DA PAM 750-35 PDF


SUMMARY of CHANGE. DA PAM –3. Soldiers' Guide for Field Maintenance Operations. This major revision, dated 18 September kaz-news.info provide extensive information about DA PAM ( kaz-news.info). DA PAM GUIDE FOR MOTOR POOL OPERATIONS. Additional Comments: BUY ON DEMAND. Format. Details. Price (USD). PDF. Single User.

Da Pam 750-35 Pdf

Language:English, Dutch, Portuguese
Genre:Children & Youth
Published (Last):22.08.2016
ePub File Size:23.73 MB
PDF File Size:20.39 MB
Distribution:Free* [*Registration Required]
Uploaded by: TIANNA

DA PAM –8. The Army Maintenance Management System (TAMMS) Users Manual. This administrative revision, dated 22 August DA Pam specifies. Every unit SOP will address safety; Motor pool operations and field maintenance are linked with safety. Minimum Areas to Address. DA PAM What Army Regulation covers the Army Materiel Maintenance Depot (DA PAM Oct / / PDF 8) What does PMCS stand for?.

Automated systems above unit level maintain demand history for Class III packaged. Combat consumption rates for packaged petroleum products are in SB , Chapter 2. Tables in SB list both sustained and intense combat rates.

Actual consumption requirements will depend on the type and quantities of using equipment on hand in the unit. Environmental considerations must be made for the storage of Class III products. See FM for more information on environmental considerations.


The following is used to determine fuel forecasts: - The prescribed load for fuel and the capacity of all fuel tanks and fuel cans. The battalion S-4 forecasts the fuel requirements for the unit. Battalion forecasts are reviewed and consolidated at brigade. Although the Army is moving toward a multipurpose fuel concept, fuel requirements vary with the types of equipment.

Tactical vehicles need JP8. Special measures must be taken to ensure fuel is not contaminated. Bulk fuel needs depend on the number of major items of fuelconsuming equipment in each phase of operation. Basic loads of Class III packaged products are based on vehicle densities and do not require formal property book accounting. Update basic load authorization lists at least annually. Upon approval of the basic load, stock only quantities authorized. Turn in all excess material within ten days.

Stock non-hazardous or less hazardous substitute material when possible. Expendable items that are not part of the basic load but consumed during normal use, require no formal accountability after issue. Drivers sign DA Form when their vehicles are fueled.

Either the Support Platoon or the S-4 maintains these forms. The S- 4 will prepare a monthly abstract of issues from DA Forms Companies submit their requisitions for Class III packaged items through the S-4 to the appropriate support activity.

The transportation of these items should consider environmental consequences as well. However, the maneuver battalions must go through at least a basic request for fuel from the supply point.

Stockage 9 problems and misunderstandings develop if units think they can just show up at the fuel point and get whatever they want when they want it. This forecasting also helps the supply point coordinate a schedule so that all the battalions do not show up at the same time.

No formal request is needed for bulk at a supply point. Requests from companies are not required for Class III resupply. Requests are submitted to the combat trains CP for unusual requirements. Equipment maintenance and evaluation by equipment users, operators and Soldiers a. Observation by the equipment operator or user of equipment performance and condition is necessary for an Army maintenance program.

Utilization of PMCS is crucial to the success of unit maintenance operations and is required by all printed equipment TMs, electronic technical manuals ETMs , and interactive electronic technical manuals IETMs for the before, during, and after equipment operation checks.

Through observation, an operator compares equipment performance and condition against an established technical standard and reports problems before they become catastrophic. Unit leaders must supervise maintenance operations to ensure that operators, crews, and maintenance soldiers work as a team to sustain equipment at the Army Maintenance Standard.

Soldiers are expected to be team members and report their observations to users, operators, crew chiefs, and their leaders. Essential Army programs for effective maintenance management The Army has developed numerous solutions to typical field-level maintenance problems and management challenges. Headquarters HQ , Department of the Army DA , develops programs, enablers, and policies and provides resources to support them, based on input from the field level.


