetypes and sizes of the activities. For example, thevariety of crafts and shops in a PWD at acommunications station will be less than that at anindustrial activity, such as a shipyard.

The Production Division is responsible forperforming preventive maintenance inspections, formaintaining all the camp facilities, and for doingemergency service (E/S) work.

MAINTENANCE AND UTILITIESBRANCH.— The maintenance section is responsiblefor preventive maintenance inspections, maintenance of

all the shore facilities, and performing emergency orroutine service work. The utilities section isresponsible for equipment operation in producingutilities. The utilities section performs operatorinspections, preventive maintenance inspections on theutilities, as well as, doing E/S work on utilities.

TRANSPORTATION BRANCH.— The trans-portation branch provides transportation andconstruction equipment and equipment operators to allthe departments of the activity. This branch alsomaintains and repairs all the transportation equipment.The performance of this branch is guided by theManagement of Transportation Equipment, NAVFACP-300.

WORK GENERATION

Maintenance work can start with customer requestsand command inspections. However, the preferred wayis by members of the PWD through the continuousshore facilities inspections system. The maintenancemanager must know what facilities he or she isresponsible for maintaining to run an effectivecontinuous inspections system. Thus verifying aninventory of all the facilities is an important part of thefoundation of maintenance management.

INVENTORY

A maintenance manager must know what facilitieshe or she is responsible for maintaining. The managermust know how many facilities, their location, and theirmission. The Facilities Management Engineering(FME) Branch collects all this information for eachfacility. History files of the facility retain thisinformation. By knowing the history of each facility,the FME personnel decide where to apply availablemaintenance funds.

Take the information for these inventory recordsfrom activity plant account records, as-built drawings,and completed job orders. These records may notcontain all the essential information about the amountand types of electrical and mechanical systems andrelated equipment contained in the individual facilities.Therefore, you may need to survey all the facilities tocomplete the inventory. The information collectedforms the basis for the Shore Facilities InspectionSystem and for planning maintenance requirements.The Shore Facilities Inspection System becomes thebasis for developing a preventive maintenanceprogram.

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Failing to track the inventory for maintenance (andlater’ the schedule) causes the inventory to becomeoutdated. For example, properly listing new buildingsand deleting demolished structures does not occur. Asa result, the picture that you and higher authorities haveof your inventory becomes distorted. The inventory,with the maintenance backlog, is the primary basis forfund allocation at the claimant level. The accuracy ofyour inventory is essential. Not properly documentingthe inventory can jeopardize the shore facilitiesplanning cycle. It also can result in fewer operation andmaintenance (O&M) dollars for maintenance. Theseproblems could exaggerate unit cost data formaintenance. In addition, an inaccurate inventorymakes a logical schedule unlikely.

CUSTOMER REQUESTS

A work request can start as either a written requestor a telephone call to the work reception desk. Figure9-2 shows a typical written work request. Usually, anywork requested by a customer that will take longer thana service call (more than 16 man-hours) should besubmitted on a Work Request, NAVFAC Form9-11014/20. The FME director screens and approveswork requests for funding. The director forwards allapproved work requests to the maintenance controlbranch for both estimating and scheduling.

CONTINUOUS INSPECTIONS SYSTEM

The purpose of the continuous inspections systemis to identify deficiencies in shore facilities. Thisprogram also starts corrective actions needed to bringthese facilities up to the desired maintenance standard.

You should inspect all facilities by the intervalsoutlined in NAVFAC MO-322. You must blend thecontinuous inspections completely into themaintenance management system. The major workload of the PWD is driven by continuous inspections,rather than by a one-time comprehensive inspection orby breakdown reports.

The three major parts of the continuous inspectionsystem are operator inspections, preventivemaintenance inspections, and control inspections.

Operator Inspections

The person assigned to operate the equipment orsystem is responsible for performing the operatorinspections. These inspections include pre-operationchecks, simple lubrication, and minor adjustments of

the equipment or system. The operator should postdetailed instructions either on the equipment or in thewatch log.

The operator should report breakdowns anddeficiencies beyond his or her capacity or authorityimmediately to the supervisor. The inspection branchreviews these reported deficiencies and begins furtheraction if required. The branch rates the effectiveness ofthe operator’s inspections at the time of controlinspections.

Preventive Maintenance Inspections

Preventive maintenance inspections (PMIs) aresimilar to operator inspections except the equipment hasno specific oprator. PMIs concern items that, ifdisabled, would do the following:

l

l

e

Interfere with an essential operation of thenaval activity.

Endanger life or property.

Involve high cost or long-lead time forreplacement.

PMIs should be performed by shop personnel. Thefrequency of these inspections should be based on Navypublications, manufacturers’ brochures, and, mostimportantly, shop personnel advice and experience.

Control Inspections

A control inspection is a scheduled examination offacilities by Public Works inspectors to learn thephysical condition using uniform maintenancestandards. The goals of control inspections are asfollows:

1. Provide periodic examination of all shorefacility items not covered by operator inspection orPMI.

2. Assure the adequacy of operator inspection andPMI.

3. Reduce the number of breakdowns and cost ofrepairs.

4. Provide a balanced flow of work to the shops.

5. Detect and reduce overmaintenance.

6. Allow improved planting for the best utilizationof the labor force and material requirements.

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Figure 9-2.—Work Request (Maintenance Management), NAVFAC 9-11014/20.

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Personnel assigned to the inspections branchperform control inspections, or other personnel at therequest of the inspections branch may perform them.Control inspectors do not adjust equipment but reportany deficiencies to the manager of the inspectionbranch.

Structural, mechanical, and electrical inspectionsare divisions of control inspections. Figure 9-3 showsa typical Inspector’s Report, NAVFAC 11014/38.Emergency/service and minor work requirements

and NAVFAC MO-322 contain detailed guidance onoperating the Shore Facilities Inspection System. Thesuccessful operation of a continuous inspection systemdepends upon an up-to-date inventory of facilities andthe use of uniform maintenance standards.

WORK CLASSIFICATION

Six classifications for work are used at PublicWorks. Those categories are emergency work, servicework, minor work, specific jobs, standing jobs, and

should also be noted on the report. NAVFAC MO-321 rework.

Figure 9-3.—Inspector’s Report NAVFAC 11014/38.

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All the work goes through an initial process of

classification and screening at the work reception deskor trouble desk. During this step, the work receptiondesk personnel identify emergency jobs for immediateissue to the proper work center. The work left after thisinitial screening should be of a routine nature but maybe of greater scope than a service call. He or she alsoassures customers submit routine work in a writtenwork request and forwards the request to the FMEdirector.

When the balance of work requires more than aservice call, it falls into the maintenance and repair workcategories. Those categories are minor, specific, orstanding work orders and requests for minorconstruction and improvements.

EMERGENCY/SERVICE (E/S) WORK

Authorization of work is relative to the degree ofcontrol required. Small work items of a one-timenature, such as changing light bulbs or making minorrepairs to facilities, plumbing, or electrical wiring andfixtures, require little detailed management control.When these small jobs do not relate to a utility systemthat is down or an essential service, these jobs areroutine service work. When these jobs restore essentialservices, they are emergency service (E/S) work.Authorization of E/S work is on an Emergency/ServiceWork Authorization (ESA), NAVFAC Form 11014/21(fig. 9-4), and issued to the shops for completion. UseE/S work authorizations for small work items that takeup to 16 man-hours and do not exceed the establishedlimit for material cost.

To reduce the paper work involved in P&E and costaccounting, NAVCOMPT has established cost accountnumbers for E/S work. This type of work does not needto be charged against the account of the facilityreceiving the WS work. The exception to this ischarging EN work accomplished on family housing tothe proper type of housing.

The only detailed management control used byPWD for HS work requires the worker to note both thestart and stop times on the ESA. This is done to findout the total man-hours involved in completing the job.Periodic review of service calls often identifiespotentially large problem areas that need correcting byeither a major overhaul, a replacement, or a change ofthe equipment used.

MINOR WORK

Classify jobs that range from 16 to 80 man-hoursand cost less than the established material limit. Minorwork is planned and estimated by using the EngineeredPerformance Standards (EPS), when applicable. Costsare not collected for individual jobs. These costs areaccumulated against a job order number or cost account.This means less paper work for the comptroller and theFME Branch. However, if full-job accounting isreceived, the work cannot be classified as minor work.

SPECIFIC JOB ORDERS

Write specific job orders to cover work where youwant individual job costs for financial and performanceevaluation, such as work performed for a tenant activity.Use specific job orders for work that takes more than80 man-hours to complete. These job orders are alsoused to provide information for total Public Worksplanning and to send information to the shops. Chargeall the work performed on specific job orders againstthe proper account according to the actual hourscharged by the shops. No additional work should bedone on specific job orders without prior approval.When the job order requires additional work, providean estimate based on the new requirements. Anexample of a specific job is the repair of deterioratedroofing on a warehouse.

STANDING JOB ORDERS

There are also job orders that are more than 40man-hours which, because of their repetitive nature,YOU process as standing job orders.

There are two types of standing job orders:estimated and unestimated.

1. Estimated. Examples of estimated workinclude janitorial service, trash and garbage disposal,and power plant watch standing. Estimated standingjob orders should include an exact work description, aclearly specified frequency cycle, and accurate time andcost estimates. It is useful to develop realistic labor andmaterial estimates for these repetitive functions, basedon EPS, when available, and jobsite analysis.Normally, issue estimated standing job orders quarterly.

2. Unestimated. Normally, issue unestimatedstanding job orders annually. These job orders areusually service work. Issue these job orders primarilyas fiscal documents for collecting total annual charges.An example of an unestimated standing job order wouldbe snow removal. Since no one knows how much snow

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Figure 9-4.—Emergency/Service Work Authorization, NAVFAC 11014/21.

will fall during the year, the costs collected against the work involved. You should also review for proper

job order will not be known until the end of winter.

Do not use a standing job order to authorize aspecific task that is service work in nature. For instance,do not write individual standing job orders for replacingwindow glass, replacing light bulbs, making emergencyrepairs, or repairing plumbing leaks.

You should review all the standing job ordersperiodically to determine the requirement of the workauthorized and completeness of the specification of the

frequency of work performed, reasons for man-hoursestimate and work performance variation, and totalmaintenance force labor requirements.

WORK ASSIGNMENT PRIORITIES

Priority assignment of jobs is essential in decidingthe importance of each job in relation to otherrequirements. Manpower and funding limitations maynot allow the PWD to do all the necessary and desired

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work at the time of the work identification. With apriority classification system, you can get the most usefrom your resources. Assigning a priority designatorprovides you with an adequate definition of theimportance of each job.

You can express the importance of variousfunctions and types of work by assigning prioritiesusing a matrix (table 9-2). After initial use of thepriority matrix, review the results periodically andrevise priorities, as necessary. The with the highestpriority (lowest number) will precede others of lowerpriority on the schedule.

The priority matrix lists work classifications shownbelow.

l Saftey. Work required primarily for safetyreasons.

lFunction. Work primarily identified with the

mission of the activity.

l Preventive. Work primarily required to preventsignificant deterioration of the plant property orequipment caused by continued use or from naturalforces.

l Appearance. Work done primarily forpreserving or upgrading the appearance of a facility.

Each of these work classifications has three levelsof importance. You base the importance level of aparticular job on its impact on other jobs in the sameclassification.

1. High.

Table 9-2.—Priority Matrix

2. Routine. Most work falls into this category.

3. Low.

The PWO or the APWO must give approval forassignment of priority 1 to work. This priority states anoverriding emergency, or urgent priority. This priorityis an overriding requirement that will insert the finalestimated work into the schedule at any point.

JOB ORDER CLASSIFICATIONS

Every specific and standing job order must have ajob order number. The Navy Comptroller Manual saysthat you should keep the number of digits in a job orderto the minimum required. This will reduce the chanceof error and save time in writing the job order numberor expenditure documents and in sorting suchdocuments. This statement also applies when enteringjob order numbers on the labor job time cards, materialrequests, and other expenditure documents. Formaintenarm management purposes, more than sevendigits are cumbersome. The Navy Comptroller Manualstates in part:

“No Navy-wide plan of numbering job ordersis prescribed because of the variations ofrequirements in the various naval activities. . . .Generally, all that is required fiscally is anumber that will distinguish a job order fromall other job orders at the activity and providean index to the job order itself or to the mastercard that contains all of the detailed accountinginformation. Therefore, the number willinclude in its structure a serial number that byitself or in combination with other codes in thenumber will satisfy fiscal needs.” (See table9-3.)

Master Job Orders for Housing

When collecting costs by functional accounts orgroup classification of work (for example, certain typesof quarters for which the Navy Family Housing Manual,NAVFAC P-930, sets spending limitations), thereduction of some job order paperwork to a singlemaster job order is possible. This job order will coverseveral functional accounts performed simultaneouslyor all the work described on the same work request orinspection report. For example, all the work shown intable 9-4 normally written as seven separate job orders,are combined into one job order as follows:

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Table 9-3.—Makeup of Job Order Number

Table 9-4.—Identlflcation of Job Orders

1. Issue one master job order classificationidentification (goup code) in the master job ordernumber.

2. Then draw an additional column (fig. 9-5) onthe job order so you can enter the two-digit group code(table 9-4) opposite each item of work (table 9-5).

Labor Class Codes

Labor class codes are two-digit figures thatrepresent various categories of overhead and productivework.

Code all man-hour expenditures for a Maintenanceand Utilities Branch by labor class, despite the fundingsource. This is shown in the Tabulated Report A andthe Maintenance/Utilities Labor Control Report,NAVFAC 9-11014/29. Assign labor class codesaccording to the productive work-class performed or

overhead charged, rather than by the funding source.The following labor class codes are standard:

1. Productive. The following labor class codes areproductive labor:

2.

01 service work

02 emergency work

03 preventive maintenance inspection

04 standing job orders—not estimated

05 standing job orders—estimated

06 minor work authorizations

07 specific job orders

Overhead. The following codes are overhead:

40 rework

41 supervision

42 shop indirect

43 allowed time

44 general office and clerical

45 leave

Record the labor class code on the Daily Time andLabor Distribution Card. You must enter the labor classcode each time you place a job order number or a shopcontrol number on the time cards.

Division and Branch Codes

Because of variation in the types of workperformed, work center code standardization is notpractical. However, it is practical and desirable to havebranch code standardization to help cost accountingprocedures. Table 9-6 groupings show branch codestandardization.

Sometimes the number of personnel assigned tovarious crafts may not justify the offilcial designation ofseparate work centers. However, you may usealphabetical subdivisions as an aid in workprogramming and scheduling. Subdivide work centercodes as shown in table 9-7.

PLANNING AND ESTIMATING

The planner and estimator holds a key position inthe Shore Facilities Maintenance System. his personis responsible for planning technical jobs and estimatingthe number of man-hours needed to complete themaintenance work.

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Figure 9-5.—Job order for multiple expenditure accounts (housing).

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Table 9-7.—Work Center SubdivisionTable 9-5.—Job order structure (Housing)

Table 9-6.—Branch Code Standardization

The estimator defines the scope of a project byspecifying the work to be accomplished and the skillsrequired. To help the estimator in this job, the Navy hasdeveloped Engineered Performance Standards (EPSs).The EPSs give estimates of the time needed to completethe particular craft phases of a job. You will find acomplete description of EPSs in the NAVFAC P-700series. Since these standards save time and usuallyprovide more reliable estimates than individual

judgment, the estimators should use them. When anengineered design is needed, the Engineering Branchprovides it to the estimator. No types of estimates areused; each conforms to a particular need.

SCOPING ESTIMATE

Typically, it is helpful for management to get an

estimate of job costs before assigning a job priority. Theformal planning and estimating process can providethis, but only at significant expense. Since a ball parkestimate is normally adequate, NAVFAC hasencouraged the use of the scoping estimate-a rough,quick estimate of costs. The scoping estimate isparticularly useful when you deal with reimbursablecustomers. You can inform them of the approximate

job costs and ask if they wish to go on with the work.Unit Price Standards, NAVFAC P-716.0, should beused when preparing scoping estimates.

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FINAL ESTIMATE alterations and minor construction, customer work, andmaintenance and repair.

