Problem Statement
In 2008 I served as an AH-64D Maintenance Test Pilot /Battalion Maintenance Officer in Delta Company 4-227TH Aviation Regiment in Camp Taji, Iraq. Delta Company was responsible for supervising Dyna Corp. Contractors at Camp Taji were conducting all AH-64 scheduled phase maintenance in theater. While there, the company ran into challenges meeting phase deadlines assigned by the Brigade Aviation Maintenance Officer due to the amount of flight time being flown and manpower assigned to complete phases.
Recommendation
The TC 3.04.7 (Army Aviation Maintenance), chapter 1 has a section on Army Maintenance Planning and Execution. It lays out P4T3 (Problem, Plan, People, Parts, Time, Tools, Training), which is every maintenance officer’s tool on how to run a successful maintenance program. In theater you have the people, parts, tools, and training. What sometimes is lacking is the Plan and Time. A solution could be to essentially build an assembly line when conducing phases and using this P4T3 model; it would ultimately shorten the phase time in the hanger. For example, the Longbow has many sections to complete when conducting a 500hr Phase. If you assigned people who are extremely versed in performing maintenance in that particular section of the aircraft, they will continue to do maintenance on that aircrafts section for the time that they are at that phase location (i.e. Camp Taji). Secondly, assign a Power-On Team at the end of the phase to assist the Maintenance Test Pilots to do their ground and flight Maintenance Operational Checks (MOC’s). This Team will be in charge of all the rigging, hanging blades and further unforeseen unscheduled maintenance.
Facts Bearing on the Problem
As a Maintenance Test Pilot ...
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Analysis of Proposed Solutions
The proposed solutions will eliminate the problems and maintenance issues cause by the lack of military and civilian maintenance personnel. These proven solutions will help other units that deployed to facilitate phase maintenance with ease and aligns with the P4T3 process.
Solution Comparison
All solution chosen is essential to addressing the issues unit’s faces with their phrase maintenance program while deployed in a combat theater. The proposed solutions must be implemented simultaneously in order to be effective.
Conclusion
The TC 3.04.7 (Army Aviation Maintenance) outlines the P4T3 process and it can be integrated into a battalion maintenance program. Conducting a P4T3 analysis in a garrison environment will ensure the proper plan; equipment and people are in place to successfully complete the unit’s mission while deployed.
The SPCC is targeted to commissioned officers in grades 0-5 (Lieutenant Colonel) or 0-6 (Colonel) who have been centrally selected to command TO&E (Troops, Organization & Equipment) Sustainment Units. This course provides training in modular force operations for newly selected command designees, enabling them to function effectively throughout their command tour. The focus is current and emerging sustainment doctrine and leadership topics for commanders. Training received during the SPCC at Fort Lee is intended to complement the Pre-Command Course (PCC) program of instruction (POI) at Fort Leavenworth, KS; making training consistent at both locations.
I will go to division and ask that they exclude our S6 shop from any future division CPX’s while we prepare for the NTC rotation and the RAF mission. Word will spread that the new brigade commander is going to bat for the unit. I will work with the combined arms battalions and make sure they are focused on their core infantry and armor skills and provide them the resources and training that they require to get back up to full readiness levels. In regards to red-cycle tasking, we need to change the perception that this is for the Brigade, this is for the soldier’s development for promotion we will roll this into our preparation for NTC and not take it as another tasking. It is simply to prepare us for deployment. As I had mentioned above, with the families fully supporting the brigade by the show of solidarity and community support for what their soldier is doing and why the stress levels on the home front will be reduced and will, in turn, diminish the issues of domestic violence, DUI’s and divorces will hopefully be reduced and when you have happy families you will have dedicated soldiers ready and willing to work
In 1968, the United States Army activated the 123rd Aviation Battalion, creating a remarkable unit that was comprised of several Army assets. The design of the battalion revolutionized how assets could be combined to complete many missions by mixing infantry, signal, aviation, and support units. The 123rd’s mission ranged from was to collect intelligence, deliver supplies, insert and extract infantrymen, and provide air support. In addition to their primary mission they also participated in medical evacuation, an invaluable asset on the battlefields of Vietnam.