Some of the Army programs, enablers, and policies that are most critical to the success of maintenance operations are listed below and are found in chapter 6: a. Recognition of soldiers and units. Maintenance assistance and instruction team MAIT. Army warranty program concepts and policies. Tools and the tool improvement program suggestions.

Test, measurement, and diagnostic equipment TMDE program. Logistics assistance program LAP. Chapter 2 Personnel and Responsibilities The Army has allocated tasks, key resources, force structure, and technological means to assure the generation and sustainment of combat power for the accomplishment of assigned missions. Army maintainers sustain the means to generate combat power, working as a team supported by leadership, while achieving the Army Maintenance Standard for assigned and attached equipment.

Maintenance mission The maintenance mission for deployable MTOE and modified tables of distribution MTDA and allowances organizations is summarized in two elements, as noted in paragraphs 21a and 21b. This pamphlet serves as a guide to assist commanders at division level and below, to achieve the maintenance mission and a high state of materiel readiness. Primary emphasis and actions will be focused at battalion level and below. Command direction, emphasis, support, and resources from brigade level and higher are indispensable to achieving organization maintenance mission success.

Achieve and sustain the Army Maintenance Standard for assigned and attached equipment. Preserve the inherent reliability of equipment through preventive maintenance actions, predictive-maintenance techniques, diagnostics, and condition based maintenance corrections to maintenance faults and status.

Special emphasis points for commanders and staffs at battalion level and higher a. Sufficient time must be allocated in training schedules to enable units to accomplish their maintenance missions and help soldiers achieve and maintain MOS proficiency. Commanders are responsible for allocating adequate time for maintenance as outlined in AR , chapter 2, and in appropriate sections of AR Maintenance manpower.

This resource is as important as training time. Adequate manpower must be available within the time allotted for units to perform their maintenance tasks to the Army Maintenance Standard. If resources DA PAM 2 February are insufficient, subordinate commanders, leaders, and soldiers will perform the most urgent tasks and sacrifice other tasks, in order to accomplish the mission as best they can under prevailing conditions. When forced prioritization takes place because of inadequate manpower, maintenance quality suffers, equipment condition and reliability are degraded, and the recording of critical maintenance data is often sacrificed in order to accomplish the organization mission.

These are authorization documents with equipment allocated to accomplish a wartime mission. The maintenance workload for this equipment and the numbers of maintenance personnel are matched to ensure that the Army Maintenance Standard is achieved under wartime conditions. During wartime, the soldier is available to perform maintenance missions, 24 hours a day, seven days per week, with a total MOS working time that exceeds 55 hours per week for all Army deployed organizations.

However, during peacetime garrison operations, maintenance soldiers are routinely available at less than 50 percent of wartime availability, and must be augmented if the Army Maintenance Standard is to be achieved for assigned equipment. In Army publications, this is referred to as Tactical Maintenance Augmentation.

Since such augmentation services must be procured or obtained externally, commanders must take timely action to forecast their requirements in accordance with Army resource formulation procedures see AR , chap 3. If contract personnel become available and are used to augment soldier personnel, they should work under the close supervision and coordination of unit maintenance leaders and commanders in order to maximize efficiency, promote teamwork with soldier maintenance personnel, while achieving the Army Maintenance Standard.

Maintenance proficiency and training.


These are indispensable hardware supplies and assets that commanders must provide if the maintenance mission is to be achieved and sustained see AR , chaps 3, 4, and 7. AR and DA Pam provide specific assistance on supply operations. Test equipment. Guidance is provided in AR , chapter 6, and AR Maintenance facilities.

These structures are significant maintenance enablers and centers of production to ensure that the Army Maintenance Standard and equipment readiness standards are achieved. Commanders should work closely with garrison officials to ensure that maintenance buildings, hardstands, sheds, utilities, and waste and environmental systems are properly maintained and functional, as these assets can contribute to safe and efficient maintenance operations.

Hm Are You a Human?