Do not authorize a final estimate until the job isapproved. This type of estimate shows all the workoperations listed on the job plan and considers theanalysis of work operations in detail. Final estimatesshould be the most accurate forecast possible of thecosts, man-hours, and material requirements for a givenjob. Make every effort to provide a final estimate withina reasonable time.

After planning and estimating the job, formalize itas a job order by assigning a job order number andcompleting the accounting data. The job is ready forscheduling (first into a specitic month, then into aspecific week) for completion by the MaintenanceBranch.

WORK INPUT CONTROL ANDSCHEDULING

To assure completion of authorized workefficiently, you must set up some means of control. Tohelp in the orderly flow and completion of work, youneed to use work input control and schedulingprocedures. These procedures require you to useseveral forms and charts.

WORK INPUT CONTROL

Work input control is a formalized means ofmanaging the total PWD work load. It also serves as acentralized source of work status information by usingthe Job Requirements and Status Chart, the ManpowerAvailability Summary, and the Work Plan Summary.

Job Requirements and Status Chart

The Job Requirements and Status Chart, as shownin figure 9-6, provides a ready reference for tracking allthe specific and minor jobs established as knownmaintenance requirements. The chart includes allcustomer-financed individual jobs and minorconstruction, alteration, and improvement type of work.In addition, this chart provides information on proposedplanning to determine the status of work notprogrammed for shop accomplishment. You shouldenter all new work, upon approval, on this chart. Theentry should remain until the authorization of work forshop accomplishment, canceled, or completed bycontract. You can maintain a different Job Requirementand Status Chart for each major type of work, such as

Manpower Availability Summary andWork Plan Summary

The Manpower Availability Summary and WorkPlan Summary (fig. 9-7) show the plan of thedepartment for using the Maintenance or UtilitiesBranch work force. By breaking down the Work PlanSummary by funding sources, you see that the summaryalso shows a payroll support plan.

Before formulating and adjusting the monthly shopwork load, the job order programmer must know theman-hours available for programming within eachwork center. When customer funds provide significantsupport to the PWD, the programmer must know thenumber of man-hours allotted to each funding source.To decide this information, the programmer shoulddevelop a Manpower Availability Summary and a WorkPlan Summary for each month.

Monthly Shop Load Plan

The work control method used within themaintenance management system is the Shop Load Plan(fig. 9-8). The Shop Load Plan is the Public Worksmanagement plan for using shop forces on specific joborders for a given month. This monthly plan providesthe shop planner with direction on what jobs to schedulewithin the month. All levels of management from theshops divisions up to the PWO participate in itspreparation.

Express the Shop Load Plan by the obligation of theknown available man-hours for each work center andfor each job scheduled. The Shop Load Plan consistsof sections for short-range and long-range planning.The short-range plan covers the nearest 3 months, andthe long-range plan covers the following 9 months. Thesuggested loading for the short-term plan is 100 percentfor the first month, 90 percent for the second month, and80 percent for the third month. Jobs that appear on theShop Load Plan become the shop backlog. Formaxi mum productivity, you should always try to havea 3- to 6-month backlog to balance the work that goesto the shops.

SHOP SCHEDULING

Shop scheduling takes place in a two-stagescheduling system: master scheduling of specific joborders weekly and work center scheduling of specific

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Figure 9-6.—Job Requirements and Status Chart.

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9-16

9-17

and minor work. Master scheduling connects specificjobs to each work center for accomplishment during thefollowing week. Work center scheduling takes upwhere master scheduling leaves off. The work centersupervisor breaks down the weekly assignments intodaily assignments for the workers in the shop. Aftermaking the daily assignments on specific job orders, thework center supervisor assigns work to the remaininguncommitted shop forces.

The shop planner/scheduler, by using the ShopLoad Plan of the coming month, consults with theproper shop supervisor to schedule the work for thecoming weeks. The man-hours scheduled should beconsistent with the avail able man-hours identified forspecific job order work on the Manpower AvailabilitySummary and Work Plan Summary.

Weekly, compare the master schedule with theactual man-hours expended of the work center to findout if jobs meet the estimate of the master schedule. Ifa job is off schedule, adjust the work center schedule ofthe following week without making major changes tothe master schedule.

The shop supervisor reviews the master scheduleand prepares the work center schedule each week. Heor she reviews it daily to ensure the maximum use ofshop resources. The shop supervisor coordinates withother shops when a requirement for more than one craftexists.

Shop scheduling is required throughout the jobwhen the shop performs at various stages of the work.For example, the carpenters would open an area to allowthe plumbers to make a repair. The carpenters wouldthen close the area after the repair with the paintersarriving later for final touches. To schedule the jobproperly, it would be necessary to divide the carpenters’time between two distinct work phases. You must makesure all the plumbing repairs are done before thecarpenters’ return to the work place. Do not schedulethe painters until all the other workers have finishedtheir assignments.

MANAGEMENT REPORTING

Any management system requires managementreporting in some form. You compile managementreports from data available within the system. Thesereports provide aperiodic status review for determiningif there is a requirement for special management action.Maintenance management reports provide performanceand manpower distribution information. You can

identify historical trends that can aid you in planningfuture work force requirements. The three types ofreports used by PWDs are the Tabulated Report A, theMaintenance/Utilities Labor Control Report, and theTabulated Report B.

TABULATED REPORT A

The Tabulated Report A is a monthly report (fig.9-9). It provides information on labor hours expendedin the various work categories for each Maintenanceand Utilities Branch work center and branch. Theactivity comptroller prepares Tabulated Report A. Thereport is due within ten working days after the last dayof the period reported. This report provides basic feederdata to the Maintenance/Utilities Labor Control Report.The data on this report comes from personnel timecards.

MAINTENANCE/UTILITIES LABORCONTROL REPORT

The monthly Maintenance/Utilities Labor ControlReport, NAVFAC Form 9-11014/29 (fig. 9-10),provides data on what was planned, the actual results,and any variances from the plan. It also provides asummary of the man-hours expended on each laborclass code. This report permits management to forecastmanpower requirements realistically for the variouswork categories. The report helps in the preparation ofthe Manpower Availability Summary and the WorkPlan Summary. It enables management to decide if theneed to issue fully controlled work is increasing ordecreasing. The goal is the maximum use of planned,estimated, scheduled, and cost-accounted work. Anincreased use of unestimated standing job orders andE/S work could show a reduced effectiveness of themaintenance management system. Preparation anddistribution of the Maintenance/Utilities Labor ControlReport by the management analysis branch occurswithin five working days after the receipt of TabulatedReport A.

TABULATED REPORT B

Activities, having less than a 100-man Maintenanceand Utilities Branch and do not have full accountingpotential, are encouraged to use Tabulated Report B(Completed Job Orders).

This report normally is prepared either weekly orbiweekly. Tabulated Report B (fig. 9-11) comparesactual and estimated labor hours, labor costs, and

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Figure 9-9.—Tabulated Report A.

material costs broken down by the work centers for each present. Common problems are poor estimating, low

completed or canceled job order.productivity, and poor supervision. If variations are

The completed job order report with comments onconsistently large, management should act to correct thefactors that are causing the problems. Future reports

the completed job order document from the shops and observations show whether the corrective action

enables management to determine if major problems are has been successful or not.

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Figure 9-10.—Maintenance/Utilities Labor Control Report NAVFAC Form 9-11-14/29.

ENERGY MANAGEMENT

During this cost-conscience age, the Navy is looking forways to reduce dependency on petroleum products and reducecosts for energy. When performing the various inspections,you should look for ways to improve energy usage.

Energy management is not just replacing or removinglight bulbs. You must look at all the aspects of your energyusage for each facility. As equipment is improved throughout

the world, better and more efficient equipment is madeavailable. Guidelines have been established for usagereduction throughout DoD. These reductions can beaccomplished by equipment upgrade as well as energyconservation.

Special funding is available through NAVFAC and theNavy for projects involving energy usage reduction. Theseprojects could include items, such as replacing lightingfixtures in facilities, replacing the doors and

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Figure 9-11.—Tabulated Report B (Completed Job Orders).

windows in many of the older facilities, or replacing of the modifications and energy reductions. Energy

entire HVAC systems. You should work closely with management is as much a part of facilities maintenance

the PWO and the FME in determining the cost payback as inspections.

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APPENDIX I

REFERENCES USED TO DEVELOPTHE TRAMAN

NOTE: Although the following references were current when this TRAMANwas published, their continued currency cannot be assured. Therefore, you need tobe sure you are studying the latest revision.

CHAPTER 1

Military Requirements for Petty Offier First Class, NAVEDTRA 12046, NavalEducation and Training Program Management Support Activity, Pensacola,Fla., November 1991.

Naval Construction Force Manual, NAVFAC P-315, Naval Facilities EngineeringCommand, Washington, D.C., February 1978.

Personnel Readiness Capability Program, NAVFAC P-458, Naval FacilitiesEngineering Command, Alexandria, Va., August 1985.

The Navy Enlisted Performance Evaluation Manual, BUPERINST 1616.9A,Department of the Navy, Washington, D.C., 24 August 1992.

CHAPTER 2

Naval Mobile Construction Battalion Crewleader’s Handbook, COMSECOND/COMTHIRDNCBINST 5200 series, Commander, Third NavalConstruction Brigade, Pearl Harbor, Hawaii, and Commander, SecondNaval Construction Brigade, Norfolk, Va., September 1992.

Operations Officer’s Handbook, COMSECOND/COMTHIRDNCBINST5200.2A, Commander, Third Naval Construction Brigade, Pearl Harbor,Hawaii, and Commander, Second Naval Construction Brigade, Norfolk, Va.,May 1988.

Seabee Planner’s and Estimator’s Handbook, NAVFAC P-405, Naval FacilitiesEngineering Command, Alexandria, Va., October 1983.

CHAPTER 3

Naval Mobile Construction Battalion Crewleader’s Handbook, COMSECOND/COMTHIRDNCBINST 5200 series, Commander, Third NavalConstruction Brigade, Pearl Harbor, Hawaii, and Commander, SecondNaval Construction Brigade, Norfolk, Va., September 1992.

Operations Officer’s Handbook, COMSECOND/COMTHIRDNCBINST5200.2A, Commander, Third Naval Construction Brigade, Pearl Harbor,Hawaii, and Commander, Second Naval Construction Brigade, Norfolk, Va.,May 1988.

Seabee Planner’s and Estimator’s Handbook, NAVFAC P-405, Naval FacilitiesEngineering Command, Alexandria, Va., October 1983.

AI-1

CHAPTER 4

Department of the Navy Facility Category Codes, NAVFAC P-72, Naval FacilitiesEngineering Command, Alexandria, Va., April 1984.

Embarkation Manual, COMSECOND/COMTHIRDNCBINST 3120.1,Department of the Navy, Commander, Third Naval Construction Brigade,Pearl Harbor, Hawaii, and Commander, Second Naval Construction Brigade,Norfolk Va., March 1983.

Facilities Planning Guide, NAVFAC P-437, Naval Facilities EngineeringCommand, Alexandria, Va., October 1979.

CHAPTER 5

Equipment Management Manual, COMSECOND/COMTHIRDNCBINST11200.1D, Commander, Third Naval Construction Brigade, Pearl Harbor,Hawaii, and Commander, Second Naval Construction Brigade, Norfolk, Va.,September 1988.

Naval Mobile Construction Battalion Crewleader’s Handbook,COMSECOND/COMTHIRDNCBINST 5200 series, Commander, ThirdNaval Construction Brigade, Pearl Harbor, Hawaii, and Commander, NavalConstruction Brigade, Norfolk, Va., September 1992.

Seabee Construction Management Student Guide, Naval School, Civil EngineerCorps Officers, Port Hueneme, Calif., November 1992.

CHAPTER 6

Maintenance Management Program for Naval Construction Force Camps,COMSECOND/COMTHIRDNCBINST 11014.2, Commander, Third NavalConstruction Brigade, Pearl Harbor, Hawaii, and Commander, Second NavalConstruction Brigade, Norfolk Va., July 1990.

CHAPTER 7

Hazardous Material Control and Management (HMC&M), OPNAVINST 4110.2,Department of the Navy, Office of the Chief of Naval Operations, Washington,D.C., June 1989.

Naval Construction Force Occupational Safety and Health Program Manual,COMSECOND/COMTHIRDNCBINST 5100.1F, Commander, Third NavalConstruction Brigade, Pearl Harbor, Hawaii, and Commander, Second NavalConstruction Brigade, Norfolk, Va., March 1991.

Naval Mobile Construction Battalion Crewleader 5 Handbook, COMSECOND/COMTHIRDNCBINST 5200 series, Commander, Third Naval ConstructionBrigade, Pearl Harbor, Hawaii, and Commander, Second Naval ConstructionBrigade, Norfolk, Va., September 1992.

Navy Occupational Safety and Health (NAVOSH) Program Manual, OPNAVINST5100.23C, Department of the Navy, Office of the Chief of Naval Operations,Washington, D.C., November 1992.

AI-2

PCB Program Management Guide, NEESO 20.2-028, Navy EnvironmentalSupport Office, Naval Energy and Environmental Support Activity, PortHueneme, Calif., November 1980.

CHAPTER 8

Construction Contract Quality Management, NAVFAC P-445, Naval FacilitiesEngineering Command, Alexandria, Va., January 1988.

Contracting Manual, NAVFAC P-68, Naval Facilities Engineering Command,Alexandria, Va., March 1994.

Facility Support Contract Quality Management Manual, MO-327, Naval FacilitiesEngineering Command, Alexandria, Va., June 1989.

CHAPTER 9

Energy Management, OPNAVINST 4100.1C, Department of the Navy, Office ofthe Chief of Naval Operations, Washington, D.C., July 1986.

Facilities Management, NAVFAC MO-321, Naval Facilities EngineeringCommand, Alexandria, Va., September 1985.

Inspection of Shore Facilities, NAVFAC MO-322, Volume 1, Naval FacilitiesEngineering Command, Alexandria, Va., July 1977.

Maintenance Management of Shore Facilities, NAVFAC MO-321.1, NavalFacilities Engineering Command, Alexandria, Va., November 1978.

Organization and Functions for Public Works Departments, NAVFAC P-318, NavalFacilities Engineering Command, Alexandria, Va., September 1992.

