NONRESIDENT TRAINING COURSE

December 1992

Engineering Administration
NAVEDTRA 14079

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

Although the words he, him, and his are used sparingly in this course to enhance communication, they are not intended to be gender driven or to affront or discriminate against anyone.

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

COMMANDING OFFICER NETPDTC 6490 SAUFLEY FIELD RD PENSACOLA, FL 32509-5237 ERRATA #3 03 Feb 1998

Specific Instructions and Errata for Nonresident Training Course ENGINEERING ADMINISTRATION

1. This errata supersedes all previous erratas. No attempt has been made to issue corrections for errors in typing, punctuation, etc., that do not affect your ability to answer the question or questions. 2. To receive credit for deleted questions, show this errata to your local course administrator (ESO/scorer). The local course administrator is directed to correct the course and the answer key by indicating the question deleted. 3. Assignment Booklet a. Make the following changes: Change In choice 3, change "M" to "D." In item D, change "AC/AD" to "AC/DC." Change"...the time the ship was underway" to read"...the time set to get the ship underway." Change choice 1 to read "intratype" vice Change "C. The chief engineer" to read "E. The chief engineer."

Question 1-27 Figure 2A 2-39

2-49 "intertype." Figure 3A

3-30

In the question, change "operational Propulsion Plant Board" to "Propulsion Examining Board." In the question, line 2, change "part II" to "part I." Change choice 4 to read "1924" vice "1923." Change choice 4 to read "The Assistant Chief of Staff for Logistics" vice "The Assistant Chief of Staff." In the question, line 2, change "GSM" to In the question, line 2, change "minimum" to "maximum."

3-61 4-29 5-12

6-34 "GFM." 6-66

b. Delete the following questions, and leave the corresponding spaces blank on the answer sheet: Questions 1-45 3-5 4-3 5-10 5-32 5-37 5-42

PREFACE
By enrolling in this self-study course, you have demonstrated a desire to improve yourself and the Navy. Remember, however, this self-study course is only one part of the total Navy training program. Practical experience, schools, selected reading, and your desire to succeed are also necessary to successfully round out a fully meaningful training program. COURSE OVERVIEW: Upon completing this nonresident training course, the student should be able to answer questions on the following subjects as they relate to a ships engineering department: organization, records, training, operations, material, environmental policies and procedures, maintenance administration, quality assurance, ship availabilities, repair activities, ship trials, and occupational health programs. THE COURSE: This self-study course is organized into subject matter areas, each containing learning objectives to help you determine what you should learn along with text and illustrations to help you understand the information. The subject matter reflects day-to-day requirements and experiences of personnel in the rating or skill area. It also reflects guidance provided by Enlisted Community Managers (ECMs) and other senior personnel, technical references, instructions, etc., and either the occupational or naval standards, which are listed in the Manual of Navy Enlisted Manpower Personnel Classifications and Occupational Standards, NAVPERS 18068. THE QUESTIONS: The questions that appear in this course are designed to help you understand the material in the text. VALUE: In completing this course, you will improve your military and professional knowledge. Importantly, it can also help you study for the Navy-wide advancement in rate examination. If you are studying and discover a reference in the text to another publication for further information, look it up.

1992 Edition Prepared by MMC(SW) D. S. Gunderson

Published by NAVAL EDUCATION AND TRAINING PROFESSIONAL DEVELOPMENT AND TECHNOLOGY CENTER

NAVSUP Logistics Tracking Number 0504-LP-026-7440

Sailors Creed
I am a United States Sailor. I will support and defend the Constitution of the United States of America and I will obey the orders of those appointed over me. I represent the fighting spirit of the Navy and those who have gone before me to defend freedom and democracy around the world. I proudly serve my countrys Navy combat team with honor, courage and commitment. I am committed to excellence and the fair treatment of all.

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CONTENTS
CHAPTER PAGE

1. Engineering Organization . . . . . . . . . . . . . . . . . . . . . .1-1 2. Record Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . .2-2 3. Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3-3 4. Engineering Operations . . . . . . . . . . . . . . . . . . . . . . . . 4-4 5. Engineering Material. . . . . . . . . . . . . . . . . . . . .5-1 6. Environmental Policies and Procedures . . . . . . . . . . . . . . . . 6-1 7. Maintenance Administration . . . . . . . . . . . . . . . . . . .7-1 8. Quality Assurance . . . . . . . . . . . . . . . . . . . . . . . . .8-1

9. Ship Availabilities, Repair Activities, and Ship Trials . . . . . . . . .9-1 10. Occupational Health . . . . . . . . . . . . . . . . . . . . . . ..10-1 APPENDIX I. References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . AI-1 INDEX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. INDEX-1

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INSTRUCTIONS FOR TAKING THE COURSE

ASSIGNMENTS The text pages that you are to study are listed at the beginning of each assignment. Study these pages carefully before attempting to answer the questions. Pay close attention to tables and illustrations and read the learning objectives. The learning objectives state what you should be able to do after studying the material. Answering the questions correctly helps you accomplish the objectives. SELECTING YOUR ANSWERS Read each question carefully, then select the BEST answer. You may refer freely to the text. The answers must be the result of your own work and decisions. You are prohibited from referring to or copying the answers of others and from giving answers to anyone else taking the course. SUBMITTING YOUR ASSIGNMENTS To have your assignments graded, you must be enrolled in the course with the Nonresident Training Course Administration Branch at the Naval Education and Training Professional Development and Technology Center (NETPDTC). Following enrollment, there are two ways of having your assignments graded: (1) use the Internet to submit your assignments as you complete them, or (2) send all the assignments at one time by mail to NETPDTC. Grading on the Internet: Internet grading are: Advantages to assignments. To submit your answers via the Internet, go to: assignment

http://courses.cnet.navy.mil Grading by Mail: When you submit answer sheets by mail, send all of your assignments at one time. Do NOT submit individual answer sheets for grading. Mail all of your assignments in an envelope, which you either provide yourself or obtain from your nearest Educational Services Officer (ESO). Submit answer sheets to: COMMANDING OFFICER NETPDTC N331 6490 SAUFLEY FIELD ROAD PENSACOLA FL 32559-5000 Answer Sheets: All courses include one scannable answer sheet for each assignment. These answer sheets are preprinted with your SSN, name, assignment number, and course number. Explanations for completing the answer sheets are on the answer sheet. Do not use answer sheet reproductions: Use only the original answer sheets that we providereproductions will not work with our scanning equipment and cannot be processed. Follow the instructions for marking your answers on the answer sheet. Be sure that blocks 1, 2, and 3 are filled in correctly. This information is necessary for your course to be properly processed and for you to receive credit for your work. COMPLETION TIME Courses must be completed within 12 months from the date of enrollment. This includes time required to resubmit failed assignments.

you may submit your answers as soon as you complete an assignment, and you get your results faster; usually by the next working day (approximately 24 hours).

In addition to receiving grade results for each assignment, you will receive course completion confirmation once you have completed all the

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PASS/FAIL ASSIGNMENT PROCEDURES If your overall course score is 3.2 or higher, you will pass the course and will not be required to resubmit assignments. Once your assignments have been graded you will receive course completion confirmation. If you receive less than a 3.2 on any assignment and your overall course score is below 3.2, you will be given the opportunity to resubmit failed assignments. You may resubmit failed assignments only once. Internet students will receive notification when they have failed an assignment--they may then resubmit failed assignments on the web site. Internet students may view and print results for failed assignments from the web site. Students who submit by mail will receive a failing result letter and a new answer sheet for resubmission of each failed assignment. COMPLETION CONFIRMATION After successfully completing this course, you will receive a letter of completion. ERRATA Errata are used to correct minor errors or delete obsolete information in a course. Errata may also be used to provide instructions to the student. If a course has an errata, it will be included as the first page(s) after the front cover. Errata for all courses can be accessed and viewed/downloaded at:
http://www.advancement.cnet.navy.mil

For subject matter questions: E-mail: Phone: [email protected] Comm: (850) 452-1001, Ext. 1826 DSN: 922-1001, Ext. 1826 FAX: (850) 452-1370 (Do not fax answer sheets.) Address: COMMANDING OFFICER NETPDTC N314 6490 SAUFLEY FIELD ROAD PENSACOLA FL 32509-5237 For enrollment, shipping, completion letter questions E-mail: Phone: grading, or

[email protected] Toll Free: 877-264-8583 Comm: (850) 452-1511/1181/1859 DSN: 922-1511/1181/1859 FAX: (850) 452-1370 (Do not fax answer sheets.) Address: COMMANDING OFFICER NETPDTC N331 6490 SAUFLEY FIELD ROAD PENSACOLA FL 32559-5000
NAVAL RESERVE RETIREMENT CREDIT

If you are a member of the Naval Reserve, you may earn retirement points for successfully completing this course, if authorized under current directives governing retirement of Naval Reserve personnel. For Naval Reserve retirement, this course is evaluated at 9 points. (Refer to Administrative Procedures for Naval Reservists on Inactive Duty, BUPERSINST 1001.39, for more information about retirement points.)

STUDENT FEEDBACK QUESTIONS We value your suggestions, questions, and criticisms on our courses. If you would like to communicate with us regarding this course, we encourage you, if possible, to use e-mail. If you write or fax, please use a copy of the Student Comment form that follows this page.

Student Comments
Course Title: NAVEDTRA: Engineering Administration 14079 Date:

We need some information about you:

Rate/Rank and Name: Street Address: SSN: City: Command/Unit State/FPO: Zip

Your comments, suggestions, etc.:

Privacy Act Statement: Under authority of Title 5, USC 301, information regarding your military status is requested in processing your comments and in preparing a reply. This information will not be divulged without written authorization to anyone other than those within DOD for official use in determining performance.

NETPDTC 1550/41 (Rev 4-00

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CHAPTER 1

ENGINEERING DEPARTMENT ORGANIZATION

When you have read and understood this chapter, you should be able to answer the following learning objectives:

l Describe the engineering department organization. l Describe the engineering department watch organization.

. Explain the use of directives in Navy organization.

Organization is the orderly arrangement of materials and personnel by functions. Sound organization is a requisite for good shipboard administration. A shipboard organization is designed to carry out the objectives of its command. It is based on the assignment of responsibilities and authority to individuals within the organization. It includes essential functions, specific responsibilities of organizational units, and their duties, responsibilities, and authority. The Standard Organization and Regulations of the U.S. Navy, OPNAVINST 3120.32B, prescribes the administration organization for all Navy ships.

executes the plan for battle or variations made necessary by the tactical situation. The CO is head of the battle organization. He exercises command control and engages the enemy to the best of his ability. The following officers help the CO in his tasks: the navigator, operations officer, weapons officer (or first lieutenant), engineer officer, damage control assistant, air officer (aircraft carriers), and the combat cargo officer (amphibious operations). Each of these officers controls one or more of the major control functions of the ship in battle. Those functions (fig. 1-1) include ship control, operations control, weapons control, engineering control, damage control, air base control, and debarkation control. When embarked, the air group commander is responsible to the commanding officer in matters affecting the air groups readiness. In many departments, the division of personnel (fig. 1-2) is similar to that in the shipboard battle organization. However, to meet the requirements of sound organization principles, the administrative organization structure must allow for certain functions that have no place in battle. Day-to-day routines emphasize training and maintenance, and certain support measures are necessary for administrative reasons. The five basic departments found in all ships are the navigation department, operations department, weapons department (deck department in some ships), engineering department, and supply department. An officer may head more than one department in ships that do not have enough officers to go around.

STANDARD SHIP ORGANIZATION U.S. Navy Regulations, 1990, assign the commanding officer (CO) the responsibility to organize the officers and crew of a ship. The executive officer (XO) is responsible for the organization of the command as a whole. The heads of departments assign individuals to stations and duties within their departments. The requirements for battle form the basis for the organization of combat ships and, as appropriate, for noncombat ships. Key officers head functional groups, such as those shown in figure 1-1, that make up the battle organization of such ships. The officers man specified stations and control the activities of personnel under their direction. Functional group control adds flexibility to the battle organization. That flexibility increases the organizations effectiveness when the ship

1-1

Figure 1-1.

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THE ENGINEERING ORGANIZATION The engineer officer must organize the engineering department. An engineer officer who is assigned to a ship before it is commissioned will have to organize his department for the first time. Even on older ships with efficient and well-run departments, a newly assigned engineer officer may find that some reorganization is necessary. All hands must understand the functional relationships within the department. Organizational charts and functional guides are the best means to make the details of an organization known. We will explain each in the following paragraphs. Organizational charts show the arrangement of the various departments and divisions and the command staff relationships of personnel in the organization. An engineering department organization chart (fig. 1-3) shows the relationship among the engineer officer, his assistants, division officers, material officer, and leading petty officer billets. Keep this chart in the engineering department office (logroom). There are two commonly used types of organization charts: structural and functional. A structural organization chart (fig. 1-3) outlines the basic relationships between the various components of the organization. A functional organization chart presents the functions of the various segments of the

organization and the interrelationships of those functions. An organization chart provides all personnel in an organization with a concise picture of the relationship of individuals within the organization. In a large organization, charts should be prepared for each level, becoming more detailed as they illustrate smaller segments of the organization. In smaller commands, charts of only the department organization may serve. Functional guides are primarily job descriptions that show a clear path of delegated authority. These guides set forth instructions for the basic objective of each billet; the duties, responsibility, and authority applicable to the billet; and the organizational relationships defining the accountability between the incumbent and his supervisor (fig. 1-4). Ship organization and regulations manuals provide organization charts and functional guides to ships personnel in an easily referenced form. OPNAVINST 3120.32B includes the following requirements as a minimum: l Descriptions, both written and graphic, of the ships administrative organization from the commanding officers level downward and of the watch organization through all levels l Organizational bill of the ship l Ships regulations

Figure 1-3.Typical engineering department.

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Figure 1-4.-Format for a functional guide.

When the type commander (TYCOM) decides it is necessary, the Standard Organization and Regulations of the U.S. Navy, OPNAVINST 3120.32B, is supplemented by department and division organization manuals. These manuals contain organization charts and functional guides through all supervisory levels. Where appropriate, functional guides are also provided for watch standers. The engineer officer and engineering division officers are responsible for issuing and maintaining their respective department or division organization manuals. The CO must approve the engineering department organization manual when it is issued. The engineer officer must approve any division organization manual issued for divisions under his control. OPNAVINST 3120.32B contains detailed instructions

on the preparation of department and division organization manuals. Every officer in the engineering department must ensure the operational readiness of the department and thereby the operational readiness of the ship. Morale, training of personnel, and maintenance of materials are essential for readiness. Proper administration of the department promotes and sustains these factors. Effective administration demands planning, organizing, commanding, and controlling. Of all the elements of administration, organization (the machinery of administration) is the most important. The effectiveness of the engineering department organization depends upon the following principles: (1) unity of command, (2) homogeneity of assignment, (3) span of control, and

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(4) delegation of authority. Well discuss each of them in the following paragraphs: 1. Unity of command requires the following practices: (1) a person reports directly to, and receives orders from, one superior; (2) one person must have control over one segment of the organization, and he alone must issue all orders to, and receive all reports from, that segment; and (3) all personnel in the engineering department must know whom they direct and to whom they report. To accomplish unity of command within the department, the chain of command has to be definite, clear-cut, understood, and obeyed by all. When the chain of command is ignored, either from the top down or from the bottom up, the result is confusion and conflict. Departments are organized into divisions, where practical. Those divisions are assigned battle stations as units under their own officers and petty officers. OPNAVINST 3120.32B lists the standard letter and numeral designation of divisions of all types of ships. When it is necessary to establish a division not listed or when functions of two or more divisions are combined as a single division, the TYCOM assigns a suitable letter or numeral that conforms as nearly as possible to designations already assigned. Well discuss engineering department divisions later in this chapter. The engineer officer must make every effort to indoctrinate his division officers so they are made aware of the importance of maintaining the chain of command. 2. Homogeneity of assignment requires the following practices: (1) each division in the department is assigned closely related tasks, (2) each unit under a division is assigned specific functions to perform, (3) individuals are assigned to divisions according to their abilities, and (4) individuals are not assigned to direct unrelated groups unless it is unavoidable. 3. Span of control requires the following practices: (1) the type of work to be done and the degree of complexity and responsibility involved, (2) the number of personnel supervised by one person, (3) the area involved in the supervision, (4) the time available, and (5) the way in which the supervisor should use the time. 4. Delegation of authority should be commensurate with assigned responsibility to the lowest level of competence within the department. Delegation does not relieve an officer of responsibility

and accountability for the actions of the person to whom he delegates authority. The TYCOM (or higher authority) establishes the requirements for organization. He issues organization charts and functional guides that encourage the use of the best techniques known for the operation of the engineering department and the administration of assigned personnel. The process of organization has two aspectsthe mechanical, which deals with organization structure; and the dynamic, which deals with the integration of the human factors into the organization structure. While higher authority is responsible for the mechanics of the organization, the engineer officer is responsible for effective administration. THE ENGINEER OFFICER The engineer officer is the head of the engineering department and is responsible to the CO in all matters pertaining to his department. All personnel in the engineering department are subordinate to the engineer officer. In addition to the general duties that apply to all heads of departments in naval ships, the engineer officer has certain duties peculiar to the head of the engineering department. The general and specific duties, responsibilities, and authority of the engineer officer and his assistants are prescribed in OPNAVINST 3120.32B and discussed briefly in the following pages. General Duties The engineer officer will normally report to and confer with the XO for the administration of the engineering department. However, he may confer directly with the CO in any matter relating to the engineering department whenever he believes such action is necessary. But, he must keep the XO informed of such matters. The engineer officer must keep the CO informed of the operational readiness and actual operation of the main propulsion and electrical plants and of the damage control organization and systems. The CO must approve the disabling of any machinery or equipment in the engineering department if such action will adversely affect the safety or operation of the ship. When such disablement will adversely affect the ships ability to accomplish its mission, the TYCOM or fleet commander (as appropriate) also must approve. During the ships operating periods, the disablement of major items of machinery to perform routine maintenance should be kept to a minimum.

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Other general duties of the engineer officer include the following: . Organize the department, train and assign personnel, maintain material, and ensure optimum readiness for battle. . Prepare and maintain bills and orders necessary for proper organization and efficient operation of the engineering department. . Indoctrinate and supervise persons within the department and others under his control to ensure strict observance of all prescribed and necessary security measures and safety precautions. This requires proper posting of all safety precautions and frequent training in security measures and safety precautions. . Frequently inspect personnel, material, and spaces assigned to the engineering department to correct defects and deficiencies. The engineer officer or his representative should inspect the department each day and report results of the inspection to the XO. . Control the expenditure of allotted funds and operate the engineering department within the limit of such funds. l Practice economy in the use of public funds. . Maintain records and submit reports required of the engineering department. . Maintain, preserve, and ensure security of spaces assigned to the engineering department. . Anticipate personnel and material needed in the engineering department and submit timely requests to fulfill requirements. . Cooperate with other department heads for coordination of effort of the entire command. l Perform such other duties as may be assigned. PROSPECTIVE ENGINEER OFFICER. Usually, when an officer reports to a ship in commission to relieve the engineer officer, the relief is effected jointly by the two officers concerned. In this case, the job of the incoming officer is relatively simple and he can get a lot of help from the incumbent. At other times, an engineer officer may be assigned to a ship before it is commissioned. In this case, the circumstances are quite different. He performs the duties of engineer officer subject to the orders of the officer to whom he has reported for duty. If his ship is being constructed, he will initially organize the

engineering department as well. He will establish and maintain working relations with shipyard personnel; attend to the numerous details concerning inspection of machinery, tests, trials, and equipage; prepare casualty control and repair party manuals, operating instructions, and safety precautions; select personnel for certain jobs; train assigned personnel; and perform the many other details required on a new ship before it is commissioned. The job will be less complicated if the ship has been in commission previously, as in the case of the major conversion of a reactivated ship. In any event, the job of the prospective engineer officer will be easier if he has had previous experience in the engineering department of a naval ship. One of the first things he should do is prepare a checklist of all required publications, logs, records, and reports. Such a list will make it easier to organize the engineering department and determine that the necessary publications, logs, records, and reports are complete, correct, and up to date before he relieves the engineer officer. The Naval Ship's Technical Manual; the Damage Control Manual, the NWP 62-1; the U.S. Navy Regulations, 1990; the NAVSEASYSCOM directives; and the TYCOMs directives will be helpful in the preparation of such a checklist. DUTIES UPON DETACHMENT. When the engineer officer of a ship is ordered detached, the officer and his relief must jointly inspect the material and records of the engineering department. Upon completion of the inspection, the two officers submit a joint report to the CO. The report lists any defects or deficiencies, describes the status of transfer of the equipage charges to the department or subdivision (not required in organizations where equipage is held in the plant account), and states the facts in dispute when there is any disagreement. The CO determines the actual conditions, fixes responsibility for them, and takes such actions as may be necessary to complete the following procedures. During the joint inspection of the engineering department, the relieving officer should do the following: l Inspect operation of the engineering plant at anchor and underway (if possible). l Investigate any recent engineering casualties. l Inspect all spaces for cleanliness, preservation, and posting of safety precautions and operating instructions.

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l Check the job orders completed during the last regular overhaul. l Check the status of authorized alterations and outstanding shipyard and tender or repair shops work requests. l Observe the actions of watch personnel during casualty drills. l Check feedwater and fuel consumption. l Inspect and observe operation of the damage control battle organization. l Inventory damage control lockers. l Check the routine for handling correspondence and note any outstanding correspondence requiring action. l Check the status of required engineering exercises to determine outstanding requirements. l Inspect engineering department ship operations. The relieving officer should review the personnel records of engineering department personnel as to the number assigned, their qualifications, and their assignments. He should inspect all personnel of the department at quarters at least one time before effecting relief. He must include a statement in his relieving letter as to whether enough qualified engineering department personnel are on board and list any shortages. Before relieving the engineer officer, the relieving officer should determine whether all required logs, records, publications, and reports are being maintained and are correct, complete, and up to date. He should note any discrepancies in the engineer officers relieving letter. To determine the amount and condition of the equipage and supplies in the custody of the engineer officer, the relieving officer must inspect outstanding requisitions of the engineering department and inspect inventory, storage, and preservation of engineering storerooms and toolrooms. After conducting an inventory of accountable equipment in the custody of the engineer officer, the relieving officer signs the necessary custody cards. The officer being relieved must prepare surveys on all missing accountable equipage. Circumstances may prevent the engineer officer and his relief from making a joint inspection and report. When this occurs, the relieving officer must make the inspection as soon as possible and submit his report to

the CO within 20 days after taking charge of the engineering department. The relieved engineer officer sends the CO a letter that reports the relief and the conditions existing in the engineering department. He sends it via the relieving officer, who endorses it after he agrees that it contains no omissions or exceptions. The relieving officer should make sure the condition of the department as stated in the relieving letter reflects the actual conditions. If they do not, he may be embarrassed when the CO requires an explanation of an engineering casualty or other unusual condition. Specific Duties The engineer officer is responsible for the operation, care, and maintenance of the ships main propulsion plant, electric power plant, auxiliary machinery, piping systems, and interior communications systems; for the control of damage; and for repairs to the ships hull. When requested by the head of the department concerned, the engineer officer may become responsible for the repairs of material and equipment that are beyond the capacity of the personnel or equipment in other departments but within the capacity of the engineering department. As an example of a specific duty, the engineer officer must keep himself fully acquainted with the general condition of each boiler and the manner in which it is being operated and maintained. He should make periodic inspections for that purpose. The engineer officer must assure himself that idle boilers are properly laid up at all times, that, while steaming, fuel oil is free of seawater, and that feedwater is within prescribed limits. He must be sure all parts of the boiler are carefully examined whenever they are exposed for cleaning and overhaul. The conditions observed must be described in the boilerwater treatment log and the engineering log. All unusual cases of boiler damage or deterioration discovered at any time should be reported to the TYCOM. If the damage is important enough, or if the ship needs technical assistance from the Naval Sea Systems Command (NAVSEASYSCOM), a copy of the correspondence should be forwarded to NAVSEASYSCOM. The Assistants to the Engineer Officer The engineer officer is assigned assistants as may be required for damage control, main propulsion,

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electrical, and other engineering department functions. The engineer officer will make sure his assistants perform their assigned duties, or he will perform those duties himself when no assistant is available for a given billet. The duties and responsibilities of the engineer assistants are explained in the following paragraphs. THE MAIN PROPULSION ASSISTANT (MPA). The MPA is responsible to the engineer officer for the operation, care, and maintenance of the ships propulsion machinery, its related auxiliaries, and such other auxiliaries as may be assigned. In ships where there are not enough officers for all billets, the MPA may also serve as the main engines (M) and boilers (B) division officer. The MPA is specifically responsible for the reliability and effective operation of the ships main engines, boilers, and assigned auxiliaries. He must make, or assign reliable subordinates to make, frequent inspections of all the machinery and equipment for which he is responsible. In addition, the MPA must make sure necessary inspections, tests, repairs, and adjustments are completed subject to required authorization and according to NAVSEASYSCOM and manufacturers technical manuals. He must personally supervise the operation of the main propulsion plant when the ship is getting underway, coming to anchor, and at other times when unusual care is necessary. Except in cases of emergency, he must get the CO's permission before fires are lighted or secured under a boiler. He must make sure that main engines are not turned except with permission of the officer of the deck (OOD). The following paragraphs describe more specific duties of the MPA: . The care, storage, and expenditure of fuels and the maintenance and security of fueling systems (except for aircraft and missiles) and the maintenance of fuel records, including a daily fuel report to the CO. . Proper preparation, care, submission, and disposition of the Engineering Log and Engineers Bell Book. He is required to inspect them at least daily and ensure their proper maintenance and timely submission. . The preparation, care, and disposition of such operation, maintenance, and other engineering records as may be prescribed by NAVSEASYSCOM or other authority. The MPA must know the operational characteristics of the equipment and machinery under his control so he can observe and interpret their results. He must inspect

spaces, machinery, and equipment and obtain useful information from the logs, records, and reports. There is no substitute for experience, but an MPA may be assigned before he has time to gain that experience. Therefore, he must use every opportunity to improve his knowledge of machinery and equipment through self-study and fleet-operated schools. The MPA can gain considerable self-confidence and knowledge by qualifying himself and each of the watch officers in the procedures for warming up and securing each major item of machinery in the main engineering plant. A previously qualified officer or the engineering chief petty officer may conduct this training. The MPA can find information on equipment and machinery in his own ship in publications such as blueprints and manufacturers technical manuals. These are readily available in the logroom. Two of the most important reference books in the engineering department are the Naval Ships Technical Manual (NSTM) and the Ship Information Book. He can learn a great deal about the location, condition, size, and description of the machinery and equipment in the engineering department by observing it during operation, when idle, and during maintenance procedures. He should read the manufacturers nameplates for data on safe operating limits, capacities, and other useful information. To the more knowledgeable officer, comparison of past and present performance records, reports, and logs will show the condition of the engineering plant and will often disclose areas in need of repairs. Evaluation of information gained from these sources depends upon the completeness of the records, reports, and logs, and the professional integrity of those who prepare them. The MPA should never overlook the knowledge of more experienced officers, chief petty officers, supervisors, and equipment operators. He should always have the supervisor of the space accompany him on his inspection tour. The supervisor can then answer questions and receive orders concerning the space and machinery. THE DAMAGE CONTROL ASSISTANT (DCA). The DCA is responsible for the effective damage control organization; for repairs to the ships hull, machinery, and piping systems except as specifically assigned to another division or department; and for the maintenance and submission of logs, records, and reports required in connection with his assigned functions.

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Normally, the auxiliaries (A) and repair (R) division officers are responsible under the DCA. But the DCA performs those duties in ships where there are not enough officers to fill the billets. The DCA now is responsible for two functions that were formerly collateral duties. They are chemical, biological, and radiation (CBR) defense officer and gas-free engines. As the CBR defense officer, the DCA should be a graduate of a comprehensive CBR defense course. He acts as technical advisor to the CO and the engineer officer in matters concerning CBR defense. He assists division officers in the CBR warfare training of personnel in the ship and is responsible for the indoctrination and training of the damage control battle organization in this type of warfare. As gas-free engineer, the DCA must organize and administer a training program to inform all hands of the hazards involved in entering closed or poorly ventilated spaces and in welding and allied operations. He is responsible for the posting of a warning of such hazards in spaces where they exist. He is authorized to order personnel out of a compartment immediately or to suspend work whenever an unsafe condition exists. He must immediately notify the CO, engineer officer, or other responsible authority of any such work stoppage and the reason for it. THE ELECTRICAL OFFICER. The electrical officer is responsible for the operation, care, and maintenance of the ships electric power generators and distribution systems, interior communications equipment and systems, gyrocompass equipment and systems, degaussing equipment and associated systems, dead reckoning analyzer and associated equipment, and small boat electrical systems. He is also responsible for the maintenance of all other electrical and electronic equipment, machinery, and systems not specifically assigned to another division or department; and the preparation, maintenance, and submission of logs, records, and reports required in connection with his assigned duties. The DCA serves as the electrical officer when the ship does not have enough officers to fill the billet. The electrical officer is usually assigned collateral duty as SITE TV officer. In this capacity, he is responsible for the procurement, storage, and scheduling of closed circuit television (CCTV) programs; for training on CCTV systems and associated equipment; and for the preparation, maintenance, and

submission of the required logs, records, and reports for motion picture programs and equipment. THE ENGINEERING ADMINISTRATIVE ASSISTANT. The engineering administrative assistant is an aide to the engineer officer. The MPA assumes these duties when the ship does not have enough officers to fill the billet. The engineering administrative assistant has the following responsibilities: l Operation of the logroom, maintenance of the equipment assigned, and the maintenance and preservation of the space assigned . Assignment, training, supervision, and evaluation of the logroom Yeomen (YN) and other enlisted personnel assigned to the logroom l Maintenance of the engineering department watch bills The engineering administrative assistant screens all incoming engineering department correspondence, initiates required action (when appropriate), and checks the accuracy of all correspondence leaving the department. He helps the engineer officer implement directives from higher authority that pertain to the engineering department. He also helps prepare engineering department directives and disseminates them after the engineer officer releases them. The engineering administrative assistant must supervise the logroom because it affects each of the engineering divisions and reflects the effectiveness of the engineering department. He must properly store blueprints, technical manuals, and other publications and index them so they can be easily located. He must establish methods to account for the publications that have been removed from the legroom and keep their removal to a minimum. He must hold periodic inventories so missing items can be promptly reordered. He must enter changes as soon as possible to make sure the publications are kept up to date and file logs, records, and reports for easy reference. To avoid clutter in the logroom, he must establish a plan for the prompt disposition of logs, records, and reports according to current instructions. SPECIAL ASSISTANTS. Special assistants to the engineer officer include the engineering training officer, the fire marshal, and the 3-M assistant. The Engineering Training Officer. The engineering training officer is an assistant to the engineer officer for the administration and coordination of the departments training program. The duties,

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responsibilities, and authority of the engineering training officer are discussed in detail in chapter 3 of this publication. The Fire Marshal. The tire marshal is responsible for the maintenance, availability, and reliability of the fire-fighting equipment in the ship and for the elimination of fire hazards. He helps the DCA prepare and administer the training of personnel in the ships damage control battle organization. He must also keep the DCA informed of his actions. The 3-M Assistant. The 3-M assistant is responsible for the administrative review and coordination of the engineering department 3-M program. He maintains and submits all records and forms pertaining to the engineering department divisions. ENGINEERING DIVISIONS The engineering department of a naval ship is organized into divisions. Each division is headed by a division officer appointed by the CO. Each division officer is responsible for the organization, administration, and operation of his division(s). The basic administrative organization of a shipboard division is shown in figure 1-5. The number of sections in each unit depends upon the number of watches in the individual ship.

The engineering division officers are responsible, under the engineer officer, for the operation, care, and maintenance of assigned machinery, equipment, and systems. The division officer makes sure his assistants (technical and material assistant, division training officer) properly perform their duties. He will perform those duties himself when no assistants are assigned. The assistants must keep the engineer officer informed of the operational readiness of assigned machinery, equipment, and systems. The engineering department is divided into the following divisions: auxiliaries (A), boilers (B), electrical (E), main engines (M), and repair (R). All the divisions are not in the engineering department of all ships. The types of divisions assigned to the engineering department depend on the functional requirements; for example, the engineering department of a ship with no main boilers has no boiler division. The watch, quarter, and station bill is the division officers summary of assignments of personnel to duties and stations specified within each of the ships bills. Its primary purpose is to inform division personnel of those assignments. The number of divisions assigned to the engineering department is based upon the ships complement and allowance. Personnel in the engineering department are assigned locker and berthing facilities according to the

Figure 1-5.Basic shipboard division organization.

