3surface ship maint planning process

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NAVAL POSTGRADUATE SCHOOLMonterey California

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EB26 992

THESISSURFACE SHIP MAINTENANCE PLANNING PROCESS

byAmy Murphy DeWitt

December 1991Thesis Advisor: Lawrence R. Jones

Approved for puiblic release; distribution is unlimited

92-046209 2 4J U II 1111I~l iii 11111Jill1


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11 TITLE Include Security Classification)Surface Ship Maintenance P lanning Process12 PERSONAL AUTHOR S) DeWitt Amy Murphy13a TYPE OF REPORT 13b. TIME COVERED 14 DATE OF REPORT year, month, day) 15. PAGE COUNTMaster s Thesis From To December 1991 12916. SUPPLEMENTARY NOTATION

The views expressed in this thesis are those of the author and do not reflect the official policy or position of the Department of I)elense or the U.S.Government.17. COSATI CODES 18. SUBJECT TERMS (continue on reverse if necess ryand identify y block number)

FIELD I GROUP SUBGROUP Maintenance, Availability Planning Surla. v Ship

19 ABSTRACT continue on reverse ifnecessary and identify by block number)An eflective and efficient surface ship maintenance policy and program has long been the goal of Navy planners. There currently exists severalprograms to assist in the planning and execution of surface ship maintenance and modernization availabilities all in support of accomplishingrepairs at the lowest required level and leastcost. The key to a well maintained fleet is a well planned and properly executed maintenance andmodernization program. The final productof all of he planning assessing and inspecting required prior to the start ofavailability is the ShipAlteration and Repair Package (SARP). The SARP is the compilation ofall work assigned for accomplishment during an availability. Thepackage is compiled by Planninbg t r Engineering and Alterations PERA i from the Current Ship s Mainten ance Project ICSM Pi and authorizedSIIlPALTs and approvwed by the Type Cummandr it)help plan and manage work definition and work package development and identifies stomeproblems in current implementation of the process.

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Approved for public release; distribution is unlimited.Surface Ship Maintenance

Planning Processby

Amy Murphy DeWittLieutenant, United States Navy

B.S.,Massachusetts Maritime AcademySubmitted in partial fulfillment

of the requirements for the degree ofMASTER OF SCIENCE IN MANAGEMENT

from theNAVAL POSTGRADUATE SCHOOL

December 1991Author: t,-.J< 7

Amy Mifrphy DeWittApproved by: La rence R. Jones, Thesis Advisor

errerrL.McCaff4 Seon Reader

David. Whipple, ChairmanDepartment of Administrative Science

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ABSTRACT

An effective and efficient surface ship maintenance managementpolicy and program has long been the goal of Navy planners. Therecurrently exist several programs to assist in the planning andexecution of surface ship maintenance and modernizationavailabilities, all supposedly in support of accomplishing repairsat the lowest required level and least cost. The key to a wellmaintained fleet is a well planned and properly executedmaintenance and modernization program. The final product of allthe planning, assessing and inspecting required prior to the startof availability is the Ship Alteration and Repair Package (SARP).The SAPP is the compilation of all work assigned for accomplishmentduring an availability. The package is compiled by Planning forEngineering and Alterations (PERA) from the Current Ship'sMaintenance Project CSMP) and authorized SHIPALTs and approved bythe Type Commander. This thesis examines the various resourcesavailable to the ship's Commanding Officer and the Type Commanderto help plan and manage work definition and work packagedevelopment and identifies some problems in current implementationof the process.

Acoesslon ForNTIS GrA&IDTIC TAB El

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TABLE OF CONTENTS

I. INTRODUCTION ........................................... 1A. STATEMENT OF THE PROBLEM .......................... 1B. DEVELOPMENT OF THE RESEARCH QUESTION.............. 2C. METHODOLOGY ....................................... 3

II. BACKGROUND ON SURFACE SHIP MAINTENANCE AND REPAIR IN THENAVY .................................................. 5A- RESPONSIBILITIES .................................. 6B. GENERAL SHIP MAINTENANCE AND REPAIR POLICY ........ 8C. NAVY SHIP MAINTENANCE STRATEGY .................... 91. DEFINITION ..................................... 92- STRATEGY ...................................... 11

3. PROCEDURES .................................... 11D. LEVELS OF MAINTENANCE ............................ 171. ORGANIZATIONAL LEVEL .......................... 182. INTERMEDIATE LEVEL ............................ 193. DEPOT LEVEL ................................... 20E. INDUSTRIAL AVAILABILITIE ......................... 21I. AVAILABILITY TYPES ............................ 212. AVAILABILITY ASSIGNMENT ....................... 253. AVAILABILITY SCHEDULING ....................... 25F. MAINTENANCE AND REPAIR STRATEGIES ................ 271. ENGINEERING OPERATING CYCLE ................... 272. PROGRESSIVE SHIP MAINTENANCE .................. 293. PHASED MAINTENANCE PROGRAM .................... 31

III. OVERVIEW OF THE WORK DEFINITION PROCESS ANDPROBLEMS ........................................ 33A. THE 3-M PROGRAM ................................... 33B. MAINTENANCE MANAGEMENT AIDS ...................... 341. CURRENT SHIP'S MAINTENANCE DOCUMENT ..........342. MASTER JOB CATALOG ........................... 363. FLEET MANAGEMENT SYSTEM-REAL TIME............. 364. SHIP ALTERATION AND REPAIR PACKAGE ........... 37

C. M INTEN NCE RESOURCE M N GEMENT SYSTEM MRMS) ... 371. M MS ......................................... 372. OTHER ADP PROGRAMS ........................... 39D. CSMP DATA INPUT.................................. 411. NON-AUTOMATED SHIPS .......................... 412. AUTOMATED SHIPS .............................. 413. MAGNETIC TAPE INPUT .......................... 414. SHIP MAINTENANCE ACTION FORMS (SMAF) ......... 415. INTER-SYSTEM PROCEDURES ...................... 426. INTRA-SYSTEM PROCEDURES ...................... 42

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E. MAINTENANCE AVAILABILITY PLANNING TOOLS...........431. MAINTENANCE DATA SYSTEM ...................... 432. STANDARD REPAIR/OVERHAUL CLASSES ............. 443. STANDARD WORK ITEMS .......................... 47F. SURFACE SHIP AVAILABILITY PLANNING PROCESS ....... 491. PRELIMINARY PREPARATIONS ..................... 532. ALTERATION PLANNING .......................... 543. WORK PACKAGE DEVELOPMENT ..................... 564. WORK AUTHORIZATION ...........................59

G. THE ROLE OF THE SUPERVISOR OF SHIPBUILDING,CONVERSION AND REPAIR ......................... 611. ADVANCED PLANNING ............................ 622. CONTRACT AWARD ............................... 623. LIAISON BETWEEN THE SHIP, SUPHIP AND THE

CONTRACTOR ................................ 63H. THE ROLE OF PLANNING FOR ENGINEERING ANDALTERATIONS (PERA) ............................ 641. ADVANCE PLANNING AGENT ........................ 65

2. LONG RANGE PLANNING ........................... 663. AVAILABILITY PLANNING ......................... 67I. THE ROLE OF THE PORT ENGINEER IN WORK

DEFINITION .................................... 691. BENEFITS ...................................... 692. RESPONSIBILITIES .............................. 703. WORK DEFINITION PROCESS ....................... 71

IV. EVALUATION OF RESEARCH FINDINGS ON SURFACE SHIPMAINTENANCE AND REPAIR PLANNING ................. 80A. WORK DEFINITION RELATED PROBLEMS ................ 801. CSMP ACCURACY ............................... 812. PLANNING PROCESS ............................ 823. RELATED PROBLEM AREAS ....................... 86

B. EFFECT AND SUCCESS OF DIFFERENT MAINTENANCESTRATEGIES ON WORK PACKAGE DEVELOPMENT ...... 861. PHASED MAINTENANCE PROGRAM ................... 882. ENGINEERING OPERATING CYCLE .................. 913. PROGRESSIVE .................................. 92C. ASSESSMENT OF EQUIPMENT CONDITION AND PERFORMANCEMONITORING TEAM .............................. 94

V. CONCLUSION.......................................... 98A. RESEARCH FINDINGS ............................... 98B. AREAS FOR FURTHER RESEARCH ..................... 104

APPENDIX A GLOSSARY OF TERMS ............................ 105APPENDIX B AVAILABILITY PROCESS ......................... 121REFERENCES .............................................. 122INITIAL DISTRIBUTION LIST ............................... 123

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surface ships. At issue is the adequacy of currentprocedures related to the task of providing adequate dataor methods for determining with a high degree of certainty

when and whether maintenance is required. Existingprocedures also are being challenged on their adequacy forcost control in a resource constrained budget environment,and whether they satisfactorily translate maintenancerequirements into costs for use in program and budgetjustification. The initial step in responding to theseconcerns is to analyze the current procedures employed forconstructing, approving, authorizing and funding maintenanceand repair of surface ships.