AI-3

INDEX

A

Accounting, camp maintenance, 6-32

Bravo company fund logs, 6-32

budget, 6-32

camp maintenance work finding, 6-33

COMTHIRDNCB monthly MRP report, 6-33

investment items, 6-33

Activity listings, 2-9

construction activities, 2-10

master activities, 2-9

Air embarkation, 4-17 to 4-30

aircraft capabilities, 4-17

airlift requests, 4-22

flight-line safety, 4-30

flight OIC, 4-22

hazardous cargo, 4-24

movement planning, 4-17

palletized cargo, 4-27

unit responsibilities, 4-22

vehicle/CESE preparation, 4-24

weight and balance, 4-25

Asbestos operations, 2-44

B

Barcharts, 2-37

level II, 2-25

level III, 2-17

C

Camp maintenance organization, 6-1

camp maintenance! expediter, 6-5

camp maintenance officer (CMO), 6-2

maintenance chief, 6-3

maintenance control director, 6-5

Camp maintenance organization-Continued

maintenance platoon, 6-1

PM/COSAL coordinator, 6-6

shop foreman, 6-6

shop scheduler, 6-5

trouble desk attendant, 6-6

Camp maintenance plan, 6-7

as-built drawing, 6-9

general development map (GDM), 6-9

monthly project status report, 6-7

NCF tasked camp projects, 6-9

project completion report, 6-9

SITREP input, 6-9

Change orders, 8-2

Construction activity summary (CAS) sheets, 2-12,

Construction management, 2-1

controlling resources, 2-2

develop construction activities, 2-1

develop logic network, 2-1

estimate construction activity requirements, 2-1

schedule construction activities, 2-1

tracking resources, 2-2

Continuous inspection system, 9-5

control inspections, 9-5

preventive maintenance inspections, 9-5

operator inspections, 9-5

Contract administration, 8-1

Engineering Field Divisions, 8-2

Naval Facilities Engineering Command, 8-2

Contract authority, 8-3

Facilities Support Contract Manager, 8-3

Officer in Charge, 8-3

Quality Assurance Evaluator, 8-3

INDEX-1

Contract authority—Continued

Resident Officer in Charge, 8-3

Contract Quality Assurance Program, 8-5 to 8-12

schedule development, 8-8

surveillance methods, 8-6 to 8-8

surveillance processes, 8-8

Contracts, types of, 8-3 to 8-5

combination contracts, 8-5

facilities support construction contracts, 8-4

facilities support service contracts, 8-4

NAVFAC contracts, 8-4

NAVSUP contracts, 8-4

Crew briefings, 2-28

Critical path, 2-17

D

Detail project planning, 2-3

Documentation for QAE, 8-9

Contract Discrepancy Reports, 8-11

deductions, 8-11

surveillance results, 8-10

E

Effective manpower utilization, 2-30

breaks, 2-31

medical/dental, 2-31

paydays, 2-31

Electrical safety, 2-41

Embarkation, 4-7,4-13 to 4-16

execution, 4-16

personnel, 4-13

staffing, 4-13

Embarkation planning, 4-11

pre-positioned stocks and supplies, 4-12

Embarkation training requirements, 4-15

Loading teams, 4-16

Energy management, 9-20

Engineering field divisions, 8-2

Enlisted performance evaluation reports, 1-13

Environmental pollution, 7-1

Equipment management, 3-21

first echelon maintenance, 3-22

preventive maintenance, 3-22

scheduling excavations, 3-22

Exercise flyaways and ship loading, 4-16

emergency deployment readiness exercise, 4-16

static load exercises, 4-16

F

Facilities Planning Guide, 4-1

assembly, 4-7

component, 4-4

facility, 4-5

tailoring components and facilities, 4-4

use of, 4-4

Final inspection, 8-2

Free float, 2-17

H

Hazardous materials control, 7-7

material safety data sheets (MSDSs), 7-9

properties of hazardous waste, 7-7

storage and turn-in, 7-9

warning markings and labels, 7-8

I

Inspection program, camp maintenance, 6-19 to 6-23

annual inspection summary (AIS), 6-22

control inspections, 6-22

operator inspections, 6-23

J

Job order classification, 9-10

labor class codes, 9-11

INDEX-2

Job scheduling, camp maintenance, 6-23 to 6-26

continuity, 6-26

maintenance planning meeting, 6-23

manpower availability summary, 6-23

reporting requirements, 6-25

shop load plan-specific job orders, 6-23

shop load plan-standing job orders, 6-25

Jobsite management, 3-22 to 3-30

field offices, 3-24

initial setup, 3-26

inspections, 3-30

jobsite appearance, 3-24

material, 3-24

tools, 3-24

visitors, 3-24

L

Level II barchart, 2-25

Level III barcharts, 2-17, 2-26

Logic network, 2-15

M

Maintenance management, 9-1

control, 9-1

planning and estimating, 9-11

system elements, 9-2

Maintenance management reports, 9-18

Maintenance/Utilities Labor Control Report, 9-18

Tabulated Report A, 9-18

Tabulated Report B, 9-18

Maintenance work generation, 9-4

continuous inspection system, 9-5

customer work requests, 9-4

facility inventory, 9-4

Man-day estimates and durations, 2-10

availability factors, 2-12

construction activity durations, 2-12

Man-day estimates and durations—Continued

delay factors, 2-10

production efficiency factors, 2-10

Master activities, 2-9

construction activities, 2-10

Material management, 3-4

deployment, 3-20

home port responsibilities, 3-16

Material management, camp maintenance, 6-26

camp maintenance storeroom, 6-28

collateral and PSE, 6-30

COSAL, 6-28

emergency service work and SJOs, 6-28

specific job order support, 6-27

Mishap prevention, 2-37

emergency response, 2-38

Mount-out control center (MOCC), 4-16

O

Operations department, 2-2

P

Personnel readiness capability program, 1-1 to 1-7

PRCP interviews, 1-3

PRCP standards and guides, 1-2

rating skill interviews, 1-3

scoring interviews, 1-7

skill definitions, 1-5

skill inventory, 1-1

skill title and contents, 1-4

task and task elements, 1-5

task interviewing, 1-6

Photographic coverage, 2-37

Planning and estimating, 9-11

final estimate, 9-14

scoping estimate, 9-13

INDEX-3

Pollution, 7-1

air, 7-4

asbestos, 7-5

ground, 7-3

pesticides, 7-6

water, 7-2

Poly-chlorinated biphenyls (PCBs), 7-6

Preconstruction conference, 8-1

Preliminary deployment planning, 2-3

Project closeout, 2-45

as-built drawings, 2-47

final acceptance, 2-48

preliminary acceptance, 2-47

tool, equipment, and material turn-in, 2-46

Project execution, 2-26

CAS sheets, 2-26

crew briefings, 2-28

level III barcharts, 2-17, 2-26

requesting resources, 2-28

two-week schedules, 2-26

Project safety plan, 2-40

Public works department organization, 9-3

Engineering Branch, 9-4

Facilities Division, 9-4

Facilities Maintenance Engineering Branch, 9-4

Farnily Housing Division, 9-3

Maintenance and Utilities Branch, 9-4

Production Division, 9-4

Q

Quality control, 3-1

material testing and inspection, 3-4

pre-construction conference (PRE-CONs), 3-4

red-line drawings, 3-4

ROICC interface, 3-4

R

Regaining the schedule, 2-30

Resource leveling, 2-19

Respiratory protection, 2-44

Reviewing the plans and specifications, 2-5

Rough level IIs, 2-12

S

Safety items required on the jobsite, 2-45

Safety responsibilities, 2-38

Safety training, 2-41

Scaffolding, 2-45

Scheduling (forward and backward pass), 2-15

Seabee battalion turnover, 5-1

advance parties, 5-2

battalion equipment evaluation program (“TheBEEP”), 5-18

joint tasks during the BEEP, 5-20

predeployment trips, 5-1

project closeout, 5-13

project turnover, 5-6

responsibilities of the relieved battalion,5-20

responsibilities of the relieving battalion,5-19

Shop scheduling, 9-14

master scheduling, 9-18

work center scheduling, 9-18

Shoring, 2-44

SITREP input, 2-33

actual percent complete, 2-34

man-days expended, 2-35

man-days remaining, 2-34

master activity percent complete (WIP), 2-34

project percent complete, 2-34

weighted percent, 2-33

INDEX-4

Situation report (SITREP), 2-35

change of usable completion date (UCD), 2-35

project status summary, 2-35

Stand-up safety lectures, 2-40

Surveillance methods, 8-6 to 8-8

100% inspection method, 8-6

planned sampling, 8-6

random sampling, 8-6

validated customer complaints, 8-6

T

Timecards, 2-31

crew leaders, 2-31

direct labor, 2-32

disaster recovery operations, 2-32

indirect labor, 2-32

military operations and readiness, 2-32

overhead labor, 2-32

productive labor, 2-31

training, 2-32

Tool management, 5-25

central tool room (CTR), 5-25

crew leader responsibilities, 5-27

project tools, 5-27

Total float, 2-16

Training, 1-7

implementing a program, 1-9

on-the-job training (OJT), 1-8

performance testing, 1-11

Training—Continued

training guidelines, 1-8

training methods, 1-10

training organization, 1-7

Turnover procedures, camp maintenance, 6-33

reports, 6-34

upcoming preparations, 6-34

W

Work assignments/shop schedules, 1-11

coordinating, 1-12

production, 1-12

safety, 1-12

work assignments, 1-13

Work classification, camp maintenance, 6-9

emergency service work request, 6-9

specific job order work request, 6-12

standing job orders (SJOs), 6-18

Work classification, Public Works, 9-7

emergency/service (E/S) work, 9-8

minor work, 9-8

priorities, 9-9

specific job orders, 9-8

standing job orders, 9-8

Work input control, 9-14

Manpower Availability Summary and Work PlanSummary, 9-14

Monthly Shop Load Plan, 9-14

Job Requirements and Status Chart, 9-14

INDEX-5

Assignment Questions

Information: The text pages that you are to study areprovided at the beginning of the assignment questions.

COMMANDING OFFICERNETPDTC

6490 SAUFLEY FIELD RDPENSACOLA, FL 32509-5237

ERRATA #2 05 May 1997

Specific Instructions and Errata forNonresident Training Course

NAVAL CONSTRUCTION FORCE/SEABEE 1 & C

1. This errata supersedes all previous erratas. No attempt hasbeen made to issue corrections for errors in typing,punctuation, etc., that do not affect your ability to answer thequestion or questions.

2. To receive credit for deleted questions, show this errata toyour local course administrator (ESO/scorer). The local courseadministrator is directed to correct the course and the answerkey by indicating the question deleted.

3. Assignment Booklet

Delete the following questions, and leave the correspondingspaces blank on the answer sheets:

Questions

1-37

2-30

7-8

7-28

7-45

8-30

ASSIGNMENT 1

Textbook Assignment: “Administration,” chapter 1, pages 1-1 through 1-17, and “ProjectPlanning and Management,” chapter 2, pages 2-1 through 2-12.

1-1. The purpose of the PersonnelReadiness Capability Program is toprovide accurate, up-to-datepersonnel information. This toolallows the NCF to accomplish itsmission in which of the followingways?

1. By scheduling day-to-day workassignments for individual crewmembers

2. By combining the informationrelevant to project planning

3. By determining unit readinessthrough timely personnelinformation

4. By scheduling project functionsinto a single master plan

IN ANSWERING QUESTIONS 1-2 THROUGH 1-6,REFER TO FIGURE l-A.

CATEGORIES OF SKILLS

A. Individual general

B. Individual rating

C. Military

D. Crew experience

Figure 1-A

1-2. What category of skills is relatedto two or more ratings and isprimarily nonmanipulative?

1. A2. B3. C4. D

1-3. You can acquire what type of skillsas a result of working with otherson a particular project?

1. A2. B3. C4. D

1-5.

1-6.

1-7.

1-8.

1-9.

By working on a boiler installationwith other personnel, you acquireskills in what category?

1. A2. B3. C4. D

A technical skill specificallyrelated to one of the constructionratings falls in what category?

1. A2. B3. C4. D

Which of thetools should

following managementyou use to collect

crew member skill data?

1. Volume I, PRCP SkillDefinitions

2. PRCP Standards and Guides3. Matrix Numbers 1 and 24. Section II, Manual of Navy

Enlisted Manpower and PersonnelClassifications andOccupational Standards

When collecting personnel dataconcerning an individual’s skills,you should send the information tothe unit’s PRCP manager in whatform?

1. Memorandum2. Computer disk3. Punched card4. PRCP Skill Update Record

What two types of interviews areconducted by a PRCP interviewer?

1. Standard and specific2. Individual rating and skill3. Other and individual rating4. Specific and other

1-4. What skills can you acquire as aresult of training for combat?

1. A2. B3. C4. D

1

1-10. When preparing for an individual

1-11.

1-12.

1-13.

1-14.

1-15.

rating skill interview, which ofthe following is the mostimportant?

1. Review the appropriate sectionof the Occupational StandardsManual

2. Learn as much as you can aboutthe skill and the tasksexplained in the interviewingguides

3. Prepare the interviewee’sservice record

4. Prepare the interviewee’scheckoff sheet

Refer to figure 1-3 in thetextbook. To qualify for SkillLevel I, a craftsman mustdemonstrate which of the followingskills?

1. Select, care, and use properhand tools for various jobs

2. Install plumbing systems forwater, steam, air, and fuel

3. Both 1 and 2 above4. Designate the spacing of pipe

supports for all types ofpiping systems

Depending upon the complexity andnumber of tasks in a skilldefinition, there can be a maximumof how many levels?

1. Five2. Six3. Three4. Four

Refer to figure 1-4 in thetextbook. Under task element .02b,what tasks are assigned?

1. A and E only2. D and E only3. A, B, D, and E4. A, B, F, and G

Whether a person does or does nothave a certain skill is decided bywhat individual?

1. PRCP coordinator2. PRCP interviewer3. Training officer4. Company commander

The priorities, patterns, and tempoof a battalion training program areusually established by whatauthority?

1. The2. The3. The4. The

commanding officerNaval Training CommandChief of Naval OperationsCOMSECOND/COMTHIRDNCB staff

1-16.

1-17.

1-18.

1-19.

1-20.

1-21.

The executive officer supervisesand coordinates the work,exersises, training, and educationof personnel in the command.He/she does this in what capacity?

1. Training officer2. Operations officer3. Chief staff officer4. Chief of training

Training conducted in an amphibiousconstruction battalion is exactlythe same as that conducted in amobile construction battalion.

1. True2. False

The battalion training plan andorganization must not interferewith construction schedules as setforth by the deployment operationorder.

1. True2. False

In home port, training programsbecome the primary mission. EachNMCB is expected to spend whatpercentage of available man-days intraining while in home port?

1. 55%2. 65%3. 75%4. 85%

When selecting individuals bestsuited to attend a Navy C-1 advanceschool, you should check which ofthe following data?

1. Personnel advancementrequirements

2. Battalion assignments3. Time in battalion4. Service records

What is the purpose of on-the-jobtraining in a Seabee organization?

1. To indoctrinate new personnel2. To assist supervisors in

developing management skills3. To help individuals acquire the

necessary knowledge, skills,and habits to do a specific job

4. To instill each person withinterest and enthusiasm for thework to be done

2

1-22. Before setting up an on-the-jobtraining program, you shouldperform which of the followingactions first?

1. Write a set of lesson plans2. Develop task analysis

statements3. Determine the type of training

required4. Determine specific training

objectives

1-23. After an on-the-job trainingprogram has been implemented, youshould maintain program follow-upin which of the following ways?

1. By keeping an individual’straining record current

2. By ensuring the project doesnot lag

3. By ensuring newly developedskills are used properly

4. Each of the above

1-24. When used properly, what method ismost effective for training workerson the job?

1. Group2. Academic3. Self-study4. Coach-pupil

1-25. In on-the-job training, the term“group instruction” most closelyrelates to what other type ofinstruction?

1. Academic2. Self-study3. Classroom4. Technical

1-26. What type of instruction explainsregulations, indoctrinates newpeople, and identifies the what,when, where, how, and why of asituation?

1. Formal2. Immediate3. Piecemeal4. Group instruction

1-27. Interviews between the trainee andthe trainer in a developmentalon-the-job training program willNOT accomplish which of thefollowing objectives?

1. Determining training needs2. Assessing progress of the

trainee3. Resolving trainee questions4. Evaluating performance tests

1-28. Taking which of the following stepsmay help you to plan and carry outa successful training program?

1. Using correct methods to ensurelearning

2. Measuring achievement atregular intervals

3. Recording results4. Each of the above

1-29. Which, if any, of the followingmethods would be effective inevaluating the success of atraining program?

1. Testing the trainee2. Spot checking performance at

the jobsite3. Checking the work schedule

backlog4. None of the above

1-30. The success of any project dependsa great deal upon attention todetail and what other factor?

1. Experience2. Care taken in planning3. Mode of transportation4. Distance to jobsite

1-31. As the petty officer or chief incharge of a crew, you areresponsible for crew member timemanagement. When is the best timeto confirm plans for the nextworkday?

1. At the beginning of each day2. At the beginning of each week3. At the close of each day4. At the close of each week

1-32. For you to properly plan yourproject you must be able toorganize. What is the first stepin organizing this project?

1. Plan the job sequences2. Plan for the equipment3. Schedule the material4. Schedule the tools

1-33. Since safety and production go handin hand, the only efficient way todo any thing is the safe way.Which of the following is the bestway to have a safe project?

1. Post safety slogans on allbulletin boards

2. Read the Safety Line each week3. Visit with the battalion safety

chief daily4. Teach, observe, and plan with

safety in mind

3

1-34. When making work assignments, it isbest to rotate the jobs among thecrew. What is the main advantageof rotating work assignments?

1. It identifies the less skilledcrew members

2. It prevents specialization ofwork

3. It confuses the crew4. It lengthens a short project

1-35. What is/are the advantage(s) toassigning more crews or crewmembers to a project that has aunique phase of the rate?

1. Enhances direct labor2. Employs all crews3. Speeds project completion4. Promotes teamwork, new skills,

and versatility

1-36. The Enlisted Performance EvaluationReport is the most significantpersonnel management tool in theenlisted service record. It isdesigned primarily for what use?