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ships berthing and locker bill. Divisions are assigned responsibilities for the cleanliness of the exterior and interior of the ships hull, hull fittings, machinery, and equipment according to the ships cleaning and maintenance bill. The berthing and locker bill and the cleaning and maintenance bill are administrative bills of the Standard Organization and Regulations of the U.S. Navy, OPNAVINST 3120.32B. Well explain the role of the engineering department divisions on the following pages. Auxiliaries Division The A division officer heads the auxiliaries division. Personnel of the Engineman (EN), Machinists Mate (MM), and Machinery Repairman (MR) ratings are assigned to the division. The A division is responsible for the cleanliness and maintenance of such spaces as the air-conditioning machinery room, air compressor room, anchor windlass room, emergency generator room, evaporator room, fire pump room, fan rooms, internal combustion engine shop, refrigeration machinery room, steering gear room, machine shop, auxiliary machinery room, aircraft elevator machinery room, and boat winch machinery room. The A division is generally responsible for the preventive and corrective maintenance of winches and cranes, emergency generators, air-conditioning and refrigeration equipment and systems, laundry and dry-cleaning machinery, galley machinery, steering engines, anchor windlasses, air compressors and compressed air systems, emergency fire pumps, boat engines and boat propulsion machinery, internal combustion engines not specifically assigned to another department, distilling plant machinery and equipment, auxiliary boilers, hydraulic systems, elevator machinery, ventilating equipment, and heating systems. Boilers Division The B division officer heads the boilers division. Personnel of the Boiler Technician (BT) rating are usually assigned to the division. The B division is responsible for the cleanliness and maintenance of such spaces as the firerooms, forced draft blower room, fuel oil storage tanks, fireroom uptake spaces, and the fuel oil test laboratory. The B division is generally assigned the preventive and corrective maintenance of the boilers, fireroom auxiliaries, forced draft blowers, fuel and water testing

apparatus, the equipment for fueling at sea, and fuel oil piping and pipe fittings. Electrical Division The E division officer heads the electrical division. Personnel of the Electricians Mate (EM) and Interior Communications (IC) ratings are assigned to the division. The E division is responsible for the cleanliness and maintenance of such spaces as the electrical shop, gyro room, IC room, IC shop, storage battery room, battery locker, underwater log compartment, winch controller rooms, wiring trunks, and switchboard rooms. The E division is generally assigned the preventive and corrective maintenance of all electrical motors, generators, and controllers not specifically assigned to another department. They are also assigned degaussing systems, electrical distribution systems including cabling and switching and protective equipment, gyrocompasses and related equipment such as the dead reckoning analyzer and dead reckoning tracer, battery charging equipment, underwater log systems, small boat electrical systems, automatic and sound-powered telephone systems, lighting systems, closed-circuit television systems, IC systems including ship control and indicating systems, portable announcing systems, the magnesian compass system, and portable electric tools. Main Engines Division The M division officer heads the main engines division. Personnel assigned to this division are MM for steam engines, EN for diesel engines, or Gas Turbine Systems Technicians (GS) for gas turbine engines. The M division is responsible for the cleanliness and maintenance of such spaces as the engineering department office, engine room uptake spaces, freshwater and feedwater tanks, engineering storeroom, and shaft alleys. The M division is generally assigned the preventive and corrective maintenance of the main engines and propulsion maintenance including the shafting, engine room auxiliaries, ships service generator drive units, and engine room piping systems. Repair Division The R division officer heads the repair division. Personnel of the Hull Technician (HT) and Damage Controlman (DC) ratings are assigned to the division.

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The R division is responsible for the cleanliness and maintenance of such spaces as the carpenter shop, structural shop, pipe shop, gas mask and protective clothing lockers, repair party lockers, and the central control station; that is, damage control central (DCC). The R division is generally assigned the preventive and corrective maintenance of damage control equipment, fire-fighting equipment, hull fittings, and piping systems not otherwise assigned. The R division provides welding and allied services to other divisions as required. ENGINEERING DIVISION PERSONNEL Personnel in the engineering department divisions normally include the division officer, a technical and material assistant, and the required enlisted personnel. The Division Officer The division officers will have the other duties, responsibilities, and authority listed in the following paragraphs: . Direct the operation of the division through leading petty officers according to the division organization. . Assign division personnel to watches, battle stations, and general duties. Institute a system to rotate personnel between stations and duties to develop their skills. . Schedule and conduct training for personnel in the division. This training should indoctrinate new personnel and help all personnel prepare for advancement in rating. Training should include correspondence courses, Personnel Qualification Standards (PQS), individual instruction in shipboard duties, team training as necessary to fulfill operating requirements of the division, and instruction in the principles of effective leadership. The division officer receives training guidance from the educational services officer (ESO). l Evaluate the performance of enlisted personnel in the division. Initiate recommended grades for the senior petty officer in the division and review the senior petty officers evaluations of the members under their supervision. . Maintain a division notebook containing personnel data cards, training program data, a space and equipment responsibility log, watch and battle stations requiring manning by division personnel, and other

useful data for ready reference and for orientation of the division officers relief. Use standard record forms available through the general supply system. . Ensure proper preparation, maintenance, and submission of all forms, records, logs, reports, and correspondence required of the division. . Establish and maintain a division organizational manual and other directives necessary for the administration of the division. l Make sure all prescribed security measures and safety precautions are strictly observed by division personnel. . Recommend personnel for advancement in rating and for transfers. l Recommend changes in division personnel allowances. . Forward requests for leave, liberty, and special privileges, with recommendations. . Conduct periodic inspections, exercises, and musters to evaluate performance and discipline of the division. When disciplinary action is necessary, be sure it follows the Uniform Code of Military Justice and other regulatory directives. Only the CO may impose disciplinary punishment for minor offenses without the intervention of a court-martial. This authority of a CO cannot be delegated. (NOTE: The division officer and/or the department head attends captains mast whenever one of their personnel appears before the CO for such action. They are there to represent the person and respond to any questions the CO may have concerning the persons professional abilities.) . Temporarily assign enlisted personnel to special duties in other departments on the ship according to the ships master-at-arms (MA) force (usually for a period of 6 months) and duty in the supply department as messdecks MA (usually for a period of 6 months), or as messman (for a period of 3 months). Normally, no one is assigned to two consecutive 3-month tours of duty as messman and no one may involuntarily be assigned to a second 3-month tour without the XOs approval. The XO must approve transfers of enlisted personnel between departments. The engineer officer must approve all transfers of enlisted personnel between divisions of the engineering department. In all instances, transfers of enlisted personnel must be reported to the personnel officer for purposes of record.

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The Technical and Material Assistant The technical and material assistant, when assigned, is usually a warrant officer or a limited duty officer. His primary job is to supervise the maintenance and repair of the material, equipment, and systems for which the division is responsible. The technical and material assistant has the following responsibilities under the division officer: . Ensure proper performance of preventive and corrective maintenance procedures on all equipment, material, and systems assigned to the division. . Review for technical accuracy all completed Maintenance Data Collection System (MDCS) documents and report the completion of maintenance. . Ensure preparation, maintenance, and timely submission of material, equipment, and system records, reports, and logs required of the division. . Ensure the preparation and timely submission of requests for repairs parts and other materials necessary for the efficient operation of the equipment, material, and systems assigned the division. . Ensure repairs to equipment and material of other divisions that are beyond the capacity of those divisions but within the capcity of his division. l Perform other duties as may be assigned. The Enlisted Personnel While the rating structure is the basis of the Navys enlisted occupational classification structure, it is supplemented by the enlisted classification coding structure. The Manual of Navy Enlisted Manpower and Personnel Classifications and Occupational Standards, NAVPERS 18068-F, contains the enlisted classification coding structure and is the primary tool for the Navy Enlisted Classification (NEC) coding of manpower authorizations and personnel. NECs must be reviewed and verified to ensure accuracy and currency upon detachment, receipt, annual service record verification, change in rate or rating, separation, reenlistment, transfer to the Fleet Reserve, or retirement of personnel. Enlisted personnel in the engineering department arc assigned to divisions by the engineer officer according to the ships personnel assignment bill. The

division officer assigns enlisted personnel of the division to battle station and condition watches according to the ships battle bill and to regular duties and watches according to various ships bills. THE CHIEF PETTY OFFICERS. The primary duty of the chief petty officer (CPO) is to help the division officer coordinate and administer the division, The CPO uses his experience to develop a thorough understanding of the functions, directives, and equipment of the division so he can assume duties in the absence of the division officer. Depending on the division organization and his professional ability, the CPO may assist the division officer in the following duties: . Supervise the preparation and maintenance of the watch, quarter, and station bill and such other bills as may be necessary for the operation of the division. l Help formulate and implement policies and procedures for the operation of the division. . Supervise the division in daily routine, and conduct frequent inspections to assure division functions are properly executed. l Help administer discipline within the division. l Evaluate individual performances of division personnel and recommend periodic grades to the division officer. . Provide counsel and guidance to division personnel. . Ensure the proper preparation, maintenance, and submission of logs, records, and reports required of the division. . Perform such other duties as may be assigned by the division officer or other competent authority. THE PETTY OFFICERS. Personnel of the YN and engineering and hull ratings make up the complement and allowance of petty officers for the engineering department. The engineering and hull ratings were listed under the engineering divisions earlier in this chapter. BTs operate marine boilers and fireroom machinery, test and inventory fuels and water; perform preventive and corrective maintenance of boilers, pumps, and associated equipment; and prepare and maintain records, reports and logs. HTs plan, supervise, and perform tasks necessary to fabricate, install, and repair all types of shipboard

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structures, plumbing, and piping systems; qualify in the techniques, skills, and use of damage control, CBR defense, and fire fighting; organize, supervise, and train personnel in maintenance, hull repair, CBR defense, and damage control; supervise and perform tasks in procurement and assurance of supplies and repair parts; instruct personnel and enforce safety and security precautions; and prepare records and reports. DCs plan, supervise, and perform tasks necessary for damage control, ship stability, preservation of watertight integrity, fire fighting, and CBR warfare defense; instruct and coordinate damage control parties; instruct personnel in the techniques of damage control and CBR defense; supervise and perform tasks in procurement and issuance of supplies and repair parts; and prepare records and reports. EMs operate electrical light and power generating, distribution, and control equipment; perform preventive and corrective maintenance of electrical generators, switchboards, motors, lighting fixtures, closed circuit television systems, and other electrical equipment including small boat electrical systems; and prepare and maintain electrical logs, records, and reports. ENs operate internal combustion engines and diesel propulsion plants, diesel generators, distilling plants, refrigeration and air-conditioning systems, small boat propulsion equipment, hydraulic systems, and other auxiliaries such as cranes and winches; perform preventive and corrective maintenance of assigned machinery, material, and systems; and prepare and maintain required logs, records, and reports. ICs operate gyrocompass systems, IC systems, and closed circuit television equipment; perform preventive and corrective maintenance of gyrocompass systems, IC systems, sound-powered and automatic telephone systems; and prepare and maintain required logs, records, and reports. MRs repair shipboard machinery using machine shop equipment such as lathes, milling machines, boring mills, grinders, power hacksaws, drill presses, and other machine tools; perform preventive and corrective maintenance on shop machinery; and prepare and maintain shop files, records, and reports. MMs operate steam propulsion machinery and associated auxiliaries, turbogenerator plants, distilling plants, refrigeration and air-conditioning systems, and other auxiliary machinery such as steering engines, anchor windlasses, and cranes and winches; perform preventive and corrective maintenance on shop

machinery; and prepare and maintain shop files, records, and reports. GS is a general rating at the E-8 and E-9 level. GSE (electrical) and GSM (mechanical) are service ratings up to E-7. They operate, repair, and perform maintenance on gas turbines, associated auxiliaries, main propulsion machinery, propulsion control systems, and the electrical and electronic circuitry associated with gas turbine systems and prepare and maintain required logs, records, and reports. Firemen (FN) stand messenger, cold iron, and fire watches, and any other watch for which they are qualified according to PQS. They are required to clean assigned spaces and equipment; make minor repairs to engineering equipment and material and the ships hull depending upon the rating for which they train. They record readings on various engineering equipment; participate in general drills; and perform general detail duties. Normally, each division in the engineering department is assigned enough FNs to provide replacements for losses of petty officers.

ENGINEERING DEPARTMENT WATCH ORGANIZATION The primary objective of the ships watch organization is security of the ship under all probable conditions. Optimum efficiency in administration is a secondary objective. The TYCOM establishes requirements for degrees of readiness and for condition watches. Normally, the security of the ship is adjusted to the demands of the current situation by the use of one of six general degrees of readiness. These are based upon the probability of battle as related to the combat ability of the forces required to meet the threat. Condition watches are the ships watch organizations that provide for the manning of watch stations to meet the various general degrees of readiness. The first general degree of readiness requires complete readiness of the ship for immediate action. Condition watch I provides for the first degree of readiness. The second general degree of readiness allows temporary relaxation from the first degree of readiness. This allows personnel to rest and permits designated personnel to draw and distribute meals at battle stations, Condition watch IE provides for the second degree of readiness.

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A special general degree of readiness applies only to certain ships. It provides for maintaining armament ready for immediate action for prolonged periods of time such as extended periods of shore bombardment. Condition watch II provides for the special degree of readiness. The third and fourth general degrees of readiness are similar. The third requires a part of the armament to be ready for immediate action and the remainder on short notice. The fourth requires apart of the armament to be ready for immediate action and the remainder on prolonged notice. Condition watch III provides for either the third or fourth general degree of readiness. The fifth general degree of readiness is generally referred to as peacetime cruising and requires no manning of armament. Condition watch IV provides for the fifth degree of readiness. The sixth general degree of readiness applies to the ship in port under peacetime conditions and requires no manning of armament. Condition watch V provides for the sixth degree of readiness. The administration of condition watches III, IV, and V requires the particular attention of the engineer officer and his division officers. The watch station of the other condition watches are prescribed, by billets, in the ships battle bill. The engineering department requirements are the same for condition watch III (wartime cruising) and condition IV (peacetime cruising) in most ships. Therefore, only condition watch IV and condition watch V are discussed in detail in this publication. To ensure a smooth transition from one of the three watch conditions (III, IV, and V) to another, each watch is divided into three sections. Each section is trained to fulfill all the duties for wartime cruising and peacetime conditions in port. With a properly trained crew, the ship may, as a matter of routine, enter port or put to sea without special adjustments in watches and without requiring abnormally long watches for key personnel. The three sections become watches 1, 2, and 3 during condition watch III. Such watches normally rotate duties underway in successive 4-hour periods. Where practical, personnel should be assigned the same watch stations for condition watch III that they will man for condition watch I. In port at anchor where condition watch V is permitted, each section in succession assumes the watches and duties for a period of 24 hours. Each

section, where practical, may be divided into three watch units. The three-section watch is easily modified to conform with special or local conditions. For example, if 50 percent of the ships crew is required to remain on board at all times in a certain port, one of the sections can be split. Personnel of that section can be evenly assigned by rates and numbers to the remaining two sections. When modifications are necessary, division officers should maintain as much of the original three sections as possible. UNDERWAY WATCHES The watch organization for condition watch IV must provide qualified personnel for the normal underway operation of the ship in peacetime while ensuring the best economy of personnel in assignment to watches. Condition IV calls for the following conditions: l No weapon batteries are manned. l The engineering plant is ready for power and speeds when they are ordered. l Material condition Yoke is set and may be modified for access during daylight hours. l Complete surface and horizon lookout coverage is provided. Air lookouts are stationed when flight operations are in progress in the vicinity. l The combat information center (CIC) is manned for routine purposes. Interior communications are manned as necessary. Exterior communications are manned as required to cover the communication plan in effect. l Aircraft are in the condition of readiness required by the flight schedules. Figure 1-6 shows the condition watch IV watch organization of a typical ship. The XO may relieve the OOD in times of danger or emergency as prescribed in the U.S. Navy Regulations, 1990. The navigator may relieve the OOD when authorized or directed by the CO. The lookouts and CIC watches report simultaneously to the CIC watch officer and the OOD. The steering aft watch is under operational control of the OOD but under the technical control of the engineering officer of the watch (EOOW). Watch officers are in charge of the watch to which they are assigned. The watch officer supervises and controls the performance of those on watch under him

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Figure 1-6. Condition watch IV organization of a typical naval ship. and is stationed where he can best perform his assigned duties. The Officer of the Deck The OOD underway and in port is the watch officer designated by the CO to be in charge of the ship. The OOD is primarily responsible for the safe operation of the ship. The U.S Navy Regulations, 1990, describe the duties, responsibility, and authority of the OOD; they are also discussed in considerable detail in Naval Orientation, NAVEDTRA 12966. The OOD reports directly to the CO for the safe navigation and general operation of the ship. He reports to the XO (and command duty officer, if appointed by the CO) to carry out the ships routine and to the navigator when he sights navigation landmarks and for course/speed changes. The OOD may request advice and assistance in the discharge of his duties from any person assigned to the ship for duty. The Damage Control Watch Officer The damage control watch officer supervises the maintenance of the material condition of readiness in effect on the ship and is responsible for the operation of the various hull systems. He has the following responsibilities: l Maintain a rough log that includes hourly entries of the fire main pressure and the number of fire pumps in operation. The log should include such other entries as getting underway, anchoring, and mooring, general quarters, emergency drills, and setting of material conditions (with a list of discrepancies reported and the corrective action taken).

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. Supervise the maintenance of the damage control log that contains violations of the prescribed material condition of readiness. Log entries must include the name and rate of the person requesting the authority to violate a prescribed condition. They must also include the time of the violation, the type of fittings involved, the estimated duration of the violation, and the actual time the material condition of readiness is restored. . Determine the status of fuel and ballast tanks that were empty or filled during the watch and enter the information, including the number of the tanks concerned, in the rough log. . Make hourly reports to the OOD concerning the watertight integrity of the ship. . Make sure the ships draft is recorded (taken, if in port, otherwise computed) daily during the 0400-0800 watch. Do it before entering or leaving port and before and after replenishment (fueling, provisioning, or rearming). l Make sure damage control patrols sound all voids and cofferdams once each watch and report results. . Notify the OOD, DCA, and weapons (deck) department officer when the fire alarm board indicates that the temperature of any magazine is above 105F. . Maintain custody of the master key for repair party lockers and make sure it is issued only to authorized personnel. . Make sure material condition Yoke is set before sunset. Normally, at the end of the working day (approximately 1700) the damage control watch officer asks the OOD to have all divisions check the setting of material condition Yoke and makes reports to the DCC. The damage control watch officer initiates the necessary follow-up action to ensure compliance by divisions failing to make reports. The damage control watch officer reports directly to the OOD on matters affecting watertight integrity, stability, trim, or other conditions that adversely affect the safety of the ship. He reports to the DCA for technical control and matters affecting the administration of his watch. The Damage Control Watch Figure 1-7 shows the damage control condition IV watch organization. Enlisted personnel for the repair division normally man the damage control patrol (sounding and security) watches. The sounding and

security watch reports to the damage control watch officer. Chief and first class petty officers of the repair division in some ships augment the watch personnel assigned the duties of the damage control watch officer. The Engineer Officer of the Watch The EOOW is the officer on watch in charge of the main propulsion plant and of the associated auxiliaries. On some smaller ships, the EOOW may be a senior petty officer. He is primarily responsible for the safe and efficient performance of the engineering department watches (except damage control) associated with the equipment in his charge. The engineer officer determines if an officer or petty officer of the engineering department is qualified. If so, the engineer officer assigns him to the watch. The engineer officer or, in his absence, the MPA is authorized to direct the EOOW concerning the duties of the watch when such action is considered necessary. The EOOW has the following responsibilities: . Make frequent inspections of the engineering department machinery (boilers, engines, generators, evaporators, and auxiliaries) to make sure they are operated according to current instructions. Make sure required logs are properly kept; machinery and controls are properly manned; all applicable inspections and tests are being performed; and all applicable safety precautions are being observed. . Frequently monitor IC circuits in use to make sure required circuits are properly manned, circuit discipline is being maintained, and correct message procedures and terminology are being used.

Figure 1-7. A typical condtion watch IV damage control watch organization.

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l Make sure all orders received from the OOD concerning the operation of the engines are promptly and properly executed and the Engineering Log and the Engineers Bell Book are properly kept. . Immediately execute all emergency orders concerning the operation of the engines. l Keep the OOD and the engineer officer informed of the condition of the main propulsion plant and of the maximum speed and power available with the boiler and machinery combinations that are in use. l Make sure all directives and procedures issued by higher authority are followed when they concern the operation of the engineering department machinery. . Know the power requirements for all possible operations and determine that the boiler and machinery combination in use meets current operational requirements. Advise the engineer officer and the OOD when the machinery combination should be modified. Inform the OOD of any necessary changes to the operation of boilers, main engines, generators, and other major auxiliaries. l Supervise the training of the personnel of the watch during the watch. Carry out operational training primarily through investigation, demonstration, and

drill while personnel actually perform duties of the watch. Insist that each person in charge of an engineering watch station carefully instruct the personnel under his charge in his specific duties and in the duties of all persons on the same watch station. . Report to the OOD for changes in speed and direction and for requirements of standby power and other engineering services anticipated or ordered. Report to the engineer officer for technical control and matters affecting the administration of the watch. Perform such other duties as the engineer officer may direct. When an officer in engineering is under instruction, his watches should be rotated to give him an opportunity to serve with all the qualified officers rather than only one of them. This helps the officer under instruction develop a more thorough understanding of the functions and characteristics of the machinery, equipment, and systems of the engineering plant. Each EOOW will either be a division officer or one of the engineer officers assistants and will have a special knowledge of a different part of the plant. Engineering Watches Figure 1-8 shows the engineering condition IV watch organization for a typical ship. The structure of

Figure 1-8.A typical condition watch IV engineering watch organization.

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the watch organization is determined by the type, arrangement, and location of the machinery in the engineering plant and generally differs according to the type of ship. The engineering watch organization, as well as the instruction for each watch station, must be included in the engineering department organization and regulation manual. Instructions for the watch must be posted at each watch station. The engineering divisions normally man the watch station described in the following paragraphs: E division personnel normally man an underway watch at each operating main distribution switchboard and in the IC room, gyrocompass room, and electrical shop. A division personnel normally man underway watches associated with the distilling plant, refrigeration and air-conditioning systems, air compressors, and hydraulic systems in elevator pump rooms and the steering gear room. The A division also assigns a person as small boat engineer. M division personnel normally man underway watches in the engine rooms and shaft alleys. The M division also assigns someone to operate the electrical generators. B division personnel man the boiler watches in the firerooms. B division also assigns a senior petty officer to perform the duties of oil king. Division officers assign personnel to underway watches according to the engineering department organization and regulations manual. IN-PORT WATCHES This chapter covers the normal peacetime in-port watch organization. Additional watches to man weapons systems and security stations and to prevent sabotage must be established in an emergency or in wartime. Figure 1-9 shows the watch organization for condition watch V. It provides enough qualified personnel for the normal peacetime operation of the ship in port. The Command Duty Officer Any officer on the ship who is eligible for command at sea may be assigned as command duty officer (CDO) in port. This includes the engineer officer. The CO designates the CDO as deputy to the XO to carry out the routine of the ship in port and to supervise and direct the OOD in matters concerning the safety and general duties of the ship. The CDO Figure 1-9.-Condition watch V organization of a typical naval ship. performs the duties of the XO in that officers temporary absence. The Engineering Department Duty Officer In ships not underway, the CO may authorize the EOOW to stand days duty instead of a continuous watch. At these times, the EOOWs duties may be assigned to the engineering department duty officer. While the engineering department duty officer is not required to stay at the EOOW station, he must always be ready to appear the moment he is summoned. The engineering department duty officer is assigned by the engineer officer and must be qualified according to TYCOM directives.

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In the temporary absence of the engineer officer, his duties may be performed by the engineering department duty officer. If the engineer officer is on board, the duty officer reports the condition of the department to him before the 2000-hour reports. In the absence of the engineer officer, the duty officer makes the 2000-hour reports for the department to the XO or CDO. The engineering department duty officer has the following responsibilities in addition to other duties that may be assigned: l Be sure engineering watch personnel are alert and perform properly. l Be sure engineering machinery and systems are operated safely and economically. l Eliminate fire and flooding hazards and prevent sabotage. l Be sure all engineering spaces are secure. Hold frequent inspections of engineering spaces to determine conditions and the performance of watch personnel. l Be sure all machinery operating logs are maintained and write and sign the engineering log for the period he is on duty. The engineering department duty officer makes reports in the same manner as the EOOW, but when acting in place of the engineer officer, he makes the reports required of that officer. Engineering watch supervisors and the duty petty officers of the engineering divisions report to the engineering department duty officer. A chief petty officer who is a qualified engine room watch supervisor underway may be assigned a watch as the engineering department duty chief petty officer to help the engineering department officer during his watch. Engineering Watches The engineer officer is responsible for the condition watch V (in port) organization of the engineering department. The type and amount of machinery and equipment used in port is mainly governed by the services the department is required to furnish. Regardless of what services are furnished by the department, certain personnel are required to ensure the safe and efficient operation of the department when key personnel are temporarily absent. A responsible petty officer in the duty section of each engineering division

must be designated to act in the absence of the division officer and leading petty officers. The division duty petty officer has the following responsibilities in addition to other duties that may be assigned: . Be sure division watch personnel promptly and properly man assigned watch stations. . Inspect all spaces for which the division is responsible. Inspect watch stations and check on the alertness of the personnel on watch. Make sure personnel follow proper operating procedures and obey all orders and instructions that apply. Make sure all spaces are clean, free of fire and flooding hazards, and contain no unauthorized persons. . Muster division personnel and make reports as required. The division duty petty officers report to the engineering department duty officer and call on them for guidance or help. Generally, the division duty petty officer reports the condition of his division to the engineering department duty officer before 2000 each evening. Certain engineering department personnel are required to furnish services or operate equipment regardless of other services required of the department. The engineering watches always assigned in port include the duty oil and water king (B division), the duty EM (E division), the duty HT (R division), the duty A-gang (A division), and the duty boat engineer (qualified personnel of any engineering division). The engineering department is usually required to furnish steam, electric power and lighting, and fresh water or feedwater when the ship is in port. only auxiliary machinery is needed to supply the required services, and the necessary watch is referred to as the auxiliary watch. The auxiliary watch is usually made up of the following watches and duties. The security watch regularly inspects idle machinery spaces and sound voids. The fireroom watch operates the necessary boiler room machinery. The engine room watch operates the necessary ships service generators. The electrical watch operates the necessary main electrical distribution switchboards, and the evaporator watch operates the distilling plant as necessary. When the ship is receiving fresh water, steam, and electrical power from the pier or a ship alongside, the auxiliary watch is replaced with the cold iron watch in the machinery spaces. The cold iron watch generally is made up of a security watch stationed in each engine

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room and fireroom. The watch is assigned to prevent sabotage and damage from other causes, to keep out unauthorized personnel, and to detect and eliminate fire hazards, flood hazards, and other potentially dangerous conditions. At the same time, cold iron watches are stationed in other important idle machinery spaces. If not, the engine room and/or fireroom watches periodically inspect additional spaces. A cold iron watch should be stationed in otherwise unoccupied idle firerooms and engine rooms underway as well as in port. A responsible petty officer must be assigned to supervise the cold iron watch. The engineer officer should require posting of the daily watch list at least 24 hours in advance. The engineer officer or his representative must approve and sign the watch bill, and it may not be changed without approval from one of those officers.

l An I N S T R U C T I O N gives information concerning the methods used to accomplish a mission. It specifies the manner and conditions of performance in the execution of projects and programs. . A military REGULATION is a rule that sets forth standards governing or restraining the conduct of individuals. . Navy INSTRUCTIONS are directives that have a long-term reference value and continue in effect until canceled by the originator. Instructions may contain information of a continuing nature or information that requires continuing action. Instructions also direct action that cannot be completed in the near future or action that must be taken at a future date. . Navy NOTICES are directives that apply for a brief period of time (usually 6 months or less) and provide for automatic cancellation on a prescribed date or under a certain condition. Notices may require action that can be completed upon receipt or they may contain announcements and items of current interest. Directives may be in the format of a letter or publication. A letter type is made up of one or several pages much like any other letter. A publication type is normally equipped with covers and contains a title page, a letter of promulgation, a record of changes page, a table of contents, and an alphabetical index of contents. The Standard Organization and Regulations of the U.S. Navy, OPNAVINST 3120.32B, is a publication-type directive. Certain shipboard directives are excluded from the directives system. They are the captains night order book, the ships plan of the day, the engineer officers night order book, the OODs standing order book, and the OODs memorandums. The CO issues the ships directives system by issuing two instructions. One instruction prescribes the directives to be used in the system, the responsibilities of the originators of the directives, the directives control points and their functions, instructions for department and divisional use of the systems, and standards for reproducing the ships directives. The other instruction issues the distribution lists for the ships directives. The ships directives system provides for the wide dissemination of the policies of the CO, the XO, and the heads of departments. It supplies subordinate officers with a way to issue amplifying and supplementary instructions that place the policies and procedures in effect. The system makes sure the ships policies and procedures are in keeping with those of the Navy Department and of fleet and TYCOMs by permitting

DIRECTIVES Directives are instructions or notices used by a command at any level to prescribe policies, organizations, procedures, and methods that serve as guides to control the decisions and action of subordinates. The Navy Directives Issuance System Manual, SECNAVINST 5215.1C, establishes the directives system for the Navy and sets forth a simple and uniform plan for issuing, filing, and maintaining directives under the system. Directives are assigned identifying numbers according to their subjects as listed in the Department of the Navy File Maintenance Procedures and Standard Subject Identification Codes, SECNAVINST 5210.11D. The following definitions of policies, procedures, orders, instructions, and regulations are necessary to understand the purpose of directives. l A military POLICY prescribes the course of action to be followed in a given situation. Policies should be written, for they are used to gauge the action required in recurring situations. Policies established at the top levels are broad and general, whereas those established at lower levels must be more specific and conform to the higher level policies. l A military P R O C E D U R E is a series of coordinated steps laid out for the performance of functions. . A military ORDER is a formal oral or written command, issued by a superior officer to a subordinate. It establishes a rule or regulation or delegates authority for the performance of a function.

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integration of the ships directives with those from higher authority. Directives can be useful tools for the engineer officer. They must be clear, concise, and readily understood. The format and arrangement are prescribed in the Department of the Navy Directives Issuance System Manual, SECNAVINST 5215.1C. The engineer officer and other officers of the engineering department are required to maintain directives binders according to the COs instruction. The binders should contain all directives (properly indexed and arranged) pertaining to the officers jobs. SHIPS BILLS The Standard Organization and Regulations of the U.S. Navy, OPNAVINST 3120.32B, contains the ships bills that guide the assignment of personnel to duties or stations for the purpose of accomplishing certain functions. Each ships bill is classified as an administrative, operational, or emergency bill. The watch, quarter, and station bill is an amplification of the Standard Organization and Regulations of the U.S. Navy. Administrative bills are ships bills that facilitate the assignment of personnel individually or by groups to stations or duties that pertain to routine operations or evolutions of the ship. Operational bills include the special sea detail bill, replenishment at sea bill, rescue and assistance bill, landing party bill, and visit and search, boarding, and prize crew bill. Emergency bills are ships bills that provide for the assignment of personnel individually or by groups to stations or duties to cope with emergencies. Emergency bills include the general emergency bill, man overboard bill, and the CBR warfare defense bill. TYCOMs furnish ships the type of information necessary to permit detailed assignment of personnel.

The responsibility for and maintenance of each ships bill is assigned to a key officer, usually a head of a department. Each bill must give division officers enough guidance to permit assignment of personnel by name. Each bill must have a preface containing a statement of purpose, assignment of responsibility for maintenance of the bill, and information supplying background or guidance. It must have a tabulation showing assignments of individuals by billet or rate to stations or duties. It must also have a procedure containing all information and policies necessary to interpret the tabulated material. The procedures must include special responsibilities of individuals with regard to planning, organizing, directing, or controlling the function or evolution to which the bill relates. The engineer officer is responsible for the maintenance of the rescue and assistance bill, general emergency bill, and CBR defense bill. The rescue and assistance bill provides a special organization equipped and qualified to render assistance to persons or activities outside the ship or to perform related functions. The general emergency bill provides the optimum organization needed to counteract major emergencies and to abandon ship in an emergency. The CBR warfare defense bill provides an organization and prescribes the procedures to minimize the effects of a biological or chemical attack. Each division officer is responsible for publishing and maintaining a watch, quarter, and station bill, which is a summary of his assignments of personnel to station and duties according to the battle bill and each of the ships bills. The watch, quarter, and station bill is arranged in standard tabular form. It has columns to enter each individuals name and rate, data from the battle bill, and duties assigned under each of the ships bills. The watch, quarter, and station bill should be prominently posted in a space that is frequented by all personnel of the division.

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CHAPTER 2

RECORD SYSTEMS
When you have read and understood this chapter, you should be able to answer the following learning objectives.

Identify and explain the purpose of engineering department legal records. Identify and explain the purpose of engineering department operating records.

l Explain the purpose of the engineering departments fuel and water accounts. l Explain the use of 3-M systems in the engineering department.

Accurate, legible, and up-to-date engineering records plus timely, accurate, and legible reports reflect efficient administration. Records maintained by the engineering department and reports submitted to the engineering officer provide the data for engineering reports to higher authority. The engineer officer uses reliable records and reports to keep up with the state of material and performance in the department. The type commander is coordinator of administrative matters for ships assigned. He issues the necessary directives to regulate administrative records and reports required of ships within the command. The directives generally include a list of the records and recurring reports required by other commands and agencies of the Navy according to OPNAVINST 5214.2B. With this information, the commanding officer can establish a system to maintain current and accurate records and to forward reports in a correct and timely fashion. Instructions for the disposal of shipboard records are published in part III of Disposal of Navy and Marine Corps Records, SECNAVINST P5212.5C. The engineer officer must be familiar with the engineering records and reports system. He should keep record reference files containing complete information on the methods used to maintain required records. The engineer officer also should keep a report tickler file. He should separate record reference files alphabetically, and file record reference cards alphabetically by subject. He should arrange report tickler file cards in order of the occurrence of the report; daily, weekly, monthly, and so forth. The engineer officer can use Recurring Reports Records form, NAVEXOS 4179, for both files.