B. DEVELOPMENT OF THE RESEARCH QUESTIONSThis thesis This thesis documents the surface ship

maintenance planning process. It examines the variousresiurces available to the ship's Commanding Officer and theType Commander to help plan and manage work definition andwork package development and identifies some problems incurrent implementation of the process. The thesis focuseson the following questions:

1. What procedures are involved in work packagedevelopment prior to the Work Definition Conference?

2. Where does the ultimate responsibility lie for workassignment and accomplishment?

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3. In what areas of work package planning do problemswith implementation of established procedures exist?

4. What areas are recommended for further research?

C. METHODOLOGYBasic data for this thesis was obtained from existing

Navy instructions, notices and policy manuals on ship'smaintenance and through field interviews with personnel inthe maintenance process. Research was conducted in fourmajor steps:

1- Interviews with Naval Sea Systems CommandDetachment, PERA (SURFACE); Naval Sea SystemsCommand (NAVSEA) (SEA-915/935); Commander NavalSurface Force Pacific (CNSP) (N-4); Port Engineers(N4PE); Commanding Officer, Naval Surface ForcesPacific Readiness Support Group (RSG) 00); CNSP MRMSSpecialist (N412).

2. Examination of each step involved in PERApreparation of the Ship Alteration and Repair Plan(SAPP) by perusal of official documents,supplemented by interviews.

3- Evaluation of the role of Assessment of EquipmentCondition (AEC) and Performance Monitoring Teams(PMTs) and the part they play in the workdefinition process.

4. Evaluation of the role of the Port Engineer and thepotential of this position to provide continuityfrom availability to availability, as well asamong the ship classes.

The resulting research provides a consolidated look atthe different maintenance philosophies currently employedand how they relate to the work definition process and theship's overall material condition.

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This thesis provides background on the Navy'smaintenance philosophy, maintenance organizations, andmaintenance strategies and actions and traces the work

package development process from beginning to end. Theroles of various assist teams and the utility of theinspections they perform is analyzed for each maintenancestrategy. Recommendations for potential areas of furtherresearch are made.


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II. BACOKGROUND ON SURFACE SHIP MAINTENANCE AND REPAIR INTHE NAVY

A. RESPONSIBILITIESThe Chief of Naval Operations (CNO) is responsible for

maintaining the overall readiness of naval forces. Thisresponsibility includes planning and programming theresources required for maintenance and modernization of theOperating Forces of the Navy. The CNO and the Navy (OPNAV)

Resource Sponsors (OPs-02, 03, and 05) appro--e allmaintenance strategies, ship Class Maintenance Plans (CMPs),the Fleet Modernization Program (FMP), and the depot levelmaintenance schedule. [Ref. 1]

As the CNO point of contact for Navy-wide shipmaintenance issues, OP-32 (a) coordinates maintenancestrategies, CMPs, and the FMP with the Resource Sponsors and(b) promulgates the notional durations and intervals fordepot level maintenance [Ref. 2]. The depot levelavailability schedule is developed and issued by Commander,Naval Sea Systems Command (COMNAVSEASYSCOM) aftercoordination with the Resource Sponsors and the FleetCommanders.

OP-945 coordinates the maintenance informationarchitecture and expedites the interchange of maintenance

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and modernization data for use at headquarters and eachmaintenance level.

The Fleet Commanders-in-Chief (FLTCINCs) are responsiblefor the material condition of their assigned ships. Thisresponsibility includes the requirement to make trade-offsamong cost, schedule and mission in assigning repairs andmodernization availabilities and expending the maintenancefunds required to maintain material readiness based on (1)anticipated threat, (2) systems command establishedtechnical requirements, and (3) CNO policy. FLTCINCS arealso responsible for developing availability work packagesand integrating repair and modernization.

COMNAVSEASYSCOM, as the lead System Commander formaintenance and modernization, is tasked with (1) developingand assessing the long range effectiveness of ClassMaintenance Plans and revising them as require; (2)

supporting FLTCINCs in scheduling ships for depotavailabilities; (3) implementing the FMP; (4) providing upto date technical manuals; (5) providing the Program SupportInventory Control Point (PSICP) with material requirementsin sufficient time to ensure fleet supportability; (6)commanding the naval shipyards and Supervisor ofShipbuilding, Conversion and Repair (SUPSHIPs); (7) ensur..ngnaval shipyards and SUPSHIPs execute ship maintenance andmodernization within the scope of work authorized; and (8)

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coordinating with the TYCOMs private sector depot levelavailability assignment and contracting. [Ref. 1].

B. GENERAL SHIP MAINTENANCE AND REPAIR POLICYCNO has set the following criteria as general policy for

maintenance of ships [Ref. 1]:a. The Fleet will be maintained in a manner fullycapable of meeting the expected threat and in a

material condition sufficient to allow the abilityto accomplish assigned missions.

b. Maintenance programs are executed in a manner whichprovides required operational availability.Maintenance actions will be accomplished at thelowest practicable and authorized level takingurgency, priority, capability, capacity, and costinto consideration.

c- The maintenance of ships is considered a continuingprocess, encompassing all levels of the chain ofcommand and utilizing various tests, programs andavailabilities as specific components of themaintenance process.

d. Maintenance actions are either preventive orcorrective. Preventive maintenance actions areselected so as to maximize the reliability of shipsand to minimize the total maintenance workload.

e. Each new ship design includes a Class MaintenancePlan and Modernization Policy document which willdescribe the specific maintenance programs(including required maintenance availabilities)applicable to the class, the interrelationship ofmaintenance and modernization, and any uniqueprogram features. Class Maintenance andModernization Policy documents may be generated forolder ships on a case basis.

f. Class Maintenance Plans are developed for each shipclass following the concepts of reliability centeredmaintenance (RCM). The goal of this process is to

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accomplish maintenance necessary to achieve maximumoperational availability at lowest practical cost.g. Every ship is assigned a planned maintenance packagewhich describes all required preventive maintenance

to be accomplished by the organizational level.h. Intermediate maintenance activities (IMAs) a7

FLTCINC assets utilized for accomplishment o )airand modernization beyond the capability or c, tyof the organizational level (ship's force) but notrequiring depot level assets.

i. Depot level maintenance activities are part of theshore establishment (naval and private shipyards andother designated overhaul points) or FLTCINC assets(Naval Ship Repair Facilities) that perform repairand modernization work.

j. All logistics required for the support ofmaintenance during the life of new ships or classesare identified, and resources programmed andbudgeted sufficiently in advance of ship deliveriesto ensure that all required maintenance logisticssupport is in place either upon ship delivery orearlier.

k. Repairs, maintenance, and modernization of thepropulsion plants in nuclear powered ships beyondthe capability or capacity of the organizationallevel are assigned only to nuclear capable shipyardsor nuclear capable intermediate maintenanceactivities.

C. NAVY SHIP MAINTENANCE STRATEGYThe CNO's Navy ship maintenance strategy is composed of

the following (Ref. 1]:1. Definition

Ship maintenance is one of the two major componentsof the Navy's Ship Maintenance and Modernization Program,which defines the material condition and configuration ofNavy ships. The ship maintenance program is designed to


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keep ships at an adequate level of material readiness tomaximize their required operational availability. The secondcomponent, the Fleet Modernization Program (FMP), is de-

signed to update ship equipment and machinery as required tomeet current and projected enemy threats and to incorporatesafety, environmental, reliability/maintainability, andother improvements. Although the maintenance and moderniza-tion programs are separate, they are not independent and areclosely coordinated.

The Navy ship maintenance strategy is defined as theprocess of identifying and utilizing maintenance assets ina predetermined manner in keeping the material condition ofNavy ships at the desired level. These assets includepersonnel, material, facilities, programs, and procedures.While the specific maintenance plan is likely to differamong ship classes, the overall goal is the same.

Navy ships are different in that the responsibilityfor both the operation and maintenance of each ship restswith the ship itself. Other Navy organizations exist tosupport them. There are several different programs andprocedures described in this thesis designed to support theoverall maintenance strategy in preserving the ship's mate-rial condition.