1. Making advancement andassignment decisions

2. Making reenlistment decisions3. Making retention decisions4. Making special educational

decisions

1-37. Which of the following instructionsshows you what goes in each blockof an Enlisted PerformanceEvaluation Report?

1. BUPERSINST 1430.162. OPNAVINST 5102.13. OPNAVINST 6110.14. NAVMILPERSCOMINST 1616.1

1-38. To prepare a rough evaluationreport properly, you should havethe individual submit what inputform?

1. NAVPERS 1616/212. NAVPERS 1616/243. NAVPERS 180684. NAVPERS 18665

1-39. CPA, CPM, and PERT are techniquesused in the analysis of a flow ofevents and activities of aconstruction project. What is thegeneric title covering theseconstruction management techniques?

1. Network analysis2. Planning and estimating3. Flow charting4. Project analysis

1-40. Construction management in the

1-41.

1-42.

1-43.

1-44.

1-45.

1-46.

Seabees is based on the criticalpath method. This method has whichof the following major advantages?

1. Mobility2. Training3. Versatility4. Inexpensive

When developing constructionactivities, they should be lessthan how many days in duration?

1. 52. 103. 154. 20

In an NMCB, what individual hasfunctional authority overconstruction projects?

1. A32. B33. H34. S3

All construction work done by thebattalion is according to theconstruction quality controlprogram. This construction work isoutlined in which of the followingmanuals?

1. P-9082. P-4453. P-4044. P-307

The prime contractor andsubcontractors are assigned by theOperations department. The primecontractor of a project has whichof the following responsibilities?

1. Safety on the project2. Quality of the project3. Timeliness of the construction

effort4. All of the above

How many folders are there in aproject package?

1. Seven2. Eight3. Nine4. Ten

What folder in a project packagecontains the project qualitycontrol plan?

1. #52. #63. #74. #8

4

1-47.

1-48.

1-49.

1-50.

1-51.

1-52.

1-53.

What folder in a project packagecontains the projectspecifications?

1. #62. #73. #84. #9

What folder in a project packagecontains the level II precedencediagram?

1. #52. #63. #34. #4

Project planning milestones areused to help you in the planningyour project and the developmentyour project package. Whatdepartment assigns thesemilestones?

1. P & E2. Operations3. Planning4. Material

ofof

When estimating a project, the crewleader is responsible for ensuringall required resources areidentified. Where do you listthese resources and any actionrequired to track them?

1. CAS sheets2. Master sheets3. Duration sheets4. Production sheets

When planning a project in the NCF,you should not exceed what numberof master activities?

1. 52. 103. 154. 20

Master activities can be brokeninto at least what number ofconstruction activities?

1. 52. 103. 154. 20

A work element checklist is a goodguide for developing constructionactivities . It can be found inwhat book?

1. NAVFAC P-9082. NAVFAC P-4043. NAVFAC P-3074. NAVFAC P-405

1-54.

1-55.

1-56.

1-57.

1-58.

1-59.

A typical Naval Mobile ConstructionBattalion project contains how manyconstruction activities?

1. Between 25 and 802. Between 15 and 703. Between 25 and 604. Between 15 and 50

Construction activity numbers areusually four digits. What do thefirst two digits identify?

1. Construction activity2. Master activity3. Specific project4. Specific element

You need to know how to calculateman-days and duration for eachconstruction activity. What manualis the primary reference for Seabeeman-day estimates?

1. NAVFAC P-4012. NAVFAC P-4053. NAVFAC P-3074. NAVFAC P-305

According to NAVFAC P-405,regardless of the length of theworkday, tasking, estimating, andreporting of each man-hour arealways figured using what number ofhours?

1. 62. 83. 104. 12

When figuring the productionefficiency factor for a project,you must assign a production factorfor each element of the job. Whatis considered the averageproduction factor?

1. 602. 623. 674. 70

For each particular constructionactivity, the delay factor is onlyused in what calculations?

1. Man-day estimate2. Activity duration3. Man-day equivalent4. Project duration

5

1-60. Availability factors take intoaccount that Seabees assigned asdirect labor are not available 100percent of the time. What is theavailability factor for the mainbody?

1. 0.602. 0.653. 0.704. 0.75

6

ASSIGNMENT 2

Textbook Assignment: “Project Planning and Management,” chapter 2, pages 2-12 through 2-49.

2-1. When determining constructionactivity durations, lost time fromthe project site can be accountedfor by including what factor in theequation?

1. Delay2. Availability3. Production4. Efficiency

2-2. Once the master activities havebeen broken into constructionactivities, you will need to use aCAS sheet for each activity. Whereon the CAS sheet do you put theman-day and duration calculations?

1. Front page top2. Front page bottom3. Back page top4. Back page bottom

2-3. Of the followingshould be put on

1. Man-days2. Tools3. Equipment

information, whatCAS sheets?

4. All of the above

2-4. Which of the following is a majoruse of a rough level II schedule?

1. To provide an overall pictureof the entire deployment

2. To coordinate the planningeffort between companies

3. To provide periods wherespecial tools are required

4. To provide material deliverydates

2-5. The logic network is a basicmanagement tool. How is it used inrelation to all resources that aredirectly related to time?

1. Controls2. Monitors3. Distributes4. All of the above

2-6. Which of the following is a majoruse of the logic network during theplanning stage?

1. To indicate all activities thatmust be accomplished

2. To record the drawings for eachproject

3. To show structural changes4. To list the quantities and

types of work

2-7. What is the general rule forcreating an activity?

1. An activity is created for anyfunction that uses indirectlabor

2. An activity is created for anyfunction that does not useindirect labor

3. An activity is created for anyfunction that uses direct labor

4. An activity is created for anyfunction that does not usedirect labor

2-8. Resources must be tied directly tothe CAS sheet and network.

1. True2. False

2-9. Why is it important to do the logicnetwork when breaking the projectdown into construction activities?

1. To ensure network is completedon time

2. To ensure all items of work areincluded

3. To ensure quality control4. To ensure safety on the project

2-10. In the logic network, what shape isused to represent activities?

1. An octagonal box2. A start and finish node3. A rectangular box4. A round node

IN ANSWERING QUESTIONS 2-11 AND 2-12,REFER TO FIGURE 2-11

2-11.

2-12.

Activity 1020what activity

1. 10102. 10503. 10304. 1040

Activity 1030what activity

1. 10102. 10203. 10504. 1040

OF THE TEXTBOOK.

cannot startis complete?

cannot startis complete?

until

until

IN ANSWERING QUESTIONS 2-13 THROUGH 2-15,REFER TO FIGURE 2-12 OF THE TEXTBOOK.

7

2-13. In the activity block, where willthe activity number be inserted?

1. Upper left2. Lower left3. Upper right4. Lower right

2-14. Where in the activity block willthe late finish be inserted?

1. Upper left2. Lower left3. Upper right4. Lower right

2-15. Where in the activity block willthe activity description beinserted?

1. Upper right2. Lower right3. Upper center4. Lower center

2-16. What is the main objective of theforward pass computations?

1. To determine the duration ofthe project

2. To establish early start dates3. To determine late start dates4. To establish the duration of

the activity

2-17. What are lag times?

1. Mandatory break times2. Mandatory wait times between

activities3. Optional break times4. Optional wait times between

activities

2-18. What is the equation for findingthe early finish time of anactivity?

1. Early start minus duration2. Late start minus duration3. Early start plus duration4. Late start plus duration

2-19. In a basic schedule, what factor isdetermined by the backward passcomputations?

1. The earliest possible start andfinish

2. The critical path3. The duration of the project4. The computed float only

2-20.

2-21.

2-22.

2-23.

2-24.

2-25.

Which of the following phrases bestdescribes the critical path in aprecedence diagram?

1. It is the shortest paththroughout the network

2. It is the path with the mostfree float

3. It is the longest paththroughout the network

4. It is the path with the mosttotal float

What term is used to identify thenumber of days an activity can bedelayed without delaying theproject completion date?

1. Float2. Allowance of time3. Dead time4. Total float

Which of the following statementsbest describes free float?

1. The number of days free duringthe deployment

2. The number of days an activitycan be delayed without takingfloat away from the nextactivity

3. The number of days free duringthe project

4. The number of days off duringthe project

When network calculations are beingperformed, the total float of anactivity should be determined bythe use of what formula?

1. Total float = late start plusearly start

2. Total float = early start minusearly finish

3. Total float = late start pluslate finish

4. Total float = late start minusearly start

What is the meaning of the termcritical activity?

1. The activity is in bad shape2. The activity has no float3. The activity has no material4. The activity has float

When calculating the start andfinish dates of a project network,what logic type will give you thelongest project duration?

1. Finish–to-start2. Start-to-start3. Finish-to–finish4. Late finish to early finish

8

2-26. On a level III barchart, whatmarkings represent the criticalconstruction activity durations?

1. Single dash lines2. Red lines3. Double dash lines4. Black dots

2-27. On the level III barchart, freefloat is shown as dots behind eachnoncritical activity. HOW do youfind the total float for anactivity with no free float?

1. Look at the activity at thebeginning of the network

2. Look at the activity at theof the network

3. Look at the next activity4. Look at the activity with

shared floats

end

2-28. Resource leveling involves matchingconstruction activities scheduledwith what other factor?

1. The material on hand2. The crew size available3. The network4. The project

2-29. Which of the following do you needto know in order to performresource leveling?

1. Time-scaled schedule2. Crew size3. Histogram4. All of the above

FOR QUESTIONS 2-30 AND 2-31,FIGURE 2-16 OF THE TEXTBOOK.

2-30. Look at activity 1020histogram of June 28.

REFER TO

in theHow many

equipment operators are requiredfor that day?

1. Zero2. Two3. Three4. Four

2-31. How many equipment operators arerequired to complete activity 1020?

1. Zero2. Two3. Six4. Eight

FOR QUESTIONS 2-32 AND 2-33, REFER TOFIGURE 2-17 OF THE TEXTBOOK.

2-32.

2-33.

2-34.

What is the total float foractivity 4000?

1. 112. 23. 134. 14

How many builders are required foractivity 4000?

1. 132. 23. 64. 8

When the level III barchart issorted by early start dates, anactivity can be moved in whatdirection(s)?

1. Forward only2. Backward only3. Forward or backward4. Any direction

2-35. Activities that show no free floatare tied by dependency to whatfactor?

1. Total float2. Available resources3. The network4. Other activities

2-36. A level III barchart sorted byactivity number is used in thedevelopment of the level II.Man-day estimates are taken fromwhat source?

1. Histogram2. Network3. CAS sheets4. Level I

2-37. On a level II barchart, the weeksfor the entire deployment arewritten across the top. What dayof the week is always used?

1. Sunday2. Monday3. Friday4. Saturday

2-38. On a level II barchart, thescheduled progress curve is drawnby plotting the percent completescheduled at the end of what periodof time?

1. One week2. Two weeks3. Thirty days4. Quarterly

9

2-39.

2-40.

2-41.

2-42.

2-43.

2-44.

2-45.

CAS sheets used properly cangreatly enhance the constructioneffort of your project. Of thefollowing, which one is animportant use of the CAS sheets?

1. Control the work load2. Control the job conditions3. Track resources4. Track labor skills

What individual initiates localpurchase actions?

1.2.3.4.

Ofisof

1.2.3.4.

ExpeditorProject chiefMLOCrew leader

the following barcharts, whichused to reflect the daily statusyour project?

Level ILevel IILevel IIILevel IV

The critical path on the barchartthat is posted on the jobsiteshould be highlighted in whatcolor?

1. Yellow2. Red3. Green4. Blue

Which of the following factors, ifnot tracked continuously, couldcause a work delay?

1. Long lead items2. Personnel3. Tools4. Man-days

If the project is behind schedule,what form is used to reflect howyou are going to get back onschedule?

1. Level I2. Level II3. CAS sheet4. Two-week schedule

Which of the following tools isused primarily by the crew leaderto ensure that all materials are onthe jobsite?

1. Inventory log2. Expediter log3. Two-week schedules4. MLO log

2-46.

2-47.

2-48.

2-49.

2-50.

2-51.

2-52.

A crew leader requesting materialfrom MLO should give a lead time ofwhat minimum number of days?

1. One2. Two3. Three4. Four

When giving crew briefings, whichof the following tools can be usedto improve the briefings?

1. Plan of the day2. Master activity prep list3. Project status4. Project summary

What is the formula for calculatingthe actual availability factor foryour project?

1.

2.

3.

4.

Increasing availability by10 percent is the same as addinghow many personnel to your crew?

1. One2. Two3. Three4. Four

Projects are initially laid out ona logic diagram using what type oflogic relationship?

1. Start-to-finish2. Start-to-start3. Finish-to-finish4. Finish-to-start

What type of logic relationshipwill stretch the project completiondate?

1. Start-to-finish2. Start-to-start3. Finish-to-finish4. Finish-to-start

At what point during the deploymentare project schedules consideredfirm?

1. After the BEEP2. After the 45-day review3. After the 90-day review4. After the project start date

10

2-53.

2-54.

2-55.

2-56.

2-57.

2-58.

What is the most accurate way ofrecording man-days expended on aproject?

1. Labor reports2. Timecards3. SITREPs4. Barcharts

What type of labor contributesdirectly to the accomplishment ofthe battalion’s mission?

1. Direct2. Indirect3. Productive4. Overhead

Man-days expended directly onconstruction activities, in thefield or the shop, are consideredwhat type of labor?

1. Direct2. Indirect3. Productive4. Overhead

Labor expended in “A” Co. CM shopsis considered what type?

1. Direct2. Indirect3. Productive4. Overhead

When filling out a SITREP feeder,what is the formula for figuringthe weighted percent for eachmaster activity?

1. Master activity estimatedman-days divided by totalproject estimated man-days

2. Total project estimatedman-days divided by masteractivity estimated man-days

3. Original estimated man-daysdivided by project estimatedman-days

4. Project estimated man-daysdivided by original estimatedman-days

When computing master activitypercent complete (WIP), which ofthe

1.2.3.4.

following data is NOT used?

Weighted percentMan-days expendedActual work in placeMaster activity percentcomplete

2-59. The project percent complete iscomputed by multiplying what twofigures?

1. Weighted percent by man-daysremaininq

2. Weightedexpended

3. Weightedactivity

4. Weightedman-days

percent by man-days

percent by masterpercent completepercent by originalestimated

2-60. What is the allowable percentdeviation between actual WIP and scheduled WIP for a project of 800man-days?

1. 20%2. 15%3. 10%4. 5%

2-61. A construction activity with anoriginal estimate of 40 man-daysis 25 percent complete. How manyman-days are remaining?

1. 302. 253. 204. 15

2-62. Once construction has started on aproject, it is considered activeand is not removed from the SITREPuntil the project is accepted bywhat individual?

1. The QC chief2. The ROICC3. The operations chief4. The operations officer

2-63. What authority approves theadjustment of the usable completiondate (UCD) reflected in the SITREP?

1. Operations officer2. Commanding officer3. 2ndNCB/3rdNCB4. ROICC

2-64. To make a progress curve on thelevel II barchart, what figuresmust be plotted?

1. Estimated man-days and actualman-days expended

2. Estimated man-days and percentcompleted

3. Man-days expended and man-daysremaining

4. Man-days expended and percentcompleted

11

2-65. Who is responsible for safety onyour jobsite?

1. Safety officer2. Safety chief3. You4. ROICC

2-66. What is the most common cause ofproject mishaps?

1. Safety chief not on jobsite2. Unsafe construction practices3. Material delay4. Insufficient tools

2-67. What is the purpose of the dailystand–up safety lecture?

1. To discuss daily events2. To increase personnel awareness3. To distribute routine tasking4. To discuss project status

2-68. Ground fault circuit interrupters(GFCIs) should be used with whattype of tools?

1. Double insulated tools2. Uninsulated tools3. Old tools4. All power tools

2-69. How often are all electricalportable tools, extension cords,small gasoline, pneumatic, andpower-actuated tools safetyinspected and tagged with thesafety color of the month?