There is no simple way to assure the accuracy of records and reports. The first step is to establish the responsibility for keeping the records and preparing the reports within the department. The next step is to assign the duty of checking and verifying the data contained in the report. The engineering department and division organization manuals provide excellent means of fixing departmental record-keeping responsibilities. The department training program should train personnel to obtain data and maintain records. Some engineering records are mandatory (required by law) while others are necessary for efficient operation of the engineering plant. This chapter covers the records and reports that are basic to a well-administered engineering department of any large ship. The standard forms used as illustrations in this publication were prepared by the various technical commands and the Chief of Naval Operations (CNO). The forms are for issue to forces afloat. The Navy Stock List of Publications and Forms, NAVSUP 2002, shows how to order them. The forms are revised as needed, so be sure you order current forms. Sometimes locally prepared forms are needed for local use, make certain that an existing standard form will not serve the purpose before you order them. The engineer officer will prepare the ships operational reports that deal principally with engineering matters. He should refer to directives of appropriate fleet and other operational commanders for requirement frequency, format, and timely submission of specific operational reports.

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LEGAL RECORDS The Engineering Log, NAVSEA 3120/2, and the Engineers Bell Book, NAVSEA 3120/1, are legal records of the engineering department. Completed Engineering Log and Engineers Bell Book sheets are kept on board as permanent records. However, they may be released when requested by a Navy court or board, or the Department of the Navy. If it is necessary for any part of these records to be removed from the ship, a photostatic copy of the material to be removed is prepared for the ships files and certified as a true copy by the engineer officer. Completed Engineering Log and Engineers Bell Book sheets may be destroyed 3 years after the date of the last entries. When a ship is stricken from the list of naval ships, its current Engineering Log and Engineers Bell Book sheets are forwarded to the nearest naval records management center. Sheets less than 3 years old are kept on board when a ship is placed in an inactive status. ENGINEERING LOG The Engineering Log, NAVSEA 3120/2 (fig. 2-1), together with the log continuation sheet, is a complete daily record by watches. It is a record of important events and data pertaining to the engineering department and the ships propulsion plant. The log must show the average hourly rpm (to the nearest tenth) for all shafts; the speed in knots; the total engine miles steamed for the day; all major speed changes; draft and displacement upon getting underway and anchoring; fuel, water, and lubricating oil on hand, received, and expended; the disposition of the engines, boilers, and principal auxiliaries and any changes in their disposition; any injuries to engineering department personnel; any casualties to machinery, equipment, or material; and such other matters specified by competent authority. Entries in the Engineering Log are made according to instructions (1) on the log sheet, (2) in chapter 090 of the Naval Ships Technical Manual (NSTM), and (3) in directives issued by the type commander. Each entry must be a complete statement and employ standard phraseology. The type commanders directives contain other requirements pertaining to the Remarks section of Engineering Logs for ships of the type; the engineer officer must ensure compliance with these directives. The original Engineering Log, prepared neatly and legibly in ink or pencil, is the legal record. The remarks should by prepared and must be signed by the engineering officer of the watch (EOOW) underway or the engineering duty officer in-port, whichever applies. The log may NOT contain erasures. When a correction is necessary, a single line is drawn through the original

entry so the entry remains legible. The correct entry is inserted in a reamer as to ensure clarity and legibility. Only the person required to sign the log for the watch may make corrections, additions, or changes. He must then initial the change in the margin of the page. The engineer officer verifies the accuracy and completeness of all entries and signs the log daily. The commanding officer approves the log and signs it on the last calendar day of each month and on the date he relinquishes command. The engineer officer should require that the log sheets be submitted to him in time to be checked and signed before noon of the first day following the date of the log sheet(s). The completed pages are filed in a post-type binder and are numbered consecutively. They begin with the first day of each calendar year and go through the last day of the calendar year. When the commanding officer (or engineer officer) directs a change or addition to the Engineering Log, the person concerned must comply unless he believes the proposed change or addition is incorrect. In that event, the commanding officer (or engineer officer) enters such remarks over his signature as he believes are appropriate. After the log has been signed by the commanding officer, it may not be changed without his permission or direction. ENGINEERS BELL BOOK The Engineers Bell Book, NAVSEA 3120/1 (fig. 2-2), is a record of all bells, signals, and other orders received by the throttleman regarding movement of the ships propellers. Entries are made in the Bell Book by the throttleman as soon as an order is received. The assistant usually makes the entries when the ship is entering or leaving port, or engaging in any maneuver that may involve frequent speed changes. This allows the throttleman to devote his attention to answering the signals. The Bell Book is maintained in the following manner: 1. A separate bell sheet is used for each shaft each day, except where more than one shaft is controlled by the same throttle station. In that case, the same bell sheet is used to record the orders for all shafts controlled by the station. All sheets for the same date are filed together as a single record. 2. The time of receipt of the order is recorded in column 1 (fig. 2-2). 3. The order received is recorded in column 2. Minor speed changes are recorded by entering the

2-2

Figure 2-1.-The Engineering Log.

2-3

Figure 2-1.-The Engineering Log-Continued.

2-4

Figure 2-1.-The Engineering Log-Continued.

2-5

Figure 2-1.-The Engineering Log-Continued.

2-6

Figure 2-2.-Engineers Bell Book.

2-7

number of rpm ordered. Major speed changes are recorded using the following symbols: 1/3ahead 1/3 speed 2/3-ahead 2/3 speed I-ahead standard speed II-ahead full speed III-ahead flank speed Z-stop B1/3back 1/3 B2/3-back 2/3 BFback full speed BEMback emergency speed 4. The number of revolutions corresponding to the major speed change ordered is entered in column 3. When the order received is recorded as rpm in column 2 (minor speed changes), do not make an entry in column 3. 5. The shaft revolution counter reading at the time of the speed change is recorded in column 4. The shaft revolution counter reading is taken hourly on the hour while underway and entered in column 4. Ships and craft with controllable reversible pitch propellers also use column 4 to record responses to speed change orders. However, they record changes in the propeller pitch in feet and fractions of feet. Entries for astern pitch are preceded by the letter B. Entries are made of counter readings each hour on the hour. This information helps in the calculation of miles steamed during those hours when the propeller pitch remains constant. On ships with gas turbine propulsion plants, a bell logger provides an automatic printout each hour. It shows when propeller rpm or pitch change by more than 5 percent, when the engine order telegraph is changed, or when the controlling station is shifted. Before going off watch, the EOOW signs the Bell Book on the line following the last entry for his or her watch and the next officer of the watch continues the record on the following line. In machinery spaces where an EOOW is not stationed, the watch supervisor signs the bell sheet. NOTE: A common practice is to have the throttleman also sign the Bell Book before the EOOW or his relief. In ships or crafts with controllable pitch propellers, bridge personnel control the engines and maintain the Bell Book. Some smaller ships with controllable pitch propellers sometimes need to switch control of the

engines between the engine room and the bridge. For that purpose they maintain two Bell Books, and the personnel in control of the engines at any one time make entries in the Bell Book. When control shifts from one to the other, say from the bridge to the engine room, bridge personnel enter the time they gave control to the engine room. At the same time, engine-room personnel enter the time they assumed control. When the Bell Book is maintained by bridge personnel, the officer of the deck (OOD) signs it. When it is maintained by engine-room personnel, the EOOW signs it. At the end of the day, the two sets of Bell Sheets are consolidated and approved so there is only one official set for the day. There can be no alterations or erasures in the Bell Book. An incorrect entry should be corrected by drawing a single line through the entry and recording the correct entry on the following line. The EOOW, the OOD, or the watch supervisor should initial changes. OPERATING RECORDS Engineering operating records help ensure regular inspection of operating machinery and provide data for performance analysis. They should be reviewed daily at the level specified by appropriate directives. Operating records are not intended to replace frequent inspections of operating machinery by supervisory personnel. Also, they are not to be trusted to warn of impending casualties. Personnel who maintain operating records must be properly indoctrinated. They must be trained to correctly obtain, interpret, and record data and to report any abnormal conditions. Acceptable high and low readings and abnormal readings must be permanently recorded on operating logs for each machinery type. Abnormal readings should be circled in red and reported to the watch supervisor. The type commanders directives specify which engineering operating records will be maintained and prescribe the forms to be used when no standard record forms are provided. The engineer officer may require additional operating records if he finds them necessary. The operating records discussed in this chapter are generally retained on board for 2 years. They may then be destroyed according to current disposal regulations. Complete records must be stowed where they will be properly preserved and easily located in case of need. PROPULSION STEAM TURBINE AND REDUCTION GEAR OPERATING RECORD The Propulsion Steam Turbine and Reduction Gear Operating Record, NAVSEA 9231/1 (fig. 2-3), is a daily record maintained for each main engine in

2-8

Figure 2-3.

2-9

BOILER Y + STM. SPR. HT. STM. DRUM' pSI(-j PSIG OF. 1200 975 ~--i 5 :6 07 08 09 , 10 11 DESPR. PSIG 1125

NO. BRN. SPRAY STM. ;;;i' SPR. HT. PSIG STM. OF.

BOILER DESPR. PSIG 1125 975 HT. OF. 700

NO. ECON. TEMP. BRN. SPRAY AIR TO 246 FROM ' JtE t;;: PSIG

F.O. PSIG

SYS. PSIG

F.O.S.P. STM. PSIG 575

NO.

F.O.S.P. STM. PSIG 575 L.O. OF. 120

N8. DISCH. PSIG

FIREPUMP

NO.

F.W.

PMP.

HT. ECON. TEMP. OF. 700 TO 246 FROM 494

IN USE PLATE PA:; SIZE 1 6 l5

To To SYS. BLR. 350 350

L.O.DISCH. OF. PSIG 120 350 130 1

LUBE OIL DISCH STM. PSIG-pSIG OF. PSIG 575 10 15 120 125 615 140

sucTe

DISCHs

,MIN. NORM. 1275 MAX. 0 0:

1.
1275 1200 494 6

l5

350 615 130

15

615 I

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14 r 15 16 17 18 9 :o 21 22 23 24

I 1

I I

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, 1 I

1 I III1

, I I I

1 I AUXILIARY

1 I

L 1 MACHINERY TIME

I I HOURS 6 MIN.

I I

ITEM STR. INPT. F.O. S.P. NO. F.O.S.P. NO. ,F.O.S.P. NO. ,FD. BSTR. PMP. NO. FD. BSTR. PMP. NO, FD. BSTR. PMP. NO. . ~ BOILER BLR. NO. TIME LIGHTED STEAM FORMED STP.ISTR.

TIME STP. STR. STP.

HOURS 6 MIN.

ITEM STR. MN. FD. PHP. NO. NM. FD. PMP. NO. M FD PWP NO. fN.D. BLOWER' F.D. BLOWER F . D . BLOWER STP.jSTR.

ITEM pIm-pq FRESH WTR. PMP. NO.

TIME STR.1 STP.1 STR. STP. STR. [STP. I I 1 I '

STP.

STR.1 I I

STP.

HOURS b MIN.

S/S AIR COMP NO

I S.W. CLING. iMPhO. ELECT. F.D.B. NO. ELECT. F.D.B. NO. FLBsLplJHP NO. CONT. AIR COMP. TYPE I AIR NER TYPE II AI;;-DRYER

I 1~

LIGHT-OFF 6 SECURING RECORD CUT-OUT , BLR. CUT-IN MAIN. MAIN. ' AUX. AUX.
1 I

HRS. UNDER STM. 1 UNDERWAY'INPORT

REMARKS:

FRONT

BACK

~____________ t- B.T.
:N-CHARGE,

I
CHIEF ENGINEER:

Figure 2-4.-Boiler Room Operating Record.

2-10

operation. In ships with more than one main engine in the same engine room, a separate sheet is maintained for each engine, but common entries are omitted from the record for the port engine. The watch supervisor enters the remarks and signs the record for his watch. The petty officer in charge of the engine room checks the accuracy of the record and signs his name in the space provided on the back of the record. The main propulsion assistant notes the contents and signs the record. Any unusual conditions noted in the record should be reported to the engineer officer immediately. GAS TURBINE OPERATING RECORD On ships with gas turbines, bells and engine operating parameters are logged automatically by computer. The system can produce printouts at regular intervals or on demand. The data comes from two line printers; one for the bell logger and one for the data logger. The bell logger prints bell signals and replies to those signals. The data logger prints all information other than bell signals. The bell or data logger can print both kinds of information if one of the loggers is secured. Most ships use only one logger at a time. Examples of bell and data logger printouts are logs for data on engine parameters, alarms, status changes, trends in operating parameters, and demand prints of any of the logs. DIESEL ENGINE OPERATING RECORD The Diesel Engine Operating Record, NAVSEA 9231/2, is a complete daily record for each operating propulsion and auxiliary diesel engine in the ship. The watch supervisor writes and signs the remarks for his watch. The petty officer in charge of the ships diesel engines checks the accuracy of the entries and signs the record in the space provided. The engineer officer notes the contents and signs his approval of the record daily. AC/DC ELECTRIC PROPULSION OPERATING RECORD The AC/DC Electric Propulsion Operating Record, NAVSEA 9235/1, is daily record for each operating propulsion generator and motor in ships (except submarines) equipped with ac or dc electric propulsion machinery. A separate record sheet is used for each shaft. Exceptions are ships with more than two generators or two motors per shaft, where as many sheets as required are used.

Data is entered on the record and the remarks are written and signed by the Electricians Mate (EM) of the watch. The accuracy of the entries is checked by the EM in charge of the electric propulsion equipment and the electrical officer. Space is provided on the record for the daily approval and signature of the engineer officer. BOILER ROOM OPERATING RECORD The Boiler Room Operating Record, NAVSEA 9221/6 (fig. 2-4), is a complete record for each steaming firercom. Space is provided on the back of the record for the operating data of all fireroom auxiliary machinery. Entries are checked for accuracy by the fireroom supervisor. The B division officer also checks and initials the record. The engineer officer checks the entries and approves the record daily by signing it in the space provided for his signature. ELECTRICAL LOG The Electrical Log, NAVSEA 9600/1 (fig. 2-5), is a complete daily record for each operating ships service generator, Entries for the prime movers are generally recorded by the generator watch (MM). Electrical data are recorded by the switchboard watch (EM). Each signs the remarks made for his watch. The accuracy of the entries is checked by the EM in charge of the ships service generators. Both the M and E division officers check the record for accuracy and any evidence of impending casualties. Each officer initials the record to indicate he has checked it. The engineer officer notes the content and signs the record daily in the space provided. DISTILLING PLANT OPERATING RECORD There is a distilling plant operating record for each of the three principal types of distilling plants in use aboard naval ships. The records are (1) the Low Pressure Distilling Plant Operating Record, NAVSEA 9530/3, (2) the Flash Type Distilling Plant Operating Record, NAVSEA 9530/1 (fig. 2-6), and (3) the Vapor Compression Distilling Plant Operating Record, NAVSEA 9530/2. Each is a complete daily record maintained for each distilling plant in operation. Personnel of the watch record data and remarks in the record. The watch supervisor signs the remarks for his watch, and the petty officer in charge of the ships distilling plants checks all entries for accuracy and signs the record. The division officer (M or A, as applicable) reviews and initials the record. Space is provided on the

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Figure 2-5.Electrical LogShips Electric Plant.

2-12

Figure 2-6.Flash Type Distilling Plant Operating Record 2-13

back of the record for the daily signature of the engineer officer.

AIR COMPRESSOR OPERATING RECORD Some large ships maintain an Air Compressor Operating Record that contains important data such as temperatures and pressures pertaining to air compressors in operation. When required by the type commander, the Air Compressor Operating Record is prepared locally according to his directives. Contents of the record should be checked by the petty officer in charge of the air compressors and the appropriate division officer.

REFRIGERATION/AIR CONDITIONING EQUIPMENT RECORD

The Refrigeration/Air Conditioning Equipment Operating Record, NAVSEA 9516/1 (fig. 2-7), is a complete daily record for each operating refrigeration plant and air conditioning plant (except package units). Spaces on the front of the record are for entries applicable to both refrigeration and air conditioning plants (view A of fig. 2-7). The entries made on the back of the record are illustrated in view B of figure 2-7 (air conditioning). Note that data are recorded at 2-hour intervals in this record. The A division officer reviews the contents and initials the record daily.

FUEL AND WATER ACCOUNTS The maintenance of daily fuel oil, lubricating oil, water, and diesel oil accounts is vital to the efficient operation of the engineering department. The type commander generally prescribes forms and procedures necessary to account for and preserve a limited supply of fresh water and fuel. Chapter 090 of the NSTM lists the fuel and water accounts that the Naval Sea Systems Command (NAVSEASYSCOM) considers indispensable to the engineering department. Principally, these accounts inform the engineer officer of the status of the ships liquid load. They also form the basis for several important reports submitted to higher authority by the engineer officer. One of the most important of these is the report of the amount of burnable fuel on hand. It is fundamental to all naval operations that all ship and unit commanders know the exact amount of burnable fuel on hand. It is sound engineering practice to fill all fuel oil tanks to 95 percent of volumetric capacity to allow for expansion and to prevent spillage. When submitting fuel reports, the 95 percent volumetric capacity of the tank is assumed to be 100 percent of the burnable fuel. It is possible, however, to fuel above the 95 percent volumetric capacity. When fueled to 100 percent volumetric capacity, the burnable fuel percentage figure will exceed 100 percent. The engineer officer should not hesitate to report burnable fuel in excess of 100 percent when this amount is actually on board. When computing the amount of burnable fuel on board, only the fuel oil in storage tanks and service tanks is considered and only if it is above the service suction and transfer suction tailpipes. Fuel below those pipes is not considered burnable. The design height of suction tailpipes is shown on ships plans. The fuel oil in contaminated tanks (settling or separating tanks), also is not considered burnable.

GYROCOMPASS OPERATING RECORD The Gyrocompass Operating Record is a locally prepared, complete daily record for each operating master gyrocompass. The form for the log is prepared according to the type commanders directives. Columns in the log should provide space for recording the times of starting and stopping the gyrocompass, total hours of operation since delivery of the gyrocompass, and important operating data pertaining to the gyrocompass installation, The petty officer in charge of the interior communications (IC) equipment checks the accuracy of the log and the electrical officer notes its contents daily.

IC ROOM OPERATING RECORD

The IC Room Operating Record is a daily record of major electrical equipment in operation in the IC room and is maintained by the IC watch. The form for the record is prepared locally according to the type commanders directives. On small ships the gyrocompass log and the IC room record may be maintained on the same form. Important data such as voltages and currents of major units of IC equipment (IC switchboard, telephone switchboard, and motor generator sets) should be recorded on the form. The IC Room Operating Record is checked and approved in the manner described for the Gyrocompass Operating Record.

2-14

Figure 2-7.Refrigeration/Air Conditioning Equipment Operating Record. A. Front B. Back.

2-15

FUEL AND WATER REPORTS The engineer officer submits the Fuel and Water Report, NAVSEA 9255/9, daily to the commanding officer (fig. 2-8). The report indicates the amount of fuel (fuel oil and diesel oil) and water on hand as of midnight the previous day. The report also includes the previous days feed and potable water performance, results of water tests, and the steaming hours on boiler firesides and watersides. The Fuel and Water Report is compiled from data obtained from the Daily Fuel and Lube Oil Account and the Daily Water Account. The original and one copy of the report is delivered to the OOD early enough to submit to the commanding officer with the 1200 reports. DAILY FUEL AND LUBE OIL ACCOUNT The Daily Fuel and Lube Oil Account is generally a single daily record sheet showing the receipt, use,

expenditure, transfer, and changes by inventory or apparent meter error of the contents of each fuel oil, diesel oil, and lubricating oil tank throughout the ship. Forms and procedures are prescribed by the type commanders. An account form is submitted before and after receiving or delivering fuel oil. The form is prepared by the oil king and checked for accuracy by his leading petty officer and division officer. It is then submitted to the engineer officer for his approval and signature. The information in the record is the basis of reports submitted to higher authority (commanding officer and force or unit commander) by the engineer officer. DAILY WATER ACCOUNT The Daily Water Account is a daily record of the feedwater for boilers and potable fresh water in reserve feed tanks, deaerating feed tanks, boilers, and potable water tanks throughout the ship. The oil king records the

Figure 2-8.-Fuel and Water Report (front).

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data, which is then checked by his leading petty officer and division officer. The record is then submitted to the engineer officer for his approval and signature. The daily water account is also a source if information that is included in reports to higher authority. FUELING MEMORANDUM The engineer officer uses a Fueling Memorandum (fig. 2-9) to inform interested parties whenever fuel oil or diesel oil is received or delivered. Those interested parties include the commanding officer, the OOD, the supply officer, and any others concerned, including the ship being refueled when that is the case. LIQUID LOAD PLAN The Liquid Load Plan of the ship is a printed or locally prepared diagrammatic layout of all the ships tanks, with each colored to show graphically the

approximate status of fuel, ballast water, reserve feedwater, and potable water. The oil king prepares and distributes the plan daily. Copies serve as important aids to the damage control watch officer, engineer officer, and EOOW. In large ships, a copy of the plan may be posted at each repair party control station to provide information to the repair party officers. BOAT FUELING RECORD The Boat Fueling Record is a locally prepared, daily record of the boat fueling. It is indispensable for ships carrying or maintaining a large number of boats. All operating boats should be fueled daily before 0800 to prevent fueling at unusual hours and to ensure readiness for unscheduled calls. The record for each boat should indicate (1) the boat number, (2) the fuel capacity in gallons, (3) the fuel on hand, (4) the approximate fuel consumption in gallons per hour, and (5) whether or not the boat was fueled to capacity.

Figure 2-8.-Fuel and Water Report (back).

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OIL KINGS MEMORANDUM The Oil Kings Memorandum is a locally prepared report that includes soundings of all reserve feedwater tanks, tie1 oil tanks, feedwater suction, and standby tanks. It is submitted twice daily to the EOOW and engineer officer.
FUELING 5ND MEMORANDUM 9550143 (3166) U.S.S. OAHLGREN

BOILER WATER TREATMENT LOG The forms in the following list are used to record data that helps maintain proper water conditions in a steampropulsion plant: 1. Cover Sheet and Monthly NAVSEA 925516(fig. 240). Boiler Data,

SHIPS

(DLG-12)
IJATI-

To :

Commanding

Officer

From:

Engineer

Officer

-_

TIME

OF

FUELING
COMPLFTFD
GALLONS FROM

GALLONS
RECF I VED

FUEL

OIL

COMPUTED

AT

60

F.
DFL IVfRED

C@h@NCED

GALLONS

TO

-T

ANALYSIS
AVERAGE PUMPING TEMP GRAVITY .

OF

FUEL
vIscosITY

I
CLNTRIFUGE

WATER

AND

SEDIMENT

OF.
RECOROED BY

69 60O~.

FUROL @ 122 OF.

RATE DATE

SEC.

BEFORE
WATER

REFLUX

ING

AFTCR

REFLUX

ING

Dl5TlLLATlON

. I I I

DRAFT BEFORE
F ORwARD FT. IN. FT.

READINGS I AFTER
FORWARD AFT IN.

FUEL I NG
AFT IN. 1 FT. ME AN IN.

FUELING
ME /IN

FT.

FT.

IN.

FT.

IN.

REMARKS

INSTRUCTIONS
(a) Insure tanks full be received (b) Under sound all and compute that prior in oil to service king has refueling tanks the fuel oil and that no while refueling. service oil shall

FOR FUELING
(f) for shall man The the

OFFICER
Officer of men fueling and (First to handle telephone stand hy Lieutenant) will arrange host*. Engineer personnel circuits ([JV) and (2JV), the fuellnfl tanks. fueling, Officer and Manual covering fuel and book. gear

the supervision pertinent tanks the amount on

of the Engineer prior to and hand corrected

Officer, after fueling to 60F. deamount to refuel. in acdraft Weapons to make is

Weapons detail man the the manifolds

(c) Notify the Officer bf the Deck where It sired to rig fuel oil hoses, the approximate of fuel to be taken and the estimated time Fueling at sea operations shall be conducted cordance with .prescribed regulations. (d) Request (f.ore 81 aft) the R Division and mean before to obtain and after and for ships fueling. the them

(g) When in all respects notify the Officer of the the Weapons Officer (First th) Carry Chapter (i) When invoice analysis. Cj) are out 55-21. the 1. provisions a,b,c, from

reddy to commence Deck, the Englnecr Lieutenant ). and of 2. DuShips insure that to include stowing the organization

Technical the the hoses

fueling is received

the pier (delivered) for ships

(e) Notify the Officer-of-the-Deck Officer (First Lieutenant) in time their final preparations for fueling.

The responsibilities incorporated

in

the

ENGINEER

OFFICER

fsipnaturr)
O.O.D. Supply PLATE Officer NO. I 1658

Copies

to:

Figure 2-9..Fueling Memorandum.

2-18

Figure 2-10.

2-19

2. Feedwater Chemistry Worksheet/Log, NAVSEA 9255/4 (fig. 2-11). 3. Boiler Water Chemistry Worksheet/Log, NAVSEA 9255/8 (fig. 2-12).

4. Trend Analysis Graphs, NAVSEA 9255/13 (Type A Boilers), NAVSEA 9255/12 (Type B Boilers). 5. Reserve/Makeup Feedwater Test Log, NAVSEA 9255/10 (fig. 2-13).

Figure 2-11.-Feedwater Chemistry Worksheet/log.

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The Reserve/Makeup Feedwater Test Log, is used for feedwater tests on all ships with propulsion and auxiliary boilers. The Feedwater Log, with one of the previous logs listed, will be used on each ship to record

the test of feedwater and test and treatment of boiler water. Specific instructions for the maintenance of these logs are given in the NSTM, chapter 220, volume 2, and

Figure 2-12.-Boiler Water Chemistry Worksheet/Log.

2-21

Figure 2-13.

2-22

the Boiler/Feedwater Test and Treatment Course (certification course). 3-M SYSTEMS The primary objective of the Navy Ships Maintenance and Material Management (3-M) Systems is to manage maintenance and maintenance support in a manner that will ensure maximum equipment operational readiness. OPNAVINST 4790.4B, volumes I, II, and III, contain all of the detailed procedures and instructions for the effective operation of the 3-M Systems. That includes examples of the forms discussed in this chapter. Other instructions on the 3-M Systems are found in the type commanders maintenance manuals. This chapter will discuss the most common records of the 3-M Systems that must be kept current in the engineering department. PLANNED MAINTENANCE SCHEDULES In an effective Planned Maintenance System (PMS), PMS schedules must be accurately filled out and posted in a timely manner. PMS schedules are categorized as cycle, quarterly, and weekly. Cycle Schedule The Cycle PMS Schedule displays the planned maintenance requirements to be performed between major overhauls of the ship. The following information must be tilled in on the cycle schedules: ships name and hull number, work center designator code, maintenance index page (MIP) number, components or systems name, and maintenance scheduled in each quarter after overhaul. The engineer officer must supervise all cycle scheduling of engineering department maintenance, and then sign and date the Cycle PMS Schedule before it is posted. If there is a need to rewrite the Cycle PMS Schedule, the old schedules should be filed with the last quarterly schedule with which it was used. Quarterly Schedule The Quarterly PMS Schedule is a visual display of the work centers PMS requirements to be performed during a specific 3-month period. Spaces are provided to enter the work center, quarter after overhaul, department heads signature, date prepared, and the

months covered. The schedule has 13 columns, one for each week in the quarter. These permit scheduling of maintenance requirements on a weekly basis throughout the quarter. There are also columns to enter the MIP number and PMS requirements that may require rescheduling. There are tic marks across the top of the scheduling columns for use in showing the in-port/underway time of the ship for the quarter. The engineer officer must supervise scheduling of PMS on the quarterly schedule for his department. The engineer officer must then sign and date the schedule before it is posted. At the end of each quarter, the engineer officer must review the quarterly schedule, check the reasons for PMS actions not accomplished, and sign the form in the space provided on its reverse side. The division officer is responsible for updating the quarterly schedule every week. Completed quarterly schedules should be kept on file for 1 year. Weekly Schedule The Weekly PMS Schedule is a visual display of the planned maintenance scheduled for a given work center during a specific week. The work center supervisor uses weekly schedules to assign and monitor work on the PMS tasks by work center personnel. The Weekly PMS Schedule contains blank spaces to be filled in for work center code, date of current week, division officers signature, MIP number minus the date code, component names, names of personnel responsible for specific maintenance requirements, outstanding major repairs, and situation requirements. The work center supervisor is responsible for completing the Weekly PMS Schedule and for updating it every day. FEEDBACK FORM The PMS Feedback Report Form, OPNAV Form 4790/7B, provides maintenance personnel with the means to report discrepancies and problems and to request PMS coverage. All PMS Feedback Reports are sent to NAVSEACANs or TYCOMs, based on the category of the feedback report. Feedback reports are originated in the work center and must be signed by the originator. They are then screened and signed by the division officer and the engineer officer before being forwarded to the 3-M coordinator. The 3-M coordinator will date and sign the feedback report, serialize it, and return the green copy to the originating work center. The originating work

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center will file the green copy until an answer to the feedback report is received. SHIPS MAINTENANCE ACTION FORM The Ships Maintenance Action Form, OPNAV 4790/2K, is used by maintenance personnel to report deferred maintenance and completed maintenance. This form also allows the entry of screening and planning information for management and control of intermediate maintenance activity (IMA) workloads. The OPNAV 4790/2K is originated in the work center. It is screened for accuracy and legibility, and initialed by the division officer and engineer officer before being forwarded to the 3-M coordinator. When the form is used to defer maintenance, the 3-M coordinator will send two copies back to the originating work center to hold on file. When the deferred maintenance is completed, one of the copies is used to document the completion of the maintenance. CURRENT SHIPS MAINTENANCE PROJECT The standard Current Ships Maintenance Project (CSMP) is a computer-produced report listing deferred maintenance and alterations that have been identified through Maintenance Data Collection System (MDCS) reporting. Copies of the CSMP should be received monthly. The engineer officer is provided with a copy for each of the engineering department work centers, and each work center is provided a copy that shows only its own deferred maintenance. The purpose of the CSMP is to give shipboard maintenance managers a consolidated list of deferred corrective maintenance. They can use the list to manage and control maintenance in the deferred items. The work center supervisor is responsible for ensuring the CSMP accurately describes the material condition of his work center. Each month when a new CSMP is received, verified, and updated, the old CSMP may be destroyed. OPNAVINST 4790.4B, contains the instructions and procedures needed to complete and route all 3-M Systems forms. ADDITIONAL RECORDS The engineering department records and reports discussed in this section inform responsible personnel of coming events (including impending casualties).

They supply data for the analysis of equipment performance, provide a basis for design comparison and improvement, or provide information for the improvement of maintenance techniques and the development of new work methods. The records are those papers that must be compiled and retained on board (in original or duplicate form) for prescribed periods. They are primarily used for reference in administrative and operational matters. The reports are of either a one-time or recurring nature. Recurring reports are required at prescribed or set intervals, while one-time reports need to be made on the occurrence of a given situation. ENGINEER OFFICERS NIGHT ORDER BOOK The engineer officer keeps a Night Order Book as part of the engineering records. In it he enters orders with respect to (1) operation of the engineering plant, (2) any special orders or precautions concerning the speed and operation of the main engines, and (3) all other orders for the night for the EOOW. The Night Order Book is prepared and maintained according to instructions issued by the type commander. Some type commanders require that the Night Order Book have a specific format that is standard for ships of the type. Others allow use of a locally prepared form but specify certain contents of the book. The Night Order Book must contain orders covering routine recurring situations (engineering department standing orders) as well as orders for the night for the EOOW. Standing orders are issued by the engineer officer as a letter-type directive (instruction), according to the ships directives systems. A copy of the instruction is posted in the front of the Night Order Book. Orders for the night for the EOOW generally specify the boilers and other major items of machinery to be used during the night watches. A form similar to the one illustrated in figure 2-14 is in use in some ships for the issuance of the engineer officers night orders. The Night Order Book is maintained in port and at sea. In the temporary absence of the engineer officer in port, the engineering department duty officer maintains it. Underway, the Night Order Book is delivered to the EOOW before 2000 and is returned to the log room before 0800 of the following day. In addition to the EOOW, principal engineering watch supervisors and the oil king should read and initial the night orders for the watch. In port, the leading duty petty officer of each engineering division and the principal watch supervisors should read and initial the night orders.