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2. StrategyThe elements of the CNO's maintenance strategy

include:

a. Use of Class Maintenance Plans (CMP) developedto support the operational plan for use of eachclass. The objective is to tailor individualClass Maintenance Plans to best fit the operational cycles of that class. Class MaintenancePlans are structured with the objective ofmaximizing operational availability and minimiz-ing the cost of maintenance for the requiredmaterial condition.

b. Use of engineered maintenance requirementsperformed at the lowest level of maintenancewhere the capability resides.

c. Integration of the support provided by theorganizational, intermediate and depot levels ofmaintenance discussed in the next section into acoordinated system of maintenance supportthroughout a ship's life cycle.

d. Provision of effective Integrated LogisticsSupport (ILS) for including spares, technicaldocumentation (manuals and drawings) and training.

e. Class Warfighting Improvement Plans whichproject the upgraded characteristics of theclass during the class' lifetime and emphasizethe grouping of ship alterations to beaccomplished as a block.

f. Control of ship configuration through a formalchange process which provides for updating ofthe central data base.

g. Standardization of equipment and componentsinstalled in ships to minimize logistics supportcosts during the life cycle.

3. ProceduresClass Maintenance Plans are considered by CNO to be

the center of the Navy's ship maintenance strategy. The

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transformation of these plans into maintenance actionsrequire procedures for the assessment of equipment condi-tions, determination of maintenance requirements and execu-tion of maintenance actions as described below:

a Assessment of Equipment ConditionA thorough knowledge and assessment of actual

equipment condition in relation to its designed condition isthe basis for maintenance decisions. Equipment conditionrefers to static parameters, such as size and shape, anddynamic parameters, such as speed, temperature, pressure,voltage, etc. While ship's force is in the best position toknow the condition of its ship and equipment, specializedassistance is often-needed to determine the condition ofmuch of the equipment. Such assistance is provided byseveral organizations within the Fleet and Systems Commandsand is used as necessary to ensure a comprehensive status ofequipment condition is available at all times.

Programs and organizations that are available foruse in assessing equipment condition include:

Ship's Force Self AssessmentCurrent Ship Maintenance Project (CSMP)Machinery Condition Assessment (MCA)Test and Monitoring Systems (TAMS)Pre-Overhaul Test and Inspection (POT&I)Work Definition Inspection (WDI)Planned Maintenance Systems (PMS)Fleet InspectionsBoard of Inspection and Survey (INSURV)Machinery History and Trend AnalysisTotal Ship Test Program (TSTP)Assessment of Equipment Condition (AEC)

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The CSMF is the primary document concerning thematerial condition of the ship and must be maintained in acomplete and current status =I- all times.

b Detexmination of Maintenance RequirementsBased on knowledge of the material condition of

the ship and equipment, the FLTCINC or his designated repre-sentatives determines the maintenance actions required tomaintain or restore the equipment to its intended condition,in accordance with technical requirements defined by thesystems command and using reliability-centered maintenanceprinciples.

The complexities of shipboard equipment have ledto development of support organizations, programs and proce-dures, including:

Class Maintenance PlansNaval Ships' Technical Manual (NSTM)Equipment Technical ManualsPlanning and Estimating for Repair and

Alterations (PERA)In-Service Engineering Agent (ISEA)Direct Fleet Support (DFS)Fleet maintenance personnelIntegrated Logistics Overhaul (ILO)Integrated Logistic Review (ILR)Ship Equipment Configuration Accounting System(SECAS)Direct Fleet Support (DFS) is NAVSEA-funded

engineering and technical services which are beyond thatavailable at fleet activities. It consists of supportprovided to the Fleet for correcting operational and mainte-nance problems which are beyond the capability of ship's

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force, IMAs, SRFs, or Mobile Technical Units (MOTUs). Thissupport includes advice, instruction, and training of fleetpersonnel in the operation and maintenance of equipment; andreviews, tests, and inspections to evaluate the effective-ness and material condition of ships equipment and systems.The primary objective of DFS is to provide technical assis-tance and to promote maintenance self-sufficiency throughinstruction and guidance to ships forces. Some of the majorDFS programs are:

(a) Naval Engineering Technical Services fromNAVSEACENs and other NAVSEA engineeringactivities

(b) Contractor Engineering Technical Services(CETS) from NAVSEA

(c) Fleet Engineering Technical Services (FETS)from NAVELEXCENs and other COMSPAWARSYSCOMengineering activities.

A secondary objective of DFS is to provide trainingto ship's force in the operation and maintenance of theirequipment and also to intermediate maintenance activitiesthat provide maintenance support to the ship.

Mobile Technical Units are fleet controlled supportunits located at areas of major fleet concentration. Themission of the MOTUs is to improve fleet combat systemreadiness by elevating the technical self-sufficiency oforganizational level personnel, primarily through on-the-jobtraining in the maintenance and operation of combat systemequipment. MOTU training is most often in the form of on-

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board technical assistance with the correction of technicalproblems beyond the capability of ship's force, but alsoincludes reviews, tests, or trials of system performance.MOTUs are manned primarily by senior enlisted personnel withtechnical skills and the ability to train shipboard person-nel.

c. Execution of maintenance actionsIt is CNO policy that maintenance programs be

executed with priority placed on providing ships that canreliably perform their missions. Three levels of mainte-nance are defined, to provide for accomplishment at increas-ing levels of skill and facility assets. These three levelsare explained in the next section. The specific maintenanceprograms combine the various evaluation and planning assetspreviously discussed as best suited to the ship's operation-al requirements.

d Surface ship maintenance challengeThe current challenge faced by today's mainte-

nance resource manager involves rethinking the issue ofship's maintenance requirements in view of current andprojected reductions in maintenance funding. A recentarticle entitled The Surface Ship Maintenance Challenge(Ref. 3] outlines the evolution of surface ship maintenancefunding environment and traces the attitudes andphilosophies concerning shipboard material condition from

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the austerity of the 1940's and 1950's, where ship's forcewere much more self-reliant, through improvements in the1960's with the introduction of the Engineer Officers

School, Planned Maintenance System (PMS), and theintegration of repair and modernization through Planning andEngineering for Repairs and Alterations (PERA) organization.

The 1970's brought major transitions in themaintenance management structure with the merger of thethree type commanders to one surface force commander and themeraer of Naval Ship Systems Command and Naval OrdnanceSystems Command into Naval Sea Systems Command. In the mid-70's the Destroyer Engineered Operating Cycle (DDEOC) main-tenance strategy was introduced, as was NAVSEA's MaintenanceSystem Development Program which instituted the concept ofreliability-centered maintenance (RCM). During the ReaganEra of the 1980's and the boost in defense spending came arash of construction and modernization for (1) shoreintermediate maintenance activities, (2) time-directedequipment change-out requirements for Engineering OperatingCycle (EOC) and Progressive Maintenance ships, (3) longerand costlier ship overhauls, and (4) increased pressure toassign overhauls to the private sector.

Then, in 1984 the under secretary of the Navycommissioned a Navy Industrial Fund (NIP) study to examinepotential opportunities for ship repair cost savings. Inresponse to increased pressure to reduce fleet maintenance

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funding, NAVSEA initiated several programs during this time:(1) System and Equipment Maintenance Monitoring for SurfaceShips (SEMMSS) Program to permit extended overhaul intervaldurations (SEMMSS recently became the Assessment ofEquipment Monitoring (AEC) program), (2) reorganizing theIndustrial and Facilities Management to strengthen the navalshipyard organization, (3) establishing the Surface ShipMaintenance Office (SSMO) for surface ship maintenancecoordination, and (4) consolidating the responsibility forthe Fleet Modernization Frogram (FMP) budget preparationinto one code. (Ref. 3).

Jacobs and Smith point out that in the pastship's force have played a major role in the upkeep andmaintenance of their ship's with much more repair work beingaccomplished on the organizational vice depot level. Thepotential for further increased involvement in maintenanceaction by ship's force is identified. Also, NAVSEA is seenas a partner with the type commander in meeting the newmaintenance challenge by committing its engineering andtechnology in cooperation with the type commander'sexperience and shipboard knowledge to identify and selectthe most effective maintenance decisions . [Ref. 3].

D. LEVELS OF HAINTENANCEAs previously stated, it is Navy policy that ship

maintenance and modernization work be performed at the

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lowest effective level throughout the life cycle of theships (Ref. 11. Thie Ship Maintenance and ModernizationProgram implements this policy. This is a balanced program

that requires contributions from each of the three levels ofmaintenance within the Navy. Each of the three levelsrequires a areater degree of capability. Organization levelmaintenance and intermediate level maintenance are withinthe capability of the FLTCINC and are his responsibility.The greatest industrial capacity resides within the depotlevel, comprised of Naval and private shipyards, ship repairfacilities, and assigned DoD or commercial DesignatedOverhaul Points (DOPs).

1. Oraanizational Level MaintenanceThe lowest level of maintenance is the

oraanizational level (O-level) consisting of the ship itselfand the sailors on board the ship. Organization levelmaintenance is any corrective and preventive maintenanceaccomplished by the ship's crew. The work consists ofequipment operation, condition monitoring, plannedmaintenance actions and repair. The ship's personnel areboth the operators and maintainers of their equipment.