1. Monthly2. Bimonthly3. Quarterly4. Yearly

2-70. Guidance on the removal of asbestoscan be found in which of thefollowing instructions?

1. NAVFAC P-9082. NAVFAC P-3073. COM2NDNCB/COM3RDNCBINST 11200

series4. COM2NDNCB/COM3RDNCBINST 5100

series

2-71. According to the EM 385-1-1, a bank

2-72.

2-73.

2-74.

2-75.

on stable ground has to be whatminimum height to require shoring?

1. 10 feet2. 2 feet3. 5 feet4. 8 feet

Upon completion of a project, wheredo you turn in excess projectmaterial?

1. DRMO2. MLO3. Dump4. CTR

At the close of a project, thebattalion is required to turn inhow many sets of red-line drawingsto the ROICC?

1. Eight2. Two3. Six4. Four

After the preliminary acceptanceinspection with the ROICC, whoprovides the written punchlist?

1. Operations officer2. Customer3. ROICC4. Project supervisor

After the project has beenaccepted, the project files areclosed and retained for what amountof time?

1. 6 months2. 12 months3. 24 months4. 36 months

12

ASSIGNMENT 3

Textbook Assignment: “Construction Management,” chapter 3, pages 3-1 through 3-30, and“Advanced Base Planning and Embarkation,” chapter 4, pages 4-1 through4-8.

3-1.

3-2.

3-3.

3-4.

3-5.

3-6.

The main purpose of the qualitycontrol (QC) program is to preventdiscrepancies in workmanship andmaterials. In addition to thechain of command, who isresponsible for qualityconstruction?

1. Crew leader2. Project chief3. QC chief4. Operations officer

Who is responsible for developingan aggressive QC plan for eachproject?

1. QC chief2. Project chief3. Company chief4. Crew leader

To ensure quality, a means ofmeasuring QC must be established.These QC measures are written onthe CAS sheet in what manner?

1. In construction language2. In military language3. In plain language4. In CEC language

When developing a QC plan, what isthe last major step?

1. Develop equipment report2. Develop material report3. Develop daily QC inspection

report4. Develop visitor report

Where are all test and inspectionslisted on the CAS sheet?

1. Front2. Back3. Under Remarks/Results4. Under Assumptions

The ROICC approves any battalionrecommended field changes. Whatauthority approves any changes thatrequire 50 or more man-days ofadditional direct labor?

1. ROICC2. Customer3. Operations officer4. 2ndNCB/3rdNCB

3-7.

3-8.

3-9.

3-10.

3-11.

3-12.

What project package foldercontains the log of all designchange requests?

1. 52. 63. 74. 8

How often are red-line drawingsupdated and compared with thedrawings held by the operationsdepartment?

1. Every week2. Every 2 weeks3. Every 3 weeks4. Every 4 weeks

What unit within the battalionperforms the material tests thatare required by specifications?

1. MLO2. Safety3. Engineering4. Operations

As project materials are receivedin MLO, they will be inspected bythe crew leader for that project.How many days prior to use willthey have to be inspected again?

1. 102. 203. 304. 60

The goal of the 2ndNCB/3rdNCB is tohave what percent of critical pathmaterials on site at project start?

1. 1002. 753. 504. 25

In home port who generatesbills of material for your

1. Battalion operations2. Battalion engineering3. 20th or 31th NCR4. Project customer

theproject?

13

3-13.

3-14.

3-15.

3-16.

3-17.

Thefor

2.3.4.

material take–off list is usedwhat purpose?

1. First-stage planningCheck-and-balanceMLO order listReceipt for MLO

What is the purpose of a BM add-on?

1. To order an existing BMLI2. To add a continuation of the BM3. To decrease paperwork4. To order a completely new item

When deployed on an Atlantic site,what report is used to track yourmaterials?

1. Project control report2. Project status report3. Project material report4. Project supply report

What report is used by MLO to trackproject money spent on locallyprocured materials?

1. PCR2. PSR3. EAC4. PBR

Once deployed and your project hasstarted, how many working days ofmaterial must you keep on thejobsite?

1. 102. 203. 304. 45

3-18. For “B” priority locally ordereditems, how much lead time must yougive MLO after they receive your1250-1?

1. 1 to 3 days2. 2 weeks plus3. 3 to 4 weeks4. 4 days to 2 weeks

3-19. The excess file in MLO isestablished from material left overfrom completed projects. How longwill MLO store this material?

1. 1 month2. 2 months3. 3 months4. 6 months

3-20.

3-21.

3-22.

3-23.

3-24.

3-25.

The SAMMS computer system in MLOgenerates a materials due report.How often should MLO provide thisreport for your project?

1. Once a week2. Twice a month3. Monthly4. Every six months

What is the policy for picking uphitchhikers?

1. Allowed only in foul weather2. Encouraged when it does not

interfere with your mission3. Strictly forbidden4. Always allowed

On a piece of operatingconstruction equipment, whatdetermines the number of personnelallowed on it?

1. Number of seats2. Amount of room3. Type of task4. Size of equipment

When will equipment be madeavailable for maintenance?

1. When workload allows2. When scheduled by maintenance

branch3. Upon completion of project4. During slack times

Who performs operator maintenanceon equipment assigned to yourproject?

1. The EO assigned to the project2. The CM assigned to the project3. The individual operating that

piece of equipment4. The crew leader

Operators of automotive orconstruction equipment areresponsible for the prestartinspection. Where can a list ofthese services be found?

1. Equipment Repair Order2. Shop Repair Order3. Project Inspection List4. Inspection Guide and Trouble

Report (hard card)

14

3-26.

3-27.

3-28.

3-29.

3-30.

3-31.

Scheduled maintenance is known aspreventive maintenance (PM).Besides maximizing equipmentavailability, what is the primeobjective of this maintenance?

1. To slow project completion2. To minimize unnecessary repair

cost3. To maximize shop workload4. To fully train shop mechanics

On a piece of NCF equipment, thestandard interval betweenservice is what number ofdays?

1. 902. 603. 304. 40

PMworking

On what basis, if any can theinterval for PM on a piece ofequipment be extended?

1. Operator’s decision2. Project requirements3. Crew leader’s decision4. None; the interval can never be

extended

Tool accountability is controlledby the crew leader through tool kitinventories . How often are toolkit inventories required by theSeabee Supply Manual?

1. Monthly2. Twice monthly3. Quarterly4. Annually

What is the first thing visitorsnotice about your jobsite?

1. Quality of work2. Quantity of work3. Appearance4. Number of personnel assigned

Crew leaders must be prepared forthe inspections given by eachbrigade. The one given by the3rdNCB is called an ORI. What isthe one given by the 2ndNCB called?

1. FEX2. DMI3. QCI4. SPC

3-32.

3-33.

3-34.

3-35.

3-36.

3-37.

Which of the following data isincluded among the contents of theNAVFAC P-437, volume 1?

1.

2.

3.

4.

Amounts of fuel required tooperate componentsSizes of the crew it takes tooperate facilitiesNumber of acres of land afacility occupiesDrawings of facilities andassemblies

A site plan for a specificcomponent may be located in what(a) volume and (b) part of theP-437 ABFC?

1. (a) Volume 1 (b) Part 12. (a) Volume 2 (b) Part 23. (a) Volume 1 (b) Part 24. (a) Volume 2 (b) Part 1

A construction network is includedin the ABFC system as part of thedesign package in the NAVFAC P-437.In what grouping can the networksbe found?

1. Assembly2. Component3. Facility4. Project

Volume 2 of the NAVFAC P-437 lists,by national stock number (NSN), thematerial requirements for which ofthe following units?

1. Facility2. Assembly3. Project4. Component

NAVFAC P-437, volume 2, lists therequirements referred to inquestion 3-35 not only by NSN, butalso by DoD category codes. Thesesame category codes are also listedin which of the followingpublications?

1. NAVFAC P-722. NAVFAC P-3153. NAVFAC P-4054. NAVFAC P-307

To find the facility that isrequired for enlisted personnelquarters, you should look underwhat category code?

1. 900 - Real Estate2. 800 - Utilities and Ground

Improvement3. 300 - Research, Development,

and Evaluation4. 700 - Housing and Community

15

3-38. Assemblies are functionally groupedby numbers so they relate to whichof the following installationcharacteristics?

1.

2.3.

4.

3-39. How

Occupational Field 13 skillsrequiredSize of the crew requiredAmount of Alfa Company supportrequiredAmount of supplies on hand

can components or facilities betailored?

1. By specifying requirements forTropical or North TemperateZones

2. By deleting or addingfacilities or assemblies

3. Both 1 and 2 above4. By requesting additional

assistance from NAVFAC only

3-40. In the ABFC system, what codeidentifies assemblies required foruse in the North Temperate Zone?

1. T2. NT3. N4. c

IN ANSWERING QUESTION 3-41, REFER TOFIGURE 4-2 OF THE TEXTBOOK.

3-41.

3-42.

3-43.

Approximately how many man-hoursshould it take to install two200-kW diesel generators?

1. 102. 93. 74. 5

In the Facilities Planning Guide,how are component site plansrepresented?

1. Construction drawing numbers2. NAVFAC drawing numbers3. CECOS drawing numbers4. NCF drawing numbers

Construction standards are groupedinto two classifications, initialand temporary. What is theduration requirement for initialconstruction?

1. More than 16 weeks2. Less than 12 weeks3. More than 8 months4. Less than 6 months

3-44.

3-45.

3-46.

Fuel usage is computed forinstalled engine-driven equipmentbased on a requirement of how manydays?

1. 902. 603. 304. 10

How are facility drawings in volume1, part 2 indexed?

1. By facility number2. By drawing number3. By construction number4. By CESE number

What numbering system is used toidentify the Civil Engineer SupportEquipment needed to make a facilityfunctionally operational?

1. CESE2. ECC3. TOA4. ABIOL

IN ANSWERING QUESTION 3-47, REFER TO TABLE4-1 OF THE TEXTBOOK.

3-47. A facility is to be disassembledand moved to another location andreused. What recoverability codeis assigned to this facility?

1. A2. B3. C4. D

IN ANSWERING QUESTION 4-48, REFER TOFIGURE 4-4 OF THE TEXTBOOK.

3-48.

3-49.

3-50.

How many construction electriciansare required to install assemblynumber 32602?

1. One2. Two3. Three4. Four

When ordering a component, not inyour TOA, what authority must therequest go through?

1. NAVFAC2. CNO3. CESCO4. OPNAV

In what publication is the Index ofFacilities listed?

1. P-4042. P-3073. P-4374. P-315

16

3-51. To obtain fixtures that are notfurnished with a facility or anassembly listed in NAVFAC P-437,you should do which of thefollowing?

1. Order them separately2. Purchase them on the open

market3. Pick them up at a supply depot4. Build them yourself

17

ASSIGNMENT 4

Textbook Assignment: “Advanced Base Planning and Embarkation,” chapter 4, pages 4–7 through4-32.

4-1. Which of the following termsapplies to a naval unit with thecapability of deploying andredeploying in response to anassigned mission?

1. Readiness2. Operational3. Mobile4. Tactical

4-2. To meet the requirements forcontingency support, an NMCB inhome port must be capable ofredeployment within a maximum ofhow many days?

1. 102. 203. 304. 60

4-3. During the first 30 days afterreturning to home port, a battalionmust be ready to deploy an airdetachment within what amount oftime?

1. 8 hours2. 24 hours3. 36 hours4. 48 hours

4-4. During an embarkation, whatpersonnel are expected to performthe mount-out?

1. Equipment operators2. Mechanics3. Builders4. All hands

4-5. What U.S. Air Force command isusually requested to providestrategic airlift requirements forcontingency movements of NCF mobileunits?

1. The Strategic Air Command2. Airlift Mobility Command3. The Tactical Air Command4. The North American Air Defense

Command

4-6. Which of the following types ofU.S. Air Force aircraft is/are usedby the NCF for strategicembarkation?

1. C-1302. C-1413. C-54. Each of the above

4-7. The Air Force uses the sameComputer-Aided Load Manifesting(CALM) system as the NCF. What isthe purpose of this system?

1. To design mount-out exercises2. To design aircraft load plans3. To program flight movement4. To program unit movement

4-8. In an amphibious embarkation, whatauthority determines the shippingrequirements and embarkationschedules?

1. Loadmaster2. 2nd NCB3. 3rd NCB4. OPNAV

4-9. The first principle ofplanning dictates that

embarkationthe plans

must support which of the followingevolutions?

1.

2.

3.

4.

Personnel, equipment, andsupplies must be loaded in amanner that will permitunloading in the time andsequence required to supportthe landing force ashoreNCF embark plans must containcombat support requirements foruse during assault operationsThe NCF embark officer mustretain control of the assaultforce debarkation sequenceThe embark planners must obtainan exact description of thetactical OPORD tasks ashore inorder to modify each waverequirement and beachheadarrival sequence

4-10. To provide the highest possibledegree of self-sufficiency duringembarkation operations, theweapons, communications equipment,and CESE should be shipped in whatmanner?

1. Separately, troops in one groupand equipment in another

2. Weapons and troops together andCESE separately

3. Equipment, supplies, andsupporting gear should beshipped with the troops usingthem

4. As determined by the combatcargo officer or aircraftloadmaster

18

4-11. There are four packing listsprepared for each mount-out box.One copy is placed inside the box,the second copy is retained by theuser department, and the third copyis retained by the embarkationMOCC. Where is the final copyplaced?

1. In the supply department file2. In a protective packet on the

outside of the box3. In the custody of the aircraft

commander or the combat cargoofficer

4. In the group embarkationcommander’s status files

4-12. A mount-out box should be kept towhat maximum gross weight toexpedite handling?

1. 150 pounds2. 250 pounds3. 350 pounds4. 400 pounds

4-13. Which of the following duties isthe responsibility of theCOMSECOND/COMTHIRD NCB embarkationstaff?

1. Assigning cargo assembly areas,vehicle staging areas, andembarkation points

2. Advising battalion or teamembarkation officers in thepreparation of load plans

3. Maintaining constant liaisonwith other services andexternal organizations thatsupport the embarkation process

4. Preparing and maintainingtemplate files of all currentlydeployed Tab A equipmentattached to the battalion

4-14. In order to be assigned to theregimental embarkation staff, YOU

must complete the formalembarkation schools. In whatCOMSECOND/COMTHIRD instruction cana list of these schools be found?

1. 1500.202. 5100.1F3. 11014.24. 11200.1

4-15. During home port, what staff hasthe responsibility of monitoringand evaluating all NCF embarkationexercises?

1. COMSECOND/COMTHIRD NCBembarkation staff

2. Battalion embarkation staff3. Regimental embarkation staff4. NCF embarkation staff

4-16. Which of the following individualsis responsible for keeping the MOCCfiles current with all necessaryinformation on embarkation?

1. Embarkation chief petty officer2. Operation officer3. Loadmaster4. Executive officer

4-17. Which of the following duties isthe responsibility of the battalionembarkation chief petty officer?

1. Preparing operational orders toexercise the battalion’sembarkation plan while deployed

2. Maintaining a file of all NCFembarkation exercises held inhome port

3. Maintaining liaison withCOMSECOND/COMTHIRD NCBembarkation staff

4. Preparing and maintaining atemplate file of all currentdeployment site Tab A equipmentattached to the battalion

4-18. During an actual mount-out, thebattalion embarkation staff mustfunction on a full-time basis untilwhich of the following eventsoccurs?

1. All of the embarked troops,supplies, and equipment havelanded at the prescribeddestination

2. The embark officer hasinitiated a stand-down period

3. The last aircraft or surfaceship has departed theembarkation point

4. The embarked troops are underthe orders of the assault groupcommander

4-19. All details should include in theirembarkation plan the possibility ofbeing tasked to respond as anadvance party for the battalion.Which of the followingcharacteristics makes them idealfor such tasking?

1. Location and semi-independentnature

2. Well-trained unit3. Quick response capability4. All of the above

4-20. While on deployment, whatorganization schedules thebattalion’s embarkation exercise?

1. NCB2. NCR3. NCF4. MOCC

19

4-21.

4-22.

4-23.

4-24.

Upon receipt of an initiating orderto mount-out and deploy, whatperson is responsible forimplementing the MOCC?