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Figure 2-14.-Engineer Officers Night Orders (sample). STEAMING ORDERS Steaming Orders are written orders issued by the engineer officer. They list the major machinery units and readiness requirements of the engineering department based upon the time set to get the ship underway. Generally, a locally prepared form similar to the one illustrated in figure 2-15 is used to issue the Steaming Orders. The orders normally specify the (1) engine combinations to be used, (2) times to light fires and cut in boilers, (3) times to warm up and test main engines, (4) times to start and parallel ships service generators, (5) standard speed, and (6) EOOW and principal watch supervisors. Early posting of Steaming Orders is essential to get a ship with a large engineering plant under way. GYROCOMPASS SERVICE RECORD A Gyrocompass Service Record Book is furnished to the ship for each gyrocompass installed. The book is a complete record of inspections, tests, and repairs to the gyrocompass and must always remain with its associated gyrocompass. The front of the book contains complete instructions for maintaining the record-they must be followed carefully. If the Gyrocompass Service Record Book is lost or damaged, use the Navy Stock List of Publications and Form, NAVSUP 2002, to get a

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Figure 2-15.-Steaming Orders (sample). replacement. Include the mark, modification, and serial number of the gyrocompass for which the book is intended. DEGAUSSING FOLDER The ships Degaussing Folder is a record of the degaussing installation in the ship. The folder contains (1) a description of the degaussing installation; (2) a record of inspections, tests, and repairs performed by repair activities; (3) the values of all coil currents for the ships position and headings; and (4) a record of the degaussing range runs. The Degaussing Folder is necessary to the operation of the degaussing system and must be safeguarded against loss. Generally, the navigator keeps the Degaussing Folder with the names of engineering personnel who will use it. The Ships Degaussing Action Log, NAVSEA 8950/19, is provided for recording maintenance of the degaussing system performed by the ships force. When

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complete, the forms are inserted in the degaussing folder. BOILER TUBE FAILURE REPORTS The form shown in figure 2-16 is a standard form to be used when reporting failed or replaced boiler pressure parts. The form (NAVSEA 9510/2), together with any required samples of deposits, tubes, and boiler water, should be forwarded to the nearest shipyard or repair facility for analysis and report. If the tube failure is unusual and there is doubt of the cause, send the tubes and report to the Naval Ships Engineering Center, Philadelphia Division (formerly Naval Boiler and Turbine Laboratory). Send them according to current instructions issued by NAVSEASYSCOM. When filling out the Boiler Tube Casualty Report, always use standard terminology to provide meaningful information on the nature and causes of the damage. If you cannot determine the exact type of damage, remember and use the following terms to help you. RUPTURE describes all openings associated with tube enlargement; l PERFORATION describes openings other than cracks that are not associated with tube enlargement; . CRACK describes a longitudinal or circumferential separation where there is no appreciable tube enlargement. If it is necessary to submit samples in connection with boiler pressure part damage, follow current instructions issued by NAVSEASYSCOM. Here are a few tips on how to prepare and submit samples: . Samples of damaged pressure parts must be obtained as nearly as possible in their original form. A complete tube section containing an example of the metal damage makes a good sample. . Cut sample tubes into convenient lengths for shipping, but mark them CLEARLY for reassembly. Do NOT use oil for cutting a tube that is to be submitted as a sample. Cut sample tubes so the damaged area will not be cut, burned, or otherwise disfigured. . A poorly labeled sample is nearly worthless. Mark tube sections with paint to show the side toward the furnace, the top and bottom orientation of the tube, the distance of the rupture, crack, or fault from the furnace floor or roof (if the complete tube is not forwarded), and the steam drum end. Also, use paint to

show the relationship of each section to the other sections of the tube, the boiler number, the name of the ship, and any other necessary information. The marking must not cover or contaminate the damaged area Do NOT submit tube samples with paper tags tied onto them; when paper tags are used, they generally become lost or disfigured long before the sample arrives at its destination. . The best way to submit a sample of a tube deposit is usually to submit a section of the tube with the deposit still in place. If for some reason this cannot be done, separate the deposit sample from the metal. Use a sharp instrument that can take the entire thickness of the deposit down to the sound metal. As a last resort, you can take deposit samples by scraping or brushing. However, samples taken in this way are broken up and frequently contaminated with other material. They provide limited useful information. . Forward deposit samples in clean bottles or cans. Permanently mark the container with all the required identifying information. . Take a 1-gallon sample of boiler water while the boiler is being emptied or just before it is emptied and submit it with samples of waterside deposits. Be sure the bottle is clean before the sample is collected Fill the bottle almost to the top; stopper it tightly; and label it clearly with all identifying information, including information on recent water tests and water treatment. . When you submit samples for analysis, send an explanatory letter with them. Include information on the circumstances under which the failure occurred, the cause of the failure (if known), the firing rate at the time, the number of steaming hours since the last waterside cleaning, and any other pertinent formation. BOILER TUBE RENEWAL SHEETS Boiler Tube Renewal Sheets, often called Boiler Tube Data Sheets, should be used to keep a record of defective tubes and of renewed tubes. Boiler Tube Renewal Sheets are available for most boilers now in naval use. Figure 2-17 illustrates this form for a Babcock & Wilson double-furnace boiler; figure 2-18, A and B, shows the form for a Foster Wheeler single-furnace boiler. If Boiler Tube Renewal Sheets are not available for a particular boiler, similar forms can be prepared from the boiler plans.

2-27

Figure 2-16.

2-28

2-29

Figure 2-18.-Boiler Tube Renewal Sheet for a Foster-Wheeler Single Furnace Boiler.

SHIP CHARACTERISTICS CARDS The Ship Characteristics Card, OPNAV 9010/2, is a report of comprehensive information essential to an understanding of the characteristics and capabilities of

surface ships and service craft. A similar report, the Submarine Characteristics Card, OPNAV 9010/1, applies to submarines. Current OPNAV and fleet commanders directives prescribe the distribution and frequency of submission of the ship and submarine

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Figure 2-18.-Boiler Tube Renewal Sheet for a Foster-Wheeler Single Furnace Boiler-continued. characteristics cards. The current revision of OPNAVINST 9010.8 applies. The report includes instructions for completing the forms. The data in the Ship Characteristics Card must be accurate and complete because CNO uses it for planning. Where accurate data are not available, make an estimate and mark it with the letter E, and then follow up with exact data as soon as practical. CNO requires that all ships submit the Ship Characteristics Card (1) upon commissioning or being

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Figure 2-19.-Summary of Situation Reports.

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placed in service, (2) within 30 days after completion of regular overhaul, and (3) whenever a change in military characteristics (including any change in weapons installations) is made. The engineer officer must make certain that the current revision of the Ship Characteristics Card is used to submit the report. When filled in, the Ship Characteristics Card is classified Confidential. MAIN PROPULSION TURBINE CONDITION REPORT The Main Propulsion Turbine Condition Report is a letter report of the condition of each propulsion turbine and is submitted to NAVSEASYSCOM via the type commander 3 months before each regular overhaul. The report includes data and information on the turbines according to NAVSEASYSCOM requirements pertaining to main propelling machinery. The report includes recommendations by the commanding officer and type commander that the turbine should or should not be disassembled for inspection and overhaul during the regular period. When the type commanders endorsement on a turbine condition report recommends disassembly of the turbine casing, NAVSEASYSCOM reviews and normally approves the recommendation. However, the type commander may ask for additional information or alternate or additional tests and inspections before he

approves disassembly of the casing. When the turbine report shows the condition of the turbine is satisfactory and no urgent alterations are necessary, NAVSEASYSCOM does not answer the report. Any answer from NAVSEASYSCOM that approves disassembly or asks for additional tests or inspections will be directed to the type commander with copies to the reporting ship, the overhaul activity, and any other activities concerned. The activity (usually the type commander) controlling the operating schedule and overhaul funds of the ship, has final authority for disassembling the casing. SITUATION REPORTS Situation Reports are one-time reports required when certain situations arise. Figure 2-19 is a summary of one-time reports (not previously described) pertaining to the engineering department. The situations that call for the reports listed in the summary are explained in the references given. GAS TURBINE SERVICE RECORDS The gas turbine propulsion plants recently introduced to the fleet are unique in that service and maintenance records are kept in a way similar to aircraft propulsion plants. NSTM, chapter 9416 (0234), gives a description of these service records and full instructions for maintaining them.

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CHAPTER 3

TRAINING
When you have read and understood this chapter, you should be able to answer the following learning objectives: . Describe the organization and processes of fleet training. . Describe the organization and processes of shipboard training.

The purpose of Navy training is to produce a combat-ready Navy that can guarantee victory at sea. Navy training consists of fleet and shipboard training. The Type Commander's Readiness and Training Manual/Instructions contains general policies for fleet training. This chapter deals with both types of training, especially as they concern the ships engineering department. FLEET TRAINING The Chief of Naval Operations (CNO) is responsible for fleet training. He delegates control and supervision to the commanders in chief of the Atlanlic and Pacific Fleets. They, in turn, exercise responsibility through their type commanders. Each fleet has a commander of the training command. He provides programs such as shakedown and refresher training when directed by the type commander. These programs include battle readiness, common purpose, and uniform standards at all levels of the organization. See figure 3-1.

The training cycle for each ship covers the period between regularly scheduled shipyard overhauls. The following events are scheduled during that time: l Inspections and trials are held and used for training. l The intratype competitive period, or training competition among common types of ships, is scheduled for either 12 or 18 months, depending on need. l Fleet operating schedules are issued on both a quarterly and annual basis and govern planning for maintenance and related training. TYPE TRAINING EXERCISES Type commanders prescribe training exercise during the intratype competitive period. The tactical commander of ships in a task force requires that ships perform those exercises either separately or with other ships. Type commanders are responsible to the fleet commander for the administration and control of the training programs of ships in their administrative commands. They have the following duties: 1. Designate the exercises and set minimum requirements. 2. Select exercises to meet specific training requirements. 3. Reallocate ammunition allotted by the fleet commander. 4. Divide ships into competitive groups. 5. Provide qualified observers for certain exercises.

Figure 3-1.-A fleet type training organization.

6. Appraise the performance of each ship.

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7. Maintain records of the overall performance of each ship. When awarding final grades for performance, type commanders have broad authority. They may weigh separate exercises and other performances to evaluate the ships organization, discipline, and opportunities for training. They may delegate their authority for fleet training (except policy guidance) to subordinate commanders of units that operate outside their supervision and observation. A training exercise must be observed and analyzed if it is to be effective. If it will be graded, formal observation is mandatory. Observers will come from outside the observed ship if an exercise is important enough. Observers should analyze and critique the exercise as soon as practical after observing it. The critique should identify errors and deficiencies in material or procedures, and it should include recommendations for improvement. A critique of a training exercise is based upon the ships readiness to deal with the situation simulated in the exercise. However, the observers will consider factors over which the ship has no control. The observing command submits a recommended grade with a report of the exercises observed. However, the type commander or a designated subordinate awards a final grade that is planned to establish uniformity within the type. An evaluation of readiness includes the performance of basic exercises and handling of actual casualties. SHAKEDOWN AND REFRESHER TRAINING A ship will undergo shakedown training if it was recently commissioned. A ship will undergo refresher training if it was recently activated or is leaving a shipyard after a regular overhaul. In either case, a designated Fleet Training Group (FTG) under the direction of the Commander, Training Command, U.S. Atlantic or Pacific Fleet, will put the ship through intensive combat-readiness training. During that time, the Commander, Fleet Training Group, has operational control of the ship. Fleet Training Group The primary purpose of an FTG is to help ships train themselves. To do that, FTGs have delegated authority to control the assignment of operating areas, coordinate and regulate training exercises, and supply training services in their assigned operating areas.

An FTG is generally divided into an administrative section and an afloat training section. The administrative section schedules the activities of ships in training for such services as target towing, photography, and dual-ship exercises. The afloat training section handles the actual training aboard ship. It is organized into departments in the general pattern of shipboard organization. However, the engineering department is divided into two departments: engineering and damage control. The FTG usually holds training exercises in three phases. 1. A training readiness evaluation (TRE) for ships in refresher training and an arrival inspection for ships in shakedown training 2. The training itself 3. An operational readiness evaluation (ORE) at the end of training for ships in refresher or shakedown training Training Readiness Evaluation A TRE determines the ships organizational and material readiness to begin refresher training. FTG personnel do a TRE on a ship either in its home port or when it arrives at an FTG site. The TRE check-off lists are based upon standards prescribed by Battle Control, NWIP 50-l(B), Naval Ship's Technical Manual, and directives of the fleet and type commanders. When a ship is scheduled for refresher or shakedown training, the fleet training command usually sends the ship information and instructions on the conduct of training in the FTG. They also send checklists for an arrival inspection or TRE. The engineer officer should check his departments organization and administrative procedures against the checklist(s). If the engineer officer corrects most of his discrepancies before the ship reports to the FTG, there will be more time for training. When FTG personnel begin the TRE, the ships engineering department should provide the following assistance to the team: 1. Furnish at least two ships personnel who are familiar with logs, records, and publications. 2. Group logs, records, and publications in the sequence required by FTG instructions. 3. Assign one person, who knows the spaces and the locations of posted safety instructions and

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operating instructions, to stand by each engineering space. 4. Have keys available to let FTG personnel into locked spaces. FTG personnel assigned to the engineering and damage control departments will conduct the inspections and evaluations of those departments. As part of that process, they will board the ship on a first days ride, and additional rides as may be practical. During these rides, they will conduct and observe drills and instruct personnel in correct procedures for engineering and damage control. When the TRE is complete, the FTG team will give the commanding officer a critique and a written report of discrepancies. They will send a formal report to the Commander, Training Command, and a copy to the type commander. Those deficiencies that affect the refresher training should be corrected as soon as possible. SHIPBOARD TRAINING The objective of the shipboard training program is to develop individual skills. It should prepare each person to fill his billet aboard ship, to accept more responsibility, and to advance in rating. Individual training is the basis for team training, which is the basis for training an entire ship. The shipboard training program must consider the ships organizational framework and operating schedules if it is to meet training needs. Personnel must be trained within their shipboard roles so that analysis of training can include the following: 1. Observation of team or group and individual performance 2. Comparison of performance with standard criteria 3. Recognition of methods for improvement 4. Attention to training potential and the elimination of training paper work ORGANIZATION FOR SHIPBOARD TRAINING The policies and plans of higher authority, mostly those of the type commander, govern the shipboard training organization. The commanding officer heads the organization (fig. 3-2), and the executive officer supervises it. Those in the organization plan, coordinate, and conduct drills, classes, and other instruction to

Figure 3-2.-Shipboard organization for training. increase the general and specialized professional knowledge of personnel. Training methods will vary from ship to ship depending on size, design, and personnel. Officers who know the existing training and maintenance conditions should plan training time to take advantage of maintenance requirements where possible. In the following pages, well explain the roles of the planning board for training and of these key training personnel: the educational services officer (ESO), the engineering training officer, the division training officer, and the instructors. Planning Board for Training The ships planning board for training is usually composed of the executive officer as chairperson, the heads of departments, the training officer, and the ESO. The board advises the commanding officer and helps him develop training policies, establishes the ships training program, and evaluates the program by reviewing its training schedules.

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The planning board meets regularly to evaluate progress, coordinate action, propose changes to improve current training, and prepare for future requirements. They draw information from the personal knowledge of the members, reports of the ESO, and various control devices. This approach often can identify training problems and fix responsibility on personnel, conditions, or conflicting requirements. The planning board should regularly examine the following conditions for their effect on training: l Changes in the ships operations l The installation of new or improved equipment l Changes in qualifications for advancement in rate l Changes in personnel assignments l Changes in regulations or procedures under which the ship operates l The completion of any phase of the training program l An increase or decrease in training facilities or availability of training establishments

l Assist examining boards by providing material and personnel as requested. l Schedule orientation and indoctrination courses for officer and enlisted personnel. l Direct the educational services program, including interviewing and counseling personnel; processing applications for officer, enlisted, and correspondence courses; administering special and end-of-course tests; and helping personnel get high school, college, business, and military education credits. l Process applications and conduct necessary interviews and tests for limited duty officer, Naval Academy Preparatory School, Officer Candidate School, and Naval Reserve Officers Training Corps. l Prepare, maintain, and submit required training records and reports. Engineering Training Officer The engineer officer appoints the engineering training officer. He usually assigns the job to one of his assistant engineer officers as a collateral duty. The engineering training officer has the following duties: l Help the engineer officer develop a department training program in support of the training objectives of the ship. l Help the engineer officer develop a training program to provide qualified reliefs for key personnel. l Implement approved training plans and policies within the engineering department. l Coordinate and help administer division training programs within the engineering department. This duty includes supervising the preparation of training materials; reviewing curriculum, courses, and lesson plans; helping to select and train instructors; holding periodic evaluation of instruction given at drills, during watch, on station, and in the classroom; and procuring training aids and devices through the ESO. l Prepare, maintain, and submit training records for the engineering department. l Initiate requests for training supplies and materials for the engineering department.

Educational Service Officer

The ESO helps the executive officer administer the ships training, information, and education programs, In large ships, an officer may hold the ESO job as a primary duty. In smaller ships, the executive officer acts as the ESO or assigns the job to another officer as a collateral duty. The ESO works with department and division training officers to conduct the overall training program and special training programs. The ESO has the following duties: l Supervise the administration and operation of the ships training aids. l Serve as a member of the ships planning board for training. l Maintain contact with fleet and material command or bureau controlled training activities, and advise the planning board for training and other ships personnel of the use of such facilities for training l Secure quotas as recommended by heads of departments, for personnel attending fleet or functional schools.

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l Help the engineer officer plan and coordinate the training of junior officers of the engineering department. Division Training Officer The division officer usually assigns one of the junior division officers to be division training officer as a collateral duty. Otherwise, the division officer or assistant division officer does the job. The division training officer reports to the division officer and works with the engineering training officer and ESO to coordinate training. The division training officer has the following duties: l Plan, develop, and ensure the preparation of division training schedules; and obtain the training space and materials to support the schedules. l Select and train instructors for the division. l Review curriculum, courses, and lesson plans for the division; and supervise the preparation of training material. l Obtain, hold custody of, and issue training aids and devices. l Evaluate all instruction within the division. l Prepare, maintain, and submit division training records and reports. l Initiate requisitions for division training supplies and materials. l Encourage division personnel to attend naval schools and civilian institutions. l Encourage division personnel to use Navy correspondence courses. Instructors All officers and petty officers in the engineering department must take an active part in the training program, and each is expected to be a competent instructor. The petty officers will provide most of the instruction. However, all instructors must show competence in their specialties, and they must develop teaching ability through training and experience. Assign instructors from all rates, including firemen, according to their ability to learn the subject and teach it. Take advantage of graduates of the Navys C school

for instructors-use them both as instructors and as trainers of other instructors. TYPES OF TRAINING The major types of training needed in the engineering department are indoctrination, military, professional, and leadership. Well discuss each of these in the next paragraphs. Indoctrination Indoctrination is initial familiarization training given to all officers and enlisted personnel when they report on board. The purpose is to make them familiar with the regulations, organization, and layout of the ship and the department. Indoctrination may include some basic military, professional, and operational training, depending on the needs of the individual and the type of ship. The time needed for indoctrination depends on the persons rank or rate, previous service, and the ships training program as explained in the next paragraphs. Indoctrination is minimal for officers and enlisted personnel with shipboard experience. Standardized shipboard organization makes it unnecessary to hold more than a brief orientation toward new surroundings. Indoctrination for junior officers with less than 2 years of commissioned or warrant service should lay the groundwork for professional and operational training to assume specific duties in the engineering department and collateral duties in other parts of the ship. Indoctrination for firemen (FA, FN, and strikers) should include an orientation by the division in which the person will work. Acquaint them with the equipment, operating principles, and operating procedures for the division as listed in the following paragraphs. l Auxiliaries division: The ships distilling plant, small boats, hydraulic systems, heating and air conditioning systems, machine shop, boat engine repair shop, and galley and scullery equipment. l Boilers division: Ship fueling procedures, the ships boiler, fireroom auxiliaries, fireroom safety precautions, and boiler feedwater and feedwater systems. l Electrical division: Indications of trouble in electrical equipment and recommended procedures, shifting the electrical load, safety precautions, portable electric tools, electrical switchboards, interior communication and

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sound-powered telephones, maintenance and repair of motors and generators. . Main engines division: The main engines, engine-room auxiliaries, reduction gears, turbogenerators, pumps, air ejectors, piping systems, watch standing, and safety precautions. . Repair division: Watertight integrity, care of damage control equipment, location of the repair lockers, and the duties and responsibilities of the pipe shop, shipfitter shop, and carpenter shop. Military Training Most officers and enlisted personnel get initial military training before or during basic training. In addition, enlisted personnel are required to take military training correspondence courses to qualify for advancement. Most military training offered on board ship is refresher training because even experienced naval personnel may need to be reminded of their military duties. Military training may be offered in a number of ways, such as in formal classes, at morning quarters, and as excerpts in the ships plan of the day. Professional Training There are four basic sources of professional training: (1) civilian institutions, such as technical schools, colleges, and universities; (2) Navy schools; (3) correspondence courses; and (4) operational training. Well discuss each of these in the following paragraphs, but well give more attention to operational training since it is the only ongoing training aboard ship and the training most directly related to performance. CIVILIAN INSTITUTIONS. Officers and senior petty officers should counsel personnel on the need to take courses in local education and training institutions when they are on shore duty. and through the Campus Afloat program, where many larger ships have civilian instructors on board who hold colleges classes during off-duty hours. These studies improve knowledge and skill, help the chances for advancement, and help prepare for civilian life. NAVY SCHOOLS. Officers and senior petty officers should counsel personnel to apply for Navy schools that will help them advance. This is especially true where a Navy school is not in the training path for a rating and where younger personnel may not know about specialized schools available to them. An example is a school to qualify for a Navy enlisted classification (NEC) specialty within the rating.

CORRESPONDENCE COURSES. Correspondence courses are the most easily accessible of all training courses. They offer the greatest variety of military and professional development courses for officers and enlisted personnel. BUPERSINST 1430.16 sets mandatory requirements for enlisted advancement that include certain correspondence courses in military and professional training. Those are listed in Bibliography for Advancement Study, NAVEDTRA 12052. Figure 3-3 shows a record of courses taken for advancement. It maybe useful as a way to keep up with those who have completed the necessary courses. Many other correspondence courses are available both from the Navy and from other branches of the armed services. Use the List of Training Manuals and Correspondence Courses, NAVEDTRA 12061, to review the offerings and to order courses. See the ESO for sources and applications. Operational Training Each division should plan an operational training program based on qualifications for advancement. It should qualify personnel to do the jobs in their ratings as well as the military and general ship-related jobs and prepare them to advance in rate. As part of the qualification process, it should prepare them to complete Personnel Advancement Requirements (PAR) and Personnel Qualification Standards (PQS), which well discuss in more detail later in the chapter. The division officer is primarily responsible for operational training, but the division training officer (if the division has one) implements it. Senior personnel should keep up with their subordinates training and qualifications so they can adjust training to meet needs and provide their supervisors with the current training status of all personnel. The division officer needs a continuing flow of information on training and qualifications. With that information, he can keep accurate records to adjust the division training program as necessary and to recommend personnel for advancement. Operational training may be defined as the application phase of professional training. Trainees get operational training mostly by study, by on-the-job training and demonstration, and by drills while they stand watch (or battle) stations. Such training develops individual and team efficiency, familiarizes all personnel with minimum operational requirements in the ship, and qualifies replacements for personnel at condition watch stations. On-the-job training and drills

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Figure 3-3.-A sample record of courses for advancement.

offer the best way to develop individual and team efficiency for both rating-related and general ship and military duties. Instructors have found the following techniques useful in on-the-job training: 1. Let trainees study the instructions for the job to be performed and then quiz them to learn whether they understand what they read. Explain any misunderstandings. 2. Do the job accurately and carefully while you explain exactly what you are doing. Answer any questions. 3. Do the job again, but let the trainees tell the instructor what to do, how to do it, and why.

4. Let each trainee do the job. Have him explain what he will do, how he will do it, and why he will do it; then, supervise him while he does it. To be sure drills are effective, hold them frequently and keep all participants occupied throughout the drill. Plan each drill as carefully as any other method of instruction. The purpose of drills is to give practice in learned skills, so dont combine training with drills. As an example, the following procedures work quite well in most drills: 1. Analyze the duties of each person in the team. 2. Instruct the person or team on how to do the job.

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3. Have the person or team rehearse the operation slowly and without pressure. 4. Drill for greater accuracy and speed. Work on correct procedures in early drills, and work on speed as drills progress. 5. Have the person or team perform the operation. 6. Evaluate the performance. Hold a critique to point out errors and recommend ways to improve performance. Give praise where it is due. Individuals and teams should be cross trained in the minimum operating requirements of a ship or department. The purpose is to have minimally qualified persons who can step in when the person or team that normally does a given job is transferred or becomes a casualty. When training has been done, rotate personnel through the various duties and watch stations and conduct drills as you do so. That way, they will have some experience before they may be called on to step in and do the job. In small ships, all hands should learn the ships operations so they can take over any number of duties if necessary. On larger ships, it may be necessary to limit training to the department. Keep an individual

drill record (fig. 3-4) at each watch station to indicate the status of training for watch personnel. PERSONNEL ADVANCEMENT REQUIREMENTS. PARs are rating-related statements about what a trainee should be able to do to show that he is qualified for advancement. Each person must have all PARs signed off as a requirement for advancement. By signing off a PAR statement, the supervisor agrees that the person has demonstrated the minimum knowledge and skill necessary to do the job. The supervisor also may sign the PAR statement if he believes the person can do the job, but there is no equipment or opportunity to demonstrate that ability. Supervisors should help their subordinates prepare for PARs sign-off in the following ways: Provide manuals, publications, operating instructions, and safety precautions; hold on-the-job training; and keep trainees busy in productive learning situations. PERSONNEL QUALIFICATION STANDARDS. PQS, OPNAVINST 3500.34B, is a program to qualify officer and enlisted personnel to perform assigned duties. NAVEDTRA 43100-1, Handbook on Personnel Qualification Standards, p r o v i d e s information on the PQS concept and describes its use in

Figure 3-4.-A sample individual drill record for engine-room personnel.

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Navy training. The PQS lists the knowledge and skills required to qualify for a specific watch station, maintain a specific equipment or system, or perform as a team member within the assigned unit. The PQS is in the format of a qualification guide. It asks the questions a trainee must answer to verify his readiness to perform a given task and provides a record of his progress and final certification. The PQS approach to training is based on individual learning. The learner has the complete written program in his hands. The operational supervisor provides assistance and maintains quality control over the learning process. PQS may be signed off only by personnel who are qualified and have been designated to certify completion of each PQS. When a person is certified in a PQS, he may also have that standard signed off in PARs if it is duplicated there. Leadership Training Every officer, petty officer, and potential petty officer on the ship should have leadership training. They need it to learn how to get the job done through people. The techniques of management, administration, and supervision that underlie leadership are always changing as the working world learns better ways. Therefore, leadership training is always needed. Most ships can provide training aids and materials on leadership. Most ships have graduates of the Navy Leadership Development (NLD) program and they can offer lectures on leadership for those who have not had training. PERFORMANCE EVALUATIONS Refer to the Naval Military Personnel Command lnstruction, NAVMILCOMINST 1616.1, for more information on performance evaluations. The Navys evaluation system allows the commanding officer to exert a positive influence upon the selection of those who will be advanced. He does so by recommending only those who will serve the Navy best. He can do that only if supervisors give him realistic performance evaluations based on demonstrated performance. If all candidates are rated too highly, the commanding officer cannot help those who most deserve it. Recommend advancement only for those who (1) have met all of the qualifications for advancement, (2) have performed well in their present rates, and (3) probably will perform well in the higher rate.

Since all Navy enlistees must meet minimum standards to enter the Navy, we can assume that each ship probably has an average crew. That means, for evaluations, there should be about as many above average as below. This is the average crew concept and it should be used to evaluate any group of candidates who are trying to advance to the same rate. Be completely frank in enlisted evaluation reports. Always report outstanding performance and always report individual shortcomings. Supervisors need to know both when they select personnel for duty assignments. Prepare and regular evaluation submit reports according to the following schedule: For E-4 and below, use NAVPERS 1616/24, (single sheet); for E5 and above, use NAVPERS 1616/24 (OCR set).

Servicewide examinations for advancement in rating are conducted each year in March and September for paygrades E-4 through E-6 and in January for paygrade E-7. These examinations are prepared by senior petty officers in each rating at the Naval Education and Training Program Management Support Activity, Pensacola, Florida. Each examination is based on the professional requirements of the rate. TRAINING RECORDS The true measure of an effective training program is performance, and any records should be created to reach that goal in the simplest way possible. The only justification for a record of training is to show how much training has been done and how much remains to be done. Therefore, keep records to an absolute minimum consistent with needs and the requirements of higher authority. When possible, use the same forms to schedule training and to record completed training. Type commanders and commanding officers will prescribe some records. The schedules and records discussed in this section are an example of a system to help plan, administer, and control a

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training program. The eight standard forms listed below and shown in the following pages make up the system: Long-Range/Quarterly Training Plan (fig. 3-5), OPNAV Form 31204A Monthly Training Plan (fig. 3-6), locally prepared Division Training Schedule (fig. 3-7), General Record (Type III), OPNAV Form 1500-32

TYCOM Required Training Exercises, Trials, and Inspections (fig. 3-8), General Records (Type l), OPNAV 1500-30

0 Record of Qualifications at Watch/Battle Stations (fig. 3-9), General Record (Type II), OPNAV Form 1500-31 0 Personnel Qualifications Standards (PQS) Record of Progress Chart (fig. 3-lo), NAVEDTRA Form 1500/l, and Qualification Cards

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340

Figure 3-6.-Sample Monthly Training Plan

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Figure 3-7.-Division Training Schedule.

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Figure 3-8.-TYCOM Required Training Exercises, Trials, and Inspections.

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Figure 3-9.-Record of Qualifications at Watch/Battle Stations.

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Figure 3-10.

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l Formal school training records (figs. 3-11, 3-12, and 3-13) l Division Officers Personnel Record Form, NAVPERS 1070/6 (fig. 3-14). Generally, you may destroy training records when information of current interest is transferred to a replacement record. However, you should keep the Plan for 90 days Long-Range/Quarterly beyond the end of year. each competitive cycle. Keep the Monthly Training Plan records for 1

Decentralize the preparation and maintenance of schedules and records so that no one officer or petty officer is given an unreasonable burden. Here is a suggested distribution of records that might be kept by each officer in the department. 1. The training officer or responsible department head: a. Long-Range/Quarterly Training Plan b. Monthly Training Plan c. TYCOM Required Training Exercises, Trials, and Inspections

Figure 3-11.Available Off-Ship Training, R Division.

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Figure 3-12.-Enlisted Minimum School Requirements.

2. The senior watch officer: a. Deck watchstanding officer and enlisted assignments and qualifications b. Deck watch standers' courses and training record 3. The division officer: a. Division drill/instruction schedule b. Available formal school training c. Division Officers Personnel Record

4. The chief or other leading petty officer of each rating in each division, under the supervision of his division officer: The PQS Record of progrcss Chart 5. The officer or petty officer in charge of each watch/battle station: The Record of Qualifications at Watch/Battle Stations Long-Range Training Plan The Long-Range Training Plan is the basic training record. Use it to plan and record plans for all training

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Figure 3-13.-Format for scheduling and planning off-ship training. 3-18

and to keep all personnel informed of training plans and operating schedules. It should contain enough information to be sure training coordination and planning will be effective. It should provide the framework for the preparation of the quarterly and monthly training plans. Prepare the Long-Range Training Plan on OPNAV Form 3120-1A to cover the competitive training cycle. The main considerations are listed in the next paragraphs: . Training during overhauls. For most ships, the overhaul period is an opportunity to send personnel to schools. However, shipyard overhaul periods are characterized by heavy workloads of repairs, tests, fire watches, and supervision of shipyard work. During that time, personnel also must pursue on-the-job training, in-port fire drills, self-study courses, and drills by ratings. . Training during leave/upkeep periods following deployment. Training during this period is usually limited to formal school attendance and on-board damage control and security drills. . Coordinating training and maintenance. Generally speaking, the available work hours must be allotted according to requirements for maintenance and training. Show the plans to complete major maintenance tasks. Prepare the Long-Range Training Plan (fig. 3-5) as follows to include the previous list of considerations: l Schedule fleet exercises, trials, inspections, and other major evolutions required by type commanders. l Schedule all required exercises in kind and frequency required by the type commander to maintain condition I readiness. l Schedule other applicable unit exercises. l Schedule all unit training (for example, chemical, biological, and radiological (CBR) lectures, counterinsurgency, security orientation and training, boat crew training, telephone talker/lookout training, and general military training). Quarterly Training Plan The Quarterly Training Plan is an integral part of the Long-Range Training Plan (fig. 3-5). It consists of one sheet of the Long-Range Training Plan, up-dated to

show the latest information on unit employment. It shows the training intentions for a given quarter in great detail. An easy way to prepare the Quarterly Training Plan is to fill in the details of that quarter of the Long-Range Training Plan. Monthly Training Plan The Monthly Training Plan (fig. 3-6) lays out a daily schedule of training, evolutions, and operations for a given month. The training board should prepare this plan showing all unit training, evolutions, and operations scheduled in the Quarterly Training Plan for that month. Frequently the information contained in the quarterly and monthly training plans is classified and should be guarded accordingly. Do not disclose Secret or higher information in either plan. If the highest classification of the operational information is Confidential, you should be able to keep the crew informed without violating security. Division Training Schedule Each division officer should keep a Division Training Schedule (fig. 3-7) that contains a record of all operational drills, team training periods, and instruction periods. This schedule also may be used to reserve for supervised self-study of periods advancement-in-rate training or correspondence courses. The Division Training Schedule may be kept on both sides of the form, each sheet of which can cover a period of 1 full year. Because of limited space, abbreviate or code entries on the front side. On the back side, enter information, instructions, or remarks that explain the data recorded on the front side. Also use the back side to list the drills, exercises, and instruction periods for the division. Use abbreviations and serial numbers to create short drill numbers that may be used on the quarterly and monthly schedules. Two examples are SM7 (flashing light drill) and RD10 (radar tracking drill). In drafting the Division Training Schedule, be sure you include any higher authoritys general training requirements. For example, the TYCOM required training record (fig. 3-8) summarizes the schedule and completion of required exercises, drills, and inspections. You must also include the general orientation, indoctrination, and qualification requirements for your division personnel. If there are several ratings or groups in a division and they usually

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Figure 3-14.-Division Officer's Personnel Record Form.

