Maintenance of Supplies and Equipment Commanders’ Maintenance

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Department of the Army Pamphlet 750–1
Maintenance of Supplies and Equipment
Commanders’ Maintenance Handbook
Headquarters Department of the Army Washington, DC 4 December 2013

DA PAM 750–1 Commanders’ Maintenance Handbook This administrative revision, dated 4 December 2013-o Adds title for DA Form 348 (para 4-4b(1)). o Adds title for DA Form 5991-E (para 6-7a(3)). o Adds title for Standard Form 368 (para 6-13). This major revision, dated 8 November 2013-o Moves command emphasis checkpoints from chapter 2 to chapter 10 (paras 1-4k
and 2-1h). o Adds field maintenance procedures for garrison evacuation (para 3-1). o Adds equipment Reset (chap 7). o Adds predeployment training equipment (chap 8). o Adds non-standard equipment maintenance and sustainment (chap 9). o Adds Command Maintenance Discipline Program (chap 10). o Replaces antiquated forms from ULLS-G (throughout). o Makes administrative revisions (throughout).

Headquarters Department of the Army Washington, DC 4 December 2013

*Department of the Army Pamphlet 750–1

Maintenance of Supplies and Equipment

Commanders’ Maintenance Handbook

History. This publication is an administrative revision. The portions affected by this administrative revision are listed in the summary of change.
Summary. This pamphlet provides an overview of the wide spectrum of maintenance topics required for day-to-day maintenance operations. The pamphlet

will provide guidance, assistance, and procedures to support Army units with a twolevel allocation of maintenance tasks.
Applicability. This pamphlet applies to the Active Army, the Army National Guard/Army National Guard of the United States, and the U.S. Army Reserve, unless otherwise stated. During mobilization, the proponent may modify chapters contained in this pamphlet.
Proponent and exception authority. The proponent of this pamphlet is the Deputy Chief of Staff, G–4. The proponent has the authority to approve exceptions or waivers to this regulation that are consistent with controlling law and regulations. The proponent may delegate this approval authority, in writing, to a division chief within the proponent agency or its direct reporting unit or field operating agency, in the grade of colonel or the civilian equivalent. Activities may request a waiver to this regulation by providing justification that includes a full analysis of the expected benefits and must include formal review by the activity’s senior

legal officer. All waiver requests will be endorsed by the commander or senior leader of the requesting activity and forwarded through their higher headquarters to the policy proponent. Refer to AR 25–30 for specific guidance.
Suggested improvements. Users are invited to send comments and suggested improvements on DA Form 2028 (Recommended Changes to Publications and Blank Forms) directly to Deputy Chief of Staff, G–4 (DALO-MNF), 500 Army Pentagon, Washington, DC 20310–0500.
Distribution. This pamphlet is available in electronic media only and is intended for command levels C, D, and E for the Active Army, the Army National Guard/ Army National Guard of the United States, and the U.S. Army Reserve.

Contents (Listed by paragraph and page number)
Chapter 1 Introduction, page 1 Purpose • 1–1, page 1 References • 1–2, page 1 Explanation of abbreviations and terms • 1–3, page 1 Overview • 1–4, page 1 Purpose of Army maintenance operations • 1–5, page 1 Army Maintenance Standard • 1–6, page 2 Leadership • 1–7, page 2 Commander and leader self-test for maintenance management competence • 1–8, page 2 Equipment maintenance and evaluation by equipment users, operators, and Soldiers • 1–9, page 2 Essential Army programs for effective maintenance management • 1–10, page 3
Chapter 2 Key Personnel and Duties, page 3 Commanders and staffs at echelons above brigade • 2–1, page 3

*This publication supersedes DA Pam 750–1, dated 2 February 2007.

DA PAM 750–1 • 4 December 2013




Field level and below maintenance procedures • 2–2, page 4 Maintenance Soldiers and other support personnel • 2–3, page 5 First-line supervisors • 2–4, page 6 Equipment operators/crews • 2–5, page 6

Chapter 3 Maintenance Structure, page 6 The Army maintenance structure • 3–1, page 6 Support to modification table of organization and equipment organizations from external maintenance and supply
organizations • 3–2, page 9 Retrograde of serviceable excess and unserviceable reparable items • 3–3, page 11 Contractors on the battlefield • 3–4, page 11