1. Commanding officer2. Executive officer3. Operations officer4. Intelligence officer

Which of the following staff groupsis responsible for controlling,coordinating, and monitoring themovement of personnel, supplies,and equipment to the embarkationstaging areas?

1. ALCE2. MOCC3. DACG4. Embarkation staff

What unit within the battalionserves as the coordinating centerfor all of the companies and all ofthe staff section heads?

1. Operations2. Intelligence3. MOCC4. Quarter deck

Which of the following units isresponsible for the actual loadingof vessels or aircraft?

1. MOCC2. DACG3. NCF4. NCB

IN ANSWERING QUESTIONS 4-25 AND 4-26,REFER TO FIGURE 4-7 OF THE TEXTBOOK.

4-25. Using the mount-out checklist, atwhat time is the company gear forthe air detachment prepared forstorage and/or embarkation?

H + 52. H + 243. H + 364. H + 44

4-26. At what time is the main body roughpersonnel manifest submitted to thepersonnel officer?

1. H + 152. H + 243. H + 394. H + 46

4-27. When uncertain about whatinformation to report to the MOCC,you should take what action?

1. Ask your company commander2. Report all pertinent

information3. Assume the MOCC already has the

information4. Prepare a memorandum for the

record

4-28. For planning purposes, what is thepeacetime preliminary aircraftcabin load (ACL) for a C-130?

1. 15,000 pounds2. 25,000 pounds3. 30,000 pounds4. 50,000 pounds

4-29. Which of the following cargoaircraft is capable of takeoffs andlandings on packed dirt or a SATSrunway?

1. C-52. C-1303. C-1414. Each of the above

IN ANSWERING QUESTIONS 4-30 THROUGH 4-35,REFER TO TABLES 4-2 AND 4-3 OF THETEXTBOOK.

4-30. What is the (a) height and (b)width, in inches, of the cargocompartment in a C-130 aircraft?

1. (a) 109 (b) 2282. (a) 108 (b) 2283. (a) 108 (b) 1234. (a) 109 (b) 123

4-31. What is a maximum number of 463-Lpallet positions available in a

1.

C-141 aircraft?

1. 102. 213. 364. 40

4-32. On the tail ramp of both theand the c–141 aircraft, what

C-130is the

maximum permissible vehicle height,in inches?

1. 502. 763. 804. 105

20

4-33.

4-34.

4-35.

The C-141A aircraft, unstretchedand without side seats, canaccommodate a total of how manypassengers?

1. 622. 703. 904. 152

What is the length, in inches, ofthe cargo compartment in a C-5AGalaxy aircraft?

1. 1,4542. 8403. 4924. 228

The optimum center of balance for aC-130 aircraft is located at whatfuselage station?

1. 5122. 5243. 5364. 925

A. Special assignmentairlift mission(SAAM)

B. Joint airborne/airtransportabilitytraining (JA/ATT)

C. AMC channelflights

D. Joint Chiefs ofStaff exerciseairlifts

FIGURE 4A

IN ANSWERING QUESTIONS 4-36 THROUGH 4-40,REFER TO FIGURE 4A. SELECT THE TYPE OFAMC MISSION USED TO SUPPORT THE FOLLOWINGAIRLIFT MISSIONS.

4-36. Airlifts for out-of-CONUS ortheater service over establishedroutes.

1. A2. B3. C4. D

4-37.

4-38.

4-39.

4-40.

4-41.

4-42.

4-43.

Airlifts purchased or contracted bya user for their own unilateralsupport.

1. A2. B3. C4. D

Airlifts for deploying a unit to anoverseas site in commercialaircraft.

1. A2. B3. C4. D

Airlifts for multiservice ormultinational exercises, such asNATO.

1. A2. B3. C4. D

Airlifts that provide specifictraining data in the loading andtransporting of NCF-unique CESE.

1. A2. B3. C4. D

Which of the following staff groupsis responsible for ensuring orderlyand timely movement of personnel,material, and equipment from theairfield to the deployment site?

1. DACG2. AACG3. MOCC4. ALCE

Where is the equipment and materialstaging and marshaling areausually located?

1. In close proximity to the CESEpreparation area

2. In the vicinity of thedeparting airfield

3. In the vicinity of the arrivinga i r f i e l d

4. In close proximity toHeadquarters

When an aircraft lands en route toor from home base, who has the dutyof providing cargo security?

1. OOD2. Aircraft pilot3. Aircraft crew4. OIC

21

4-44.

4-45.

4-46.

4-47.

4-48.

4-49.

As the flight OIC, how many hoursbefore the scheduled flight timemust you muster your personnel?

1. 122. 243. 364. 48

Before hazardous cargo can beaccepted for movement by airlift,it must be certified on what form?

1. AFR 71-42. DD Form 1387-23. NAVFAC 1706/34. DD Form 1348

What manual outlines the proceduresfor embarking the CESE assigned toa battalion TOA aboard aircraft?

1. NAVFAC P-4042. COMSECOND/COMTHIRDNCBINST

11014.23. COMSECOND/COMTHIRDNCBINST

3120.1 series4. NAVFAC P-307

When a piece of CESE is positionedon the cargo ramp of an aircraft,how much fuel, if any, is allowedto remain in the fuel tank?

1. 1/4 tank2. 1/2 tank3. 3/4 tank4. None

Water tanks and water trailers mustbe airlifted empty according towhat manual?

1. NAVFAC P-3072. NAVDOCKS P-3063. AFM 76-64. OPNAV 5090

When locating the center of balanceof a vehicle, you must establish areference datum line (RDL). TheRDL is determined from whatlocation on the vehicle?

1. The farthest forward point of avehicle

2. The center line of the frontaxle

3. The center line between therear tandem axles

4. The center line of the extremerear axle

4-50. What is the preferred method for

4-51.

4-52.

4-53.

4-54.

determining the C/B of a trackvehicle?

1. Weigh each end on a scale, thencombine the weights and divideby 2

2. Weigh each track at the centerline of the vehicle, then markit on both sides of the centerline

3. Lift the vehicle with a craneat the tie–down devices, thenslide the vehicle until balanceis achieved

4. Drive the vehicle over a woodenbeam that is perpendicular tothe tracks, then mark the C/Bwhere the vehicle balances onthe beam

What is the cargo area space on a463-L cargo pallet?

1. 96 x 290 inches2. 88 x 108 inches3. 84 x 104 inches4. 84 x 108 inches

A 463-L pallet can hold whatmaximum weight?

1. 6,000 pounds2. 8,000 pounds3. 9,000 pounds4. 10,000 pounds

When storing the 463-L pallets,what is the maximum number you canstack on top of each other withoutsetting up the 4 x 4 inch dunnagefor the next stack?

1. 62. 83. 104. 12

What person is the primaryauthority on any questions thatpertain to the aircraft load?

1. The embarkation officer2. The contracting unit

representative3. The ALCE team supervisor4. The aircraft loadmaster

22

Textbook Assignment: “Seabee Battalionthrough 5-27.

ASSIGNMENT 5

Turnover and Tool Management,” chapter 5, pages 5-1

5-1. Before the deployment of thebattalion main body from home port,what two groups of battalionpersonnel deploy to the futuredeployment site?

1. Alfa and Bravo company2. Predeployment and advance party3. Operations and engineering4. Operations and maintenance

5-2. Which of the following instructionsgovern the two evolutions referredto in question 5-1?

1. 2ndNCB/3rdNCBINST 11200.1 andP-404

2. 2ndNCB/3rdNCBINST 5100.1 andP-307

3. 2ndNCB/3rdNCBINST 5400.9 and4650.1

4. 2ndNCB/3rdNCBINST 5200.1 and8261.2

5-3. Which of the following purposes ofthe predeployment visit is/areconsidered to be primary?

1. To provide the relievingbattalion with an idea of thefacilities

2. To provide the relievingbattalion with an idea of theequipment available

3. To provide the relievingbattalion with an idea of thecurrent and projected status ofprojects

4. All of the above

5-4. During a predeployment trip thereare numerous questions that mustnormally be resolved. Which of thefollowing publications provides adetailed list of these questions?

1. Equipment Management Manual2. Operations Officer’s Handbook3. Facilities Management Manual4. NCF Maintenance Management

Program

5-5.

5-6.

5-7.

5-8.

5-9.

5-10.

Approximately 10 days before thedeparture of the main body, theadvance party will deploy. Whichof the following is a primarypurpose of this group?

1. To start the deployment cycle2. To prepare for the outgoing

BEEP3. To prepare for the arrival of

the main body4. To cut down on the size of the

main body flight

If the advance party successfullycompletes its tasking, productioncan begin within how many days?

1. 6 to 10 days2. 2 to 3 days3. 5 to 10 days4. 8 to 10 days

How many days is normally requiredto turn over a main body site?

1. 102. 123. 144. 21

The final number of personnelassigned to the advance partyvary for a number of reasons.is the approximate number of

canWhat

personnel assigned to the advanceparty?

1. 1002. 1503. 1804. 190

During the turnover, who providestransportation and handles thecargo for all flights except thelast one leaving?

1. Local public works personnel2. Relieving battalion personnel3. Contract personnel4. On-site battalion personnel

How many days before the departureof the on-site battalion will allwatches be turned over to therelieving battalion?

1. 12. 23. 34. 4

23

5-11. At what point during the turnover

5-12.

5-13.

5-14.

5-15.

is custody of CESE equipment turnedover to the relieving battalion?

1. Upon arrival2. At the completion of the BEEP3. As each piece is accepted by

the shops4. When the maintenance supervisor

signs the repair order

Which of the following is NOTconsidered a battalion turnover ofa project?

1. Beneficial occupancy date2. Battalion relief3. Embarkation exercise4. Natural disaster

During the turnover of eachuncompleted project, you mustdetermine how much of the projectremains and inspect all materials.What additional determination mustyou make?

1. Location of the project2. Weather conditions3. Actual work-in-place4. Time to and from project

How many days prior to returning tohome port is the on-site battalionrequired to furnish the relievingbattalion with a ConstructionProject Status at Turnover report?

1. 1802. 1203. 904. 60

What is the purpose of theConstruction Project Status atTurnover SITREP?

1.

2.

3.

4.

To project the status of eachon-site battalion’s taskedprojects at the end of theirdeploymentTo project the status of eachon-site battalion’s futureproject taskingTo project the status of eachrelieving battalion’s projectsTo project the status ofequipment available for futureprojects

5-16. For new-start repair/alterationprojects, 100 percent of the localpurchase materials must be procuredand on site. What organization hasthis responsibility?

1. 20thNCR/31stNCR2. On-site battalion3. Relieving battalion4. 2ndNCB/3rdNCB

5-17. When during the deployment does theon–site battalion begin submittingthe monthly Local MaterialProcurement Status SITREP?

1. After the 120–day review2. After the 90-day review3. After the 60-day review4. After the 45-day review

5-18. The project estimates must bereviewed by the on-site andrelieving battalion. If a projectrequires over 50 man-days ofrework, what authority must approvethe additional work?

1. 2ndNCB/3rdNCB2. 20thNCR/31stNCR3. On-site battalion4. Relieving battalion

5-19. The project WIP curve must becontinuous through the history ofany project. A request for a scopechange can be submitted by message.What authority must approve thisrequest?

1. NAVFAC2. 20thNCR/31stNCR3. 2ndNCB/3rdNCB4. ROICC

5-20. Before MLO or CTR can considercompleted project materials ortools as excess, they must beoffered to what organization?

1. DRMO2. Public Works3. 2ndNCB/3rdNCB4. Customer

5-21. Once a project is complete, whendoes the 1-year warranty takeeffect?

1. After the preliminaryacceptance inspection

2. After the pre-BOD inspection3. Upon completion of all punch

list items4. When beneficial occupancy is

established

24

5-22.

5-23.

5-24.

5-25.

5-26.

5-27.

5-28.

At the completion of a project, theROICC acceptance letter is placedin the project files. The filesare then closed and retained by theROICC for how long?

1. 1 year2. 2 years3. Until deployment completion4. Until the battalion is relieved

What program provides the relievingbattalion with a realistic and in-depth operating condition of theCESE allowance, facilities, tools,and materials?

1. BEEP2. CESO3. NAVFAC4. MMP

During the BEEP, what equipmentcondition code restricts theordering or purchasing ofcollateral equipage or repairparts?

1. A62. A53. A34. A4

How many working days before theBEEP can preventive maintenance ofequipment be stopped?

1. 142. 103. 74. 5

What authorities assign the finalCESE condition codes?

1. Maintenance supervisors2. Operations officers3. BEEP representatives4. Commanding officers

All CESE, with the exception ofwarehoused units, is returned tothe ALFA company facility for theBEEP. Who approves any exceptions?

1. Operations chief2. Safety representative3. Beep representative4. ALFA company operations chief

During the deplovment, CESE can beplaced in the warehouse program upuntil how many days before theBEEP?

1. 102. 203. 304. 60

5-29. In the absence of a BEEP

5-30.

5-31.

5-32.

5-33.

5-34.

5-35.

representative at a detail site,the detail OIC will comply withwhat manual?

1. Maintenance Management Manual2. Red Book3. Construction Management Manual4. OIC Management Handbook

The BEEP must be completed beforethe arrival of the main body. Itis recommended that the BEEP starthow many days before the arrival ofthe main body?

1. 142. 123. 74. 6

After the arrival of the main body,equipment preventive maintenanceshould start within how manyworking days?

1. 142. 103. 74. 5

The battalion being relievedprepares a schedule of all USN-numbered equipment prior to theBEEP. How should the equipment begrouped on this schedule?

1. By ECC2. By PM3. By USN4. By ERO

How many working days of equipmentmust be precleaned and stagedbefore the start of the BEEP?

1. 12. 23. 34. 4

You should suspect an outstandingrequisition as having been shippedbut not received after how manydays?

1. 1802. 1203. 904. 45

When is major body and paint workperformed?

1. During the BEEP2. After the BEEP3. Immediately4. As soon as possible

25

5-36. Stored equipment is not normallydepreserved for testing. When, ifever, will this equipment bedepreserved?

1. When the incoming battaliondecides to activate all theequipment

2. When operations wants toactivate all the equipment

3. When visual inspection showsmajor discrepancies

4. Never

5-37. All shop tools and tool kits mustbe inventoried and be 100 percentcomplete. If a tool is notphysically present in the kitboxes, what form should be in thekit master folder?

1. TOA 10912. NAVSUP 1250-13. NAVSUP 13494. IOU

5-38. What manual governs the RepairParts portion of the BEEP?

1. Equipment Management Manual2. Seabee Construction Manual3. Seabee Supply Manual4. Maintenance Management Manual

5-39. What organization in the battalionmanages hand and power tools,tradesman’s tool kits and otherspecial tools?

1. CTR2. MLO3. TOA4. OPs

5-40. What grouping of the TOA does thebattalion’s allowance list forauthorized tools fall under?

1. TA-012. TA-213. TA-314. TA-41

5-41. What organization provides thebattalion with the augmenttools/equipment list?

1. 2ndNCB/3rdNCB2. 20thNCR/31stNCR3. ROICC4. PWD

5-42. What department maintains the PMcard for each power tool?

5-43. After tools are inventoried andverified, who submits the report ofcompletion to the supply officer?

1. Company chief2. Crew leader3. Company commander4. CTR custodian

5-44. After an inventory has beencompleted, all shortages aredocumented and a 1250-1 issubmitted to CRT. What color copyof the 1250-1 does the crew leaderkeep for the records?

1. White2. Pink3. Green4. Yellow

5-45. When CTR orders a tool, arequisition number is entered onthe 1250-1. What color copy of the1250-1 is then sent back to thecrew leader?

1. White2. Pink3. Green4. Yellow

5-46. A 1250-1 is used to draw individualtools from CTR. When a tool isissued, CTR will retain all copiesof the 1250-1 except what colorcopy?

1. White2. Pink3. Green4. Yellow

5-47. CTR performs a PM and safety checkof all power tools. Whatidentifies this check?

1. The tool is tagged2. The tool is painted the color

of the month3. The tool has color-coded tape

for the month attached4. The tool has a copy of the

1250-1 attached

5-48. After the crew leader issues a toolto a crew member, who is nowresponsible for that tool?