The individual ship is tasked with being maintenanceself-sufficient to the degree achievable within manpower andfacility constraints. The Planned Maintenance System (PMS)described in the Maintenance and Material Management (3-M)

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Manual [Ref. 4] defines the minimum scheduled prever-ivemaintenance program to be carried out aboard an individualship. When PMS is not available, existing technical manualsand instructions issued by cognizant systems commands areapplicable-

2. Intermediate Level MaintenanceThe second level of maintenance is the Intermediate

level (I-level) consisting of Tenders, Repair Ships, ShoreIntermediate Maintenance Activities (SIMAs) and NavalReserve Maintenance Facilities (SIMA NRMFs), where Navypersonnel with specialized facilities and trainingaccomplish intermediate level repair work.

SIMAs and SIMA NRM7s report directly to theReadiness Support Groups (RSGs). Additionally, the RSGsassign area maintenance work to all the tenders. It is therole of the RSGs to coordinate all area depot and

intermediate maintenance and repair requirements (except forROH/SRA). They also coordinate all waterfront maintenancerelated events and technical assists. The CommandingOfficers (COs) of the RSGs report directly to their typecommander. COs of RSGs liaison directly with group andsquadron commanders and individual ships whenever necessaryto expedite repair and ensure coordination. The functionsand services provided by the RSGs as follows: (1) Serve asarea coordinator for all IMA repair requirements, (2)

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Provide short range IMA availability scheduling, (3) Screenall work requests for IMA availabilities, (4) Screen allwork requests for unscheduled intermediate or depot levelmaintenance that are emergent, (5) Assign and prioritizework schedules for work assigned to tenders and SIMAs, (6)assess and allocate IMA work loading (assignments) to ensureequitable and efficient distribution of work, (7) act astype commander representative for work progressing asnecessary, (8) coordinate all requests for technicalassistance, (9) coordinate and conduct IMAV work definitionconferences, (10) promulgate monthly dive schedule, and 11)coordinate weekend and after-hour planned and emergent work.[Refs. 5 and 8].

Intermediate level maintenance normally consists ofcalibration, repair or replacement of unserviceable parts,and providing technical assistance.

Intermediate level maintenance activities use the 3-M System to develop and process the maintenance actions forIMA upkeep periods including early identification andassignment of work items.

Intermediate Maintenance Activities accomplish shipmaintenance beyond a ship's force capability or capacity tothe maximum extent possible consistent with the availabilityof material, funds and skilled manpower.

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3. Depot Level MaintenanceDepot level maintenance is that type of maintenance

generally requiring a greater industrial capability thanpossessed by either organizational or intermediateactivities. It consists of that maintenance performed byshipyards, either private or Navy, Naval Ship RepairFacilities, or other shore based activities on equipmentregiiring major overhaul or complete rebuild of parts,assemblies, subassemblies, end items, and completeplatforms, including manufacture of parts.

The only work scheduled for accomplishment by depotlevel maintenance activities is that which, in the judgmentof the Type Commander Representative, COMNAVSEASYSCOM, orCOMSPAWARSYSCOM in their specific areas of responsibility,cannot be accomplished by organizational or intermediatelevel maintenance activities, or where split responsibilitybetween fleet and depot maintenance activities should beavoided.

E. XNDUSTRIAL AVAILABILITIES1. Availability Types.

The information in this section was obtained fromreferences 1, 5 and 8.

a Regular Overhaul (ROBI

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An ROH is an availability for the accomplishmentof general repairs and alterations at a naval shipyard,private shipyard, or other shore based repair activity.

b Complex Overhaul (COH).A COH is an overhaul that, because of funds,

time, or manpower constraints, or the complexity orinterrelationship of the various ship subsystems affected bythe overhaul work packages, requires extraordinarycoordination and extensive management of the planning andindustrial phases of the overhaul in order to produce ahigh level of confidence that the overhaul will besatisfactorily completed. All CV, LHV, AGF, and nuclearpowered surface ship overhauls are, by definition, complexoverhauls.

c Baseline Overhaul .O8, .A BOH is an overhaul that is designed to restore

a ship's systems, subsystems and equipment to a baselinecondition before the ship is placed on an engineeringoperating cycle. The intent of the BOH is to provide anextensive overhaul that, together with a well engineered andexecuted maintenance program, will enable the ship to carryout its mission throughout an extended operating cycle.

d Selected Restricted Availability (SRA).A SRA is an availability for the accomplishment

of repairs and selected alterations by depot activities,

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frequently with intermediate level maintenance. Theseavailabilities are assigned to accomplish work that isrequired to sustain the material condition of the ship

between overhauls, particularly those ships that are onextended operating cycles. SRAs are utilized to accomplishrequired depot level maintenance of ships on progressiveoverhaul strategies. SRAs are short, labor intensiveavailabilities that are generally scheduled at specifictimes throughout the operating cycle. They are scheduledsufficiently in advance to ensure advanced planning time andfunds are effectively utilized.

e. Dockina Selected Restricted Availability (DSRA).A DSRA ia a SRA extended to include drydocking of

the ship.f Phased Maintenance Availability (PHA).

A PMA is a short, labor intensive availabilityfor the accomplishment of general repairs and alterations bydepot level maintenance activities. Ships assigned toPhased Maintenance Programs are maintained through PMAs inlieu of ROHs.

g Docking Phased Maintenance Availability (DPmA).A DPMA is a PMA extended to include the

drydocking of the ship.

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h Restricted Availability (RAVY).An RAV is an availability assigned for the

accomplishment of specific items of work by a industrial

activity with the ship present.i Tocnical Availability (TAv).

A TAV is an availability for the accomplishmentof specific items of work by a repair activity, normallywith the ship not present, during which time the ship'sability to fully perform its assigned mission and tasks isnot affected.

j Voyage Repair (VR).A VR is emergency work necessary to enable a ship

to continue on its mission and which can be accomplishedwithout requiring a change in the ship's operating scheduleor general steaming notice in effect.

k Fitting Out Availability (FOA).A FOA ia an availability at the shipyard to place

on board the material specified in the ship's allowancelists.

1. Post Shakedown Availability (PSA).A PSA is an availability assigned to newly built,

activated or converted ships upon completion of shakedown.The PSA is normally between one-and-one half to four monthsduration and must be completed not later than the end of theeleventh month after completion of the fitting out. Work

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performed normally includes correction of deficiencies notedduring the shakedown, correction of deficiencies remainingfrom the acceptance trials, and performance of classmodifications remaining from the new construction period.

m. Service Life Extension Program (SLEP).The SLEP is a depot level program to extend the

service life of a ship beyond that which it was initiallydesigned. Following SLEP these ships are maintained andmodernized through normal overhaul procedures.

2. Availability Assignent.COMNAVSEASYSCOM assigns and schedules overhauls,

SPAs, and PMAs. 0P-32 promulgates the notional durations,notional intervals, and approved schedules for depotavailabilities by OPNAV notice. Approved schedules aremaintained in a CNO data base which is used in producingNAVSEANOTE 4710 (Pacific and Atlantic Depot MaintenanceSchedule) [Ref. 9]. The CNO schedule data base is also thesource of the schedule information that appears in the FleetModernization Program Management Information System(FMPMIS).

The FLTCINC or his designated representative willassign and schedule RAYs, TAVs, and VRs.

3. Availability Scheduling.

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a. Overhaul SchedulinaShips generally undergo overhauls at the

intervals and durations set forth in the current OPNAVNOTE4700. Some minor deviation to the overhaul intervals areaccommodated to ensure compatibility with the employmentschedule of each ship. Major deviation from overhaulintervals must be fully justified and approved by the typeand fleet commanders and approved by CNO. The overhauldurations specified in OPNAVNOTE 4700 [Ref. 2] are to beused as nominal overhaul durations in long range planningand at the annual Fleet Depot Maintenance SchedulingConferences. After the scope of the work package is knownfrom the Work Definition Conference (WDC), it is incumbentupon the overhauling activity commander to evaluate the workpackage and assess his capability and ability to perform thework in the allotted time. Any recommended adjustments induration must be officially addressed as soon as possibleafter the WDC.

b SRA and PHA Scheduling.Ships generally undergo SRAs and PMAs in

accordance with the criteria established in the currentOPNAVNOTE 4700. Durations should not require adjustment toaccommodate the size of the repair package; however, it maybe necessary to increase durations to accommodate urgent

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alterations that are essential to improving the missioncapability of the ship or to accomplish necessary repairs.

c Criteria for Assignment to Industrial Activity.Assignment of an availability to a specific ship

in a Naval shipyard or under SUPSHIPS is based on materialreadiness requirements and technical considerations as wellas the following guidelines [Ref. 2]:

(1) Naval shipyards are the nation's principalasset for depot level overhaul of nuclear ships and complexnonnuclear surface ships and for providing the principalindustrial repair capability to address battle damage inwartime and voyage repairs in peacetime.