Chapter 4 Operations and Procedures, page 11 Maintenance and supply procedures at organization or unit level • 4–1, page 11 Logistics information systems • 4–2, page 11 The Army Maintenance Management System and Standard Logistics Information System • 4–3, page Managing the battalion (or company) maintenance program • 4–4, page 12 Managing unit and organization repair parts and maintenance-related supplies • 4–5, page 15 Using The Army Maintenance Management System and spares management for successful maintenance
• 4–6, page 15 Using supply support activity to support maintenance operations • 4–7, page 16 Automated readiness reporting using the Army Materiel Status System • 4–8, page 16 Manual readiness reporting • 4–9, page 17 Maintenance module of the logistics information warehouse • 4–10, page 18

11 operations

Chapter 5 Preventive Maintenance Checks and Services, Equipment Technical Literature, and Standard Army
Maintenance System, page 18 Overview • 5–1, page 18 The preventive maintenance checks and services process • 5–2, page 18 Technical manuals and other technical literature for Army equipment • 5–3, page 18 Standard Army Management Information System used to support maintenance operations • 5–4, page 19

Chapter 6 Maintenance Programs, page 19 Recognition of Soldiers and units • 6–1, page 19 Unit safety management and maintenance advisory messages • 6–2, page 19 Test, measurement, and diagnostic equipment • 6–3, page 20 Technical publications • 6–4, page 20 Tools and the Tool Improvement Program • 6–5, page 20 Maintenance assistance and instruction team • 6–6, page 21 Army Oil Analysis Program • 6–7, page 21 Army Warranty Program • 6–8, page 22 Unique Item Tracking Program • 6–9, page 22 Logistics Assistance Program • 6–10, page 22 Army Modification Program • 6–11, page 23 Battlefield damage, assessment, and repair • 6–12, page 23 Standard Form 368 • 6–13, page 23 Army Corrosion Prevention and Control Program • 6–14, page 23 Maintenance of low-usage equipment • 6–15, page 24

Chapter 7 Equipment Reset, page 25 General guidance • 7–1, page 25


DA PAM 750–1 • 4 December 2013

Equipment reset principles • 7–2, page 25 Automatic reset induction • 7–3, page 26 Non-standard equipment maintenance • 7–4, page 27 Automated Reset Management Tool • 7–5, page 27 Army reset common operating picture • 7–6, page 27 Reports and metrics • 7–7, page 27
Chapter 8 Pre-Deployment Training Equipment, page 28 Predeployment training equipment maintenance • 8–1, page 28 Predeployment training equipment maintenance reporting • 8–2, page 28
Chapter 9 Non-Standard Equipment Maintenance and Sustainment, page 28 General guidance • 9–1, page 28 Non-standard equipment maintenance procedures and structure • 9–2, page 28 Non-standard equipment inspection and repair • 9–3, page 29 Non-standard equipment contractor logistics support • 9–4, page 29 Non-standard equipment Army Warranty Program • 9–5, page 29
Chapter 10 Command Maintenance Discipline Program, page 29
Section I Supervisory and Managerial Procedures and Checklists, page 29 Overview • 10–1, page 29 Overview • 10–2, page 30 Purpose • 10–3, page 30 Applicability • 10–4, page 30
Section II Program Guidance, page 30 Concept • 10–5, page 30 Requirements listing • 10–6, page 31 Implementation • 10–7, page 31 Inspections • 10–8, page 31 Monitoring at Army command, Army service component command, direct reporting unit, and Department of Army
levels • 10–9, page 32
Section III Maintenance Discipline Enforcement, page 32 Methods for enforcing maintenance discipline • 10–10, page 32 Administrative measures • 10–11, page 32 Disciplinary measures • 10–12, page 32 Reacting to incidents of non-financial liability • 10–13, page 32 Ensuring maintenance discipline and management controls • 10–14, page 33
Appendix A. References, page 44
Table List
Table 10–1: Field level Requirements Checklist, page 33 Table 10–2: Shop Operations Requirements Checklist, page 37

DA PAM 750–1 • 4 December 2013


Figure List
Figure 3–1: Repair flow of a field-level maintenance fault, page 8 Figure 3–2: Field maintenance management structure, page 10 Figure 4–1: Equipment dispatch flowchart, page 13