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Figure 3-14.- Division Officer's Personnel Record Form-Continued.

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dont conduct drills or instruction periods together, prepare separate record sheets for each rating or group. You need NOT schedule some drills that are repeated over and over on a frequent basis for the benefit of watch standers. For example, signal watch standers send and receive drill messages during each watch when they have an opportunity. When the division officer receives the units Long-Range/Quarterly Training Plan, he should use a pencil to note his training requirements on the face of the units plans so that his plans fit those of the unit for the quarter and month. As the training is completed, he should change the pencil entries to ink to show training that took place. The plan then becomes a record of division training. Other Training Records Three other training records of importance are (1) the Record of Qualification of Watch/Battle Stations, (2) the PQS Record of Progress chart, and (3) formal school training records. Well discuss each in the next paragraphs. THE RECORD OF QUALIFICATIONS AT WATCH/BATTLE STATIONS. This record (fig. 3-9) shows the knowledge and skills required of personnel who stand condition watches and also battle stations such as repair parties, gun crews, and combat information center (CIC) teams. This record should not duplicate the PQS Record of Progress Chart. The record has space for information such as desired knowledge, qualification for various duties at battle/watch stations, and proficiency in machinery casualty procedures. THE PQS RECORD OF PROGRESS CHART. This chart (fig. 3-10) shows which persons are in training for, or qualified for, each watch station.

The top of the form lists the qualifications and watch stations, including their code numbers, and a progress column with total points for each one. The names of the persons assigned are listed down the left side. The first column after the names is used to record point credit progress toward final qualification in that persons training. The indoctrination, cross-rate, and watch station columns intersect with the name lines and are divided by a diagonal into two triangles. When an individual is assigned to complete any given qualification, that date is entered in the upper triangle. Each week, the trainee records in the companion progress columns the total points he has earned toward each assignment. By comparing the points earned with points required and the lapsed time since the assignment was made, each individual and his supervisor will have an indication of progress. When the department head or commanding officer qualifies a person, enter the completion date in the lower triangle and black out the adjacent square. As each person completes a PQS watch station qualification, enter it on page 4 of his service record. FORMAL SCHOOL TRAINING RECORDS.These records can be used to list all Navy schools of interest to the division and to plan for persons who may attend those schools during the training cycle. Figure 3-11 shows the format for a division record of available off-ship training. Figure 3-12 shows a record of schools required for all hands or for personnel in specific roles. The form in figure 3-13 can be used as a plan and a record for those who will attend formal schools, Division officers should arrange for the schools needed to qualify on-board reliefs for personnel who are due for detachment.

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CHAPTER 4

ENGINEERING OPERATIONS
When you have read and understood this chapter, you should be able to answer the following learning objectives.

. Describe the scope of engineering operations. . Explain the use of engineering performance standards. l Explain the purpose of engineering readiness trials and inspections.

l Define the function of the Propulsion Examining Board. l Define the function of the Board of Inspection and Survey. l Explain the use of the engineering operating programs; EOSS, EOP, and EOCC.

The Chief of Naval Operation (CNO) establishes the standards of readiness and preparedness for war required of all U.S. Navy ships. The standards require that the ships organization, its material readiness, and the state of training be such that the ship performs its mission effectively and efficiently. Each type commander designates the trials, inspections, and exercises the ships under his command need to maintain readiness and meet standards. The type commanders also present Battle Efficiency awards as incentives toward greater efficiency through competition. These awards are earned for merit in readiness evaluation, competitive exercises, and day-to-day operations. The awards are presented according to OPNAVINST 3590.4 and usually are presented annually. CNO may authorize additional awards for type commands, and he may suspend awards during periods of national emergency. See the type commanders directives for information concerning the Battle Efficiency requirements for a particular ship. Engineering readiness (including damage control) plays a major role in the battle efficiency of any ship. The following list shows the principal components of engineering readiness: l Reliability l Fuel performance l Feedwater and freshwater performance l Trial performance

. Ability to control damage and engineering casualties. This chapter provides detailed information on (1) sound engineering practices, both recommended and mandatory, (2) engineering trials and readiness inspections scheduled by the type commanders, and (3) material inspections and ship surveys conducted by the Board of Inspection and Survey (INSURV). This chapter deals mainly with steam propulsion plants, but parts of it also apply to diesel and gas turbine propulsion plants.

SOUND ENGINEERING PRACTICES The engineer officer is responsible for sound engineering practices within the engineering department, and he informs the commanding officer of casualties and other events that affect the ships operations. Although the engineering officer is responsible overall, this chapter applies to all supervisory personnel in the engineering department who may be responsible for any of the duties described in the chapter. Those who apply sound engineering practices and follow operational directives will enjoy a safe, economical, efficient, and reliable plant. Theyll also need less time to maintain it in that condition. This chapter deals with a steam plant, but parts of it also apply to diesel and gas turbine propulsion plants.

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GENERAL PROCEDURES Operate the plant with the minimum variation in speeds, pressures, and temperatures consistent with operational commitments. A variation in the output of a single component can upset the steam cycle balance and require adjustments on stations throughout the plant. You can see the truth of this when you compare fuel consumption during economy trials with that during normal operations. Teamwork among watch personnel and competition between watches can improve fuel economy and overall plant performance and reliability. The following pages contain brief descriptions of the general procedures common to most engineering plants. Follow prescribed acceleration procedures. Built-in safety factors will protect the equipment if you accelerate rapidly only in emergencies, but routine abuse will overload the plant and reduce reliability. Correct use of the acceleration tables saves fuel and extends machinery life. It also provides a time standard the engine-room and fireroom watches and the officer of the deck (OOD), can use to develop into a smoothly functioning team. . Combatant ships frequently operate below maximum speed, and they use only a fraction of the main turbines power at those speeds. Determine the most economical speed and boiler combination for any operating condition that might arise. In doing so, follow the type commanders directives but allow for any contingencies that may override the need for economy. . Keep accurate records of boiler feedwater and potable water consumption. Determine the ships normal consumption and post it in tabular form at main engine control, where it will serve as a ready reference. Any unexplained or marked increase over the normal means a leak or faulty operation of the engineering plant, and you should correct the problem immediately. You can hold feedwater losses to a minimum if you take the following precautions: Be sure the engineering crew is trained in the procedures used to transfer condensate and feedwater. Be sure watch personnel keep a close watch on pump shaft glands, valve glands, drain collecting tanks, atmospheric exhaust, and all other possible sources of leakage. Be sure operating personnel consult the watch in the spaces concerned before they take on

make-up feed, run water down from deaerating feed tanks (DFT), or shift feedwater suctions. . Keep boilers clean, inside and out. Soot and scale are efficient insulators that prevent optimum heat transfer and require a progressively increasing combusiton rate to maintain a steady steaming rate. The engineer officer should give this need his personal attention. He may delegate preliminary inspections, but he must make the final inspection. . The use of distillate fuel reduces the need for fireside cleaning and maintenance, and it improves reliability. If the condition of refractory at 1800 hours is satisfactory with little or no deposit, and if you make periodic inspections, you often delay fireside cleaning until overhaul. . You will nearly always have clean boilers if you follow the Naval Ships Technical Manual (NSTM) instructions that are summarized in the following paragraphs: Inspect boiler firesides every 1800 hours of steaming or more often if needed. Inspect and clean watersides between 1800 and 2000 hours of steaming or more often if needed. Blow tubes before entering and after leaving port, and at least once each week underway. (Always get the OODs permission before blowing tubes.) Blow down boilers as needed to maintain the specified water analysis and avoid high concentrations of scale-forming salts. Surface blow steaming boilers as needed. After you secure a steaming boiler and allow enough time to reduce circulation caused by generation, give the boiler a series of bottom blows to remove suspended impurities and scale-forming salts. Take all possible measures to prevent oil contamination of the feed system and boilers. Be sure all engineering operating personnel understand the seriousness of oil contamination of boiler water, its possible causes, and the consequences. l Dirty atomizers, contaminated fuel, and fuel at improper temperature may require excess air to maintain acceptable stack conditions. You must watch the condition of the fire (it should be yellow-orange or golden yellow in shade), as well as the condition of the

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stacks, to determine the true state of combustion efficiency. NOTE: In boilers using distillate fuel, excess air can cause abnormally high superheater outlet temperatures, especially on D type boilers. Be very careful to prevent leakage of air into a boiler. Air that enters a boiler at any place other than through a burner register does not contribute to furnace combusiton and may reduce combustion efficiency. . Watch carefully for chloride contamination of the water in the boiler feed and condensate systems; it threatens the material integrity and operational readiness of the plant. Keep in good working order those means used to determine the chloride content of boiler water. Drill operating personnel frequently on the danger of, and the methods used to prevent, chloride contamination. Be sure the DFT is functioning properly to remove dissolved gases from the boiler feedwater. l Conduct daily dissolved oxygen tests on water to steaming boilers and on the discharge side DFT if your ship has them. You dont want dissolved oxygen in any boiler, but it is particularly corrosive in boilers that operate at high pressures and high temperatures. The modern pressure-closed feed system is designed to keep the condensate and feedwater from being exposed to air, and the DFT is designed to remove a great deal of oxygen that becomes dissolved or entrained in the water. However, there are still many ways in which oxygen can get into the system and become dissolved in the water. For example, a defective DFT may allow the water to pass through without being deaerated. Incorrect operation of a DFT can have the same effect. Air can leak into the condensate and feed systems at various points and its oxygen can dissolve in the water. Failure to lay up idle boilers according to prescribed procedures is still another cause of dissolved oxygen. You can find more information on dissolved oxygen tests in NSTM, chapter 220. . The Oil King and the engineering watch supervisors in the fireroom should be graduates of the Boiler Feedwater Test and Treatment Course. They should be certified to perform the feedwater tests and treatments that are prescribed by Naval Sea Systems Command (NAVSEASYSCOM) and the manufacturer of the boilers. Never assume that personnel who conduct these tests are competent, observe them personally and be sure. . Always preheat the lubricating oil system before starting the engines. During operating periods, keep the oil from the oil cooler between 120 and 130 degrees to

minimize bearing wear. Watch for overheated bearings, foaming or emulsified oil, the presence of bearing metal and other foreign particles in lubricating oil sumps, and the presence of rust on journals and gearing. . When condensers and their auxiliary components are operated improperly, they can cause extensive loss of efficiency. Here are several examples. When you use more than the required amount of cooling water, the condensate system pumps a large amount of heat overboard, and the boilers will have to replenish that lost heat. Youll get the same effect from recirculation of the condensate. Air leaks in the condenser or its components may overload the air ejectors and lower the vacuum. Steam is wasted by fluctuating, or excess, steam pressure to the air ejectors and by steam-driven auxiliary pumps operated at higher-thannecessary speeds. l When the weather is cold enough to require steam heat, try to operate ventilation motors in fresh air supply systems at slow speeds. If you must operate them at higher speeds, first secure the steam to preheater and reheaters, but never operate supply blower motors faster than necessary for comfort. It is usually more efficient to circulate fresh air in a compartment by operating the exhaust blower at a faster speed. . Keep engineering spaces, equipment, and machinery cleanit is one of the most important sound engineering practices. Clean up trash and spilled oil to prevent accidents and fire. Keep machinery free of oil and dirt so oil and fuel leaks are easily visible. Repair all leaks promptly. NEVER hose down spaces above the level of the bilge deck platesyou may get water in electrical assemblies. Clean spaces, equipment, and machinery show pride in your work and your ship. You can find information on performance data and operating limits of the plants equipment and machinery in the NSTM, manufacturers technical manuals, and the Ship Information Book (SIB). For older ships, look in the General Information Book, the Piping System Instruction Book, the Record of Electrical Installations, the Electrically Operated Auxiliaries With Performance Data, and General Description of Electronics System Installation.

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SAFETY PRECAUTIONS AND OPERATING INSTRUCTIONS All personnel must know and observe general safety precautions. Those who perform particular duties or operations must know and observe the safety precautions for those duties or operations. Those who dont understand safety precautions, and those who ignore them, are equally at risk of injury that may end in disablement or death. Therefore, all supervisory personnel must emphasize safety as part of their daily supervisory duties. This is especially important during the training of new personnel when they are forming good or bad habits. The following points are particularly important for supervisors: . Be sure that personnel are practicing safety on equipment and that the equipment is in safe operating condition. Check safety devices to be sure they are working. If any safety device is not working, have it repaired immediately or post a prominent warning until it can be repaired. Train personnel NEVER to disable a safety device for any reason. Handle violations immediately and give warnings or other discipline depending on the seriousness of the situation. l Engineering machinery and equipment must be protected against improper, careless, and abusive operation. The best protection is, of course, a trained, competent, and responsible operator. If a properly trained operator is not available, you may have to use one who is unfamiliar with the proper operating procedures for an item of machinery. In that case, be sure you provide instructions. Also, be sure that operating instructions are readily available and that operating procedures and safety precautions are posted on or near the equipment. Manufacturers furnish technical manuals for their equipment. In addition, the NSTM chapters contain information on the best engineering practice for the operation, testing, and safety of shipboard machinery and equipment and for the safety of personnel. NAVSEASYSCOM furnishes newly constructed ships and conversions with standard and nonstandard operating instructions and safety precautions for material under their technical control. These instructions are suitable for posting. If your ship is already in operation, you may order plastic-laminated standard and nonstandard operating instructions and safety precautions from the Navy Stock List of Publications and Forms, NAVSUP 2002. Always inform the engineer officer if instructions and safety precautions are inadequate. He will inform the commanding officer, who will issue additional

instructions as needed and inform NAVSEASYSCOM of the problem. When engineering personnel work outside of the engineering department, the responsibility for training and enforcing safety precautions rests with the head of the department controlling the operation. For example, weapons and ammunition handling requires special instructions by the weapons officer. The engineer officer has the following responsibility for safety in the engineering department: l Be sure safety precautions are posted in a conspicuous and accessible places. l Be sure all persons in the department and others who may be concerned with engineering matters observe safety precautions. l Drill personnel in the safety procedures that apply to their work. Each division officer has the following responsibilities for safety in his division: l Instruct subordinates in all safety precautions that apply. l Require subordinates to observe all safety precautions that apply. l Post safety precautions and warnings in conspicuous places. This includes posting warnings on dangerous equipment and in areas of the ship where there are particular hazards. Each member of the engineering department has the following responsibilities: l Report unsafe conditions and correct the conditions where possible. l Warn others of unsafe conditions. l Use approved protective clothing and equipment where it is called for. l Report injury or ill health to supervisors. l Use caution in emergency conditions or other dangerous situations. WARMING-UP SCHEDULES Warming-up schedules for propulsion machinery and boilers are chronological checklists of the key steps used to light boiler fires and warm up the ships main engineering plant. These steps are necessary to get the

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ship under way according to the general degree of readiness in effect. The type commander prescribes the format for each warming-up schedule. (A sample engine-room warming-up schedule is shown in fig 4-1.) The scheduled times relative to the time of reporting ready are printed on the form. You should enter the required and actual clock times in pencil. In figure 4-1, the column titled ALLOWED shows the time (relative to reporting ready) scheduled for each operation. The second column is the projected time sequence for each operation to be carried out to meet the underway time. The third column is the actual time required for each operation.

The warming-up schedule is a proven way to minimize confusion, establish orderly procedures, and provide assurance that the steps will be performed in the proper sequence. You can use them without regard for the experience of the personnel involved. The engineer officer examines completed warming-up schedules and disposes of them according to the type commanders instructions. Warming-up schedules are not required on ships governed by the Engineering Operational Sequencing System (EOSS). However, the engineer officer may prefer to use the schedules for his own purposes or files.

Figure 4-1.-A sample warming-up schedule for an engine room.

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On ships that are not governed by EOSS, the warming-up schedule is mandatory. SECURING SCHEDULES Securing schedules for propulsion machinery and boilers are chronological checklists of key steps. They are used to secure the ships main engineering plant according to the general degree of readiness in effect. The respective steps may be scheduled relative to the time orders are received to secure the engine room or boiler. The securing schedules should list the auxiliary machinery to be used after securing the main engineering plant. The securing schedule must be according to the type commanders directives. A securing schedule overcomes the normal tendency to secure machinery too quickly. Securing schedules should be used without regard for the experience of the personnel involved. The engineer officer examines completed securing schedules and disposes of them according to the type commanders directives. Securing schedules are not required for ships govered by EOSS, but they are mandatory on all other ships. PERFORMANCE STANDARDS CNO and the type commanders require certain engineering trials and inspections to determine that standards are being met and to evaluate the operational readiness of ships of the type. CNO and the type commanders determine the frequency of the engineering readiness trials and inspections. Engineering readiness trials include full-power trials, fuel-economy trials, and basic engineering casualty control exercises (BECCES). BECCES serves the same purpose as engineering operational casualty control (EOCC) which will be discussed at the end of this chapter. Readiness inspections include the administrative inspection, the material inspection, and the operational readiness inspection. ENGINEERING READINESS TRIALS Engineering readiness trials (full-power and fuel-economy trials) are required by CNO and prescribed in Ship Exercises, FXP3, and in the type commanders directives, which contain specific requirements for the exercises and trials. The commanding officer conducts these trials periodically according to those instructions. The type commander, a commander subordinate to the type commander, or the

task force commander may assign observers for the engineering trials. These observers will come from another ship of the same type whenever practical. There may be times when it is impractical to provide observers from another ship. In those cases, personnel from the ship conducting the trial may act as observers subject to t h e t y p e commanders requirements for self-observation of trials. The number of personnel assigned to observe engineering trials will vary according to the trial and the size and type of ship being observed. The duties of the observing party are usually as follows: . The chief observer will organize, instruct, and station the observing party. He checks the ships draft, either at the beginning of the trial or before leaving port; supervises the performance of the engine-room observers; checks the taking of counter reading; renders all decisions according to current directives; and checks and signs the trial report. l The assistant chief observer helps the chief observer as directed; supervises the performance of the fireroom observers; checks the taking of fuel oil soundings and meter reading; and makes out the trial report. l Assistant observers review fuel soundings and meter readings, counter readings, the ships draft, and other data as may be required for the trial report. The following items should be accomplished or considered before starting the trial: . When requested by the observing party, the ship being observed provides a signaling system that will allow fuel soundings and the readings of counters and meters to be taken simultaneously. . The ship being observed will furnish the chief observer with a written statement of the date of last undocking, the authorized and actual settings of all main machinery speed-limiting devices and the status of safety device test and inspections. The ships draft, trim, and loading must conform to trial requirements. In case a minimum draft is not specified, the liquid loading should equal at least 75 percent of the full-load capacity at the beginning of the trial. . The chief observer determines draft and trim before and after the trial. He verifies the amount of fuel on board and corrects the amount to the time the trial begins. He determines the full-power rpm required for the displacement and injection temperature existing at the start of the trial.

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. The observing party must be instructed to detect and promptly correct any errors in the recording of trial data. It is important that the data be correct within the limits of accuracy of the shipboard instructions. . The chief observer should instruct members of the observing party to report any violation of trial instructions found in the NSTM or of sound engineering practice. The chief observer should verify any such report and then inform the commanding officer of the ship being observed. He must also include in the trial report a detailed account of any violation. Before beginning a full-power trial, engineering personnel should hold inspections and test machinery and equipment to be sure no material item will interfere with the trial. The extent of the inspections and the tests will largely depend upon the recent performance of the ship at high speeds, the material condition of the ship, and the time limits imposed by operational commitments. The type commanders instructions will provide requirements in most cases. Inspect and test reactors, boilers, main engines, pumps, auxiliary machinery, safety devices, piping systems, and all equipment necessary for the proper operation of the engineering plant. Make the inspections and test according to the Planned Maintenance Subsystem (PMS), which prescribes tests and inspections for machinery and equipment. If there are no PMS instructions, use the manufacturers technical manuals. If you have no specific instructions, follow sound engineering practice. Not later than 1 day before a trial, the engineer officer should report to the commanding officer the condition of the main engineering plant. He should state that the plant is fit to proceed with the trial, or that it is not fit, and the reasons why. The trial must be postponed if the commanding officer believes that holding the trial might damage or disable the engineering plant or cause a personnel casualty. During the full-power trials, the following general rules must be observed: (The rules also apply to other machinery trials that may be held under the conditions imposed.) l Gradually increase the speed of the engines to the speed specified for the trial. Be sure to thoroughly warm up the machinery before beginning a full-power trial. Do this by operating at a high fractional power long enough to stabilize temperatures. l Operate the machinery economically and do not exceed designed pressures, temperatures, and speeds.

. Do not conduct a high-speed trial in shallow water. It causes excessive vibration and loss of speed, and it overloads the propulsion plant. The NSTM has information on the proper depth of water for a specific ship. If it is desirable to continue a full-power trial beyond the duration originally specified, continue the observations until the trial is finished. Conduct the trial continuous without interruption. If a trial at constant rpm is discontinued for any reason, count it unsatisfactory and start a new trial. There can be no major changes of the plant set-up or arrangement during economy trials. l During full-power or economy trials, record all necessary data often enough to obtain a reasonably correct picture of the power developed and the fuel and water consumed during the trial. You can compute the average power developed by diesel-electric plants from the kilowatt output of each propulsion generator set. Make observations at intervals not greater than one-half hour, and make at least three observations regardless of the duration of the trial. In ships equipped with torsion meters, make at least 10 torsion-meter observations at half-hour intervals. The Deputy Chief of Naval Operations for Fleet Operations and Readiness furnishes trial requirements for each ship to the commanders and units concerned. They cover engine speed for full power at various displacements and injection temperatures. They also furnish the shaft rpm corresponding to 15, 20, and 25 knots for the appropriate ships. Full-power trials for competitive purposes are 4 hours long, as far as the report data are concerned. However, some restrictions may be placed on a given trial because of fuel economy requirements. Check type and fleet commanders instructions for the latest requirements. The usual procedure is to operate the ship at full power until all readings are constant, and then start the official trial period. Economy trials are 6 hours, and each trial is conducted at a different speed. Trials once scheduled should be conducted unless prevented by circumstances such as those in the following list: . Weather that might damage the ship . Material trouble that stops the trial, or that might cause damage to the machinery or personnel if the trial were continued

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l Any situation that would endanger human life if the trial were conducted If a trial performance is unsatisfactory, the ship will normally be required to hold another trial that the type commander feels will demonstrate satisfactory engineering readiness. If a ship failed to make the required rpm for any hour during the trial, that should be noted in the trial report along with the amount by which it failed. Some of the requirements pertaining to the manner of conducting full-power and economy trials are as follows: . Unless otherwise ordered, the ship may start a full-power trial at any time on the date set. . Divide the trial into hourly intervals, but take and record readings at least every half hour. Submit data as hourly readings in the trial report. Record full-power (modified) trial data every 15 minutes. . Determine fuel expenditures for each hourly interval of the trial by the most accurate means available. This usually means meter readings corrected for meter error and verified by soundings. . Maintain the appropriate material condition of the ship during the different trials. . Provide normal ships services during all of the trials. . Check and synchronize all clocks in the engineering spaces and on the bridge before beginning the trial. It is common practice for many commanding officers, when conducting full-power trials, to bring the ship up to a speed several knots below the trial speed of the ship, and then to transfer control of the ships speed (except in an emergency) to the engineer officer until the specified speed is attained. The control engine room, under the supervision of the engineer officer, brings the speed up slowly, depending upon the conditions of the plant, until the specified speed has been reached. The commanding officer instructs the OOD or navigator to avoid the use of the rudder and to try not to change course unless it becomes necessary. In most ships with oil-fired boilers, the designed boiler power is the first factor that establishes a ships maximum speed. For that reason, it is necessary to check boiler steaming conditions before ordering addional turns. Do not load the boiler faster than it can handle the increased load. Maintain the steam pressure

and temperature at full value for the appropriate steaming condition. The boilers should be the controlling factor and must be kept ahead of the turbines. If the turbines are allowed to get ahead of the boilers, the main steam pressure and temperature will drop below normal values for that particular steaming condition or speed of the ship. Then, to make up this loss in steam pressure and temperature and to meet additional increases of speed that may be necessary, the boilers must be fired at an extremely high rate. In some ships, the necessary firing rate may exceed the full-load rating of the boiler and approach the maximum 120 percent overload capacity rating of the boiler. As far as the engineering plant is concerned, the purpose of the acceleration table is to prevent overloading the boilers. The acceleration table is of particular importance when accelerating near full speed and full power. Review OPNAVINST 9094.1 for all requirements and other information needed to make reports on fill-power and economy trials. Use OPNAV Forms 9094.1A, 9094.1B, and 9094.1D to make reports on these trials. See the type commanders instructions for additional information. READINESS INSPECTIONS When a ship undergoes an administrative, material, or operational readiness inspection, the type commander will appoint an inspection board, usually from another ship of the same type, whose personnel will help conduct the inspections. The chief inspector (generally the commanding officer of the assisting ship) organizes the inspection board. The organization usually conforms to the administrative organization of the observed ship. The inspection board is divided into parties, each headed by a senior inspector. The engineer officer of the assisting ship usually heads the engineering inspection party. That party usually is divided into three groups: machinery (including main propulsion), electrical, and damage control. The type commander usually furnishes checklists to help observers conduct readiness inspections. Engineering checklists are usually divided into three sections: machinery (main propulsion), electrical, and damage control. These checklists may not be all inclusive, and the inspection may show a need to consider other items. After the inspection, the inspection team holds a critique to inform the ships officers of conditions and to recommend improvements.

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The evaluation of a readiness inspection is based upon how well the ships personnel and material are ready to carry out the ships mission. The senior observer for each department recommends a tentative overall grade for the department. The type commander or his designated subordinate awards a final grade that aims at uniformity for the type. The grading system is as follows: Outstanding (95.0 - 100) Excellent (88.0 - 94.9) No superior ships in the type to the knowledge of the inspector. Few minor deficiencies. So markedly above the required minimum standards as to be among the few best. Some minor deficiencies, but above required minimum standards. At required minimum. Capable of performing assigned functions. Below required minimum due to a vital or critical deficiency or a culmination of minor deficiencies.

l Cleanliness, sanitation, smartness, and appearance of the department l Appearance, bearing, and smartness of personnel l Adequacy and condition of clothing and equipment of personnel l General knowledge of personnel in regard to the ships organization, orders, and administrative procedures l Dissemination of all necessary information among the personnel l Indoctrination of newly reporting personnel l General educational facilities for individuals l Comfort and conveniences of living spaces, including adequacy of light, heat, ventilation, and fresh water, with due regard for economy Material Inspection A material inspection evaluates the actual material condition of a ship, including the proper functioning of all equipment, machinery, and fittings. The inspection helps to determine whether proper procedures have been followed. If the inspection shows a need, the inspecting team will recommend repairs, alterations, changes, or developments that will ensure the material readiness of the ship. The type commanders material inspection will be similar to that made by the INSURV board discussed later in this chapter. The inspection should be thorough and searching, and it should cover detailed maintenance and repair rather than general appearance. There should be little duplication of effort between the administrative inspections and material inspections. The maintenance records and reports should show the current data and history the inspection team needs to understand the condition of machinery and equipment. The following paragraphs contain a brief listing of the requirements for material readiness that should be evident to the inspection team through records or direct observation. . Establish routines according to type commanders instructions for inspections and tests, schedules for preventive maintenance, and a system for timely and effective repairs. . Keep adequate material maintenance records according to current directives; these should show the

Good (75.0 - 87.9) Satisfactory (62.0 - 74.9) Unsatisfactory (0.0 - 61.9)

In the following paragraphs, well discuss each of the three types of inspections: administrative, material, and operational readiness. Administrative Inspection An administrative inspection evaluates how well a ship implements prescribed administrative procedures. Consult current type commander directives when preparing an administrative inspection. An administrative inspection reviews the general administration of the ship as a whole. An administrative inspection of the engineering department is primarily an inspection of the departmental paper work. This includes publications, bills, tiles, books, records, and logs. However, the inspection will also include other items such as the cleanliness and preservation of machinery and engineering spaces, the training of personnel, the assignment of personnel to watches and duties, the proper posting of operating instructions and safety precautions, the adequacy of warning signs and guards, the marking and labeling of lines and valves, and the proper maintenance of operating logs. The following items will be graded for the engineering department:

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history and detailed condition of machinery and equipment. . Plan and use the ships facilities effectively to maintain, repair, and preserve equipment and machinery. . Allocate work correctly to the following functions: (1) the ships force, (2) the tenders and repair ships, and (3) naval shipyards or other repair activities. PROPULSION EXAMINATION BOARD (PEB) The Atlantic and Pacific Fleet Commanders-inChief (FLTCINC) established PEBs to verify adherence to propulsion plant readiness standards and to ensure that these plants are operated properly and safely. OPNAVINST 3540.4 establishes the PEBs, describes their authority and responsibility, designates membership, and prescribes administrative procedures. Each conventional PEB has the following responsibilities when its members examine propulsion plants: Evaluate the qualification of all propulsion plant personnel based on appropriate PQS. Witness and evaluate propulsion plant evolutions using the installed EOSS as a basic guide. Inspect the material condition of the propulsion plant for state of operational readiness, preservation, and cleanliness. Review and evaluate administration of the ships engineering department and all records relating to the propulsion plant. When the board completes an examination, it will submit an official written report to the appropriate FLTCINC, with copies to the type commander, appropriate administrative commander, immediate unit commander, and the examined ship. FLTCINC will forward a copy of the report of findings to CNO; the Chief of Naval Material; and the Commander, Naval Safety Center (when appropriate). The report will be submitted as soon as possible, but always within 30 days of the examination. Light-Off Examination (LOE) The initial LOE is conducted under any of the following circumstances:

l Before lighting the first fire in any boiler or the first light-off of a main or auxiliary gas turbine l Following major conversion of a ship l On a ship qualifying for fitting out availability l On a ship with restricted availability in excess of 4 months In fulfilling its responsibilities, the PEB ascertains the state of training of propulsion plant personnel, the adequacy of administrative procedures, and the material readiness of the propulsion plant machinery spaces as they affect impending propulsion plant operations. Propulsion plant drills are not required to be conducted as part of this examination. For example, simple evaluation of boiler water and feedwater, fuel sampling and analysis, as applicable, and walk through casualty control drills may be conducted at the discretion of the senior member conducting the examination. Operational Propulsion Plant Examination (OPPE) The OPPE is conducted under the following circumstances: l No more than 6 months after the end of a repair period during which an LOE was conducted l The interval between subsequent examinations will be approximately 18 months It is considered essential that a ship successfully complete an initial LOE. A subsequent satisfactory OPPE is considered essential before a ship certifies as fully ready for fleet operations or sails on deployments. Except for ships homeported on the Mediterranean, OPPE will not normally be conducted on ships under the control of Commander-in-Chief, United States Naval Forces, Europe (CINCUSNAVEUR). Reports of corrective action subsequent to an examination will be submitted as specified by the FLTCINC, with information copies forwarded to CNO and NAVSEASYSCOM. BOARD OF INSPECTION AND SURVEY (INSURV) CNO administers INSURV. An INSURV board consists of a flag officer as president and such other senior officers as may be required to help him carry out the boards duties. Regional boards and subboards are established as necessary to help an INSURV perform its

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duties. The subboards consist of a captain as senior inspector and about 10 other members, depending upon the type of ship that is to be inspected. The president of the INSURV board determines the procedures the board, and any regional board or subboards will follow to conduct trials, inspections, and surveys. Ships are presented to the INSURV board for builders trials, final contract trials, material inspections, and surveys. A ship being inspected or undergoing trials by INSURV is considered to be on detached duty until the trial or inspection is completed. INSURV Material Inspection INSURV material inspections are conducted according to statutory requirements of Congress. Those statutes specify the material inspection of a U.S. Navy ship (1) upon the ships return from a foreign station, (2) at least once every 3 years (if practical), (3) when fitness of the ship for further service is in doubt, and (4) when the ship has been declared unfit and stricken from the Naval Vessel Register. OPNAVINST 5420.70 describes the organization of an INSURV board, including the regional boards and subboards. OPNAVINST 4730.5 establishes the policy used to conduct an INSURV material inspection of each active ship 4 to 6 months before the ships next scheduled regular overhaul. INSURVINST 4730.8 provides detailed guidance for the preparation and distribution of INSURV reports. The INSURV board and the type commander agree on the time and place for a material inspection. The inspection starts promptly upon arrival of the board, and the ship must be moored to a pier or dock during the inspection so that machinery may be disabled. INSURV material inspections are not normally scheduled during regular overhaul or tender availabilities, and repair work during an inspection should be kept to a minimum. The ships personnel should submit a list of work items to the board conducting the inspection. The list should include all known or suspected work needed to bring the material condition of the ship to the required standard. The list should include the following work items: . Departures from CNO-approved characteristics, contract plans, or specifications . Incomplete or unsatisfactory tests . Alterations desired