(2) Navy Depot level availabilities awarded inthe private sector are to be accomplished in a manner toassure quality performance, promote competition, support thenation's industrial base, and include quality of life

considerations for the ship's force.F. MAINTENANCE STRATEGIES

All Class Maintenance Plans (CMPs) are developedfollowing the concepts of reliability centered maintenance(RCM). The goal of RCM is to accomplish maintenancenecessary to achieve maximum operational availability at thelowest practical cost. Following this concept, a thoroughknowledge and assessment of actual equipment condition in

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window concept allows flexibility in schedulingavailabilities and work package planning. An Assessment ofEquipment (AEC) for specified systems and equipment isperformed by the Performance Monitoring Team (PMT). Theseteams periodically visit ships, usually 60-90 days beforethe start of an SRA and sometime following the SRA, andmeasure designated system and equipment conditionparameters. Repair recommendations are made based uponconditions encountered during the visit or subsequenttechnical analysis.

The CMP for each EOC class ship identifiesmaintenance, maintenance frequency and repair level, andestimated manpower and logistics support for each identifiedtask. CMPs utilize maintenance-oriented actions that, basedon engineering analysis, are presumably predictable duringthe ships operating cycle. The two major categories oftasks included in the CMP are (1) engineered maintenancerequirements and (2) qualified maintenance estimates.Typical engineered tasks include (1) class B overhauls, (2)fundamental tests and inspections, (3) PMS actions requiringoutside assistance, and (4) other well-defined maintenancetasks. Qualified maintenance estimates identify correctivetasks that engineering analyses or historical data indicatewill probably be required. Qualified tasks are performed asrequired.

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2. Progressive Ship Maintenance.Progressive maintenance is a strategy that supports

FFG 7 and PHM class ships that are designed for reducedmanning and limited organizational level maintenance andspecific ships homeported in forward deployed areas withoperational tempos that limit the length of intervalsavailable for accomplishment of maintenance. Reduced mannedships are designed for component removal and replacement,with maintenance and repair being performed by intermediateand depot level activities to compensate for the reducedorganizational level maintenance capability. These designconcepts have required the development of maintenance andlogistics support systems different from those required forother surface ships. Both the FFG 7 and the PHM 1 classships were not designed to be supported by traditionalmethods and are maintained using the Progressive ShipMaintenance strategy.

The progressive approach is to conduct engineeringanalyses of installed equipment and systems to determinetheir failure rates and effects and determine what supportis required. The analysis determines the preventivemaintenance plan, estimates the corrective maintenancerequirements, and establishes the level of repair. Fromthese analyses, the supply requirements for rotatable poolsare determined. These pools consists of replacementmachinery and parts and are required to achieve quick turn-

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around times necessary for the accomplishment of ajormaintenance items during the short IMAVs and SRAs, and tominimize the corrective maintenance burden at theorganizational level- The progressive maintenancephilosophy encompasses the following:

(1) Progressive SRAs/DSRAs.(2) Increased use of Engineered Maintenance

Planning-(3) Increased use of modular replacement.(4) Constraints placed on shipboard at-seamaintenance by ship's force.(5) Upgrading of maintenance tasks from ship's force

to the intermediate or depot level.(6) Improved material support and stock levelmanagement.(7) Reduced allowable spare parts and test equipment

on PHMs due to weight limitations.3. Phased Maintenance Program (PMP).

The Phased Maintenance Program is a maintenancestrategy in which depot level maintenance is performedthrough a series of short, frequent Phased MaintenanceAvailabilities (PMAs) in lieu of Regular Overhauls. To themaximum extent practicable, repairs are authorized based onthe actual material condition of the ship and its equipmentas determined by the Port Engineer. The program alsoemploys innovative material support procedures. The goalsof PMP are maximum ship availability, improved operational

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The next chapter provides the background onmaintenance and repair work definition process and workpackage development.

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3-M program helps create an up-to-date Current Ship'sMaintenance Program (CSMP), which is the ship's forcegenerated repository for all maintenance requirements.

B. MAINTENANCE MANAGEMENT AIDS1. Current Ship's Maintenance Project (CSMP).

The most important maintenance management aid usedby ship's force is the Current Ship's Maintenance ProjectCSMP). The automated CSMP, created by ship's force,provides the ship, Type Commander and other activities ameans to determine (a) the effect of deferred maintenance inlimiting the ship's capabilities, (b) maintenance problemsand trends, (c) future maintenance funding requirements, and(d) scheduling of availabilities. It also provides a basisfor planning repair actions in support of individual shipssuch as long lead time design or material acquisition.Additionally, since the CSMP classifies jobs by department,division and individual work centers within the divisions,the CSMP also assists in assessing the material conditionof each individual work center aboard ship.

The CSMP should always reflect actual materialcondition of the ship and should be used as the primarymaintenance management tool (Ref. 3]. It should containitems for all repair actions required to bring the materialcondition of the ship to the highest possible state ofmaterial readiness. Approved alterations, INSURV

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deficiencies, habitability improvements, and certaindeferred FMS actions must be entered into the CSM. Allmaintenance actions requiring outside assistance must besimilarly recorded.

One beneficial aspect of an up-to-date and correctCSMP data listing is the automatic computer printout of4790/2Q Automated Work Requests (AWRs) which are extremelyuseful planning tools for an overhaul or other maintenanceavailability. If the CSMP truly presents the condition andrepair requirements of the ship, recording additionalmaintenance requirements is eliminated and work requests areproduced automatically. AWR's can be generated from theCSMP selectively by-availability type and priority, orspecific items by work center and job sequence number (JSN).With current and accurate information, repairs can be betterplanned and budgeted.

An accurate and up-to-date CSMP is considered byOPNAV to be the key to the Continuous Maintenance Strategy[Ref. 1]- This strategy uses the pre-screened CSMP to helpfully load the IMA's. Additionally, this strategy allowsthe ordering of long lead time material regardless of whichIMA actually accomplishes the work.

The Maintenance Resource Management System (MRMS)provides the means for all shipboard ADP systems tointerface by magnetic media (floppy disk or magnetic tape).This magnetic transfer, coupled with radio transmission by

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shipboard maintenance action form (SMAF), essentiallyeliminates the necessity for paper transfer of 4790/2Kforms. It is the responsibility of all automated units toensure that the shore version of the CSMP, as maintained inMRMS, is consistent with the afloat version.

2. Master Job Catalog.The Master Job Catalog consists of standard repairs

accomplished on a repetitive basis. This system allows workcenter supervisors to request master jobs to be accomplishedfor his work center during an availability. Manuals, alsoreferred to as master job catalog indexes, are provided toshipboard personnel as a user's guide to the MJC.

By using the information contained in the MJC, shipsselect master jobs for inclusion in their CSMP through thedata processing center. This eliminates the need to submitan OPNAV 4790/2K form for these jobs. The MJC computerprogram also features an AUTO CLOSE of all MJC items atthe end of an IMA availability, closing out all accomplishedjobs. MJC indexes are used when available.

3. Fleet Management System- Real Time (FMS-RT).FMS-RT is a system developed by NAVSEA to provide a

less complicated means for planning and monitoring ship'sforce work during availabilities. It is Shipboard Non-tactical ADP Program (SNAP I) compatible and can resideentirely within the ship.

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4. Ship Alteration and Repair Package (SARP).The Current Ships Maintenance Project (CSMP) tape

contains the principal data used to produce the SARP. TheSAPP defines total work to be authorized for accomplishmentby industrial activities and ship's force during selectedrestricted availabilities or overhauls. The SARP isdeveloped by PERA prior to the availability and draws onvarious elements for input. Although the CSMP computer tapeis the primary input element, other input elements includestandard items and alterations. As a result of TYCOMscreei.ing, the SAPP is divided into an industrial activitywork packaae, an IMA work package and ship's force workpackage. A detailed description of SARP is contained inSection F of this chapter.

C. MAINTENANCE RESOURCE MANAGEMENT SYSTEM1. Maintenance Resource Management System (MRMS)

MRMS was developed to support the management ofwaterfront maintenance by allowing more effective managementof maintenance assets and improving the response to shiporiginated maintenance deferrals. The ongoing developmentof MAMS remains consistent with long-term Ship's Non-tactical Automated Data Processing System (SNAP I,II), TypeCommander's Headquarters Automated Information System(THAIS), and Intermediate Maintenance Activity MaintenanceManagement System-Real Time (IMMS-RT). MRMS interfaces with

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a number of data processing systems which link the Navy'shistorical data files, shipboard maintenance projects, andboth intermediate and depot-level repair facilities. MRMSalso serves as a CSMP holder ashore for automated ships andmaintains primary automated CSMF files for non-automatedships assigned to the system.