1. Crew leader2. Crew member3. Company commander4. CTR custodian

1. MLO2. Crew leader’s company3. Operations4. CTR

26

5-49. When, if ever, are you authorizedto rent a tool for a project?

1. When there is excess money forthe project

2. When the TOA tool is dead-linedwith no replacement repairparts

3. When the crew can use more thanone tool at a time

4. Never

5-50. The tools that were purchased withproject funds must be offered tothe customer. If the customerrejects these tools, the battalionmay retain them under whatcategory?

1. Excess2. Organic3. Augment4. Assigned

27

ASSIGNMENT 6

Textbook Assignment: “Naval Construction Force Camp Maintenance,” chapter 6, pages 6-1through 6-34, and “Environmental Pollution Control,” chapter 7, pages7-1 through 7-10.

6-1. What is the function of the campmaintenance program?

1. To build any needed buildingsor structures for the battalion

2. To keep existing buildings,structures, grounds, andequipment in a serviceablecondition

3. To distribute materials evenlyamong the various companies

4. To provide information forbudgeting new buildings

6-2. What official in the battalion isresponsible for managing andoperating a public worksmaintenance program?

1. Commanding officer2. Executive officer3. Operations officer4. Public works officer

6-3. What is the number of man-days thatthe commanding officer, with theconcurrence of the 2ndNCB/3rdNCBDET, can approve for minorconstruction projects?

1. 152. 253. 504. 65

6-4. The NCF camp maintenance managementsystem was specifically designedfor what Seabee camp operations?

1. Atlantic detachment sites2. Pacific detachment sites3. Home port4. Mainbody camps

6-5. What alternate assignment, if any,should be given to camp maintenanceplatoon personnel?

1. Construction projects2. Environmental control3. Safety4. None, they should be assigned

maintenance full time

6-6. What is the minimum number ofdirect labor personnel necessary tomaintain camps in acceptablecondition?

1. 102. 203. 304. 40

6-7. What is the maximum percent of campmaintenance personnel that can berotated during a deployment withouta waiver from the 2ndNCB/3rdNCB?

1. 10%2. 25%3. 30%4. 45%

6-8. What PRCP skill should theplanning, estimating, andscheduling personnel assigned tothe MCD Branch have?

1. 25-752. 76-1003. 103-7034. 750-800

6-9. If the CMO has no previous publicworks experience, what schoolshould the CMO attend prior todeployment?

1. Annapolis2. CECOS3. NLPG4. CONP

6-10. What series COM2NDNCB/COM3RDNCBINSTmust the CMO follow to staff andoperate the maintenanceorganization?

1. 5100.232. 5200.23. 11014.24. 11200.1

6-11. Which of the following is includedas part of the CMO’s duties?

1. Operations officer2. Energy/utilities conservation

officer3. Equipment officer4. Training officer

28

6-12. How often must the CMO submit theShop Load Plan Report to the2ndNCB/3rdNCB?

1. Monthly2. Semimonthly3. Quarterly4. Annually

6-13. The maintenance chief maintains abacklog of how many man-days ofspecific work that has 100 percentmaterial on site?

1. 1002. 2003. 3004. 400

6-14. The maintenance chief maintainsboiler certification certificates.Where can these certificates befound?

1. In the inspectors’ reports2. In the facility history jackets3. In the PM schedules4. In the CMO’s backlog records

6-15. The MCD generates projects tocamp. How are these deficienciesidentified?

1. By controlled inspections2. By the AIS3. By customer requests4. All of the above

6-16. The camp maintenance chief hasauthority to sign 1250-1s up towhat monetary value?

1. $ 5002. $1,0003. $1,5004. $2,000

6-17. The MCD expeditor receives from MLOthe MCD Project Material StatusReport. How often should theexpediter receive this report?

1. Every 10 to 15 days2. Every 20 to 25 days3. Every 30 to 35 days4. Every 40 to 45 days

6-18. Who validates all equipment underthe Preventive Maintenance System(PMS) Program?

1. Expeditor2. Trouble desk attendant3. PM/COSAL coordinator4. Shop foreman

6-19.

6-20.

6-21.

6-22.

6-23.

6-24.

6-25.

The camp maintenance plan isprepared by the CMO. When is itupdated?

1. Monthly2. Semimonthly3. Quarterly4. Annually

The camp maintenance plan should besent to the 2ndNCB/3rdNCB DET atleast how many days before the endof the quarter?

1. 302. 453. 604. 90

Work is classifiedurgency, duration,

depending onand repetitive

nature. Which of the followingcategories is classified as work?

1. Emergency/service2. Specific job orders3. Standing job orders4. All of the above

Which of the following isclassified as emergency/servicework?

1. Work requiring less than 16man-hours

2. Work requiring 20 hours3. Work requiring 30 hours4. Work requiring 40 hours

When the shop foreman receives aservice request form for routinework, the work should be assignedwithin how many hours?

1. 122. 243. 364. 48

Any work request that exceeds 16hours is designated as what type ofwork request?

1. Emergency job order2. Service job order3. Standing job order4. Specific job order

For specific job orders involvingmaintenance and repairs, the localbattalion CO has approval authorityfor which of the following dollaramounts?

1. $ 4,0002. $ 5,0503. $ 10,0004. $200,000

29

6-26.

6-27.

6-28.

6-29.

6-30.

Standing job orders are written forwhat type of work?

1. Work that is of a one timenature

2. Work that has a high dollaramount

3. Work that is of a highlyrepetitive nature

4. Work that has been referred toan outside organization

An inspection, which reviews allcamp facilities to determine themaintenance required during thedeployment to preserve or improvethe condition of camp structuresand property, is classified as whattype?

1. Annual inspection2. Control inspection3. Readiness inspection4. Operational inspection

The annual inspection summary isused for which of the followingpurposes?

1. To inform the commandingofficer of camp maintenancerepairs

2. To schedule camp PMs3. To document deficiencies on

camp facilities4. As an inventory for the

2ndNCB/3rdNCB

For the manpower availabilitysummary and the work plan summary,the 3rdNCB has a man-day target foreach of the three different typesof job orders. What is the man-daytarget for standing job orders?

1. 10 percent2. 20 percent3. 30 percent4. 50 percent

The supply department handles allcamp maintenance materialsaccording to what manual?

1. COM2NDNCB/COM3RDNCBINST 4400.32. COM2NDNCB/COM3RDNCBINST 5501.13. NAVFAC P-3004. NAVFAC P-908

6-31. A 1250-1 isthat is notmaintenance

used to order materialin stock in the campstoreroom. From this

1250-1, an historical demand fileis created. What color copy of the1250-1 is used for this purpose?

1. White2. Yellow3. Green4. Pink

6-32. What part of the COSAL for campmaintenance lists the repair partsallowance and cross–reference datafor camp equipment?

1. Part I2. Part II3. Part III4. Part IV

6-33. What form is used by campmaintenance to document anyadditions, deletions, or quantityincreases/decreases to thepublished allowance list?

1. NAVSUP 1250-12. NAVSUP 1220-23. NAVSUP 13484. NAVSUP 1140

6-34. The two basic types of equipment inSeabee material management arecollateral and PSE. Which of thefollowing items are referred to asPSE?

1. Vehicles2. Computers3. Generators4. Furniture

6-35. During what timeframe is the2ndNCB/3rdNCB budget call issued?

1. January/February2. March/April3. May/June4. October/November

6-36. During the battalion turnover ofcamp maintenance, important itemsinclude job requirements and statuscharts. The job requirements andstatus charts must contain abacklog of a minimum of how manyman–days?

1. 1002. 5003. 8004. 900

30

6-37. In what way should an EPA-approvedcontainer with contaminatedabsorbent material be disposed of?

1. Wrap the container of materialin a plastic bag and place itin the dumpster

2. Thoroughly burn the material3. Turn the container and material

into the local DRMO4. Wash the material down the

drain and reuse the container

6-38. Water pollution in the form of

6-39.

6-40.

6-41.

phosphates and nitrates is mostlikely to result from which of thefollowing?

1. Chemicals used in pesticidesand herbicides

2. Sewage, land runoff, andindustrial waste

3. Oil from ships and offshoredrilling rigs

4. Salts from field irrigation andindustrial processes

What is the main source ofpollution in the form ofdisease–causing bacteria?

1. Drainage from animal feedlots2. Heater water from power

projects and industrialprocesses

3. Municipal sewage4. Silt, sand, and debris from

city streets

What is one of the best ways ofdetermining the ecological healthof a body of water?

1. The temperature of the water2. The amount of carbon dioxide in

the water3. The amount of oxygen in the

water4. The number of different

bacteria in the water

Anaerobic decomposition is a formof pollution that releases which ofthe following?

1. Methane or hydrogen sulfide2. Carbon dioxide or methane3. Carbon monoxide or hydrogen4. Methane or carbon monoxide

6-42. The addition of detergents, humanwaste, and fertilizers to wateraccelerates the process of a lakebecoming a swamp and finally a landarea. What is this form ofpollution called?

1. Anaerobic decomposition2. Eutrophication3. Aerobic decomposition4. Mistrophication

6-43. Environmental damage, such as soilerosion and the destruction ofwildlife habitats, is often causedby which of the following phases ofconstruction?

1. Painting operations2. Foundation and footer

excavations3. Grubbing and clearing

operations4. Equipment maintenance on the

project site

6-44. To help prevent siltation of nearbyrivers and streams, in proximity toa construction site, projectmanagers should perform which ofthe following actions to containthe water runoff?

1. Construct barriers near fastmoving water runs

2. Dig shallow trenches around theperimeter

3. Burn the shrubs and trees atthe perimeter of the site

4. Pile construction waste atwater runoff areas

6-45. Petroleum-base fuels should not beused for burning of brush, scrub,and stumps for which of thefollowing reasons?

1. They do not burn completely andmay seep into the undergroundwater table

2. They are too expensive to wasteon scrub burning

3. They become carcinogenic whenmixed with water

4. They coagulate and becomesolids, creating an impermeablesoil strata

31

6-46. An interceptor trench can be used

6-47.

6-48.

6-49.

6-50.

6-51.

to recover-small petroleum spillsunder what conditions?

1. The atmospheric conditions aresuitable

2. The spills are contained by anatural barrier that preventsvertical migration

3. The runoff permits burning4. The trench depth must be

greater than 8 feet to breakthe impermeable strata

To prevent horizontal migration ofa spill and still allow water tomigrate, you should install rubberor plastic barriers at whatlocation in a trench?

1. Along the bottom of the trench2. On both sides of the trench3. On the downgrade side of the

trench4. Across the top of the trench,

just below the floating spillmaterial

Stripping of a spill area must bedone carefully to removecontaminated soil so the removalprocess does not contaminate whichof the following soil areas?

1. The gravel-sand layer2. The water table holding area3. The adjacent and underlying

soil areas4. The topsoil and root structure

that retains the moisture

When unburned hydrocarbons andvarious other fuel componentscombine chemically, which of thefollowing by-products is normallyformed?

1. Carbon monoxide2. Carbon dioxide3. Sulfur dioxide4. Lead sulfite

What three terms are associatedwith asbestos dust particle size?

1. Centimeter, millimeter, micron2. Millimeter, micron, angstrom3. Centimeter, micron, nanometer4. Micron, nanometer, angstrom

Air must be scrubbed with a specialair filtration machine to removewhat size of asbestos particles?

1. Millimeter2. Micron3. Angstrom4. Nanometer

6-52. When involved in an asbestosremoval project, you should obtainwhich of the following instructionsfor guidance?

1. DPDOINST 5100.24 series2. OPNAVINST 5100.23 series3. OPNAVINST 5110.23 series4. OPNAVINST 5200.23 series

6-53. To identify toxic substance(s)contained in a pesticide, youshould look in what location?

1. The warning label attached tothe container

2. The shipping document attachedto the container

3. The pamphlet supplied by thecompany

4. The federal supply catalog

6-54. The main source of PCBs is foundprimarily in which of the followingtypes of equipment?

1. Capacitors2. Transformers3. Ballasts4. Appliances

6-55. When involved with PCBs, you shouldobtain which of the followinginstructions for specificinformation?

1. OPNAVINST 5090.1 series2. OPNAVINST 5100.23 series3. NAVSUPINST 5100.274. NEESA 20.2-028B

6-56. The EPA classifies material ashazardous waste when that materialmeets which of the followingconditions?

1. Permeability2. Corrosivity3. Reactivity4. Both 2 and 3 above

6-57. Which of the following hazardclassifications readily yieldsoxygen to stimulate the combustionof organic matter?

1. Corrosivity2. Ignitability3. Reactivity4. Toxicity

32

6-58.

6-59

6-60

Which of the following hazardclassifications is a liquid thatcorrodes steel at a rate greaterthan 6.35 mm per year at 130°F testtemperature?

1. Corrosivity2. Ignitability3. Reactivity4. Toxicity

Which of the following hazardclassifications is a material thatnormally is unstable and thatreadily undergoes violent changewithout detonating?

1. Corrosivity2. Ignitability3. Reactivity4. Toxicity

Which of the following hazardclassifications is a material thatcan degrade into components thatmay be poisonousto the enviromentor to the public health, even inlow doses?

1. Corrosivity2. Ignitability3. Reactivity4. Toxicity

IN ANSWERING QUESTIONS 6-61 THROUGH 6-63,REFER TO FIGURE 7-3 OF THE TEXTBOOK.

6-62. According to the example shown,what is the reactivity hazard ofthis material?

1. May detonate2. Shock or heat may detonate3. Violent chemical4. Unstable if heated

6-63. According to the example shown,what is the health hazard of thismaterial?

1. Deadly2. Extreme danger3. Hazardous4. Slightly hazardous

6-64. Project storage areas forcombustible materials should beseparated from other sources ofignition by what minimum distance?

1. 10 feet2. 20 feet3. 50 feet4. 100 feet

6-61. According to the example shown,what is the flash point of thismaterial?

1. Above 200°F2. 200°F and below3. Below 100°F4. Below 73°F

33

ASSIGNMENT 7

Textbook Assignment: “Contract Quality Assurance,” chapter 8, pages 8-1 through 8-12.

7-1.

7-2.

7-3.

7-4.

7-5.

The contracting of public worksfunctions has been brought about bywhich of the following factors?

1. Congressionally imposedmanpower restrictions

2. State-of-the-art processes3. Economics4. Each of the above

What person serves as the officerin charge of contracts?

1. QAE2. ROIC3. A specially detailed officer4. Public works officer

Which of the following persons areresponsible for the day-to-dayadministration of a contract?

1. The PWO and OIC2. The ROIC and QAE3. The PWO and QAE4. The ROIC and OIC

The OIC should take which of thefollowing actions after theawarding of a contract?

1.

2.

3.

4.

Hold a preconstructionconference with only thegovernment representatives thatwill manage the contractHold a preconstructionconference with both thegovernment representatives andthe contractorHold a post-award conferencewith the labor representativesinvolvedHold a post-award conferencewith all inspectors

The inspector’s daily report isprimarily used for what purpose?

1. To track the contractor’sprogress

2. To document the payments due tothe contractor

3. To provide a historical recordof the position of thegovernment

4. To document all safetyprecautions required by thecontract

7-6.

7-7.

7-8.

7-9.

7-10.

7-11.

7-12.

Change orders are informal contractchanges that must meet only theOIC’s specifications.

1. True2. False

Delays caused by change orders areof no concern to the government.

1. True2. False

What publication is the primaryguide for Navy contracts?

1. NAVFAC MO-3302. NAVFAC MO-3273. NAVFAC P-3154. NAVFAC P-78

NAVFAC is responsible for which ofthe following types of contracts?

1. Construction2. Facility support3. Engineering design4. Each of the above

NAVFAC is NOT responsible for whichof the following equipment?

1. Fire-fighting2. Automotive3. Material-handling4. Weight-handling

What organization is responsiblefor the readiness of the shorefacilities?

1. Engineering Field Divisions2. Public Works3. NAVFAC4. The major claimants

The head of the contractsdepartment of an EFD is NOTresponsible for which of thefollowing contract functions?

1. Purchasing real estate2. Approving awards3. Developing specifications4. Each of the above

34

7-13.

7-14.

7-15.

7-16.

7-17.

7-18.

7-19.