DA PAM 750–1 • 4 December 2013

Chapter 1 Introduction
1–1. Purpose This handbook assists commanders, staff, leaders, and Soldiers, at the division level and below achieve and sustain the Army Maintenance Standard for assigned and attached equipment as prescribed in AR 750–1. The Army Maintenance Standard is the foundation of the overall maintenance program. It is the required end state for Army equipment, enabling Army combat and combat support forces to generate combat power to accomplish assigned missions. The Army is transforming and reorganizing for 21st century operations and this pamphlet is intended to give day-to-day assistance to maintenance Soldiers and their leaders. Although the primary target audience for this pamphlet includes commanders, leaders, and Soldiers at division level and below, where maintenance operations take place, leaders at all command levels will find it useful. This pamphlet is to be used as a daily guidebook to the references, authorities, and principles of successful Army maintenance operations.
1–2. References Required and related publications and referenced forms are listed in appendix A.
1–3. Explanation of abbreviations and terms Abbreviations and special terms used in this publication are explained in the glossary.
1–4. Overview a. Chapter 1, Introduction, provides an overview of the Army Maintenance Standard, Army maintenance mission
objectives, benchmarks, performance measures (metrics), a leadership self-test, and other assistance to the unit leader and commander.
b. Chapter 2, Key Personnel and Duties, describes key organizations, personnel and duties for maintenance operations.
c. Chapter 3, Maintenance Structure, discusses the Army’s maintenance organization. The central objectives of chapter 3 are to achieve the Army Maintenance Standard for all Army equipment and the rapid return of equipment to the user.
d. Chapter 4, Operations and Procedures, outlines maintenance operations and procedures in 21st-century Army organizations in the continental United States and overseas and guides the reader on how the Army’s maintenance processes work. Internet sites provide access to technical references on the World Wide Web.
e. Chapter 5, Preventive Maintenance Checks and Services, Equipment Technical Literature, and Standard Army Maintenance System, describes the role and importance of preventive maintenance checks and services (PMCS) to unit maintenance programs. It also includes a listing of technical manuals (TMs) recorded on compact disc (CD) and available online from the Logistics Support Agency (LOGSA). This pamphlet provides procedures for obtaining updated TM listings, LOGSA CDs, and related information.
f. Chapter 6, Maintenance Programs, discusses Army’s enablers and programs that are most critical to the success of maintenance, with a focus on field-level maintenance.
h. Chapter 7, Equipment Reset, is a subset process for field and sustainment maintenance within the Army RESET force pool of the Army Force Generation (ARFORGEN) readiness strategy. Specifics regarding ARFORGEN and RESET are in AR 525–29.
i. Chapter 8, Pre-deployment Training Equipment, is equipment prepositioned at selected installations to support pre-deployment training and replicates equipment units required to accomplish their deployed mission.
j. Chapter 9, Nonstandard Equipment Maintenance and Sustainment, discusses the maintenance and sustainment of tactical nonstandard equipment (N-SE) used by Army forces and defines requirements for performance and management.
k. Chapter 10, Command Maintenance Discipline Program, outlines procedures and checklists for the Command Maintenance Discipline Program (CMDP). It does not prohibit or replace the formal or informal evaluation of maintenance programs conducted at the discretion of commanders (for example, maintenance assistance and instruction team (MAIT), command maintenance evaluation team (COMET), or inspector general (IG) inspections).
1–5. Purpose of Army maintenance operations a. The purpose of Army maintenance operations is to generate and regenerate combat power and to preserve the
capital investment in combat systems and equipment over their life cycle. b. Preventive maintenance operations performed by Soldiers in field organizations that preserve the operational
condition and inherent reliability of equipment, comprise the most critical of all of the building blocks in the Army