The Civil Reserve Air Fleet (CRAF) is a network of select aircraft from several commercial airlines that are all committed in various amounts to the Department of Defense (DoD) to provide airlift resources when the capability of U.S. military aircraft is exceeded. This system is designed so that these carriers can provide military cargo movement and troop transportation to anywhere in the world on short notice in the event of a military conflict. In order for airlines to join the CRAF, they must commit at least 30 percent of their long-range passenger fleet and 15 percent of their long-range cargo planes (Fact Sheet, 2004). These aircraft must also be U.S. registered, capable of over water operations, and have at least four complete crews assigned for each aircraft (Fact Sheet, 2004). Airlines that participate in CRAF have provided vital support to our military since the Korean War (Graham, David, 2003). The Persian Gulf War was the first official activation of the CRAF, where two thirds of the troops and one quarter of the air cargo was moved by commercial airplanes (Graham, 2003). Though not officially activated, the CRAF is currently supporting Operation Iraqi Freedom, providing nearly double the amount of aircraft that the DoD has estimated for its most demanding war strategies. This paper will provide a brief explanation of the purpose of the CRAF, its history, the effectiveness of the program, and a quick look towards the future of the CRAF.
US, Army Training and Doctrine Command. (2004). Field Manual 3-11.19: MULTISERVICE TACTICS, TECHNIQUES AND PROCEDURES FOR NUCLEAR, BIOLOGICAL, AND CHEMICAL RECONNIASSNCE. Fort Monroe, Virginia: US, Army Training and Doctrine Command.
The Technical Escort Unit (TEU) now provides the Department of Defense and other federal agencies to include the Secret Service and the Federal Bureau of Investigation with an immediate response capability for chemical and biological warfare material. Its mission is to provide a global response for escorting, packaging, detection, rendering-safe, disposing, sampling, analytics, and remediation missions. This does not only include chemical weapons for which it was originally created, but now incorporates biological weapons, state sponsored laboratories, small independent laboratories and small non-weaponized radioactive materials. Most recently, they have been task organized to assist Brigade Combat Teams (BCT) as a force multiplier; the objective of this is to give the Battle Field Commander instant on the ground intelligence regarding Chemical, Biological, Radiological and Nuclear (CBRN) hazards within their Area of Operations (AO). With this new mission with the BCT, the TEU is becoming an expeditionary force.
A military officer must manage pieces of one of the largest organizations in the United States government - an organization that accounts for the third largest piece of the American budget and is comprised of 1.3 million active sailors, soldiers, airmen, and marines, many of whom are tasked with being deployable to any location within 48 hours. This is only possible through concise, professional communication on the part of every service member, especially
Smart, J., & Kropp, C. (2005, Winter). Waves of Change: Army Transformation at Aberdeen Proving Ground Reaches Technical Escort Unit. Chemical and Biological Defense Information Analysis Center, 6(1), pp. Cover, 12-14. Retrieved from http://www.hdiac.org/islandora/object/hdjournal%3A38/datastream/OBJ/view
LM06-2, Change Management Student Guide. (2013). Maxwell-Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC).
COL Freeman’s first step in the operations process was to understand the operational environment and the problem he was facing. The mission of the 23rd RCT at Chipyong-ni was to dominate the road intersection at the center of the village and occupy the high ground ringing t...
Preventive Maintenance Checks and Services (PMCS) means systematic caring, inspecting, and servicing of military equipment to keep it in good condition and to prevent breakdowns. The operator of the vehicle mission is to be sure to perform PMCS each time he/she operate the vehicle. Always do the PMCS in the same order, so it gets to be a habit. Once you've had some practice, you will quickly spot anything wrong.
Sir, I am honored by the privilege to once again serve in 4th Armored Brigade Combat Team (ABCT). Over of the last 30 days, I had an opportunity to reconnect, and reflect on the current state of the Brigade. The 4th ABCT has a rich history of success and glory. It is my goal to put in place the systems and practices for this great organization to exceed all past and present accomplishments. As a result of my assessment, I identified three areas of focus that will improve our organization: a unit vision, a change in organizational culture and climate, and building organizational teams. I have no doubt that with the implementation of these three areas of focus, I will be the transformational leader that 4th ABCT needs as we prepare for the upcoming National Training Center (NTC) rotation and tackle the task of the Regionally Aligned Forces (RAF) mission.
MAINTENANCE: Keep our station and boats running and looking great. Preventative maintenance, material condition, and house-keeping are the responsibilities of everyone.
Communication is critical to any organization and is necessary in every aspect especially in a military. Communication plays a role in Soldier development, peer to peer relations, Chain of command management, and virtually every aspect of a military operations. Commanders require it the most so that they can execute large scale operations without flaw and that alone requires ceaseless effective communication. If soldiers are informed and engaged, communications with other units are likely to be robust as well.
Preventive maintenance can be defined as an activity performed on a certain schedule which is intended to prevent breakdowns or deterioration. These activities can include regular inspection along with solving any discovered problems or situations and regularly scheduled parts changes. Preventive maintenance involves the scheduled adjustment, inspection, replacement of wearable parts, calibrations, basic cleaning and lubrication of equipment or other recommendation made by the equipment manufacturer. These activities can help increase the equipment functional life and help decrease facilities deterioration. No equipment should, No equipment should reach the breaking point [1].