Special emphasis points for commanders and leaders at battalion level and below a. Commanders of organizations at battalion level and below, and commissioned, warrant, and non-commissioned officers within those organizations occupy the most critical positions in the Army maintenance process.

If commanders and other leaders give maintenance operations the appropriate priority in relationship to overall unit mission requirements, the chances for unit success and mission accomplishment will be improved. In addition, other supportive behaviors and actions are required of these leaders, if the maintenance mission is to succeed.

Each level of command has its assigned and implied responsibilities. Dedication, teamwork, and coordination are required to get the maintenance mission accomplished and implemented correctly. Command emphasis checkpoints a. Some of the key questions that commanders, leaders, and supervisors must ask include 1 Am I technically competent enough to supervise my soldiers and inspect my equipment?

Leadership indicators for junior leaders include 1 Do my soldiers exercise maintenance discipline, and what am I doing to foster it?

Indicators of good maintenance management in my unit include 1 Have I established the Army Maintenance Standard AR as the objective for maintenance operations in my unit? Operators and crews To have a successful unit maintenance program that supports mission accomplishment, leaders must start with their operators and crews.

Operators and crews must know how to detect and report malfunctions as well as operate equipment properly and safely. An atmosphere of pride and ownership of equipment on the part of operators and crews enables that to happen. A disciplined routine and self-motivated pursuit of excellence help to ensure operators and crews perform PMCS to achieve the Army Maintenance Standard.

Do operators and crews a. Know their responsibility in achieving the Army Maintenance Standard for their assigned equipment and, on a teamwork basis, for all unit equipment see para 21? Ensure that all equipment faults are identified and corrected? If faults identified are beyond operator and crew capabilities, do crews report them to maintenance personnel? Understand the fault-reporting process?

Follow TM safety procedures when operating and maintaining the equipment? Have up-to-date licenses to operate all assigned equipment? Keep the equipment in a clean and secured condition? Have the necessary facilities, manuals, tools, and time for maintenance? Participate with maintenance personnel during services? Have adequate supervision by technically competent leaders? Supervisors The units supervisors provide the leadership link to the operators and crews and support the achievement of the Army Maintenance Standard by a.

Preparing for and ensuring that their subordinates fully participate in scheduled preventive maintenance periods. Attending, leading, and supervising preventive maintenance operations.

Being technically competent. Checking and updating SOPs. Knowing their responsibilities for their areas of supervision and maintenance operations procedures. Training operators and crews to operate equipment and perform PMCS properly. Enforcing safety. Informing their chain of command when sufficient time, personnel, funding, tools, TMs, or other maintenance means are not available to accomplish required equipment maintenance.

Maintenance Soldiers and other support personnel Maintenance personnel are the first line of support to operators and crews. Without maintenance soldiers, Army combat power cannot be sustained in order to meet mission requirements.

The size and capability of the internal maintenance operations may vary from command to command; however, roles of unit leaders, the unit equipment records clerk, and TAMMS clerk generally are common to all organizations. Critical skills that are obtained from formal training courses are often possessed only by a single individual at the unit level.

This way, the mission will not be hampered by a temporary absence or short-term mission overload. Some units have supply clerks authorized and assigned. Others do not. Flexibility and versatility are required under these circumstances. Some unit-level skill positions in the MTOE require soldiers who have undergone such extensive training that they are officially identified with a three character additional skill identifier ASI code along with the appropriate MOS code.

In such cases, commanders will ensure that such personnel are fully utilized in these positions. See AR Generally, this will result in same day transactions with the SSA. Unit leaders will ensure that soldiers fully understand and practice the disciplined evacuation of unserviceable and excess serviceable assets, as this is critical to the success of the 21st century Army maintenance system.

These are fundamental to unit safety, management, and equipment reliability. Operators and crews, mechanics, and other maintenance personnel are the first and most important link to the capture of data necessary for Army maintenance management. Soldiers will prepare and leaders check work requests for submission to the supporting maintenance provider organization, when required.