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maintenance system. The maintenance team will achieve success when the organization sustains organizational equipment with operational readiness rates at required levels while achieving the Army Maintenance Standard for assigned and attached equipment.
1–6. Army Maintenance Standard The Army Maintenance Standard is found in TM XX–10 and TM XX–20 series and is achieved when the following conditions are met in accordance with AR 750–1:
a. The Army Field Maintenance Standard is fully mission capable (FMC) with required parts on valid requisitions (TM XX–10 and TM XX–20 series).
b. Aviation maintenance standards are determined by using the aircraft preventive maintenance inspection and service found in the TM XX–10 and TM XX–20 series manuals and AR 700–138.
c. Nonstandard equipment maintenance standards are determined by using the equipment user manual and visual checks that the equipment can perform what it was designed to do.
1–7. Leadership Leadership’s emphasis and commitment strengthen the probability of success of any task, mission, or course of action. Maintenance tasks require effective leadership to get the job done in accordance with policy and in the best manner possible. This pamphlet has been developed with the purpose of adding the management of maintenance to the leadership skill set for leaders and their Soldiers.
1–8. Commander and leader self-test for maintenance management competence Commanders and leaders must be able to answer yes to the following questions to ensure that field maintenance operations achieve the mission. Positive answers to these questions will serve as benchmarks and metrics for successful management.
a. Are junior leaders and Soldiers aware that their mission is to achieve the Army Maintenance Standard for assigned and attached equipment?
b. Do junior leaders and Soldiers provide feedback on how well that mission is being accomplished? c. Do maintenance personnel have the appropriate training and resourcing to accomplish assigned missions and tasks? d. Have maintenance operations integrated AMC, Defense Logistics Agency (DLA) or the local National Guard/ Army Reserve maintenance activities to provide maintenance and supply assistance as required? e. Do Soldiers and leaders use maintenance enablers, The Army Maintenance Management System (TAMMS), and automated information systems to manage operations and record and report maintenance data? f. Are the standard operating procedures (SOPs) up to date? g. Are unserviceable reparable items promptly returned through retrograde channels or to the designated addressee or source of repair (SOR)? h. Are maintenance leaders technically competent to supervise Soldiers and inspect equipment? If not, what is the corrective action? i. Are Soldiers with special skills in the appropriate military occupational specialty (MOS) positions? Have they attended schools current with their skill sets (for example, H8 recovery training, Army Oil Analysis Program (AOAP) training, test, measurement, and diagnostic equipment (TMDE) monitoring training)? j. Has the commander, supervisor, or small-unit leader been in the motor pool or equipment storage area daily and inquired about maintenance operations? k. Is there a positive ownership relationship between the Soldiers and their equipment? l. Do Soldiers know the maintenance system within the organization and comply with requirements to accomplish tasks and objectives? m. Do Soldiers have the necessary resources (to include access to TMs) to perform maintenance? n. Are incentive awards and similar recognition initiatives part of the maintenance program?
1–9. Equipment maintenance and evaluation by equipment users, operators, and Soldiers a. Observation of equipment performance and condition is the basis of Army PMCS. PMCS is crucial to the success
of unit maintenance operations and is required by TMs (printed electronic technical manuals (ETMs) and interactive electronic technical manuals (IETMs)) before, during, and after operating the equipment. Through observation, an operator compares equipment performance and condition against an established technical standard and reports problems before they inhibit equipment performance. The operation and maintenance standards found in the TM XX–10 and TM XX–20 series specify the technical standards that apply to Army equipment.
b. Unit leaders must supervise maintenance operations to ensure that operators, crews, and maintenance Soldiers work as a team to sustain equipment to standard.
c. The operator (or crew) is often the first to detect changes to equipment condition and performance and is the basis for the new Army program called condition-based maintenance plus. The condition-based maintenance plus approach


DA PAM 750–1 • 4 December 2013

notes equipment condition variances from standard and combines diagnostics and prognostics to determine required maintenance actions.
1–10. Essential Army programs for effective maintenance management The Army has developed numerous solutions to typical field maintenance problems and management challenges. Headquarters, Department of the Army (HQDA) develops programs and provides enablers, policies, and resources based on input from the field. Army programs, enablers, and policies that are most critical to the success of maintenance operations are found in chapter 6:

Chapter 2 Key Personnel and Duties
2–1. Commanders and staffs at echelons above brigade a. Training and maintenance time. Allocate sufficient time 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 750–1 and AR 570–4.
b. Maintenance manpower. Make available adequate manpower within the time allotted for units to perform their maintenance tasks to standard and to ensure equipment condition and reliability are met.
c. Maintenance proficiency and training. Utilize personnel in their MOS and applicable additional skill identifier specialties (see AR 750–1).
(1) Effective training is the key to success, and many resources are available to guide the organizations maintenance training program. Among them are—
(a) Soldier manuals. (b) Leader books. (c) Field manuals (FMs). (d) Mission training plans. (e) Training circulars (TCs). (f) TMs. (g) Technical bulletins (TBs). (2) There is no single formula for successful unit maintenance training, but there are four broad objectives that all effective maintenance training programs strive to achieve: (a) Increase the technical skills of Soldiers and mechanics, including cross-training and on-the-job training. Ensure that maintenance MOS-related training is being conducted using proper tools. (b) Make maximum use of time for technical training. Integrate operators/crews into the training program. (c) Develop Soldiers’ skills and focus these skills towards successful maintenance operations. (d) Ensure Soldiers review the units mission training plan. (3) Determine if operators/crews perform accurate PMCS and properly document uncorrected faults that reflect the true condition of their equipment. This will require inspection of a sample number of the DA Form 5988–E (Equipment Inspection/Maintenance Worksheet) and DA Form 2408–14 (Uncorrected Fault Record) actions executed daily. (4) MOS training is important. Commanders must properly utilize personnel who received specialized training. These Soldiers are a special organizational resource. d. Maintenance augmentation support. Units will use all organic maintenance capability to perform field maintenance to the maximum extent possible. However, when requirements exceed field maintenance capacity and require immediate repairs prior to deployment or training, units may transfer field maintenance to echelons above brigade (EABs) units when available. If the EABs SOR is not available, units may pass back equipment to the director of logistics (DOL). (1) If unit commanders determine there is insufficient work force to accomplish the mission, then they may request through their higher headquarters, additional maintenance and logistics capability when the workload at the EABs or DOL cannot support additional maintenance operations for 90 days or longer. Support for this capability must be through AMC, Army National Guard (ARNG)/Army Reserve maintenance activities, Army contractor logistics support (CLS), or other Army maintenance units and activities off-installation. (2) If contract personnel become available to augment Soldiers, they will work under the close supervision and coordination of unit maintenance leaders and commanders in order to maximize efficiency and promote teamwork. e. Repair parts, repair kits, service kits, and general maintenance supplies. These are hardware supplies and assets that commanders must provide to achieve and sustain the maintenance mission. f. Test equipment. Refer to AR 750–1 and AR 750–43 for additional information.