As the facilities support’ contractmanager, you have which of thefollowing responsibilities?

1. Manage the post-award contract2. Evaluate the bids3. Certify contract payments4. Supervise the Quality Assurance

Program

The OIC is directly responsiblewhich of the following contractaspects?

1. The post-award management2. The day-to-day management3. The contract solicitation4. The payment preparation

for

What official will normally arrangethe pre-award conference?

1. OIC2. QAE3. ROIC4. FSCM

What official has the responsi-bility to ensure that the workmeets contract requirements?

1. FSCM2. ROIC3. QAE4. PWS coordinator

What official prepares the qualityassurance plan?

1. FSCM2. ROIC3. QAE4. PWS coordinator

The QAE must have, at a minimum,detailed knowledge in which of thefollowing areas?

1. Contract administration2. Contract specifications3. Contract procedures4. Contract evaluation

Facility support contracts areprovided by which of the followingagencies?

1. NAVFAC and NAVSUP only2. NAVFAC and GSA only3. NAVSUP and GSA only4. NAVFAC, NAVSUP, and GSA

7-20.

7-21.

7-22.

7-23.

7-24.

7-25.

NAVFAC procures services thatdirectly support which of thefollowing functions?

1. Ships2. Aircraft3. Shore facilities4. Submarines

Facility support constructioncontracts (FSCCs) are defined bywhat authority?

1. NAVFAC2. Davis-Bacon Act3. NAVSUP4. Contracts officer

FSCCs are written in a formatsimilar to what document?

1. Specifications2. Performance work statement3. Facility support contract4. Davis-Bacon Act

What authority has final determi-nation as to whether or not acontract involves construction?

1. NAVFAC2. Department of the Navy3. Department of Defense4. Labor Department

What is the chief differencebetween a facility support service(FSS) contract and a FSCC?

1. An FSS calls for a product, nota contractor’s time

2. An FSS does not involve labor3. An FSS calls for a contractor’s

time vice a product4. An FSS involves only labor

What is the chief differencebetween quality assurance (QA) andquality control (QC)?

1.

2.

3.

4.

QA deals with the procedures,not the end resultsQA deals with the end results,not the proceduresQA is not used on civiliancontractors; QC isQA deals only withproduction process

used insteadthe

35

7-26. What is the first criterion thatmust be met to ensure that aQuality Assurance Program iseffective?

1. Write a performance workstatement that provides ameasurable method ofdetermining the quality andquantity of contracted work

2. Provide an inspection scheduleto the contractor

3. Negotiate any contradictionsthat may arise pertaining tothe Davis–Bacon Act

4. Determine all nonperformance orunsatisfactory performancebefore the contract starts

7-27. The amount of surveillance on acontract is based on which of thefollowing factors?

1. Importance of the contract2. Location of the contract3. Cost of the contract4. The contractor’s previous work

7-28. What document gives the FSCM forunsatisfactory performance by thecontractor?

1. QA plan2. Performance work statement3. Letter of appointment4. Memorandum of record

7-29. When, if ever, should the QAE beconcerned with contractorprocedures?

1. At all times2. When the QAE is dissatisfied

with the contractor’sperformance

3. When specified by the contract4. Never

7-30. The Navy currently uses how manymethods of surveillance forinspections?

1. Five2. Nine3. Three4. Four

7-31. A 100-percent inspection will bestmeasure a contractor’s performanceWhich of the following drawbacksare identified with this type ofinspection?

7-32. The random sampling method works

7-33.

7-34.

7-35.

7-36.

7-37.

best for which of the followingtypes of work?

1. Grounds maintenance2. Dredging operations3. Aircraft systems repair4. Major military construction

projects

Planned sampling works well inwhich of the following areas?

1. Inspection requirements are allequally important

2. Locations are all equallyimportant

3. Contractor performance is weakin one performance area

4. Customer complaints are high

The incidental method should not beused as one of the primary means ofsurveillance.

1. True2. False

Customer complaints should beforwarded to the QAE in what typeof format?

1. On a memorandum of record2. On a customer complaint record3. On a contract discrepancy

record4. Any format is acceptable as

there is no standardrequirement

What key method is used to preventpoor contractor performance?

1. Proper documentation ofsurveillance

2. Accurate performance workstatements

3. Good government surveillance4. Historical record of the

contractor’s performance

To properly perform the job, theQAE must have which of thefollowing information?

1. QAE schedule and contractrequirements

2. Contractor schedule and QA plan3. QA plan and QAE schedule4. Contract requirements and

contractor schedule

1. Does not work well with a largecontract

2. Time-consuming3. Expensive4. Each of the above

36

7-38. Normally, you should analyzesurveillance results at whatminimum recommended interval?

1. Monthly2. Weekly3. Quarterly4. Semiannually

7-39. If the contractor’s performance isdetermined to be below standards,which of the following actionsshould NOT be taken?

1. Renegotiate the contract2. Issue a show cause3. Issue a contract discrepancy

report4. Terminate the contractor by

default

7-40. To optimize time and provide propermanagement control, the QAE shouldtake which of the followingactions?

1. Establish a good rapport withthe contractor to ensure speedyreplies on feedback reports

2. Develop a balanced inspectionschedule

3. Develop a reputation forhard-nose compliance ofcontract

4. Establish reliabletransportation schedulesbetween jobs

7-41. Scheduled surveillance should beperformed at what time of day?

1. Only during your normal workinghours

2. At any time that the contractoris working

3. At the end of a contractor’sworkday

4. Whenever you can get to the job

7-42. Which of the following individualsshould be denied access to yourschedule?

1. The OIC2. The FSCM3. The EFD inspector4. The contractor

7-43. Upon completion of the contract,the QAE takes what action with thefiles?

1. Forwards them to the contractor2. Destroys them3. Includes them in the contract

file4. Maintains them for a period of

time specified by the contract

7-44. When the contractor’s performanceis found to be satisfactory, theQAE might make which, if any, ofthe following recommendations?

1. Reduce surveillance2. Pay the contractor a bonus3. Issue an LOA to the contractor4. None

7-45. If the government or one of itsagencies has caused a contractor toperform unsatisfactorily, which oftheQAE

1.2.

3.

4.

following actions should theinitiate?

Renegotiate the contractprepare a letter requesting theresponsible agency takePrepare a letter to thecontractor identifying thegovernment’s responsibilityBegin preparation of a ContractDiscrepancy Report

7-46. When should a Contract DiscrepancyReport (CDR) be issued?

1. Immediately for a seriousfailure

2. At the end of the surveillanceperiod

3. Both 1 and 2 above4. Only at the discretion of the

OIC

7-47. Deductions for discrepancies arerequired by what authority?

1. The contract2. The ROIC3. NAVSUP4. NAVFAC

7-48. Upon receiving a CDR, which of thefollowing actions must a contractortake?

1. Identify, in writing, thepreventive steps taken toprevent future occurrences ofthe same problem

2. Call the QAE acknowledgingreceipt of the CDR

3. Inform the ROIC, by telephone,of the corrective actions to betaken

4. Correct all discrepanciesimmediately

7-49. When formal action is required ondiscrepancies, which of thefollowing personnel decides whataction is to be taken?

1. The QAE2. The FSCM3. The ROIC4. Each of the above

37

7-50. The QAE must identify not onlycontractor discrepancies, but whatother items?

1. Contractor personnel skills2. Problem areas that caused the

discrepancies3. Material delivered to the

contractor4. Change orders under

consideration

38

ASSIGNMENT 8

Textbook Assignment: “Facilities Maintenance Management,” chapter 9, pages 9-1 through9-21.

8-1. The level of maintenance for eachfacility is based on which of thefollowing factors?

1. The number of occupants andutility cost

2. The mission of the activity andthe projected life span of thefacility

3. The rehab cost versusreplacement cost

4. The facility budget

8-2. What is the purpose of themaintenance management system?

1. To manage personnel properly2. To provide information for the

next fiscal year budget3. To ensure optimum use of

available resources4. To analyze all PW operations

8-3. An effective maintenance managementsystem ensures activities meetwhich of the following goals?

1. Performing maintenance bybreakdown

2. Streamline maintenance byincreasing documentation

3. Corrective maintenance4. Each of the above

8-4. What is the primary benefit of themaintenance management system?

1. Increased productivity of thework force

2. Standardized written procedures3. A maintenance operations manual4. Maintenance cost reduction

8-5. Complete control for maintenancemanagement exists when which of thefollowing conditions are met?

1. PW establishes their ownprocedures

2. PW uses the MO-321 for guidance3. PW modifies procedures in the

MO-3214. PW follows all procedures and

methods in the MO-321

8-6. Which of the following systemelements determines the jobpriority?

1. Work generation2. Work input control3. planning and estimating4. Shop scheduling

8-7. Which of the following system

8-8.

8-9.

8-10.

8-11.

8-12.

8-13.

elements should use the MO-322?

1. Work generation2. Work input control3. Shop scheduling4. Management reporting

As a CPO assigned to a remoteactivity, you might be performingwhich of the following duties?

1. Security Officer2. APWO3. Transportation dispatcher4. PWO

Who is responsible for managing andsupervising Public Works?

1. The supply officer2. The APWO3. The CO4. The PWO

The family housing office isresponsible for housing management.The housing office has what other,if any, responsibility?

1. Housing maintenance2. Financial management3. Housing referral4. None

Energy management normally operatesout of what branch?

1. Facilities2. Housing3. Facilities management4. Engineering

What division or branch in aPWD is responsible for performingcontrol inspections?

1. Facilities managementengineering division

2. Shops division3. Housing division4. Maintenance and utilities

branch

The maintenance and utilitiesbranch is responsible for which ofthe

1.2.3.

4.

following-inspections?

Operator onlyPreventive maintenance onlyOperator and preventivemaintenanceContinuous and operator

39

8-14. The PWD that you are assigned tohas 45 personnel assigned. Themaintenance branch should then becombined with the utilities branchfor better management.

1. True2. False

8-15. Maintenance work can be generatedby which of the following methods?

1. Customer requests2. Command inspections3. Continuous inspections4. Each of the above

8-16. What is the most accurate method toverify a facilities inventory?

1. Physically survey allfacilities

2. Use plant account records3. Consult the as-built drawings4. Perform continuous inspections

8-17. What is the basis for developing apreventive maintenance program?

1. The inventory2. The Shore Facilities Inspection

System3. The requests from the customer4. Facility history files

8-18. The three major parts of thecontinuous inspection system areoperator inspections, preventivemaintenance inspections, andcontrol inspections.

1. True2. False

8-19. Maintenance work that can becompleted in 14 hours should beclassified in what category?

1. Specific job order2. Service work3. Standing job order4. Preventive inspection

8-20. Preventive maintenance inspections(PMIs) are concerned with which ofthe following problem areas?

1. Interference with an essentialmission

2. Danger to life or property3. High cost or long-lead time for

replacement4. Each of the above

8-21. PMIs should be performed by whichof the following personnel?

1. PMI inspectors2. Shop personnel3. Operators4. Maintenance supervisors

8-22. Control inspections are used toachieve which of the followinggoals?

1. Provide inspections offacilities only covered byoperator inspections

2. Ensure operator and preventivemaintenance inspections aresufficient

3. Ensure high breakdownmaintenance levels aremaintained

4. Each of the above

8-23. Guidance for performance of theShore Facility Inspection System isfound in which of the followingpublications?

1. NAVFAC MO-321 only2. NAVFAC MO-322 only3. Both NAVFAC MO-321 and MO-3224. NAVFAC 11014/38

8-24. For the inspection system to workproperly, you must maintain whichof the following factors?

1. A current facility inventory2. A man-hour log on facility

inspections3. Maintenance records4. A firm inspection schedule

8-25. The initial classification of workis performed by what code?

1. Work reception desk2. Inspection branch3. FME director4. Shop supervisor

8-26. Work classified as emergency/service work should not exceedhow many hours before beingreclassified?

1. 82. 23. 164. 40

40

8-27.

8-28.

8-29.

8-30.

8-31.

8-32.

8-33.

What purpose is served by reviewingcompleted service calls?

1. Check shop performance2. Review job travel times3. Identify personnel training

needs4. Identify possible facility

problem areas

A job may be classified as minorwork due to size. However, therequirement exists for full-jobaccounting. What classificationfor the job should you use?

1. Minor work2. Standing job order3. Service work4. Specific job order

If a job will exceed 80 man–hoursand is not repetitive in nature,what classification for the jobshould you use?

1. Minor work2. Standing job order3. Specific job order4. Service work

Estimated standing job ordershave which of the followingcharacteristics?

1. Issued annually2. A specified frequency3. Used for specialized service

work4. Used for fiscal accounting only

Standing job orders should be usedfor repetitive work, such asreplacing light bulbs or brokenwindows.

1. True2. False

Refer to table 9-2 in your text. Acode of 4 on the priority matrixindicates what work classificationpriority?

1. Routine - preventive2. High - functional3. Routine - functional4. High - preventive

Which of the following personnelhave the authority to approve apriority 1 on the priority matrix?

1. CO2. Shops engineer3. FME director4. PWO

8-34. What is the primary purpose ofissuing an activity job ordernumber?

1. To distinguish between joborders for financial purposes

2. To classify job priorities3. To assign the work to the

proper work center4. To expedite the completion of

work

8-35. Which of the following labor codesis classified as overhead?

1. Service work2. Rework3. Emergency work4. PMI

8-36. Labor class codes are divided intowhat categories?

1. Productive and indirect2. Overhead and direct3. Productive and overhead4. Direct and indirect

8-37. What is the purpose of EngineeringPerformance Standards (EPS)?

1. To estimate the time needed tocomplete a task

2. To provide evaluationguidelines for civil serviceemployees

3. To assist the engineeringdepartment in designing aproject

4. To blend the purpose anddirection with engineeringstandards

8-38. What estimate should be used toprovide approximate job cost toreimbursable customers?

1. Final2. Rough3. Scoping4. Detailed

8-39. The final estimate is prepared atwhat point in the P&E process?

1. Submission to the customer forfunding

2. Upon project approval3. When a scoping approval is not

required4. 30

todays beforebe ordered

the material is

41

8-40. Taking a job off the JobRequirements and Status Chart isjustified by which of the followingactions?

1. Canceled2. Completed by contract3. Job authorized for shop

accomplishment4. Each of the above

8-41. What are the determining factors informulating and adjusting theManpower Availability Summary andthe Work Plan Summary?

1. Funding and material2. Funding and man-hours3. Material and man-hours4. Material and equipment

8-42. The shop planner uses which of thefollowing management tools toschedule jobs for the month?

1. Master Schedule2. Monthly Shop Load Plan3. Job Requirements and Status

Chart4. Manpower Availability Summary

and Work Plan Summary

8-43. In job-order programming, theshort–range and long–range planscover a total of how many months?

1. 62. 93. 34. 12

8-44. What percentage is the suggestedloading of the Shop Load Plan for(a) the second and (b) the thirdmonth?

1. (a) 100 (b) 752. (a) 90 (b) 753. (a) 90 (b) 804. (a) 80 (b) 80

8-45. What schedule assigns work that isto be accomplished in the followingweek?

1. Work center schedule2. Master schedule3. Manpower schedule4. Shop schedule

8-46.

8-47.

8-48.

8-49.

8-50.

8-51.

On which of the following schedulesshould jobs be assigned on aday-to-day basis?

1. Work center schedule2. Master schedule3. Shop schedule4. Each of the above

The work center schedule should beprepared by what individual?

1. Shops engineer2. APWO3. PWO4. Shop supervisor

The Maintenance/Utilities LaborControl Report obtains informationfrom which of the followingreports?

1. Tabulated Report A2. Tabulated Report B3. Work center schedule4. Master schedule

Which of the following managementreports provides actual man–hoursexpended for the month?

1. Tabulated Report A2. Tabulated Report B3. Maintenance/Utilities Labor

Control Report4. Each of the above

Which of the following managementreports compares actual andestimated man–hours by work centerfor each completed work order?

1. Tabulated Report A2. Tabulated Report B3. Maintenance/Utilities Labor

Control Report4. Each of the above

The completed job order reportalerts you to which of thefollowing problems?

1. Poor supervision2. Poor estimating3. Low productivity4. Each of the above

42