In transformed, modularized organizations, this capability may be internal to the organization at battalion or brigade level. Internal organization SOPs will govern the flow of these procedures. Work requests will be processed in accordance within the priority time frames required by AR , chapter 3, and in accordance with procedures in DA Pam or DA Pam Battalion headquarters The battalion headquarters contains the command and control elements for the battalion maintenance organization, including the battalion maintenance control officer BMCO , the battalion maintenance technician BMT , and the battalion maintenance supervisor BMS.

DA PAM 2 February 4 Provides the commander with accurate equipment status for all battalion units accuracy here depends on the accuracy and timeliness of unit reports ; fully understands materiel and unit equipment status reporting; and ensures that all reporting units within the battalion fully comply with reporting procedures described in AR and AR , and as supplemented by DA Pam and DA Pam Conducts training or ensures that training and instruction are provided to meet skill requirements.

The BMT 1 Fulfills the role of technical expert in maintenance operations for the battalion. Ensure that battalion supply personnel submit supply requests and make pickups in a timely manner. Maintenance leaders in nonmodularized organizations Maintenance leaders a. Provide support within timeframes required by maintenance priority designator MPD on work requests that is, required turnaround times in accordance with AR , chap 3.

Maintain shop stock in accordance with AR Returns unserviceable recoverable supply items to the supply system in accordance with AR , chapter 3. Work as a team with other maintenance leaders and managers within the organization to achieve the Army DA PAM 2 February Maintenance Standard for assigned and attached equipment and achieve the operationally ready rate profile required of the organization. Chapter 3 Maintenance Structure and Policies If the Army is to be successful in sustaining its military operations, all members of the Army Maintenance Support Team must be highly skilled and well practiced, with familiar procedures in place, so that all soldiers know their roles and execute them smoothly and professionally.

Army doctrine, unit SOPs, and the daily practice of meaningful tasks, make this desired level of professionalism a reality. The Army maintenance structure under transformation a. Army maintenance structures, inherited from the 20th century, are undergoing change during the first decade of the 21st century. Twentieth-century equipment designs and technologies and 20th-century Army missions required the echelonment of forces over large land masses.

The allocation of maintenance tasks, and therefore the overall workload distribution in Army maintenance organizations, is documented in the MACs of equipment TMs.

The re-engineering of the Army maintenance structure to support 21st-century missions will be reflected in modernized MACs for Army equipment.

Army logistics and maintenance policies have recently been updated to meet some of the challenges in paragraph 31a above.

Policies that establish the new Army maintenance structure are described in AR These policies also change Army maintenance concepts in order to achieve 21st century objectives of improved support to the warfighter. Procedures in this pamphlet reflect and support these policy changes and will assist Army MTOE organizations in accomplishing maintenance missions while they are 1 Deployed in military operations.

On completion of maintenance transformation, the Armys maintenance system will be comprised of Field and Sustainment operations. The Field maintenance level will execute the replace forward, repair rear maintenance concept required by AR The preponderance of the Sustainment maintenance workload will be accomplished by AMC organizations; however, some contributions to sustainment functions will be made by other organizations when approved by HQDA.

For example, the Army Installation Management Agency will provide support to the NMP in which selected Army installation maintenance management activities IMMA will support to the Army supply system, in addition to their normal local repair-and-return-to-customer support for installation tenants and others. The ultimate maintenance objective for maintenance soldiers and their commanders is to support achievement and sustainment of combat power. This will be reflected in mission directed operational ready rates, while preserving inherent equipment reliability.

Soldiers and commanders will meet this objective while achieving the Army Maintenance Standard for assigned and attached equipment.

Related titles

Field maintenance operations will focus on preventive maintenance services and the performance of efficient and timely repairs. The goal is to execute a quick turnaround of equipment systems to serviceability and return these items to warfight status. Repairs will be accomplished on a repair and return to user basis. The Sustainment maintenance mission will largely consist of repair-and-return-to-stock actions as described in AR , chapter 3.