Outstanding field changes of ship alterations Equipment required by approved plans Partially complete installations Safety hazards Repairs required Equipment that fails to meet performance requirements, requires excessive maintenance, leaks excessively, is obsolete, is in excess of actual needs, or is unreliable in operation Work items outstanding from previous trials or material inspections The ships personnel should prepare the list of work items according to INSURVINST 4730.5 and deliver a set to the board when they arrive. After the material inspection, the board members may make changes and assign classification and identification symbols. They will then forward copies of the corrected list, and any items they have added, to the ship and the type commander. The INSURV board uses Arabic numerals and combinations of lowercase letters to identify work items as to reference number within the ships departments such as (1, 2, 3) and the department or division of the ship having responsibility of the item. They use the following symbols to identify the ships department or division having primary responsibility for a work item: nv . . . . . . . . . navigation department op . . . . . . . . . operations department wp . . . . . . . . . weapons department dk . . . . . . . . . deck division or department mp . . . . . . . . main engines division br . . . . . . . . . boilers/reactor division ax . . . . . . . . . auxiliaries division el . . . . . . . . . electrical division dc . . . . . . . . . repair division (damage control and hull structure) sp . . . . . . . . supply department rp . . . . . . . . . repair department

md . . . . . . . . medical and dental departments hb . . . . . . . . . habitability av . . . . . . . . . air department

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The INSURV board inspects all parts of the ship, including storerooms, magazines, operating spaces, voids, cofferdams, chain lockers, and tanks. The ships crew will open the spaces for inspection according to detailed instructions on the condition sheets. Someone who is responsible for each space must be available to open the space as soon as the inspection party arrives, to answer any questions about the space, and operate any equipment in the space. The inspection team will examine the operation of all equipment and material during the INSURV inspection. The exception is equipment opened or disassembled for a more detailed inspection. Examples of equipment that will be operated include the following: Anchor engines Steering engines Deck machinery and rigging Lifeboat handling equipment Boiler safety valves on steaming boilers Overspeed tripping devices on generators and pumps Soot blowers Fire control systems Gun and missile batteries (in all methods of control) Hoists Sprinkling systems All electronic equipment The INSURV board members in attendance are considered to be the prime working group on board the ship. The ship will furnish a stateroom for each member. Each stateroom will have chairs and a writing desk where the member can complete any inspection paper work in private. The ship will also furnish each board member a flashlight and a foul weather jacket, and board members who will inspect the hull will be furnished a scraper and chipping hammers. Department heads, or their representatives who are qualified to answer any operational and material questions, must be prepared to accompany each board member. During the material inspection, members of the INSURV board must have access to the following records:

Booklet of General Plans Ship Information Book (SIB) (all volumes) Records of watertight integrity tests Damage Control Book COSAL Departmental logs and performance records Waivers authorizing inactivation of major machinery and equipment (other then those disabled for the inspection) Preventive maintenance history Corrective maintenance history Complete list of approved outstanding alterations Lists (by department) of items of major machinery and equipment inoperative due to lack of material and/or test equipment Ships copy of the work items prepared for the INSURV inspection When the inspection is complete, the INSURV board will hold a critique. Each member of the board reviews the results of his inspection, and the ships officers have an opportunity to comment on the board members remarks. For small ships with relatively inexperienced department heads, each board member reports his results in enough detail to be sure the commanding officer understands the conditions. Work items covering deficiencies that were corrected before the critique are removed from the work list. The senior member of the INSURV board submits a complete report of the results of the inspection to the president of the INSURV board. He also sends copies to the appropriate type commander and other interested commands, bureaus, and officers of the Department of the Navy. The report includes the departmental evaluations, the inspectors remarks, and the list of work items. The INSURV board does not assign a numerical grade or particular award of merit, but simply finds that the ship is in a satisfactory or unsatisfactory material condition of readiness for war or for further naval service. When an inspection discloses a significant unsatisfactory condition, the senior member of the inspecting board sends an advance report in the form of a speedletter to the president of the INSURV board. Its purpose is to be sure the ship begins corrective action immediately. He sends the report no later than the day

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after the inspection is complete and includes only those deficiencies that are considered to be important to the top levels of OPNAV and to fleet and type commanders. He sends copies of the report to the appropriate fleet and type commanders and other interested commands, bureaus, and offices of the Department of the Navy. If the inspecting board believes the condition of the ship reflects credit or discredit upon any officer attached to the ship, that opinion is sent in a separate letter to the officers reporting senior with a copy to the officer concerned. INSURV Surveys Whenever CNO considers a ship to be unfit for further service because of its material condition, obsolescence, or other reasons, INSURV conducts a survey of the ship. After a thorough inspection, the board sends an opinion to the Secretary of the Navy as to whether the ship is fit for further naval service or can be made so at reasonable cost. If the board believes the ship is unfit for further service, and the cost of repairs or modernization is excessive, the board recommends that the ship be disposed of according to applicable law. ENGINEERING OPERATIONAL SEQUENCING SYSTEM (EOSS) The EOSS is a complete set of technically correct, properly sequenced, operational and casualty control procedures developed for each ship type and configuration. OPNAVINST 9200.3 establishes EOSS as the basic guide for propulsion plant operations and casualty control. It further defines responsibility for the systems development, review, distribution, training, installation, use, monitoring, and updating. EOSS standardizes operational techniques for watch standers and casualty control practices. A qualified watch stander can use the system to align, start up, operate, and secure propulsion plant equipment during normal operations and casualty conditions. EOSS consists of the procedures, charts, diagrams, and reference documents necessary to accomplish major steady-state changes in the propulsion plant and to respond to the most frequently occurring casualties. EOSS is divided into two major subsystems: Engineering Operational Procedures (EOP) and Engineering Operational Casualty Control (EOCC). Both are discussed in greater detail later in this chapter. EOSS includes the procedures necessary for each ship to proceed from shore services (cold iron) to auxiliary operation, to under way, back to auxiliary

operation, and back to shore services. Each EOSS package includes procedures and tank tables to transfer fuel oil internally and to refuel, defuel, ballast, and deballast all engineering propulsion plant fuel tanks. EOSS also provides the following advantages: l Uniform operating criteria throughout the fleet l Effective use of available personnel and equipment to standardize EOPs and EOCC practices l Document procedures for normal/casualty operation and training support ENGINEERING OPERATIONAL PROCEDURES (EOP) The EOP section of EOSS is a set of standardized, technically correct, written procedures for the normal operation of a ships engineering propulsion plant. EOP documents list the steps and systems alignment required for normal engineering plant evolutions. EOP does not address abnormal systems alignments or those required for maintenance, battle damage, or other specialized evolutions. EOP is detailed enough to provide directions to a watch stander who can use it to perform operations without deviation from the written document. It is necessary to develop EOP parameters because of the large number of equipment combinations, plant alignment configurations, and steaming conditions in an engineering propulsion plant. The EOP is developed using the following parameters: . All equipment is fully operational within design operating limits. . All watch areas are manned by qualified watch standers. . Only authorized ship alterations are recognized. . Valves are labeled according to the SIB. The EOP must contain the following documentation: master prelight-off checklist, master plant procedures, operational procedures, equipment status charts, optimum generator combination chart, valve status diagrams, system procedures, component procedures, system diagrams, oil king procedures, tank tables, EOP Record of Revisions Page, and EOP Index.

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ENGINEERING OPERATIONAL CASUALTY CONTROL (EOCC) EOCC provides propulsion plant watch standers with procedures to handle casualties. There are too many possible casualties in a propulsion plant to provide documentation to address all of them. Therefore, EOSS is limited to the most commonly Occurring and comprehensive casualties. This selecting process provides the maximum coverage with minimum documentation.

EOCC details the watch area actions and communications necessary to recognize casualties, control action, and prevent impending casualties. It describes the immediate action to isolate a casualty when it cccurs, and the supplemental action to place the engineering plant in a stable condition until it can be restored or must be completely secured. EOCC interfaces with EOPs for stopping during a casualty and starting after a casualty.

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CHAPTER 5

ENGINEERING MATERIAL
When you have read and understood this chapter, you should be able to answer the following learning objectives: . Define the purpose of the Navy supply system. . Describe the methods used to identify material. . Explain the purpose and use of allowance lists. l Describe the procedures used to procure repair parts.

Most Navy supervisors do not understand the Navy supply system well enough to use it effectively and this chapter should help you improve your understanding. While the engineer officer is responsible for supply in the engineering department, this chapter is addressed to all engineering supervisors whether they are engineer officers or new chief petty officers. You need to know how the system works, and how NAVSEA uses the system to supply the engineering departments in Navy ships. This chapter provides only general information because supply officers are responsible for the logistics of supply. However, the supply officer cannot do the job without the cooperation of all departments on the ship. The specific procedures are described in publications issued by NAVSUP, NAVSEA, and NAVELEX.

requirements for that commodity to the DLA. After matching requirements against stocks on hand, the DLA computes the overall requirement for the Department of Defense and buys accordingly. For categories of material designated for DLA managership, the Navy establishes a retail office instead of a supply demand control point (SDCP). This office serves as inventory manager for Navy-owned stocks and determines Navy requirements for the designated material. Each Navy stocking activity reports its net requirements for the material to the Navy retail office, which combines the reports received to establish Navywide requirements and submits them to DLA. The following lists summarize the division of functions between the DLA and the individual services: The DLA has the following responsibilities:

THE NAVYS SUPPLY SUPPORT SYSTEM The supply support system is responsible for the procurement, storage, delivery, and accountability of materials used in the Navy. It is part of a larger supply structure called the Defense Logistics Agency (DLA) which is established at the Department of Defense (DOD) level. The DLA is responsible for centralized management of specified common-use commodities or services for the entire DOD. It eliminates duplication and overlapping of effort, cuts costs, and improves the effectiveness of supply service operations throughout the DOD. The DLA and its field organizations manage categories of commonly used items in the areas of subsistence, clothing and textiles, military general supplies, petroleum, military construction and automotive equipment, the common services of traffic management, and surplus sales. The DLA owns and controls bulk stocks of a designated commodity, and each service submits its

l Coordinate and determine total commodity requirements to support the combined military services l Procure stock l Manage large-scale stocks (called wholesale stocks) l Catalog (Federal Supply Catalog for the commodity) l Set standard pricing l Coordinate standardization l Use excess material and sell surplus material Each military service (Army, Navy, and Air Force) has the following responsibilities: . Determine items within commodity groups that are required

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l Calculate its own requirements l procure its own material l Manage its own stocks (termed retail stocks) l Initiate research and development l Maintain technical and management control over use of the commodity within its service

of all required materials. To meet its responsibility, NAVSUP must have the data needed to predict answers to the following questions: WHAT will be required? HOW MUCH will be required? WHEN will specific items be required? WHERE will items be needed? HOW will they be transported? The answers to the preceding questions help NAVSUP personnel control the hundreds of thousands of items at all stages. Those personnel must give the items specific identification codes; coordinate supply information to avoid duplication of authority, responsibility, and functions; and prevent pockets that do not clarify authority, responsibility, and functions. The NAVSUP system works at four levels: department, bureau or command, SCDPs, and individual activities. The department chiefly determines broad policy and reviews overall operation and performance. The Navy Supply System Command has management control over most kinds of materials. (The most notable exception is a limited number of material command-controlled items.) In other words, the bureau or individual command formulates policy for, and exercises general supervision over, cataloging, procurement, stock control, storage, transportation, accounting, issue, and disposal of various categories of supplies, equipment, and repair parts. In addition to management control, NAVSUP has technical direction over certain categories of materials. In general, however, technical direction is vested in some other command or office. Technical direction involves the technical functions of research, design, inspection, and installation. For example, NAVSEA has technical direction of hull, mechanical, electrical, and ordnance supplies; NAVELEX of electronic supplies; NAVAIR of aviation supplies; and BUMED of medical and dental supplies and equipment. NAVSUP has delegated to the supply departments established at Navy field activities the general responsibility to procure, receive, store, distribute, and control the materials that are required by the particular activity. These activity supply departments must also maintain the necessary accounts for materials, unless there is a separate fiscal department to do that.

There are two parts of the Navys supply support

system: (1) The military commands that retain direct control over certain major equipment and components known as major end items, and (2) the Navy Supply System (NAVSUP). Well discuss each in the following paragraphs. MATERIAL CONTROLLED BY MILITARY COMMANDS One part of the supply support system consists of the material commands of the Navy Department who retain direct control over certain major equipments and components known as major end items. These commands are responsible for the design, development, procurement, maintenance, and control of ships, aircraft, and missiles, and the major equipment installed in them or used in their support. The Navy procures many of these major components and furnishes them to shipbuilders or aircraft manufacturers for installation. This retention of control by a particular command or bureau permits better analysis of the effect of design changes on requirements and makes sure that contract delivery schedules and shipments are adjusted to meet current needs. Each individual command determines its requirements for major items of equipment where need is based on planned requirements rather than past issue. For example, NAVSEA controls major end items such as deck winches and major electronic equipment. Because the mission of each material command is distinctive, there is little duplication of function. The Navy conducts frequent analysis of the major end items to be sure this type of control contributes to overall effectiveness and economy. THE NAVY SUPPLY SYSTEM The other part of the supply support system, NAVSUP, is concerned with over a million items assigned to inventory control points (ICPs). These items include such categories of material as repair parts and consumable supplies. NAVSUP is responsible for the purchase, cataloging, receipt, storage, and distribution

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TYPES OF MATERIAL To satisfy the requirements of material reporting and accounting, the Navy divides material into five categories: (1) equipment, (2) equipage, (3) repair parts, (4) consumable supplies, and (5) services. Well explain each one in the next paragraphs. Equipment is any fictional electronic, ordnance, hull, mechanical, or electrical unit that is operated singly or as a component of a system or subsystem and that is identified by a Component Identification Description/Allowance Parts List (CID/APL). Examples of equipment are turbines, pumps, and electric motors. Equipage is an item of a durable nature that is not altered or consumed in use. The allowance of equipage usually is determined on an individual ship basis and is contained in the Allowance Parts Lists (APLs), Allowance Equipage Lists (AELs), or other authorization issued by commands, bureaus, or offices. Equipage items differ from equipment in that they are usually portable. Certain items of equipage are designated controlled equipage and require increased management control for the following reasons: l High unit cost l Vulnerability to pilferage l Essentiality to the ships mission l Personnel safety NAVSUPPub 485, appendix II, lists items designated as controlled equipage. Those items requiring custodial signatures are identified by asterisks. A repair part is any item that appears in an APL, a manufacturers instruction book, technical manual, or a similar parts list. Consumable materials such as gaskets, which have an equipment application, are also considered repair parts. Consumable supplies are administrative and housekeeping items, general-purpose hardware, common tools, or any other item not specifically defined as equipage or repair parts. Services are nonmaterial requirements such as equipment rental, commercial telephone, pilotage, and tug hire. IDENTIFICATION OF MATERIAL Rarely do any two persons see the same details of the same object, much less describe them in the same words. This need for a brief, accurate means to identify one specific item of material led to the Federal Catalog

System presently in use throughout the DOD and civil agencies of the government. This system requires that only one identification number be assigned to a specific item of material used by and carried under centralized inventory control of any civil or military agency of the Federal Government. The Federal Catalog System includes the requirement to name, describe, classify, and number all items, and to publish catalogs and stock and identification lists. NATIONAL STOCK NUMBERS The national stock number (NSN) consists of 13 digits and is the common language of material identification. The first four digits of the NSN make up the Federal Supply Classification (FSC), which has two elements: group and class. The FSC consists of 76 groups, some of which are shown in the following list. NAVSUP P-485 contains a complete list of assigned groups. GROUP 31 43 48 59 79 TITLE Bearings Pumps and Compressors Valves Electrical and Electronic System Components Cleaning Supplies

The remaining nine digits of the NSN make up the national item identification number (NIIN). The NIIN consists of a two-digit NCB (National Codification Bureau) code and seven digits, which, in conjunction with the NCB code, uniquely identifies each NSN item in the Federal supply distribution system. For example:

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There are two NCB codes assigned for the U.S. NCB code OO identifies all FSNs assigned before 31 March 1975. In the following example of two items, the last seven digits of the NIIN are identical, but the items are different. One has an NCB code of 00 and the other has an NCB code of 01. Errors in the use of 00 and 01 can result in rejected requisitions or receipt of incorrect material. (The COG column refers to cognizance which well explain in the next paragraph.)

MATERIAL CONTROL CODES A material control code (MCC) (formerly fraction code) is a single alphabetic character assigned by the inventory manager to segregate items into more manageable groupings (fast, medium, or slow movers) or to relate to field activities special reporting and/or control requirements. The special material identification code (SMIC) is a two-digit alpha or alphanumeric code that provides the following information: l Source of quality control . Technical design or configuration control l Special controls for procurement, receipt, inspection, test, storage, or issue

COGNIZANCE SYMBOLS The Navy uses a two-part cognizance symbol to provide supply management information. A number of cognizance symbols are in use, but the majority of stock transactions aboard ship are covered by 1H,1N, 9C, 9N, 9G, 9Q, and 9Z. TIhe first digit of the symbol is a number that identifies the stores account (discussed later in the chapter) in which the material is carried in the supply system. The numbers in this position identify the following locations:

Level 1 material is an example of material requiring SMIC coding. The following NSN illustrates all of the elements that have been discussed:

1,3,5,7 Material held in the Navy Stock Account (NSA). When this material is issued, it must be paid for by the requisitioner. 9 Material originally purchased by the Defense Stock Fund but now held in NSA. When this material is issued, it must be paid for by the requisitioner. Material held in the Appropriations Purchases Account (APA). This material is currently issued without charge to the requisitioner. Material not carried in a stores account. The second part of the cognizance symbol is a letter code that identifies the inventory manager or inventory control point (ICP) that has cognizance, or control, of the material. These inventory managers may be Navy or other DOD activities. IDENTIFICATION PUBLICATIONS The primary publications the engineering department uses to identify material are the Coordinated Shipboard Allowance List (COSAL), manufacturers publications such as technical manuals and catalogs, and technical bureau or systems command publications. Most identification publications have notes or introductions that explain how to use them. These publications can be complex. If you have trouble deciphering the codes or reference numbers, supply department personnel will help you.

2,4,6,8

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Allowance Lists Allowance lists include all nonconsumable items and supporting materials needed on the ship. They serve to limit the quantity and type of such items as equipment, controlled equipage, and repair parts that may be carried aboard at any one time. Ships normally are required to carry a full allowance but may not normally exceed the allowance. Exceptions occur when demand for repair parts warrants an increase and the type commander approves, or for specified categories of material when the type commander and cognizant systems command or bureau approve. The supply department uses allowance lists to determine responsibility for materials and to maintain custody records and accountability for items of controlled equipage. Allowance lists also serve as authority to procure and replace allowed equipment. These lists provide valuable identification data not immediately available from other sources. You should use allowance lists as the first source of information on stock numbers of items known to be in the ships allowance. Allowance lists for consumable supplies are merely guides to the range and quantities of material that probably will be required to operate a given type of ship. A ship may exceed quantities of individual items shown in these lists without submitting a request for change in allowance. COSAL. The COSAL is a technical and supply management document that enables ships to achieve maximum operating capability for extended periods of time without external logistical support. The COSAL is technical because it contains nomenclature, operating characteristics, specifications, parts lists, and other technical data on all installed equipment and machinery, and nomenclature and characteristics of the equipage and tools required to operate and maintain the ship and its equipment. The COSAL is a supply management document because it tells the supply officer how much and what kind of material to stock in the storerooms, and the allowance of equipage items that must be carried aboard ship. Supply personnel use computers to prepare the allowances of material to be carried in the storerooms and material required in the operating spaces from the hundreds of APL/AELs that apply to an individual ship. The preparation of these allowance lists takes into

account all of the installed equipment on board, the quantity of each item of that equipment, the failure rate of parts, and the relative importance of these parts to the operation of the equipment. Of course, the COSAL will not provide parts for every equipment breakdown. This would require the ship to carry a spare set of all equipment and machinery, which is impossible. The Ships Parts Control Center (SPCC) publishes the COSAL, which covers hull, mechanical, electrical, ordnance, electronics, nuclear weapons, and nuclear power plant equipment. The COSAL includes an introduction section that gives detailed descriptions of its various parts and their contents, and information that will be helpful when using them. The COSAL does not include ships store stocks, resale clothing, bulk fuels, subsistence items, expendable ordnance, or repair parts for aircraft. These items are covered by separate outfittings and load list. Allowance requirements for nuclear weapons, guided missiles, and certain fleet ballistic missile (FBM) equipment are included in special supplements to the COSAL. The COSAL is divided into parts and sections as follows: Part I Summary of effective allowance parts/equipage lists (SOEAPLs) Index-Section A, Noun Name Index-Section B, Service Application Index-Section C, APL/AEL to Equipment Identification Code (EIC) Index-Section D, EIC to APL/AEL Index-Section E, Work Breakdown Structure to APL/AEL Part II Section AAPLs Section BCircuit symbol data for all electronics APLs (microfiche only) Section C AEL Part III Section AStock number sequence liststoreroom items (SNSLSRI) Section BStock number sequence list-operating space items (SNSL-OSI)

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Section CNot used Section CFMaintenance module Section CRSNSL for ready service spaces Section DAlternate number cross reference to stock number Old to new stock number cross-reference list (filed between sections B and D) THE SUMMARY OF EFFECTIVE ALLOWANCE PARTS/EQUIPAGE LISTS. This is a numerical list of all APLs and AELs that are included in the ships SPCC COSAL. Use this summary to check part II for missing APL/AELs when a new COSAL is received, and periodically thereafter. It is in numerical sequence and should be kept current by adding or deleting identification numbers as changes are made to your COSAL. The summary is illustrated in figure 5-1. Sections A and B of the index contain exactly the same information arranged to provide a cross-index of all APL/AELs in part II. Figure 5-2 shows examples of sections A and B, and the following list describes the contents of the columns of sections A and B. 1. Equipage/component military essentiality code: Items of equipment that are essential to the ships mission.

a. VVital. Failure of the equipment could reduce the ships capability to perform its mission. b. NNonvital. Failure of this equipment would not adversely affect the ships mission. 2. Equipment/component/equipage nomenclature/ characteristics: The noun name and partial characteristics description of each APL and AEL. 3. Identification number: The APL or AEL identification number. 4. Quantity: The quantity of each equipment/ component per service aboard ship, covered by the applicable APL. Column 4 will be blank for all AELs. 5. Column number: The applicable AEL column number from which the allowance is determined. This column is blank for all APLs. A code that indicates specific 6. Notes: information about an APL/AEL entry. These codes are listed and defined in the introduction. 7. Allowance support code: Reserved for future use. (See item 11.)

Figure 5-1.-Summary of effective allowance parts/equipage list.

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Figure 5-2.-COSAL index, part 1, section A.

I
Figure 5-2.-COSAL index, part 1, section B.

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8. Service application/information: The service or major shipboard function in which the equipment, component, or equipagc operates or performs a service. 9. Service code: application. A code to designate service

management control or program support for equipment, component, or item of supply, and the type of allowance document to which it is related. 3. Equipment identification code: APL/AEL. EIC of

10. Ship type and hull number: The specific ship for which the COSAL is prepared. 11. Date: Date of preparation (may be expressed as Julian or month-day-year date). 12. Allowance Support Codes: Pertains to item 7. 13. Page: Consecutive page numbering from first to to last. Page numbers proceeded by the letter H apply to hull, mechanical, and electrical (example H-1). Page numbers preceded by Z apply to ordnance (example Z-1 ). Sections C, D, and E also contain cross-indexed information of APL/AEL, EIC, and work breakdown structure (WBS). Figure 5-3 shows an example of section C, and the following list describes the contents of the columns of section C. 1. Allowance parts Iist/allowance equiflagc lists number: Number of API/AEL. 2. Application/identification activity code: Identifies the activity responsible for the supply

4. Work breakdown function group code: Identifies a hardware oriented breakdown of a ships system including all subsystems to the compartment level. 5. Service code: Designates service application. 6. Work center: Designates subdivision of ships crew assigned to accomplish maintenance requirements for specified installed equipment. 7. Component name: Noun name of APL/AEL. 8. Maintenancc index page: Coded page number of the PMS manual that indexes a set of maintenance requirement cards for a specified installed piece of ship equipment. 9. Record idcntification number: SPCC. 10. Quantity column: Quantity of each equipment . . component aboard ship and the applicable column number for cquipagc. Assigned by

Figure 5-3.COSAL index, part 1, section C.

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11. Preliminary equipment location: Identifies location within ship of the installed component. 12. Service number/valve mark/electrical symbol number: Serial number identifies a specific unit of production. Valve mark/electrical symbol number identifies a specific valve or electrical component used within a system when multiple applications of the same component are present within the same system. 13. Federal supply code for manufacturers: Identifies a specific manufacturer for an equipment/component. 14. Ship type and hull number: The specific ship for which the COSAL is published. 15. Date: COSAL publication date. 16. Page no.: Page number of index. ALLOWANCE PARTS LIST (APL) . The APL is a technical document prepared for a specific item or component of equipment. It lists descriptive data and characteristics of the equipment, repair parts, and other technical and supply management information. The COSAL binder should contain an APL for every item or component of equipment on board the ship.

Each APL is assigned a nine-digit identifying number by SPCC. The first two digits identify the equipment/component category and are listed in an index in the COSAL introduction. The APLs are filed in numerical sequence in part II of the COSAL. You may find an APL number containing a letter P prefix. This indicates an incomplete APL. The body of the APL usually tells why it is incomplete and the action being taken or required to complete it. An APL will not always cover a complete equipment; refer to the section B index (fig. 5-2). The second entry is FEEDWATER SYSTEMS TESTING EQUIPMENT. This is the name of a complete system or equipment for the feedwater system test equipment. Column 2 lists the various feedwater test equipment components, each of which, in this case, has its own APL number. Therefore, the APL may cover a complete equipment or only one component of that equipment. An example of an APL page is shown in figure 5-4. The different data elements are numbered and refer to the numbers in the following list. 1. Equipment/component nomenclature/ characteristics: Name of equipment or component and brief description. This corresponds to the index entries.

Figure 5-4.-Example of an APL.

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2. Manual/Plan: The Predominant technical manual or plan number. Additional numbers are shown in item 8. 3. Identification number: Nine-digit identifying number assigned by SPCC to a particular item or component of equipment. This number is shown at the top and the bottom of the page. 4. Date: COSAL publication date. 5. Page: Consecutive numbering of all pages required to describe one equipment/component that is identified by a single APL number. This is shown at both the top and the bottom of the page. APLs have the word END printed in the center of the page immediately following the last line of data for that APL. This ensures that a complete APL is available. 6. Characteristics: Complete nameplate data on the equipment/component named in item 1. 7. Reference/symbol number: A number, other than an NSN, by which a part may be identified, arranged in alphanumeric sequence. It may be a manufacturers part, drawing, piece, or circuit symbol number. 8. Additional data area: When additional technical manuals or plans apply, they are listed in this area under an appropriate caption. These are in addition to those listed in items 2 and 6. 9. Item name: The name listing of repair parts and/or related accessory components for the equipment/component covered by the APL. 10. Stock number: The FSN assigned to a specific repair part. When an FSN has not been assigned, the reference number from item 7 is repeated. 11. Accessory components applicable to a parent equipment: These are listed on the parent APL. 12. Federal supply code for manufacturing (FSCM): This code lists the manufacturer of the part. 13. Part militarv essentiality code (PART MEC): These are two codes. They are shown on the APL and the SNSL. 1. Failure of the part would have a major effect on the operation of the component. 2. Failure of the part would have little effect on the operation of the component.

14. Source code: Shows the availability of repair parts and the method of procurement. These codes are defined in the introduction. 15. Maintenance code: A three-digit code that identifies the maintenance activity authorized to replace, repair, and condemn an item. Only the first digit is now used. These codes are defined in the introduction. 16. Recoverability/condemnation code: Indicates the recoverability characteristics of items removed during maintenance. Z - Repair Part D - Spare Part 17. Allowance notes code: Provides necessary and important information about individual items listed on the APL. The introduction lists and defines these codes. 18. Quantity in one equipment/component: The total population of the part within the equipment/component described by the APL. 19. Unit of issue: The smallest quantity of a stock item that can be issued. 20. Allowance item code: Reserved for future COSAL use. 21. On board allowance table: APLs published as part of an allowance list for shipboard use will not have quantities printed in these columns. Instead, SEE SNSL FOR ALLOW will be printed. APLs received after the regular COSAL will have the quantities shown. 22. Ship type and hull number: The specific ship for which the APL is published. 23. Page: Consecutive page numbering from first page to last page of all APL pages contained in the COSAL. 24. Identification number: Same as item 3. 25. Date: Same as item 4. 26. Page: Same as item 5. AL LOWANCE EQUIPAGE LIST (AEL). The AEL is similar in appearance to the APL with the following differences: 1. The APL provides maintenance and repair support for ships equipment, and the AEL provides allowances of equipage and supplies necessary to support the ships mission.

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2. The APL provides technical information for the person maintaining a piece of equipment and tells the supply officer what repair parts are necessary in the storeroom to support it, and the AEL tells the commanding officer, supply officer, and other heads of departments what equipage and supplies are required to operate the ship. Equipage is defined as durable items that are not consumed in use and that are essential to the ships mission. Some examples are typewriters, portable power tools (electric drills and pneumatic hammers, life preservers, special clothing, and test sets). AELs may be used to tailor an equipage allowance to fit the needs of a specific ship, and the commanding officer is responsible for carrying the full allowance on board. The consumable supplies listed on the AELs are not mandatory allowances, but they help the supply officer and using department decide what to order. Figure 5-5 shows a typical AEL, and the following list explains the data blocks and columns. 1. Equipage nomenclature/characteristics: Name of equipage or the mechanical/electrical system.

2. Manual/Plan: The predominate technical manual and/or plan number. Items 6 and 7 may show additional numbers. 3. Identification number: the number assigned to identify a specific AEL. The first digit followed by a (-) identifies the activity responsible for preparation and maintenance of the AEL, and the general significance of the equipage. 0Ordinance material 1Space/systems-related material 2Miscellaneous material 3Automotive, construction, and material handling equipment 4Flag allowance material 5Special project office material 6Special propulsion plant 7Portable electronic material 4, Date: COSAL publication date. 5. Page: Consecutive numbering of all pages required to desccribc a system and covered by

Figure 5-5.-Example of an AEL.