MRMS is the TYCOM computer-aided method ofmaintaining the force-wide CSMP. TYCOM maintenancerepresentatives are able to receive work requests fromships, update CSMP files, establish availability files, calldown jobs to the file and screen/assign jobs to repairactivities within 48-96 hours from time of transmission.MRMS is designed to provide the following services to systemusers (Ref 4]:

a. Generate individual or bulk automated workrequests (AWR's).

b. Produce CSMP 1B summary hard copy report orNaval message tape.c. Produce CSMP Report 2 (full narrative); CSMPReport IC for the Board of Inspection and Survey

(INSURV); CSMP Report ID (safety summary).d. Transfer CSMP data via AUTODIN, modem, 9-track

magnetic tapes, or floppy disk.e. Load standard Maintenance Data System (MDS)data.f. Produce Casualty Report (CASREP) summaries fromdaily inputs.g. Produce Type Commander Work Package Tracking

(TWPT) reports.

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h. Update MDS files at Navy Maintenance SupportOffices (NAMSO).i. Produce complete package or multipart OPNAV

4790/2Q reports for each unit, as requested,immediately prior to INSURV inspection.

j. Load Master Job Catalog (MJC) work items to aspecific CSMP for non-automated units.k. Accept paper tape input of maintenance actions.1. Load standard MDS data from communicationstation produced tapes containing consolidatedShip Maintenance Action Form (SMAF) inputs.m. Accept calldown message tapes and automatically

transfer JSN's from CSMP to an availabilityfile.

n. Load INSURV, Pre-Overhaul Test and Inspection(POT&I) and Repair Maintenance Management systemClass Maintenance Plan (RMMS CMP) items toindividual CSMP accounts via RMMS or Navalmessage tapes for non-automated units.

o. Screen, review and modify deferrals on line fornon-automated ships.p. Screen incoming data for critical data elements

and errors, and produce error summary reports.q. Supports the Continuous Maintenance strategy

2. Other ADP Programs.a Type Commander Headquarters Automated Information

System THAIS).THAIS provides ADP support to the Type Commander

staffs in ten functional areas: Aviation Maintenance, ShipMaintenance, Logistics, Administration, Readiness,Employment, Personnel, Inspections, and Command Index. TypeCommander Maintenance Module (TMMM) is the ship maintenance

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module of THAIS. The design of TMMM is to provideinformation pertinent to ship maintenance resourceallocation. The goal is to maximize use of available

resources and perform work in order of priority (Ref. 5].The system allows maintenance scheduling, material readinessevaluation and administration.

b IN Maintenance Management System-Real TimeXf.JMS-RT .The IMMS-RT system is designed for afloat IMA's,

providing a real time, on line, interactive system in workpackage screening, work package planning, and work packagemanagement.

c Shipboard Non-tactical ADP Program (SNAP).SNAP was originally designed to provide improved

data processing support to afloat units in the areas ofsupply and maintenance. Programs now include othersignificant functional areas such as administration, pay,personnel, training, medical, and dental.

d Waterfront Maintenance Management System Net orkWMSNET).WMMSNET was developed to provide maintenance

management and data processing capabilities for non-automated ships. WMMSNET provides the capability tomaintain CSMP files and update backup CSMP at MRMS sites viafloppy disks.

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D. CSHP DATA INPUT1. Non-Automated Ships.

Non-automated ships maintain their CSMP on the MRMSdata base. Paper tape updates are still accepted. The workcenter work list (WCWL) is maintained separately onboard theship in handwritten form. OPNAV form 4790/2K is no longerused-

2. Automated Ships.SNAP and WMMSNET equipped ships maintain their own

CS1' but must also maintain a back-up automated CSMP,updated bi-weekly on the MRMS data base by submission of amagnetic tape or a floppy disk.

3. Magnetic Tape Input.Magnetic tape input is the primary source of data

for MRMS. Magnetic tapes cortai.ing SMAF data are receiveddaily from Naval Telecommunications Commands and deliveredto MRMS site for processing. Tapes are also exchanged withPEPA, INSURV, NAMSO, NARDAC, tenders and SNAP-equippedships. SNAP equipped ships must submit updates bi-weeklyand as necessary to ensure MRMS provides an accurate CSMPdata base.

4. Ships Maintenance Action Form (SMAF).Message input by SMAF has reduced the time delay for

deferral assignment from 45 days to approximately 48 to 72hours. Error listings are produced at the same time to

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identify maintenance transactions not successfullytransferred to data files.

5. Inter-System Procedures.The data base is accessible except when hardware is

secured for maintenance or backup creation. Electronic mailfunctions are available to staff users. Any person assigneda mail address may send or receive messages in the system.Mail provides one method of communication between systemoperators.

6. Intra-System Procedures.a XNSURV.

Following INSURV inspection, AWR's are updated,aucmented, and re-entered to INSURV computer database.During post-INSURV processing, updated INSURV data isreturned and re-entered in MRMS or the ship CSMP file frommagnetic tape.

b PERA SURFACE.The Engineering Operating Cycle (EOC) is

supported by a Class Maintenance Plan (CMP) for each classof ship in the EOC. Selected information from the CMP ismaintained on a data base by PERA and can be merged with theMRMS data base.

c. ZNAVSEANAVSEA generated maintenance requirements

including SHIPALTS, ORDALTS and MACHALTS are merged with the

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M$MS data base. NAVSEA maintenance requirements areassigned to special administrative work centers when mergedwith the unit's CSMP.

E. MAINTENANCE AVAILABILITY PLANNING TOOLSThe following is a listing and description of some of

the many instruments available to the Commanding Officer,dxipartment heads, division officers and work centersupervisors aboard ship to be used for effectiveoraanization and management of maintenance relatedactivities. These tools are designed to result in a higherlevel of equipment and system reliability and improvedproductivity.

1. Maintenance Data System (HDS).HDS is the basic system for maintenance and repair

planning and documentation. Th following parts areessential to repair planning:

a Current Ship's Maintenance Project (CSMP).The CSMP is the basis of the Ship Alteration and

Repair Package (SARP). Automated Work Requests (AWRs) areused to describe work requiring outside assistance. TheCSMP should be current at all times. It is especiallyimportant that the CSMP be complete and current at the startof availability planning.

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b Planned Maintenance System (PMS).Many of the tests and inspections conducted to

further define repair requirements are based on PMS

standards. The ship's work load can be reduced and repairplanning improved when repair requirements are coordinatedwith routine and PMS scheduling.

c. Master Job Catalog (MJC) and Standard WorkRequest Items.The MJC and standard work requests are a listing

of recurring repairs that may be included in an upcomingavailability. Many of these repair items are included inthe MJC and class maintenance plans (CMP's). For some shipsin Phased Maintenance, PERA calls down the applicable MJCitems and includes them in the work package. Individualrepair requests must be prepared for any required standardrepairs that are not in the MJC or CMP.

d Zone Inspections.Careful scheduling and documentation of zone

inspections can also reduce ship's force test and inspectionworkload and enhance work package development.

2. Standard Repair/Overhaul Classes.Work requests or job orders frequently contain

requirements using terms such as class B overhaul orclass C repairs ". These terms are often misused and thescope of work to be performed misunderstood. According to

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the CNSP Maintenance Manual [Ref. 5], correct definitionsare:

a Class AWork requiring overhaul or repairs,

modifications, field changes, ORDALT's or SHIPALT's tosustain or improve the operating and performancecharacteristics of the system, subsystem, or component beingrepaired or altered to meet the most recent design andtechnical specifications for that item are defined as classA. It is intended that the end product be like new inappearance, operation and performance. All manufacturer'sand technical manual/documentation performance standards andspecifications must be met. The repair activity willdemonstrate that the end product successfully meets allperformance criteria specified. Defining a class A repairmeans that all actions required to meet definitions areauthorized. This definition applies to all components,subsystems, and systems whether machinery, electronics, orweapons.

b Class BWork requiring overhaul or repairs to restore the

operation and performance of a system, subsystem orcomponent to original design and technical specifications isdefined as class B. If the requirement is to restore theoperating and performance characteristics of an item to

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other than original design and technical specifications,this must be specified and the performance criteria defined.Ship alterations (SHIPALT's), ordnance alterations

(OPRDALT's), field changes, and modifications are notaccomplished unless specified by the customer. Maintenance,adjustment, and calibration routines specified by theapplicable instruction manual are required. The repairactivity will demonstrate that the end product meets allperformance criteria in the specifications.

c Class CRepair work on a system, subsystem or component

specified by work request, or work required to correctparticular deficiencies or malfunctions specified by thecustomer is called class C. The repair activity mustdemonstrate that the work requested has been accomplished orthat conditions or malfunctions described have beencorrected. The repairing activity has no responsibility forrepair or proper operation of associated components of theequipnient or for operation of the system as a whole.

d Class DClass D work is defined as work associated with

Open, Inspect, and Report work requests in which thecustomer cannot specifically identify the problem. Thisclass of work is intended to be diagnostic and may requirevarious tests, followed by inspection to assist in a

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complete diagnosis. The repair activity will reportfindings, recommendations and costs estimates to thecustomer for authorization prior to any repair work. Whenrequested by the customer, minor repairs and adjustments, tothe extent specified, may be accomplished without priorapproval.

e. Class EClass E work is defined as work required to

incorporate all alterations and modifications specified fora designated system, or component. The repair activity willdemonstrate the successful check-out of the workaccomplished to assure compliance with performance standardsestablished for the modification only to the extent of thework performed. When required by the customer, the repairactivity will conduct system tests to prove systemoperability through affected interfaces. Repairs, if any,

will be minor.3. Standard Work Items.