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g. Maintenance facilities. These structures are significant maintenance enablers and centers of production that ensure the unit meets the maintenance and readiness standards. Commanders should work closely with garrison officials to ensure the installation maintains buildings, hardstands, sheds, utilities, and waste and environmental systems.
h. Commanders check points. See chapter 11 to understand the key elements of a successful maintenance program.
2–2. Field level and below maintenance procedures a. Leaders must implement the policies contained in AR 750–1, the procedures contained in DA Pam 750–8 and DA
Pam 738–751, the automated processes contained in the Unit Level Logistics System-Aviation Enhanced (ULLS-AE) and Standard Army Maintenance System-Enhanced (SAMS-E), and in succeeding generations of maintenance software. Each level of command has its assigned and implied responsibilities.
b. The brigade support battalion headquarters contains the command and control elements for the brigade combat team maintenance organization, including the support operations officer (SOO), senior maintenance technician, support operations noncommissioned officer (NCO), maintenance control officer (MCO), and maintenance control supervisor.
c. The SOO— (1) Synchronizes and coordinates the brigade maintenance program for the brigade commander. (2) Makes a formal assessment of the brigade maintenance mission as described in chapter 11 at least annually, on behalf of the brigade support batallion commander. (3) Monitors the brigade maintenance workload to support the commander’s mission. (4) Provides the brigade commander with equipment status for all brigade units (accuracy here depends on the accuracy and timeliness of unit reports). The SOO fully understands materiel and unit equipment status reporting and ensures that all reporting units within the brigade comply with reporting requirements in AR 220–1, AR 700–138, and as supplemented by DA Pam 750–8 and DA Pam 738–751. (5) Ensures that maintenance records are recorded in SAMS-E and reported to LOGSA as required by AR 750–1. (6) Evaluates the overall brigade PMCS operation. (7) Enforces the Army Maintenance Standard within the brigade. (8) Assists the commander in planning tactical maintenance support. (9) Coordinates with external support maintenance organizations. (10) Ensures TMs and lubrication orders (LOs) are available to brigade units. (11) Assesses training and competence level of brigade operators, crews, and maintenance personnel. (12) Requests support from the AMC logistics assistance representative (LAR). d. The senior maintenance technician— (1) Fulfills the role of technical expert in maintenance operations for the brigade. (2) Assists the SOO. (3) Organizes battalion, company, troop, and battery maintenance teams. (4) Monitors the scheduling and performance of equipment services. (5) Monitors the brigade quality assurance program. (6) Implements and monitors the maintenance, SOUMs, modification work orders (MWOs), warranty, calibration, and oil analysis programs within the brigade. (7) Plans and conducts technical training for maintenance personnel. (8) Assists unit commanders in setting up PMCS training programs. (9) Monitors the flow of brigade work requests to external support maintenance organizations and ensures that requested repair cycle time is achieved. (10) Monitors the flow of brigade requests to external supply support activities and ensures that required delivery date timelines are achieved. Ensures that brigade supply personnel submit supply requests (using DA Form 2765–1 (Request for Issue or Turn-In) and DD Form 1348–1A (Issue Release/Receipt Document)) and make pickups in accordance with SOPs. (11) Coordinates the use of unit recovery assets. (12) Coordinates requirements for external support teams with a supporting sustainment maintenance provider organization. e. The support operations NCO— (1) Executes and supervises the mission by assigning tasks. (2) Assigns work to the various sections. (3) Supervises TAMMS and supply procedures. (4) Supervises quality-control inspectors. (5) Enforces safety standards within the brigade’s maintenance operations. (6) Coordinates directly on support issues with installation support organizations. (7) Submits work requests to the installation facilities engineer, when required. (8) Coordinates and monitors the brigade test measurement and diagnostic equipment calibration requirements.


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Maintenance of Supplies and Equipment Commanders’ Maintenance