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one identification number. This is shown at both the top and the bottom of the page. Each AEL has the word END printed in the center of the page immediately following the last line of data for that AEL. his ensures that a complete AEL is available. 6. Characteristics: A general description, characteristics, and/or other identifying information concerning the equipage/system named in item 1. This may include additional information as stated in the text. 7. Reference number/description data: Contains significant information, manufacturers part numbers, reference numbers, special comments and references to other AELs, and so forth. 8. Item name: Arranged in alphabetical sequence, the name of each item; and when appropriate or applicable, additional nomenclature, dimensions, and so forth, to describe the item named. 9. Stock number: The FSN assigned to the items. When an FSN is not assigned, this position shows a manufacturers part or catalog number or other identifying number. 10. Security classification: Reserved for future COSAL use 11. Source code: Shows the availability of the items and the method of procuremcnt. These codes are defincd in the introduction. 12. Maintenance code: Reserved for future COSAL use. 13. Recoverability code: Shows the recoverability characteristics of the item as follows: RRepairable SSalvageable CConsumable 14. Blank: Column reserved for future COSAL USC. 15. Allowance notes codes: Provides neccessary and important information about individual items on the AEL. The introduction lists and defines these codes. 16. Custody codes: use. Reserved for future COSAL

18. Quantity: Normally blank See the text for additional information. 19. On board allowance table: Consist of eight numbered columns in which quantities may be shown. In certain cases, the total shipboard allowance quantity is determined by the sum total of quantities appearing in designated columns of several AELs. The COSAL index will show all applicable AEL numbers and the appropriate columns for each. The abbreviation AR (as required) may appear instead of a quantity. Information as to quantity allowed will then be contained elsewhere in the AEL. 20. Ship type and hull number: The specific ship for which the AEL is published. 21. Page: Consecutive page numbering from first page to last page of all AEL pages published in the COSAL. 22. Idcntification number: Same as item 3. 23. Date: Same as item 4. 24. Page: Same as item 5. The Characteristics column (No. 6) may also contain information to help you determine allowance quantity, equipage type, and substitutions necessary because of differences in the installed equipment and the characteristics of the ship. The Quantity column (No. 18) is normally blank, but when it is used, as in figure 5-5, it shows the quantity of the individual items included in the equipage item. his helps you replace items that have been used. STOCK NUMBER SEQUENCE LIST (SNSL). Thc SNSL is composed of two parts: storeroom items (SNSL-SRI) and operating space items (SNSL-OSI). Supply officers use the SNSL-SRI to determine what repair parts to stock in the storerooms. They use the SNSL-OSI to determine the items required or generally used to maintain engineering spaces and equipment. We said earlier that the controlled equipage allowance shown on the SNSL-OSI is mandatory, but the consumable items are listed only as a guide. ALTERNATE NUMBER CROSS REFERENCE TO STOCK NUMBER. The cross-reference section contains all of the reference numbers (specification, plan, catalog, part, or type number) in the APLs. It cross-references them to the current NSN, if one is assigned. COSAL MAINTENANCE. We said earlier that the COSAL is one of the primary publications to use

17. Unit of issue: Thc smallest quantity of a stock item that can be issued.

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aboard ship to identify material and provide information on how much of what material to stock aboard ship. The COSAL is generated directly from the ships configuration baseline, which lists all systems, equipments, and components aboard ship. Therefore, you must maintain the ships configuration baseline in the ICP file from which the COSAL is generated. Other logistics support also depends on the accuracy of this configuration baseline. Some examples are technical manuals, planned maintenance, and test equipment allowances. Ship personnel are responsible for the maintenance and accuracy of the configuration baseline. OPNAVINST 4790.4 explains how to report changes in the ships configuration baseline. Use the same instruction to report any errors in the COSAL. Some examples are APL still in COSAL for equipment that has been removed, equipment on board but not supported by an APL, nameplate data in the APL does not agree with that represented by the actual equipment configuration, and so forth. Supply Publications When you submit a requisition for supplies, it sets in motion a long chain of events involving procurement actions, movement of material, and maintenance of stock records. You must submit accurate data if you expect to get the supplies you requested. Refer to the following sources for accurate information. MANAGEMENT LIST NAVY. The ML-N is a microfiche aid that contains basic management data you need to prepare requisitions. The ML-N contains stock number changes, units of issue, unit price, and associated information (fig. 5-6). MASTER CROSS-REFERENCE LIST (MCRL). The MCRL is a cross-reference from a reference number (manufacturers part number, a drawing number, design control number, and so forth) to its assigned NSN and from its NSN to its reference number. The format of the MCRL is shown in figure 5-7. The column titled Mfr. Code shows the federal stock code for manufacturers (FSCM), which is the identification numbers for each manufacturer doing business with DOD. You need the FSCM because some manufacturers will sometimes assign identical reference numbers. MASTER REPAIRABLE ITEM LIST (MRIL). The MRIL helps identify Navy-managed, mandatory, turn-in repairable items; turn-in activities of repairable items; and pertinent movement priority designators. The MRIL is published in microfiche by the

fleet material support office (FMSO) and is distributed each month. The introduction to MRIL, NAVSUP P 4000, chapter 5, is included in microfiche in the January, April, July, and October editions of the MRIL. AFLOAT SHOPPING GUIDE (ASG). The ASG helps you identify items of supply not normally related to a part or reference number by relating them to an NSN. It also helps find substitutions in the general hardware area through the use of illustrations, specifications, and narrative descriptions from which you may locate the applicable NSN. Sections of the ASG are republished when the volume of changes is significant. IDENTIFICATION LISTS (ILs). The ILs are microfiche listings by group and class that provide item descriptions and related data required to identify or select items of supply.

Other Sources of Identification There will be times when a repair part is not listed in an APL. This may happen when the equipment or component is not supported or when the part has been omitted. Keep in mind that an APL may cover a complete equipment or only a component of an equipment. Therefore, check the index to see if the part you need is included in another APL. For example, couplings, switches, and valves may be listed in the APLs for the components with which they are used or each may be assigned a CID number and have its own APL. To identify a repair part in sources other than the COSAL, you must have complete information on the equipment. Several sources of this information are described in the next paragraphs. NAMEPLATES. One of the most important sources of information is the data shown on equipment nameplates. This may include the manufacturers name, model or type, serial number, size or capacity, voltage, and so forth. TECHNICAL MANUALS. Technical manuals and instruction books published by the equipment manufacturer usually contain a complete description of the equipment as well as parts lists that relate the part to a manufacturers part number. BLUEPRINTS AND DRAWINGS. Installation and maintenance blueprints and drawings also contain helpful identifying information.

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Figure 5-6.-Navy management data list (ML-N)

SUPPLY OVERHAUL An Integrated Logistics Overhaul (ILO) is the work that is done concurrently with the shipyard overhaul. Storekeepers off-load repair parts, and they identify, inspect, inventory, repackage, and preserve them as

needed. They will get any help they need from other departments, and the engineering department will probably be asked to provide one or more experienced petty officers for this purpose. A good ILO purifies the selection of repair parts carried in supply department storerooms.

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procedures are more complicated than they were a few years ago. The following paragraphs cover the procedures commonly used to account for repair parts. Well discuss controlled equipage procedures later in this chapter. ISSUES FROM SUPPLY DEPARTMENT STOREROOMS NAVSUP form 1250 is used on all nonautomated ships for issues from supply department storerooms (ships not using electronic data processing equipment to request material and record material consumption). Automated ships use the DD form 1348 as an internal issue document. The head of a department must authorize persons to draw routine issues of repair parts and consumables from supply. The authorization may be in a memo to the supply officer that names persons authorized to draw material. It may also be a locally developed credit card similar to the one shown in figure 5-8 and controlled by the head of a department. It is best to limit the number of persons authorized to draw material to keep better control of the department budget.

Figure 5-7.-Format for the master cross-reference list (MCRL). An ILO is the work that is done during a supply availability and it begins concurrently with the shipyard overhaul. Storekeepers off-load repair parts, and they identify, inspect, inventory, repackage, and preserve them as needed. They will get any help they need from other departments, and the engineering department will probably be asked to provide one or more experienced petty officers for this purpose. A good ILO purifies the selection of repair parts carried in supply department storerooms. If the validation does not find equipment it should find, it will delete those items from the ships configuration, which means deletion from the COSAL and other support documents. Therefore, engineering department personnel should be sure the ILO team can locate all equipment (or document its location) that should remain in the ships configuration, and they should certify all deleted equipment that will not be replaced.

SPECIAL REQUIREMENTS Most material carried on board is repair parts authorized by the COSAL or consumables stocked on the basis of past usage. Any others are special requirements and they include greater numbers of current items, or items not carried. Submit special requirements to the supply officer well ahead of the time you will need them.

REPAIR PARTS PROCEDURES AND PROCUREMENT The supply department is expected to keep enough repair parts and consumables to meet the demands of the ship, and that requires cooperation from other departments. Todays Navy requires more accounting for material received and consumed, and those

Figure 5-8. "Credit card" authorization to draw stores from supply department storeroom.

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PREPARATION OF NAVSUP 1250 Personnel on nonautomated ships should submit requests for material on Single Line Item Consumption/Management Document (Manual), NAVSUP 1250. This form was developed to (1) improve stock control procedures and (2) report consumption under the Maintenance Data System (MDS) of the Navy Maintenance and Material Management (3-M) System. As your departments representative, you may present a partially prepared NAVSUP 1250, or one that is completely prepared by supply personnel. This depends upon supply department instructions and existing conditions aboard ship. In either case, you must furnish certain information. Figure 5-9 shows a partially prepared NAVSUP 1250 containing the minimum data you must provide at the time you submit the form to Supply. When material is received, the department representative signs for receipt on the NAVSUP 1250 and is given the yellow copy of the form. When material is drawn from stock, the Approved by signature (block 30) is not required since the engineer officer has already authorized certain persons to draw material either by memo or credit card. USE OF NAVSUP 1348-6 Some repair parts do not have NSNs, and they are not carried in the supply system. This is largely because (1) the equipment is quite old, and (2) some equipment

is supplied by many different manufacturers. It is not practical to invest large sums of money in inventory that has limited use. When you need a repair part and it has no NSN, the supply department will have to order the part with the manufacturers part or reference number as its identification. To ensure that the supply activity can process the requisition, complete the identification data portion of the NAVSUP 1348-6 and submit it with the NAVSUP 1250. Supply then forwards the completed NAVSUP 1348-6 to the supply activity, which can cross-reference the part to an NSN, if one is assigned, or purchase it from the manufacturer. Figure 5-10 shows an example of NAVSUP 1348-6. NOT IN STOCK/NOT CARRIED (NIsS/NC) TRANSACTIONS We said earlier in the chapter that the storeroom cannot provide all repair parts. If an item is not carried (NC) or not in stock (NIS), the supply department uses the NAVSUP 1250 to prepare a direct turnover (DTO) requisition for the material. A DTO requisition requires an approval signature, and it requires that an urgency-of-need designator be assigned in block 3 of NAVSUP 1250. Well discuss the urgency-of-need designator later in the chapter when we deal with priorities. An NIS/NC request offers an opportunity to verify the accuracy of the COSAL. Block 17 of the NAVSUP 1250 must be marked to indicate whether or not the

Figure 5-9. -NAVSUP form 1250 maintenance data entries for ships with nonmechanical supply records.

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Figure 5-10.-Repair part technical data document, NAVSUP form 1348-6.

COSAL supports the equipment. If it does not, promptly report the full nameplate data of the equipment, its service application, and the quantity installed according to OPNAVINST 4790.4. Impress the importance of this verification upon all personnel in the engineering department who are authorized to prepare requests. You may order NC material only for DTO and only when it is required for immediate use. You can order repair parts and consumables that are not allowed by the COSAL and/or usage ONLY if you submit an in-excess requisition via the type commander for approval. Well discuss the criteria for in-excess and not-in-excess requisitions later in the chapter.

MILITARY STANDARD REQUISITIONING AND ISSUE PROCEDURE (MILSTRIP) MILSTRIP provides the forms and procedures used to requisition material. The Uniform Material Movement and Issue Priority System (UMMIPS) provides the method used to assign priorities for the issue and movement of that material; well discuss UMMIPS later in this chapter. MILSTRIP permits processing of requisitions by electric accounting machine/automatic data processing (EAM/ADP). Much of the information formerly written out is now converted to codes that provide a common

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language between all of the armed forces and the General Services Administration. MILSTRIP REQUISITIONS The ships supply department submits MILSTRIP requisitions on DD form 1348 for nonautomated ships and on DD form 1348m for automated ships. Material received from a supply activity is invoiced on the DD form 1348-1 (Release/Receipt Document). The supply department prepares the DD form 1348 for all material requirements with the exception of ammunition, medical supplies, and Marine Corps supplies, which are ordered by the department concerned, and bulk fuel which is ordered on DD form 1149. Well discuss fuel oil requisitions later in this chapter. You should submit your requests on NAVSUP form 1250 which will be the source document for DD form 1348. When the supply department receives a NAVSUP form 1250 and determines it is for NIS or NC material, they will return the yellow copy to you to notify you to prepare a DTO requisition. After they have received your NAVSUP 1250 for the DTO requisition, they will prepare DD form 1348. Write the requisition number in block B of NAVSUP 1250, and return the pink copy of NAVSUP 1250 to you with the weekly budget report. Bearer Requisition When your ship is in port, you can use a bearer, or walk-through requisition to get urgently needed material that is available locally. After supply personnel prepare the DD form 1348, take it to the supply activity, walk it through the processing steps, and receive the material. This system is restricted to higher priorities; use it only when necessary. Message and Defense Automated Addressing System (DAAS) Requisition When air mail will not move a requisition quickly enough, you may send it by naval message or DAAS. The decision must be based on the location of the ship (deployed or in port), location of the material (local or distant supply activity), and urgency. Requisition Status and Follow-up Status refers to the movement, or lack of movement, of a requisition at the supply activity. There are different types of status, but the most common is exception status. This means the supply activity advises the requisitioner of any action taken except when they supply and ship

the material. This includes actions such as back-order, passing the requisition to another supply activity, NSN change, NSN substitution, and so forth. If you need to know the complete status on a high priority requirement, ask the supply officer to use the appropriate code on the requisition. You may be notified of status via a DD form 1348, DAAS, message, or speedletter. The status report is normally filed with the requisition copy in the outstanding material file in the supply office. Since the requisition number is entered on the pink copy of the NAVSUP 1250, you can easily determine the status of a requisition. When you have not received either status or material by the priority delivery date, submit a follow-up to the last known holder of the requisition. In-Excess Requisitions The supply officer submits all in-excess requisitions for approval at least to the type commander, and for certain designated items, to the cognizant bureau or material command. The commanding officer delegates responsibility to the supply officer to decide what requisitions are in-excess, that they are so identified, and that they are approved by the appropriate higher authority. All department heads share this responsibility since they must justify any requisitions considered in-excess. Requisitions for the following material are considered in-excess: l Controlled equipage not on the ships allowance list l Controlled equipage on the allowance list but in greater quantities than allowed l Nonstandard consumable supplies when similar items are available in the supply system l Repair parts not listed in ships allowance for which a requirement cannot be justified Not In-Excess Requisitions Requisitions for the following material are considered as not in excess: Controlled equipage on the allowance list not in a greater quantity than neccessary to bring the amount on order and on hand up to full allowance Repair parts listed with or without quantities in the ships allowance for which a requirement can be justified above the quantity fixed by the allowance

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. Consumable supplies listed in the Navy stock lists, applicable allowance lists, or other consumable supplies except nonstandard items . Material other than consumable supplies required for immediate expenditure for repairs or alterations or to replace material so expended l Services that cannot be accomplished by ships force . Equipage items that are not controlled equipage Fuel Requisitions The supply officer procures fuels, but the engineer officer determines fuel requirements. The engineer officer tells the supply officer how much fuel is required and when it should be delivered. Fuel is normally procured from one of the following sources: Fleet oilers, station tankers, and yard oilers Fuel depots and annexes Commercial shore installations, both foreign and domestic, under Defense Petroleum Supply Center (DPSC) and local contracts Other Navy combatant or service force ships Shore installations of other services or agencies In an emergency, the supply officer may procure fuel from United States commercial ships, foreign naval ships, foreign naval shore establishments, foreign commercial ships, or foreign commercial shore establishments not currently under DPSC or local Navy contracts. UNIFORM MATERIAL MOVEMENT AND ISSUE PRIORITY SYSTEM (UMMIPS) UMMIPS ensures that material requests are processed according to the MILITARY IMPORTANCE of the requiring activity and the URGENCY of that activitys needs. In the movement and issue of material it is necessary to have a common basis to decide priorities for transportation, warehousing, introduction of requisitions for processing, and material assets. UMMIPS provides this common basis through a series of two-digit issue priority designators, which are shown in figure 5-11. Material requests submitted to supply that are filled from storeroom stock do not require a priority

designator. However, all requisitions prepared by the supply department must have a priority designator assigned. The priority designator is derived from two factors; one that classifies the military importance of the ship and the second that rates the urgency of need. The military importance factor is called the force/activity designator (FAD). FAD is a Roman numeral (I through V) assigned by the Secretary of Defense (SECDEF), the Joint Chiefs of Staff (JCS), of a DOD component to indicate the mission essentiality of a unit, organization, installation, project, or program to meet national objectives. The FAD is based on a DOD determination of activity/mission importance or essentiality. 1. FAD I: Assigned by SECDEF, upon recommendation of JCS, for a. U.S. Armed Forces in combat b. Programs approved for national priority by the President per BRICKBAT category of the latest DOD Master Urgency List c. Declared emergencies d. Other units or projects specifically designated 2. FAD II: May be assigned by fleet commandersin-chief; Commander, Military Sealift Command; commanders of Navy components of unified or specified commands; Oceanographer of the Navy; Commander, Naval Security Group Command; Commander, Naval Intelligence Command; Chief of Naval Education and Training; Chief of Naval Reserve; and Commander, Naval Telecommunications Command. a. U.S. combat, combat-ready, and direct combat support forces deployed to or operating outside the 50 states and adjacent waters and other areas as maybe designated by the JCS b. Forces being maintained in a state of combat readiness for immediate (within 24 hours) employment or deployment c. DOD component programs and projects vital to defense of national objectives that are comparable d. Specified combat-ready and direct combat support forces of foreign countries with comparable importance to U.S. forces cited in items a. and b.

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Figure 5-11.-Issue priority designators.

3. FAD III. May be assigned by the commands authorized to assign FAD II, and by any other command that is designated a major claimant for budget purposes. FAD III is assigned to a. All other U.S. combat-ready and direct support forces outside CONUS. b. CONUS forces (including reserve forces) maintained in a state of readiness for deployment to combat. (The Chief of Naval Reserve will verify the status of reserve force squadrons prior to assignment of FAD III to ensure that such assignment is compatible with contigency plans.) c. Component programs and projects of comparable importance with elements in item a. and b.

d. Specified combat-ready and direct combat support forces of foreign countries that are of comparable importance with force specified in items a. and b. e. CONUS industrial and intermediate maintenance/repair activities that provide direct logistic support for forces being maintained in a state of readiness for deployment to combat. f. New construction/modernization ships within 60 days of builders trials. FAD II can be assigned only in specific cases if approved by the Chief of Naval Operations when it is anticipated that the ship will come under the operational command of the SIXTH or SEVENTH Fleets or equivalent operational assignments within 90 days of its commissioning.

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4. FAD IV. May be assigned by any command authorized to assign FAD II or III and is assigned to a. U.S. forces being maintained in a state of combat readiness for deployment to combat. b. DOD component programs and projects that are of comparable importance with item a. c. Specified combat-ready and direct combat support forces of foreign countries with comparable importance to U.S. forces specified in item a. d. CONUS industrial and intermediate/repair maintenance activities providing direct logistic support for forces being maintained in a state of readiness for deployment to combat. 5. FAD V. May be assigned by any command authorized to assign FAD II, III, or IV, and is assigned to a. All other U.S. forces or activities b. Approved programs of DOD components not otherwise designated 6. Authorized use of a higher FAD. a. To facilitate optimum material readiness, OPNAVINST 4616.1 series authorizes the assumption of the authorized higher FAD a maximum of 90 days prior to scheduled deployment outside CONUS of other authorized elevation from a lower to higher FAD. b. Activities performing work on ships during restricted availabilities are authorized to use the FAD of the ship being worked on when ordering material for that work. CONTROLLED EQUIPAGE PROCEDURES Controlled equipage requires greater management control because the items are expensive, vulnerable to theft, and/or essential to the ships mission. Controlled equipage is listed in appendix 11 of NAVSUP Publication 485(P-485). The department head must sign for custody of all items marked by an asterisk in the list of equipage items. The COSAL SNSL-OSI contains allowances of controlled equipage used by the engineering

department. These sources provide the allowance authority, nomenclature, NSN, and allowed quantity for a ship. EQUIPAGE STOCK CARD AND CUSTODY RECORD The Equipage Stock Card and Custody Record, NAVSUP 306, serves a dual purpose as a custody record and as an inventory control document. Its use is mandatory for all controlled equipage. Figure 5-12 shows an example of a properly prepared NAVSUP 306 with representative entries. The form is prepared in duplicate. The supply officer keeps the original, and the custodial department keeps the copy. Supply is responsible for preparing the form, but the following guidelines may help you understand its purpose and use. l Items requiring custody signature are identified on the NAVSUP 306. l The responsible department is identified on each card. l When two or more departments are responsible for individual pieces of equipment listed on one line of the allowance list, each department gets a card showing the numerical allowance for which the department is responsible. l The cards are numbered consecutively for each department. l Each card shows the numerical allowance for each item as shown by the allowance list. When responsibility is divided, the total of all cards must equal the total allowance. l The card shows the NSN and unit of issue, and the unit price if it is available. l The card must show the allowance authority. l The card must contain a complete description of the item, including serial numbers if the item is so identified. Keep the department copy of the NAVSUP 306 current by posting all equipment receipts and expenditures as they occur. Each time supply personnel post additional transactions to the original NAVSUP 306, the department head will attest to the new balance by signing for items that require a signature. The custody records within the department are optional, but the copy of the NAVSUP 306 provides a

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Figure 5-12.-NAVSUP form 306.

ready-made system where the division officer or petty officer who has physical control of the item can sign the card. When those persons issue controlled equipage to others temporarily; they should ask for memorandum receipts. INVENTORY OF CONTROLLED EQUIPAGE All items of controlled equipage must be inventoried annually during March. However, if the annual inventory, or an inventory for any of the reasons shown in the following list, is held in the 6 months period preceding March, it will satisfy the annual inventory requirement. l The ship is commissioned, inactivated, or reactivated. l A department head is relieved and signs for department equipage. l At a change of command, the relieving officer may ask for an inventory. Department heads are responsible for the annual inventory of those items for which they have custody,

and they must complete the inventory within 30 days after they start it. The duplicates of NAVSUP 306 provide a basis for the inventory. The inventorying officer should take the following steps: 1. See each item and inspect it for serviceability. 2. Check item serial numbers against the serial numbers recorded on the custody cards. 3. As each item is inventoried, enter the date, quantity, and signature on the reverse of the custody card. 4. During or immediately after the inventory is complete, transcribe the inventory record to the original NAVSUP 306 held by the supply officer. 5. Prepare survey requests for any missing or unserviceable equipage items. The survey requests are very important because the supply officer uses them to prepare a list of controlled equipage deficiencies and submits it to the type commander. This deficiency list is used to fund the replacement of unserviceable or missing controlled equipage.

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When the engineer officer is relieved, the relieving and relieved officers should conduct a joint inventory of controlled equipage in the engineering department and complete it before the relieved officer departs.They should prepare a relieving letter stating that they completed the joint inventory, prepared surveys for shortages and unserviceable items, and submitted requests to replace those items. If they cannot take a joint inventory, the relieving officer must complete the inventory as soon as possible after assuming the duties. The relieving officer should then submit a relieving letter showing surveys for shortages and unserviceable items, and requests for replacements. In either case, a copy of the letter should go to the supply officer. If you find excess controlled equipage during inventory, report it to the supply officer, who may transfer it to other departments or report it to the type commander for disposition. EXPENDITURE OF MATERIAL Material is expended when it is issued from supply storerooms, when it is transferred to another ship or station, or when it is surveyed. We have already discussed issues, so well cover transfers and surveys in the following paragraphs. TRANSFERS You may not transfer stores or other government material from a naval ship without the approval of the commanding officer. The commanding officer may authorize the supply officer to approve transfers. In that case, the supply officer must authorize the transfer of any material from the ship. The supply officer is responsible for preparation of transfer documents and compliance with transfer procedures contained in current instructions. The engineer officer must report to the supply officer any excess equipment, equipage, or supplies in the engineering department. The supply officer will normally seek the advice of the engineer officer before transferring from supply storerooms any material that is used in engineering spaces. One of the more common types of transfer is for emergency repair parts for deployed ships. When you have the material another ship needs, you should decide whether to make the transfer based on your past usage, how essential the material is to the equipment it supports, the time needed to get a replacement, and the judgment of the engineer and supply officers. You should make the transfer, if possible, since it helps

another ship get its equipment back into operation in the least amount of time. It is also useful to have a reputation as a ship that will help outyou have a better chance of getting help when you need it. SURVEYS A survey is required when Navy property is lost, damaged, or destroyed, except in incoming shipments. A survey determines responsibility and fixes the actual loss to the government. Always try to get to the truth of responsibility. Thoroughly research the facts and do it as soon as possible. Do not limit your investigation to verifying the statements of interested parties; make it broad enough to ensure that the interests of the government as well as the rights of the individual(s) or Navy activities are fully protected. A good review will prove or refute statements of interested persons and place responsibility where it belongs. When you first discover government property that has been lost, damaged, or destroyed, the department head or division officer should determine if there is evidence of negligence, willful misconduct, or deliberate unauthorized use. If there is no such evidence, the responsible officer will initiate a Government Property Lost or Damaged (GPLD) Survey Certificate, DD Form 2090. This form relieves individuals of responsibility and adjusts records to show the new status of the material. If the review does show evidence of negligence, willful misconduct, or unauthorized use, the responsible officer will initiate a Report of Survey, DD form 200. This form will also be used whenever the receiving authority does not approve the DD form 2090, or if the commanding officer or higher authority so directs. The appointing authority appoints the surveying officer. The appointing authority is usually the commanding officer, designee, or officer in the chain of command with jurisdiction over the individual who has custodial responsibility for the property to be surveyed. The surveying officer will usually be a commissioned officer, warrant officer, or petty officer in grades E-8 or E-9. The commanding officer may appoint a survey board that will investigate reports of survey. This board consolidates the functions of the appointing authority and the survey officer, and it relieves commanding officers of the burdens involved in the report of survey procedures. One member of the board will be designated as appointing authority. Survey boards furnish advice to

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the commanding officer and conduct investigations on surveys submitted to him for action. A survey board consists of two or more persons, usually commissioned or warrant officers. The surveying officer or survey board investigates the material or the circumstances under which material is missing. The investigators try to determine the condition of the material at the time of survey, and fix the cause and responsibility for that condition. They also note when they could not fix responsibility or when the material wore out through normal use. For more detailed information about the survey process, see your ships survey instructions and chapter 5 of NAVSUP P-485, which is available in the supply office. FINANCIAL CONTROL OF SHIPS OPERATING TARGET (OPTAR) In this section, well explain briefly how the Navy is funded and the method it uses to finance the day-to-day operation of ships. With few exceptions, such as shipbuilding and alteration, research and development, the Navy is funded by annual appropriations included in the Defense Appropriations Act passed each year by Congress. The money is then appropriated by Congress and the Navy assigns it to the various systems

commands and bureaus that administer them. As an example, appropriation 17-1804 is for operations and maintenance of ships. NAVSEA administers it and distributes it through the fleet commanders. The fleet commanders then grant operating budgets to each type commander under their command. The type commanders grant obligational authority to the ships within their commands so they can procure supplies and equipage to meet the ships OPTAR. The fleet accounting office performs the accounting required for the operating budget. But the supply officer of each ship must maintain records to help the commanding officer know the status and ensure the best use of OPTAR funds. The TYCOM budgets for the initial grant and establishes the method each ship uses to request and justify OPTAR funds. We often use two terms when we speak about supply operations: Navy Stock Fund (NSF) and Navy Stock Account (NSA). The following paragraphs contain a brief explanation of those terms: NSF is a revolving fund used to procure material. After procurement, the material is held in an inventory account, NSA. The NSA inventory is stored at ashore supply activities and on some supply ships. The relationship of the NSF and NSA is shown in figure 5-13.

Figure 5-13.-Relationship of the Navy Stock Fund (NSF) and the Navy Stock Account (NSA).

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When a ship submits a requisition and the material is issued, the NSA is reduced. The cost of the issue is charged to the ships OPTAR and credited to the NSF, which may then use the money to procure replacement inventory. The Appropriations Purchases Account (APA) is another inventory account that is used extensively. APA material has been purchased with appropriated finds and is held in store awaiting issue. It is usually used for major items such as NAVSEA controlled test equipment. When this material is requisitioned by the ship, the OPTAR is not reduced since the material has already been charged to end use. A statistical charge is made to help show the total operating cost within the Navy.

DEPARTMENTAL BUDGETS Commanding officers distribute their OPTAR funds in different ways, but one of the most effective ways is to assign department budgets. When departments have budgets, the supply officer maintains budget records with the OPTAR funds records. The supply officer makes 10-day reports to the commanding officer on the status of the OPTAR funds and the department budgets, with a copy to each department. The pink copy of each NAVSUP 1250, which has been processed by supply and charged to the engineering department budget during the preceding week, is included with the departmental copy of the budget report. This helps the engineer officer reconcile the department record with supply records.

FUND CODES Under current accounting procedures, operating costs are accumulated according to the purpose or type of expenditure and are identified by fund codes. The type commander designates the fund codes each ship may use and the circumstances under which they may be used. Generally, those fund codes identify expenditures for equipage, repair parts, consumables, and services. The OPTAR grant may specify limits for each of these categories. Assign fund codes carefully on the NAVSUP 1250 (discussed earlier) to prevent incorrect changes to these categories. Engineer officers may or may not keep department budget or expense records. If not, they will normally depend on the periodic reports of expenditures and balances issued by the supply officer. However, departmental records can be quite useful. For one reason, Navy directives call for periodic validation of outstanding requisitions to justify the continued demand. Youll need accurate records of those requisitions when the time comes. Figure 5-14 illustrates one type of record used to control department spending.

Figure 5-14.-A sample expenditure record for the engineering department.

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SUPPLY PETTY OFFICERS RECORDS Engineering department supply petty officers in the various work centers keep records of supplies requested and received. These records are important sources of information for the work center and for the entire engineering department. A little extra work at the beginning can save a lot of work, confusion, and frustration later. This is especially true when it prevents the embarrassment of either wasting money on parts no longer needed or of waiting a long time for needed parts only to find out later that they were not properly ordered, or were ordered in insufficient quantity. Therefore, good departmental supply petty officer records plus timely coordination with the supply department can help ensure operational readiness through the best use of supply funds. Figure 5-15 shows a sample of the proper entries in the supply petty officers records, and the following list explains those entries based on numbers keyed to the supply petty officers records. 1. Request date: The Julian date on which the issue request is submitted (from block 1 of form 1250). This block is not completed on form 1250

until it is actually turned in to the supply department. 2. Department number: The internal departmental control number for specific identification of the issue request, when wanted (from block 2 of form 1250). You should use this block to provide better document control and identification. It has a ready serialized reference number for a quick location of a specific document in the supply petty officers records. 3. Noun name: The noun name or reference symbol number of the requested item (from block 8 of form 1250). Use the same terminology as on form 1250 to eliminate confusion. 4. National item identification number: The stock number (from block 22 of form 1250). This block provides the only positive identification of the actual material requested. 5. Unit of issue: The unit of issue (from block 24

Figure 5-15.Sample supply petty officer's record.

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6. Quantity: The quantity required (from block 25 of form 1250). 7. Extended price: The extended price (unit price times quantity) (from block 27 of form 1250). 8. Work center: The work center code (from block 14 of form 1250). 9. Job sequence number (JSN): The job sequence number, with the work center code, identifies a specific or nonspecific maintenance action (from block 15 of form 1250). 10. Requisition number: The requisition number (Julian date and serial number) when procurement is required. This occurs whenever the requested material is NC or the quantity issued is less than the quantity requested. The requisition number is obtained from block B of the pink copy of form 1250 returned to the department head every 10 days with the departmental report. This requisition number is the key identifier of the material procurement action. Use it when you contact supply for status or for any other reason regarding this material-supply office procurement tiles are arranged in requisition number order. 11. Requisition quantity: The requisition quantity shows the quantity of the material being procured by the ship. Take this data from block A of the pink copy of form 1250. This allows the department to perform a very important check. If the material was NC, the requisition quantity should be equal to the quantity originally requested. If partial issue was made, the requisition quantity will normally be greater than the outstanding balance since the supply department is replenishing its stock as well as meeting the departments outstanding demand. If the material is completely NIS, the requisition quantity should be at least equal to the quantity requested (it may occasionally be greater

because of losses by inventory, and so forth. If the quantity issued (if any) plus the requisition quantity is less than the quantity requested, the department should check with the supply department. 12. Status/remarks: The work center should use this column for information that does not fit into the other columns. 13. Quantity received: Use this column to show the quantity received as a result of this request. There may be only one entry (equal to the amount requested) if the total quantity was issued from ships stock, or if the total quantity was requisitioned and received by the deportment at a later date. If supply sends a partial issue and requisitions the balance, record the partial issue quantity in the lower half of the space and enter the remainder above it when you receive it later. 14. Date received: The date you received the material. This is the Julian date that the quantity in column 13 was received. Again, in the case of a partial issue followed by a later issue, enter two dates for the two quantity entries in column 13. 15. Completed: When the total quantity requested (column 6) equals the quantity received (total entries in column 13 for that document), place a check mark in column 15. This lets you see at a glance those issue requests that have and have not been completed. Without this information, documents with no entries in blocks 13 and 14 arc obviously still outstanding. Entries in columns 13 and 14, however, do not neccessarily indicate completion. The quantity received must still be checked against the requested quantity to determine if there was a partial issue. Thus, the simple check mark in column 15 increases the effectiveness of these records.

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CHAPTER 6

ENVIRONMENTAL POLICIES AND PROCEDURES

When you have read and understood this chapter, you should be able to answer the following learning objectives.

. Explain the basis for the Navys environmental policies. l Explain the procedures used in oil spills. . Explain the methods used for shipboard waste disposal.

l Describe the procedures used in fuel oil storage. l Explain the use of fuel oil piping systems. l Explain the procedures used in fueling.

The federal government continues to emphasize how important it is that federal agencies do everything possible to prevent environmental pollution. Presidential executive orders and congressional legislation support this emphasis. All facilities owned by, or leased to, the federal government must be designed, operated, maintained, and monitored to conform to air, water, and noise standards established by federal, state, and local authorities. The Navy will work to protect and improve the quality of the environment. We will follow all regulatory standards that apply to us, and we will initiate actions to conserve natural resources, protect historical and cultural properties, and prevent or control pollution. This chapter covers the policies and instructions under which we work to protect and improve the environment, and it provides an overview of the procedures we use to do so.