Army organizations engaged at this level will usually be assigned to AMC. A limited number of Army MTOE maintenance support organizations at echelons above division level have repair-and-return-to-stock capabilities and may be tasked to assume Sustainment-level maintenance missions. SBCTs and the supporting brigade support battalion with a maintenance company will respond to immediate operational requirements, providing the National Command Authority NCA with additional warfighting options.

Since the full technology of the future force is not available today, the SBCTs and other forces represent the initial vector of 21st-century Army transformation. These capabilities are designed to meet the warfighting requirements expected from potential antagonists of the early 21st century.

Related titles

The Stryker, an off-the-shelf combat vehicle ready and available to meet interim operational requirements, together with its supporting equipment systems in the BCT, will have a significant effect on the Armys maintenance force structure and mission support operations. In the long term, the Army is increasing its investment in science and technology to accelerate Army transformation to the future combat systems FCS.

When the technology is mature and production lines are ready, the Army will field the FCS as part of the future force in unit sets at least brigade size.

The force that the Army is working to achieve will operate as a suite of integrated systems. The Army maintenance structure, while transforming to the target alignment, must be tailored to meet the requirements of interim and future combat systems.

The key to transformation is technology. Army maintenance organizations that support FCS era combat and combat support units will reflect the modernization of the equipment, advances in reliability and maintainability, and such technologies as embedded diagnostics and prognostics, system health monitoring, interactive electronic technical manuals, and automatic identification technology AIT.

The presence of advanced technology, together with modern deployability and support requirements, will require a maintenance support force structure that significantly differs from the structure that the Army found necessary in the 20th century. Support to modified table of organization and equipment organizations from external maintenance and supply organizations Many organizations that have been transformed for 21st-century missions to a two-level structure have a newly transferred MACCode F repair capability formerly DS that is now organic to their commands.

The capacity of these transformed organizations to support themselves is not without limit. They must depend on external support for overall mission success. Commanders and leaders must aggressively address these needs and recognize local differences and requirements in internal SOPs. Maintenance operations in an MTOE organization are designed to support the mission with limited organic assets. Often these assets are just enough to sustain operations for a limited number of days.

Unit leaders are encouraged to become familiar with the types of support obtainable from support organizations on their installations or otherwise available to provide support. EXSOPS are often the best source of information on how to obtain maintenance services, supplies, technical expertise, and other support. Units will need this assistance to sustain equipment operational ready rates at required levels and to maintain equipment at the Army Maintenance Standard.

Commanders should modify internal SOPs to address support available from these sources. Commanders, leaders, and supervisors should understand the roles of all supporting elements and fully utilize them to achieve operational ready rate objectives and the Army Maintenance Standard for assigned equipment by addressing the following questions: 1 What is the correct action when equipment does not meet the Army Maintenance Standard and is beyond the units capability to repair?

This element may be internal to the command in a modularized organization. If it is external to the organization, additional emphasis and action will be required to coordinate for responsive support 2 Do supply personnel and maintenance supervisors noncommissioned officers, warrant officers, and commissioned officers visit supporting maintenance organizations and the SSA on a periodic basis? Routine visits to the DA PAM 2 February 9 supporting organizations will establish much needed communications channels for coordination and assistance.

This principle applies whether the support organization is internal or external to your organization. It is contract maintainers used to supplement soldier maintainers when the unit is in peacetime garrison operations in CONUS or in overseas areas.The Field maintenance level will execute the replace forward, repair rear maintenance concept required by AR Digital data transfer devices to be used include optical and electromagnetic scanners, radio frequency identification devices, and electronic contact sensors.

Refer to Army Regulation for specific guidance. During mobilization, the proponent may modify chapters and policies contained in this pamphlet.

Tools and the tool improvement program suggestions. Commanders should work closely with garrison officials to ensure that maintenance buildings, hardstands, sheds, utilities, and waste and environmental systems are properly maintained and functional, as these assets can contribute to safe and efficient maintenance operations.

Suggested improvements.