Standard work items and repair standards have beenestablished by NAVSEA to improve the quality and methods ofwork performed in repairing or overhauling variousequipment. Under this system most routine repairs will becovered.

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a NAVSEA Standard Work ItemsNAVSEA Standard Work Items (SWI) establish a

Navy-wide standard for methods and quality control measuresused in disassembly, inspection, repair, reassembly, andtesting of equipment covered by SWI's. SWI's are developedfor private sector availabilities. The intent is to reducethe rate of equipment failure and subsequent rework, improverepair work confidence, and reduce administrative burdens.

b Technical Repair Standards (TRS).Technical repair standards are similar to SWIs

but apply to Naval shipyards and repair activities.c Reliability Centered Maintenance Influence on Use

of Standard Work ItemsNAVSEA SWI and TRS are written to include all

elements of work required for complete class B overhaul.Reliability centered maintenance (RCM) philosophies now

being incorporated into all class maintenance plansstipulate that only repairs required for satisfactoryequipment operation be performed.

d Quality Assurance (QA).No maintenance work and planning efforts are

complete if QA is lacking. Although all Naval repairactivities and private shipyards maintain a QA program, theultimate responsibility for QA rests with the ship, andparticularly with the work center supervisor and division

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I

o-fficer responsible for the repaired equipment. [Ref. 5 and

F. SURFACE SHIP AVAILABILITY PLANNING PROCESSThe availability planning process is influenced greatly

by SHIPALT design and material procurement lead times and bythe ship's operating schedule. Phased maintenance programsextend the life cycle maintenance periods by insertingrestricted availabilities into the operating cycle. Thework packages for these availabilities, although of lesserscope than a POH, include both SHIPALT's and repairs. Thetime available for phased maintenance planning isconsiderably less than ROH planning because of the reducedscope of work. Phased maintenance planning is alsoinfluenced by the use of class maintenance plans and theassignment of a port engineer to oversee repair planning.Additionally, the ship's operating schedule has a greaterimpact on phased maintenance availability than on ROHplanning. Shipboard repair planning procedures areessentially the same for both shipyard and IMAavailabilities. Availability planning can be broken downinto four basic overlapping elements:

Preliminary PreparationsAlteration PlanningWork Package DevelopmentWork Authorization

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All elements are involved in planning a shipyardavailability but IMA availabilities do not involve large orsignificant alteration packages.

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PERA issues preliminary SARP / proposed SARP

Work definition conference conducted by TYCOM

PERA issues authorized SARP

SUPSHIP develops bid specifications

Ship prepares final ship's force management plan

SUPSHIP awards contract

Availability start

Availability complete

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1. Preliminary Preparations.a Planning Engineering Repairs and Alterations

(PERA).

PERA may be tasked to assist NAVSEA and TYCOM foralteration and repair advance planning. At the start of theplanning cycle, PERA assembles pertinent alteration andrepair data and develops a planning schedule. PERA mayassist the type commander by briefing the ship onavailability planning in general and reviewing the planningschedule and requirements for that particular availability.PERA assembles and reviews ship maintenance andconfiguration data to update class files. PERA alsoprepares and updates the class maintenance plans. The roleof PERA is described in greater detail in section G of thischapter.

b Overhaul Manager.The ship must designate an overhaul manager.

Ideally, the ship's overhaul manager should have prioroverhaul experience and should be aboard through the entireavailability and is typically an officer in the engineeringdepartment.

c Plan of Action and Milestones (POA&M).The ship is required to prepare a POA&M to

establish a schedule for all major evolutions such as CSNPupdate, design and repair shipchecks, work package

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determination tests and inspections, work definitionconference and submission of supplemental work. The plan isbe built around the deployment schedule of the ship andincludes all related availabilities. Training and NAVEDTRAoff-ship school requirements must also be included in theplan. Since all of this information will not be known 12-18months in advance, the POA&M is reviewed and updatedperiodically to reflect changes and additional requirementsas they become known.

2. Alteration Planning.a he Fleet Modernization Program (FXP).

FMP governs the alteration planning schedule. Itdictates alteration funding, material procurement andinstallation schedules. NAVSEA, as CNO's agent, controlsTitle K SHIPALT's and ORDALT planning. TYCOM's controlTitle D and F SHIPALT scheduling with design support fromNAVSEA. TYCOM also controls AER scheduling.

b Alteration Planning Letter.NAVSEA issues an alteration planning letter

listing the Title K SHIPALT's and major ORDALT's planned forthe availability early in the availability planning process.The letter provides advance notice to affected organizationsand authorization to proceed with alteration design andmaterial procurement only. The letter also will list anyspecial program material (SPM) required for the alterations.

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The TYCOM also issues a letter early in the planningprocess, addressing Title D and F SHIPALT and AERprogramming. Based on these letters and related fundingdocuments, the design and material procurement agent startshis work.

During the availability planning process, NAVSEAwill conduct on board design verifications (shipchecks).These shipcheck are conducted early in the planning cycle toallow for the development of SHIPALT installation drawingsneeded for the availability. If SID's have been previouslydeveloped, they will be checked against the ship todetermine if they are suitable or if additional drawingswill be required.

c Alteration Authorization Letter.Approximately one year before the scheduled start

of the availability, NAVSEA issues an alterationauthorization letter. This letter supersedes the earlierplanning letter and lists Title K SHIPALT's and majorORDALT's authorized for accomplishment during theavailability. It may include Title D and F SHIPALT's andAER's authorized by the type commander. Special programmaterial and the responsible procurement agents are listed.The purpose of this letter is to provide early cancellationof those alterations for which drawings or materials willnot be on hand in time for the availability. The ship must

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review each listed alteration in detail to verify that it isapplicable, that it has not been fully or partiallyaccomplished and that all machinery or equipment listed inthe alteration record as being onboard is actually on board.NAVSEA should be notified of any discrepancies, and copiesof the letter (or message) should be sent to the typecommander and ISIC. Alteration drawing and materialavailability is reviewed in conjunction with the WorkDefinition Conference (WDC).

3. Work Package Development (WPD)a Ship Configuration.

The work package defines authorized repairs andalterations. It must be based on accurately defined shipconfiguration to support long lead time planning andmaterial procurement. A ship configuration validation isconducted periodically to verify and re-establish the shipconfiguration baseline. These validations usually areconducted by the Configuration Data Manager (CDM) withship's force assistance. The ship armament installationlist (SAIL) also requires periodic updating to validateinstalled ordnance equipment and ORDALT status. In ship'scarrying cargo ammunition, ammunition handling equipment isalso included.

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d Tests and InspectionsAfter the CSMP has been purged and updated, a

Work Package Development Plan (WPD), Pre-Overhaul Test andInspection (POT&I) Plan or Material Self Assessment Guide isissued. The use of these plans has been influenced by theevolution of phased maintenance. Prior to phasedmaintenance, POT&I plans were used to ensure that the entireship was completely tested and inspected before eachoverhaul. A total ship test and inspection usually isconducted when planning the first phased maintenanceavailability to provide a material condition baseline. WorkPackage Definition plans and Material Self Assessment guidesare used in planning subsequent phased maintenanceavailabilities. WPD plans and MSA guides tailor the testsand inspections based on several factors such as the ship'smaterial condition baseline, work accomplished during theprior availability, class maintenance plan, currentmaintenance problems in the class, and the port engineer'sknowledge of the ship's current material condition. Theemphasis is to prescribe only those tests and inspectionsneeded to define repair requirements on equipment that isknown or suspected to be operating improperly, or to verifythe need for class maintenance plan items scheduled for theforthcoming availability. The WPD plan is prepared by PERAbased on input from the port engineer. It is issued by PERAafter being coordinated with the ship's force, the ISIC,

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TYCOM representative, and the technical agents designated bythe port engineer to conduct specialized tests. MSA guidesare provided by TYCOM. MSA or WPD results are documented,screened and entered into the CSMP.

4. Work Authorizationa Work Package Documentation.

AWR's produced by the 3-M system are used todocument repair requirements and identify planned andauthorized alterations. After the work package has beenscreened, a planning agent will provide cost estimates fordepot level repairs and alterations in the work package.The intermediate maintenance activity which has beenassigned the concurrent availability (IMAV-C) will reviewthe IMA level work. Either PERA or TYCOM train keypersonnel in work package management techniques. The ship'smanpower budget is developed and work assigned to the ship'sforce will be scoped in preparation for the Work DefinitionConference (WDC) or Work Package Definition (WPD).

b Work Definition Conference (WDC).The WDC is chaired by a representative of the

TYCOM, normally the port engineer if assigned, and attendedby PERA, the industrial activity responsible for theavailability, the IMAV-C, designated technical agencies andthe ship. SHIPALT drawing development and materialprocurement status will be reviewed to verify drawing and

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G. TIE ROLE OF SUPERVISOR OF SHIPBUILDING, CONVERSION ANDREPAIR (SUPSHIP)The principal objective of SUPSHIP is to coordinate all

contacts and arrangements with private shipyard contractors.SUPSHIP awards and administers shipbuilding, design,conversion, repair, and facility contracts at privatelyowned shipyards. SUPSHIP is the procurement activity andprovides the contracting officer, who is the only individualauthorized to contract new or additional work or to releasethe contractor from any provisions of work specification.Availability responsibilities at SUPSHIP are split between aplanning and overhauling. The planning SUPSHIP isresponsible for all advance planning for ships in a class,including preparation of the initial bid specificationpackage and award of the contract. The overhauling SUPSHIPadministers the availability. Both functions may beperformed by the home port SUPSHIP for availabilitieslimited to his geographical location. The SUPSHIP advanceplanner is the point of contact throughout the planningphase. After specification completion and contract award,the functions of coordination and liaison among the ship,type commander, and contractor are performed by theoverhauling SUPSHIP type desk officer. This individual isthe point of contact for the ship on all contractual mattersand advises the type commander on matters related to new

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work, growth and progress. As the contracting officer forthe overhaul, SUPSHIF is responsible for all legal andcontract administration functions. In the work package

development process, SUPSHIP performs the followingfunctions:

1. ADVANCE PLANNINGThe Work Definition Conference is when all work to

be assigned to the depot level is defined. If the workpackage is not fully defined at this point, any changes oradditions to the contract will be significantly more costlythan when originally specified and awarded. SUPSHIPconverts the work package into a specification package andputs it out for bids. All bidders must already hold aMaster Ship Repair (MSR) contract to be qualified for award.Only after the contract is awarded by SUPSHIP ur NAVSEA isthe overhaul yard known. Contract award normally occurs

about 90-120 days prior to the start of an availability witha coastwide competition (contract bids are accepted fromoutside the geographical area of the ship's homeport) and atabout 30-45 prior to the start of availabilities where bidsare accepted only from contractors in the ship'sgeographical location.

2. CONTRACT AWPDA private sector overhaul is governed by a contract

between the Navy and the shipyard. The contractor agrees to

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specifications. To eliminate any doubt as to theresponsibility for completed work and to minimize physicalconflict, ship's personnel may not work on any unit which

the contractor is also working on. Any problems betweenship's force and the contractor are to be brought to theimmediate attention of the SUPSHIP representative forresolution. Most contractor related problems are avoided ifthe work package and bid specifications are clearly definedand if split responsibility for repair is eliminated in theplannina process. Bid specifications are prepared from theauthorized SARP as described in the following section on therole of PEPA.

H. THE ROLE OF PUANNING AD ENGINEERING FOR REPAIRS ANDAZTERATIONS PERk)

The primary objectives of PERA is to provide intensivemanagement for planning and accomplishing effective,orderly, and timely ship depot availabilities and theefficient use of scarce management and engineering resourcesthrough the development of standard documentation, methods,and procedures throughout all NAVSEA organizations havingmaintenance and modernization responsibilities [Ref. 6].Each PERA is designed to (1) assist SPMs and TYCOMs indeveloping and integrating the life-cycle maintenance andmodernization requirements for assigned ship classes, (2)

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provide direct support to SPMs in specific programs, and (3)surport the TYCOMS by providing engineered support for theplanning, screening, authorization, and accomplishment ofrepair and modernization work packages. This includes thetask of developing recommended work packages based onaccurate work definition in SARP format. PERA performs theadditional duties when tasked or funded by the sponsor,NAVSEA SPM, or the TYCOM.

1. Adrance Planning Agent.Either NAVSEA or the TYCOM will designate PERA in

writing to act as the Advance Planning Agent for specificship industrial availabilities. This designation gives PERAthe authority to act as aaent for the NAVSEA SPM and theTYCOM in dealing with the Planning Yard, Planning SUPSHIP,design agents, procurement activities, Naval SupervisingActivity, and other involved commands.

As an advance planning agent, PERA integratesmodernization and repair requirements into documentsdirectly usable by the industrial activity and isresponsible for maintaining effective and timelycommunications among the Planning Yards, Planning SUPSHIPS,TYCOMS, NAVSEA, procurement agents, and Naval SupervisingActivities.

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(13) Assist in configuration status accountingprocesses. PERA maintains and uses the ship'sconfiguration data during routine operationsand reports configuration data base errors tothe designated configuration data manager(CDM)

(14) Maintain data bases of material required forequipment repairs. This data base is used inforecasting repair material requirements andcosts for availability work packages.

3. Availability Planning.

PERA performs the following availability planningtasks:

(1) Manage advance planning requirements forassigned ship availabilities. Establish,coordinate, maintain, and ensure compliancewith advance planning milestones. Provideperiodic status of planning progress

(2) Develop a proposed comprehensive integratedrepair and modernization work package instandard SARP format

(3) Prepare Pre-Overhaul Test and Inspection(POT&I) and Work Package Definition (WPD) plansand material self-assessment documents.Conduct POT&Is and WPDs to determine materialcondition if tasked

(4) Prepare and distribute preliminary SARP forestimating by the industrial activity

(5) Review the S TIPALT package and integrate itwith the repair package. Examine compatibilitywith planned repairs and availability duration

(6) Prepare and distribute proposed SARP forscreening at the WDC

(7) Task activities for planning Title D and FSHIPALTS, via the SPM Contracting OfficerTechnical Representative for contractorplanning yards

(8) Prepare work package assessment for:

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(a) The adequacy of the work package toensure ship's operational reliabilityand safety during the next operatingcycle

(b) The ability of the industrial activityto implement the package within thefunding and schedule constraints

(c) The degree of compliance of screeningactions with the current work assignmentdirectives and reliability centeredmaintenance principles

(9) Attend and participate in Work PackageDefinition Conferences. Develop, document, andretain all lessons learned and incorporate intothe planning process

10) Prepare and distribute an authorized SARP thatreflects TYCOM WDC decisions and NAVSEAassigned SHIPALTs

11) Assess the effectiveness of the advanceplanning process(12) Provide cognizant activities with availability

planning and material information such as:(a) Appropriate issues of the SARP(b) POT&I and WPD plans and reports(c) Technical specifications(d) Status and availability of justification

and cost forms, SHIPALT records, andSHIPALT installation drawings

(e) ILS information(f) Machinery Condition Reports

(13) Prepare and promulgate availability completionSARPs as requested.Although PERA has the capability of performing all of

the above duties, they are often not tasked with many of

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them. Many of these tasks can be performed by the portengineer, as detailed in the following section.

I. THE ROLE OF THE PORT ENGINEER IN WORK DEFINITIONThe port engineer is the TYCOM representative in all

availability planning, execution and evaluation matters andworks closely with the ship's force to provide technicalexpertise, personal experience and assistance. The portenaineer accomplishes the above through on-board observation

and direct contact with the ship's force, other TYCOMrepresentatives and maintenance support activities. Theport engineer's role in work definition is outlined in thissection-

1. BENEFITSWithin the private sector port engineers have been a

fundamental element in bringing about cost effective shipmaintenance for many years. The introduction of the portengineer into the Navy did not occur until the early 1980's.The principal benefits gained from implementation of theport engineer concept have been the following:

(1) Increased control over depot maintenance costsand ship material condition.

(2) Continuity of maintenance and engineeringjudgment.

(3) Centralized responsibility for off-ship repairauthorization.

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Documents