Act of 1961 prohibits the discharge of oil or oily mixtures, such as ballast, within the prohibited zones established by any nation, and those zones range from 50 to 150 miles seaward from the nearest land. The 1961 act ratified a 1954 international agreement known as the Convention for the Prevention of Pollution of the Sea by Oil. Proposed amendments would abolish prohibited zones and extend oil dumping prohibitions to all ocean areas. The Oil Pollution Act of 1924 was repealed by the Water Quality Improvement Act of 1979. This act prohibits the noncasualty discharge of any type of oil from any vessel, onshore facility, or offshore facility into or upon navigable waters of the United States, adjoining shorelines, or waters of the contiguous 12-mile zone. Other features of the act provide for the control of hazardous substances other than oil and for the control of sewage discharges from vessels. The Clean Air Amendments of 1970 set goals for the reduction of pollutant emissions from stationary sources and vehicles. New stationary sources that burn fossil fuels must conform to emission standards determined by the Environmental Protection Agency (EPA). In 1970, Congress also passed two acts that declared a national policy to improve the environment. They were the National Environmental Policy Act of 1969 and the Environmental Quality Improvement Act of 1970. These acts require federal, state, and local

POLLUTION CONTROL LAWS AND REGULATIONS The following paragraphs offer a brief overview of the more important laws and regulations we use to protect the environment. In 1899, Congress passed a law prohibiting the discharge of refuse in navigable waters of the United States. The Oil Pollution Act of 1924 prohibits the discharge of oil of any kind (fuel oil, sludge, oily waste, and so forth) into navigable waters. The Oil Pollution

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governments to create and maintain conditions where man and nature can exist together. The Navys environmental quality program is the Environmental and Natural Resources Program Manual, OPNAVINST 5090.1. It contains guidelines to prevent, control, and abate air and water pollution. In general, we must ensure that all facilities, including ships, aircraft, shore activities, and vehicles, are designed, operated, and maintained to conform with standards set forth in the 1970 and 1979 acts. The following paragraphs cover the most important requirements of the instruction. Shore activities will use municipal and regional waste collection and disposal systems whenever possible. We will handle all materials such as solid fuels, petroleum products, and chemicals in ways that prevent or minimize pollution of the air and water. We will reprocess, reclaim, and reuse waste material whenever feasible. Ships will use port disposal facilities for all waste before they get underway and when they return to port. We will not discharge oil products within any prohibited zone, and we will not discharge trash and garbage within 12 miles of shore. We will normally burn waste material in open fires. We will not use sinking agents and dispersants to fight oil spills except when there is a substantial fire hazard or danger to human life. To meet the requirements of the Clean Air and Water Quality Improvement Acts, the Navy has instituted several ongoing programs. Some of them are in operation and others are being tested and evaluated. For example, we now operate completely enclosed firefighting training facilities from which no smoke escapes. Aboard ship, we have shifted from Navy standard fuel oil to distillate, which reduces air pollution because it has a low sulfur content and burns more cleanly than standard fuel oil. We are now evaluating several models of self-contained shipboard sanitary treatment systems that eliminate the discharge of polluted sewage. You can see that the Navy is using time, money, and effort to reduce environmental pollution. To support that policy, you should closely supervise all operations that involve fuel handling, waste disposal, and the use and disposal of toxic materials. Indoctrinate personnel on the causes of pollution and the necessity to reduce it. Be sure personnel under your supervision comply with regulations and operating procedures for pollution control devices.

In the rest of this chapter, well cover the procedures and facilities we use to help improve the environment.

PREVENTING OIL SPILLS The preferred method to reduce and control environmental pollution is to prevent the pollution. We must integrate prevention measures into any planned industrial process, operation, or product as part of the cost of daily operations. The following paragraphs discuss ways to prevent pollution caused by oil spills. Before you start any fueling, defueling, or internal transfer operation, check all machinery and piping systems for tightness and for signs of leaking glands, seals, and gaskets. When you change oil or add oil to machinery, take care not to spill the oil into the bilge. Keep a drip pan and rags ready for use if needed. Keep a close watch on centrifugal purifiers when they are in operation to make sure they do not lose the water seal and dump the oil into the bilge or contaminated oil tank. When you deballast, keep a careful watch on the overboard discharge to make sure that no oil is pumped overboard with the water from the ballast tanks. Pump all oily waste from tank cleaning operations into a sludge barge. Control of shipboard oil pollution is complicated by the many and varied sources of oily waste. The Navy is incorporating oil pollution control systems and components into its ships that will reduce oil pollution by the following means: 1. Reduce the generation of oily waste. 2. Store waste oil and oily waste. 3 . Monitor oil and oily waste. . 4. Transfer or offload waste oil and oily waste to shore facilities. 5. Process oily waste. The training officer must ensure that formal training is provided to key personnel who maintain and operate pollution control equipment. The training officer is responsible for training that achieves an acceptable level of expertise. Figure 6-1 shows a schematic diagram of a typical shipboard oil pollution control system. As a supervisor, you should be sure that all engineering personnel are familiar with the sources of oil spills and oil waste that may cause pollution. The

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Figure 6-1.-Typical shipboard oil pollution control system.

following lists show common sources of oil and oily waste that find their way into the water. 1. Lubricating oil a. Leakage and drainage from equipment and systems b. Contaminated oil from centrifugal purifiers c. Used oil removed from equipment during an oil change 2. Fuel oil a. Spillage during fueling, defueling, and internal transfer operations b. Leakage through hull structures into bilges c. Stripping from the contaminated oil settling tank d. Ballast water from fuel tanks of noncompensated fuel systems or bulk carriers e. Ballast water from compensated fuel tank systems during refueling, defueling, and internal transfer operations f. Tank cleaning operations 3. Hydraulic fluids a. Leakage of hydraulic fluid from glands and seals into hydraulic pump room bilges

b. Spillage during system filling or replenishment c. Spillage caused by hydraulic system casualties

HANDLING OIL SPILLS All oil spills and slicks or sheens within the 50-mile prohibited zone of the United States shall be reported immediately according to the Environmental and Natural Resources Program Manual, OPNAVINST 5090.1. Navy ships can now provide immediate remedial action on oil spills until they are relieved by shore-based response units. Since U.S. shorebased units are seldom available in non-Navy or foreign ports, a ship may have to clean up the entire spill. A cleanup kit has been developed for use by the ships crew. The U.S. Navy Oil Spill Containment and Cleanup Kit, NAVSEA 0994-LP-013-6010, contains a description of the kit and instructions for its use. The manual describes safety precautions for use of the kit as well as the recommended shipboard allowance. A trained crew that acts quickly can contain a spill, and it can often collect the entire spill without help from shore-based personnel.

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SHIPBOARD SEWAGE AND WASTE DISPOSAL The environmental harm caused by sewage discharges into rivers, harbors, and coastal waters by naval ships is of great concern. Secretary of Defense regulations require the Navy to control sewage discharges. Navy policies and responsibilities are defined in the Environmental and Natural Resources Program Manual, OPNAVINST 5090.1. The Navy intends that all naval ships will be equipped with marine sanitation devices (MSD) that will allow them to comply with the sewage discharge

standards without compromising mission capability. However, sewage discharge regulations do not forbid overboard discharge during an emergency when there is danger to the health and safety of personnel. In the past, shipboard sewage has been discharged overboard routinely. We changed that practice when evidence showed that concentrations of sewage in inland waters, ports, harbors, and coastal waters of the United States were bad for the environment. In 1972 the Chief of Naval Operations decided that the Navy would install the sewage collection, holding, and transfer (CHT) system (a type of MSD) aboard

Figure 6-2.-Comminutor-type CHT system.

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naval ships that could use that method of sewage pollution control without serious reduction in military capabilities. The CHT system represented the least cost and risk solution to the problem. Most operational fleet ships of sufficient size have CHT systems. Navy ships have two types of CHT systems. The type for a particular ship depends on the holding tank capacity. Systems with tanks with a capacity of more than 2000 gallons use a comminutor and aeration system. Smaller systems with capacities of less than 2000 gallons use strainers. Figures 6-2 and 6-3 show the comminutor-type and the strainer-type systems.

The goal for the CHT system is to provide the capacity to hold shipboard sewage generated over a 12-hour period. Large ships can usually reach the goal, but smaller ships often reach their capacity in about 3 hours; probably not enough time to get outside the 3-mile restricted zone. Ships can get a waiver if they cannot reach the 12-hour holding time because of serious impact on military or operational characteristics. These ships are identified in DOD Directive 6050-4 of April 1976. Chapter 997 of Naval Ships Technical Manual discusses sewage discharge procedures for ships in drydock.

Figure 6-3.Strainer-type CHT system

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The CHT system accepts soil drains from water closets and urinals, and waste drains from showers, laundries, and galleys. The three functional elements of sewage collection, holding, and transfer make up the CHT system. The collection element consists of soil and waste drains with diverter valves. Depending on the position of the diverter valves, the soil or waste can be diverted overboard or into the CHT tank The holding element consists of a holding tank. The transfer element includes sewage pumps, overboard and deck discharge piping, and deck discharge fittings. The CHT system can be used in any of three distinct modes of operation, depending on the situation. 1. When the ship passes through restricted zones, the CHT system is set up to collect and hold the discharges from the soil drains only. 2. During in-port periods, the CHT system will collect, hold, and transfer to a shore sewage facility all discharges from the soil and waste drains. 3. When the ship operates at sea outside restricted areas, the CHT system will be set up to divert discharges from soil and waste drains overboard. The Naval Ships Technical Manual, chapter 593, has more information on the operation and maintenance of CHT systems.

Fuel Oil Storage Tanks The main fuel oil storage tanks are part of the ships structure. They may be located forward and aft of the machinery spaces or abreast of these spaces. They may be in double-bottom compartments as long as those compartments are not directly under boilers. Some tanks have connections that allow them to be filled with fuel oil or with seawater from the ballasting system. Fuel Oil Overflow Tanks Fuel oil overflow tanks receive the overflow from fuel oil storage tanks that are not fitted with independent overboard overflows. Overflow tanks also serve as ballast tanks because they can be filled with seawater from the ballasting system. Fuel Oil Service Tanks Fuel oil is taken aboard by fueling trunks or special connections leading to the fuel oil storage tanks. The fuel oil is then pumped to the fuel oil service tanks. All fuel for immediate use is drawn from the service tanks. The fuel oil service tanks are considered part of the fuel oil service system described later in this section. Contaminated Oil Settling Tanks The contaminated oil settling tanks hold oil that is contaminated with water or other impurities. After the oil has settled, the unburnable material, such as water and sludge, is pumped out through low suction connections. The burnable oil remaining in the tanks is transferred to a storage tank or a service tank. The contaminated oil tanks also can receive and store oil, or oily water, until it can be discharged overboard without violation of environmental regulations. See OPNAVINST 5090.1 to learn when you may empty the contaminated oil settling tanks either overboard or to barges. FUEL OIL PIPING SYSTEM The fuel oil piping system includes the piping and pumps for three systems, each of which is connected at different levels of the storage or service tanks for (1) the fuel oil filling and transfer system, (2) the fuel oil service system, and (3) the fuel oil tank stripping system. The pipes are connected to the storage and service tanks at different levels so the pumps can take suction from any of these levels. The service system is connected at the highest level, the filling and transfer

FUEL OIL STORAGE AND HANDLING Fuel oil systems aboard ship include fuel oil tanks, fuel oil piping, fuel oil pumps, and the equipment we use to strain, measure, and burn the fuel oil. FUEL OIL TANKS Navy ships use four kinds of tanks that are part of the ships system to receive, hold, and distribute fuel oil. They are (1) storage tanks, (2) overflow tanks, (3) service tanks, and (4) contaminated oil settling tanks. Well explain their functions in the following pages. Fuel oil tanks are vented to the atmosphere through pipes leading from the top of each tank to a location abovedecks. The vent pipes allow air to leave or enter the tank as fuel is added or removed. Most fuel oil tanks are equipped with manholes, overflow lines, sounding tubes, liquid level indicators, and lines by which you may fill, empty, and cross-connect the tanks.

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system is connected at the next lower level, and the tank stripping system is connected at the lowest level. Well explain the function of each in the following paragraphs. Fuel Oil Filling and Transfer System The fuel oil filling and transfer system receives fuel oil aboard and (1) fills the fuel oil storage tanks, (2) fills the fuel oil service tanks, (3) changes the list of the ship by transferring oil between port tanks and starboard tanks, (4) changes the trim of the ship by transferring oil between forward and after tanks, (5) discharges oil for fueling other ships, and (6) in emergencies, transfers fuel oil directly to the suction side of the fuel oil service pumps. The fuel oil filling system of some ships consists of a tank-filling and tank-sluicing arrangement. Other ships have pressure filling systems that are connected to the transfer mains so the filling lines and deck connections can be used both to receive and discharge fuel oil. The pressure filling systems operate with a minimum pressure of approximately 40 psi at the deck connections. In general, the filling and transfer system consists of large mains running fore and aft. These are transfer mains, cross-connections, mains to fuel oil booster and transfer pumps, and risers to take on or discharge fuel oil. Other lines and manifolds are arranged so the fuel oil booster and transfer pumps can transfer oil from one tank to another and, when necessary, deliver fuel oil to the suction side of the fuel oil service pumps. Fuel Oil Tank Stripping System The fuel oil tank stripping system can clear the tanks of sludge and water before oil is pumped from these tanks by the fuel oil booster and transfer pumps or by the fuel oil service pumps. The stripping system is connected through manifolds to the bilge pump or, in some ships, to special stripping system pumps. The stripping system discharges the contaminated oil, sludge, and water overboard or to the contaminated oil settling tanks. Fuel Oil Service System The fuel oil service system used aboard any ship depends partly on the type of fuel oil burners installed on the boilers. The fuel oil service system includes the fuel oil service tanks, a service main, manifolds, piping, and fuel oil service pumps.

Fuel oil service pumps take suction from the service tanks through independent tailpipes, cutout valves or manifolds, suction mains, and pump connections. The suction arrangements for fuel oil service pumps allow rapid changes in pump suction from one service tank to another. The pump suction piping is arranged to keep to a minimum any contamination that might result if one service pump takes suction from a service tank that is contaminated with water. The tank stripping system is connected through stop-check valves to the service suction mains so these mains can be cleared of oil that is contaminated with water. The service suction main is common to all pumps in one particular space. It has connections to the fuel oil transfer main through stop-check valves that are normally locked in the closed position. Aboard some ships, JP-5 can be used as boiler fuel in emergencies. The JP-5 systems are arranged so they can discharge to the fuel oil service system. Two classes of fuel oil service pumps are commonly used: (1) main fuel oil service pumps, and (2) port and cruising fuel oil service pumps. Both are usually screw-type rotary pumps that may be either motor- or turbine-driven, the difference is in size and in gallons delivered. The fuel oil service system also needs fuel oil strainers, burner lines, and other such items to deliver fuel oil to the boiler fronts at the required pressures. PRECAUTIONS IN HANDLING FUEL OIL All petroleum products, including fuel oil, are potentially dangerous. Heated fuel oil may generate vapors that are flammable, explosive, and dangerous if you inhale them. The oil king must have thorough knowledge of these hazards. The oil king also must make certain that all personnel in fuel oil details take the necessary precautions. The following list covers the most important precautions: 1. Do NOT allow anyone to smoke or to carry matches or lighters while handling fuel oil. 2. Use only approved types of protected lights when working near fuel oil. 3. Do NOT allow oil to accumulate in bilges, voids, and so forth. The vapor from even a small pool of heated fuel oil can cause an explosion. 4. NEVER raise the temperature of fuel oil above 120F in fuel oil tanks. If the tanks are next to a magazine, NEVER allow the oil to become hot enough

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to raise the magazines temperature above 100F, nor to maintain the magazines temperature at more than 90F. 5. NEVER raise the temperature of the fuel oil above the flashpoint in any part of the system before it enters the boiler. 6. NEVER exceed the designed pressure in any part of a fuel oil system. 7. Do NOT allow smoking, open flame, or any spark-producing object near fuel oil tank vent pipes. 8. Be sure the wire screen protectors in the vent pipes are intact. Do NOT allow the wire screen protectors to be painted. 9. REMEMBER THAT FUEL OIL FUMES ARE DANGEROUS IF INHALED. If your eyes sting or burn, you probably also are inhaling the fumes. The symptoms range from headache and dizziness to unconsciousness and suffocation. Give first aid to any person suffering from inhalation of fuel oil fumes; see chapter 3, Standard First Aid Training Course, NAVEDTRA 12081. Remember, also, that a person who is suffering only mild effects from inhaling fuel oil fumes may be confused or drowsy enough to cause a serious accident. 10. NEVER enter and do NOT allow anyone else to enter any fuel oil compartment until the gas free engineer declares it SAFE FOR PERSONNEL. Always get permission from the gas free engineer before any person enters a fuel oil tank. 11. Observe all safety precautions for closed or poorly ventilated compartments. These are listed in chapter 074 of the Naval Ships Technical Manual. 12. When the ship is in drydock, be sure oil does NOT drain from the ship onto the dock. 13. Do NOT heat distillate fuel by using the ships fuel oil heaters. In general, you will not need to heat tanks, but severe cold weather may create a need to do so. If the transfer pump is having difficulty moving the fuel, and the fuel in the tank is below 50F, you may heat fuel oil to approximately 75F to dissolve the waxy constituents. 14. Use only the sprayer plates recommended for use with the distillate fuel. 15. When burning a distillate fuel, do NOT allow a smoky, hazy stack. Improper combustion causes excessive fuel consumption and a dangerous stack condition, and it adds to air pollution.

16. When ships are refueled where the ambient temperature is below 40F, do not fill storage tanks above 95 percent of capacity. If a tank exceeds that amount, pump the oil down to 95 percent of capacity as soon as possible. 17. Be sure all personnel under your supervision know the provisions of the Oil Pollution Act and the Federal Water Pollution Control Act. FUELING RESPONSIBILITIES AND PROCEDURES There are many preparations to be made before the ship actually takes on fuel. The deck force or other personnel are responsible for some of these, but the oil king is responsible for others. For simplicity, this section will be addressed to you, the oil king, though some others will supervise or perform some of the procedures. Deballast and strip oil tanks as soon as possible after you get word that the ship will take on fuel. If sea conditions make it impossible to deballast before the ship enters port, get permission from port authorities to deballast into a barge after the ship enters port. Be sure the ballasted tanks are pumped out according to the recommended sequence tables so the ship will retain as much stability and maneuverability as possible. We will include more information on ballasting later in this chapter. Before receiving fuel, order soundings or readings on all fuel oil storage tanks and all fuel oil service tanks. Then, submit a statement to the officer in charge of fueling showing the amount and location of all fuel oil aboard. You always should know how much fuel is aboard, where it is located, how much more can be taken on, and the order in which the tanks should be filled. Before taking on fuel, see that all service tanks and as many storage tanks as possible are topped off to the 95 percent level. This will reduce the number of tanks that must be filled. This requirement may be modified if it will reduce the time required for fueling; it may be faster to distribute the oil in the receiving ship so approximately the same amount of time will be required to fill at each receiving station. A tank-loading schedule based on previous experience is useful to meet this last requirement. In some ships, such as destroyers, fuel oil is delivered directly into a fuel oil service tank. When you refuel this type of ship, take fuel oil service suction from

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the receiving service tank until just before the approach alongside the delivering ship, then shift suction to a full standby service tank. Never take fuel oil service suction from the service tank that is receiving fuel oil. Post a fueling watch list well in advance of fueling time, and be sure all personnel involved in the operation know their stations and duties. A fueling detail includes messengers, pneumercator personnel and tank sounders, personnel at the forward and after hose connections, personnel at the manifolds, and telephone talkers. Be sure all fueling detail personnel are experienced and capable. As a rule, man fueling stations one-half hour before fueling time. Assign only the number of personnel required to handle the fueling. Additional personnel may get in each others way. After the fueling stations are manned, but before fueling is started, test the phone circuits, connect the air hoses to the fueling connections, and screw thermometers and pressure gauges into the fueling connections if they are required. Before starting fueling, check equipment at all stations. Equipment required for fuel tank sounding stations includes graduated sounding rods or tapes (if used), rags, and tee wrenches. Equipment required for topside fueling stations (depending on the type of refueling rig used) includes sledge hammers, axes, ball peen hammers, bolt cutters, hose coupling spanner wrenches, rags, and end fittings. When fuel oil is received from a naval source of supply such as a naval ship, a naval storage tank, or a naval fuel barge, the activity supplying the oil must furnish the commanding officer of the receiving ship with an analysis of the oil. If possible, you and an officer of the receiving ship should witness soundings and the drawing of samples from the tanks of the supplying activity. The samples must be taken from the suction level of the tank from which the oil is to be drawn. One sample should be taken before the unloading is started, and another after the loading is completed. Both samples must be centrifuged to determine the percentage of sediment and water. When fueling is done at sea, it may be impossible for the delivery ship to furnish a complete analysis of the oil and for the receiving ship to send representatives to witness the soundings and samplings. In this case, the supplying vessel furnishes a statement of the American Petroleum Institute (API) gravity and water and sediment content of the oil. The receiving ship must then take samples during delivery and make tests to

determine the percentage of water and sediment. Take the samples with a dipper from the tank that is being filled, or draw them through connections in the delivery pipeline. Take enough small samples to make a total sample of at least 5 gallons. Then, take smaller samples from the total sample for the test. Before you take the samples, clean all the containers you will use for that purpose. When fuel is coming aboard, keep a constant check on all tanks that are receiving fuel. In large ships, in particular, you must follow a systematic procedure to get all tanks properly filled without unnecessary loss of time. You also must be sure the stability of the ship is not impaired. When there are several tanks in each overflow group, initially open one or two tanks in each group. When these have been filled to approximately 85 percent capacity, start filling the others in the group and closing down the valves to the tanks that are almost full, topping them off slowly. Fill the overflow tank in each group last. Each tank has a sounding rod or a tank-capacity indicator of the pneumercator type. There may be other systems in use, which will not be covered, but you can get information about them from the manufacturers technical manual. As oil is being received, assign someone to each tank that is receiving fuel. If you are using a sounding rod, sound the tank every 3 or 4 minutes until it is nearly three-fourths full. From this point on, take continuous soundings. Fill tanks to the 95 percent level You can fill to slightly above this mark to allow the oil to foam, but be sure the FINAL level of oil in any tank is at the 95 percent mark. As each succeeding tank is filled, be sure personnel at the remaining tank sounding stations are even more alert than before. As the last tank is being filled, notify the delivery ship to drop the pump pressure or to slow down the pump, as appropriate. After you have determined the amount of fuel oil being received per minute, you can give the delivery ship a stop pumping time. If your calculations are correct, all tanks will be full when the pump is stopped. You must keep the fueling officer informed as to the amount of oil received as a percentage of the total to be received and the probable time required to complete the fueling. The fueling officer keeps the commanding officer posted on the progress of the fueling. When all tanks are full, empty the fuel hose by one of two methods: (1) blow back the oil in the hose to the

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delivery ship by opening the compressed air valve to the fueling connection, or (2) have the supplying ship take a back suction, which also requires that the air valve be opened. As soon as the fuel hose has been cleared, IMMEDIATELY uncouple the hose and return it to the delivery ship. You also must be familiar with the procedures used to discharge fuel. The following list shows some of the steps typically used to discharge fuel oil: 1. Be sure the tanks from which fuel is to be discharged are filled and topped off to the 95 percent level. 2. If necessary, heat the oil to the temperature required to produce a viscosity of 450 SSU. This procedure is not usually required with distillate fuel. 3. Sound all tanks that will be used. 4. Couple the fuel hose and rig it according to prescribed procedures. 5. Line up the fuel oil system to discharge fuel, and test the operation of the fuel oil pumps. 6. Place red flags over the side of the ship at the fueling stations. 7. Be sure the officer of the deck has draft readings taken forward and aft before and after fueling. 8. Set the fueling detail, setup the fueling board, and fill in available data on the fueling sheet for the fueling officer. 9. Man fueling stations about one-half hour before the expected time of approach of the ship to be fueled. Be sure personnel at the fueling stations test sound-powered phone circuits, connect air hoses to the fueling connections, screw in thermometers and pressure gauges, warm up the fuel pumps, and open valves to the fuel tanks. When the fueling detail is ready and has made all required checks and preparations, report to the fueling officer. The fueling officer will inform the bridge and request that the smoking lamp be out. 10. When you get word to start discharging fuel, start the pumps and operate them slowly at first, then bring them up to full-rated capacity. Bui!d up a pressure of approximately 40 psi at the fueling connections. 11. Continue pumping at the rated pump capacity until a tank is down to approximately 35 percent of its capacity; then shift pump suction to another tank. Slow the pumps and stop them upon a request from the receiving ship,

12. Remove fuel oil from the fuel hose by blowing air through it, or the delivery ship may take a back suction. Disconnect the hose and rig and handle them according to prescribed procedures. 13. Sound the tanks and compute the amount of fuel discharged. BALLASTING SYSTEM Whenever a liquid is shifted from one place to another aboard ship, there is an effect on the ships list, trim, or stability. One of your routine jobs is to reduce any instability. To do that, you should keep as many fuel oil tanks as possible filled with fuel oil to the 95 percent level. There may be other times when you may have to use the ballasting system to move seawater to or from empty tanks. Normally, you will need to do that only in case of damage or when the ship has an unusually small store of fuel oil that brings on instability. To keep the fuel oil tanks at 95 percent capacity, you should accumulate leftover fuel oil from partly used tanks so only those tanks actually in use are less than 95 percent full. This prevents free surface effect that occurs when a liquid only partly fills a tank and moves freely back and forth as the ship moves. There is some free surface effect when a tank is filled to the 95 percent level, but the effect is limited because the overhead interferes with the free movement of the liquid beyond a certain point. There is more danger of serious loss of stability from tanks that are half-full than from tanks that are 95 percent full. The ballasting system allows controlled flooding of certain designated tanks to control the ships stability. You can use the ballasting system to flood all tanks that are designated as fuel oil and ballast tanks and to flood certain voids. The ballasting and deballasting systems are arranged so all designated compartments and tanks can be ballasted either separately or together and drained either separately or together. Seawater is used as ballast, and it may be taken from the firemain or directly from sea chests. Use drainage pumps or eductors to remove the ballast water. Handle all ballasting and deballasting according to the sequence tables furnished for each ship or class of ship. Ballasting empty fuel oil tanks helps control stability by maintaining a low center of gravity in the ship and by keeping off-center tanks full to prevent off-center flooding. Ballasting also contributes to torpedo protectionit provides a layer of nonflammable liquid at the shell of the ship to absorb fragments and otherwise minimize torpedo damage.

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Admit ballast water only to those tanks that are designated for ballasting. Be sure the tanks are empty of fuel oil before you add ballast. After you have used water ballast in any tank, remove as much water as possible before you fill it with fuel oil. Use the lower level suction lines for that purpose. If your ship suffers collision or battle damage, the damage control aspects of the your job may suddenly become vital. To make stability calculations, damage

control central must have accurate information on the distribution of all liquids carried on board. To maintain or improve stability, they may order the immediate transfer of fuel oil, feedwater, or other liquids. If you are the oil king during such an emergency, you will not have time to learn your job or to catch up on details you may have forgotten or overlooked. You must ALWAYS know how much liquid is in all tanks and exactly how the fuel oil or feedwater transfer systems must be lined up to shift liquids from tank to tank.

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CHAPTER 7

MAINTENANCE ADMINISTRATION
When you have read and understood this chapter, you should be able to answer the following learning objectives:

l Describe the roles of the higher level naval organizations that oversee ship maintenance and repair. l Describe casualty reporting (CASREP) and casualty correction (CASCOR) programs. l Explain the monitoring and follow-up programs within the CASREP program.

l Explain the Detection, Action, and Response Technique (DART program. l Describe the Fleet Modernization Program (FMP). l Describe the Ship Alteration Status (SAS) and the Ship Alteration Return Cost Analysis (SARCA) programs.

This chapter covers the various organizations and functions that affect ship engineering operation and maintenance at all levels of organization. We will look first at the several echelons of management above the individual ship level. Each of these higher level echelons includes an engineering, maintenance, or logistics subdivision, depending on its purpose in the Navy organization. Generally, they formulate and fund repair and overhaul functions and promulgate and/or implement the basic policies and procedures that govern those activities. ENGINEERING MANAGEMENT Before we can understand the overall management of naval ship engineering, we need to know how the echelons above the ship level function and what effect they have on ship engineering departments. In this section, well discuss the roles of those organizations and activities. NAVAL SEA SYSTEMS COMMAND The Commander, Naval Sea Systems Command (COMNAVSEASYSCOM), is responsible to the Chief of Naval Material (CNM) for the design, acquisition, maintenance, and repair of ships and craft assigned to the operating forces according to Navy regulations and

directives. COMNAVSEASYSCOM may carry out those duties by assigning work to naval shipyards or procuring from private industry. For the latter purpose, he is designated as a contracting officer with authority to make and administer contracts for materials and services. He, in turn, delegates that authority to the Director of Contracts and to individuals within the directors office. The Superintendent of Shipbuilding (SUPSHIP) is delegated authority to award contracts for repair and alteration of vessels and to issue job orders for those purposes. The Ship Repair Contracting Manual (Repair Manual), NAVSEA 0900-079-5010, explains this authority. These contracts are known as master ship repair (MSR) contracts. Only COMNAVSEASYSCOM and those he delegates can commit the government to any contract for the Navy. COMNAVSEASYSCOM also acts as coordinator of shipbuilding, conversion, and repair for the Department of Defense (DOD). He acts in a similar capacity for the Department of Commerce on ship repair and conversion. NAVAL SHIP ENGINEERING CENTER The Naval Ship Engineering Center (NAVSEC) was established in 1966 to split out functional

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engineering from broad management and policy planning within NAVSEASYSCOM. NAVSEC has six field divisions strategically located across the United States. The following paragraphs summarize their responsibilities. The Norfolk division is responsible for shipboard installation and maintenance engineering. This includes research, development, testing, and evaluation (RDT&E) for shipboard electronic equipment and systems and for the small craft program. this division also provides marine and mechanical engineering technical assistance to the operating forces. The Philadelphia division is responsible for RDT&E; installation; and quality assurance and maintenance engineering on shipboard hull, main propulsion, mechanical, electrical, and auxiliary systems, equipment, and components. This division also provides technical assistance to operating forces and field activities in the operation and maintenance of the systems listed in this paragraph. The Great Lakes division provides technical representation for NAVSEC to provision electronic equipment. The division also provides engineering services to the electronic supply office for shipboard electronic equipment and systems. The Mechanicsburg division provides engineering support to the Ships Parts Control Center (SPCC) for hull, mechanical, and electrical systems and equipment under NAVSEAs control. The San Diego division is the west coast counterpart of the Philadelphia division for hull, mechanical, and electrical matters, and of the Norfolk division for electronic matters. The Port Hueneme division is responsible for system design, procurement, installation, and test of range instrumentation and special-purpose ships; and the development of design and installation data for government-furnished equipment required for ship design and test. NAVSECs responsibilities lie in total ship engineering. This means they are concerned with a ship from concept through inactivation. NAVSEC is organized into two departments: the Ship Material Department and the Ship Systems Engineering and Design Department. The Ship Material Department plans, programs, initiates, and coordinates action to procure new equipment and restore and repair material on hand. To

help them, the field divisions at Great Lakes and Mechanicsburg also provide logistical support. The Ship Systems Engineering and Design Department is the larger of the two departments and is the heart of NAVSEC. It is charged with nearly all naval architecture and engineering functions and it tasks NAVSECS other four field divisions. The department distributes its functions among four in-house divisions and five staff offices. First, we will explain the roles of the divisions, and then of the five staff offices. The Ship Concept Design Division does all preliminary and conceptual design work in the development of new ships. At the same time, the Hull Division handles the structural aspects of these ships, including weight control, stability assurance, mine defense, and systems integration. The Machinery Systems Division is responsible for the propulsion systems of new ships and those now in the fleet. It also handles the Navys distillate fuel project, the pollution control program, life support functions, and underway replenishment systems. The Command and Surveillance Division has become more important as we plan for a smaller but more mobile fleet. It will work to meet heavier operational requirements by advancing the state of the art in electronic warfare systems. The five staff offices under COMNAVSEC perform the following functions: The Materials Development Office develops the materials required for naval service in the marine environment. The Engineering Services Office implements quality assurance, human engineering, shipboard manning, and computer-aided ship design and construction (CASDAC) techniques. The Technical Administration Office monitors the departments program formulation and review project. The Ship Safety, Damage Prevention, and Control Office develops engineering criteria, standards, and policies on safety, damage control, and ship protection in the design of total ship systems. The Fleet Support Office is responsible for NAVSECS role as the strong technical right arm of NAVSEAS Fleet Maintenance and Logistics Support Directorate, its staff, and the ship logistic divisions. These NAVSEA managers in the Fleet Support Office, with help from the fleet, receive, investigate, evaluate, and define the problems that demand Headquarters

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attention. They then develop programs and order priorities to resolve those problems through the best use of all headquarters and field resources. NAVSEC and its field divisions use their expertise in every step of the fleet support process, and a NAVSEC engineer visiting a ship may be the first to receive a problem. Ships nearly always need NAVSEC technical assistance to investigate, evaluate, and define the problems. Under NAVSEA direction, NAVSEC engineers often develop and become managers of large and small programs to solve the operators material problems.

will discuss the TYCOMS responsibilities in the following section. RESPONSIBILITIES OF TYPE COMMANDERS TYCOMs issue any necessary instructions for the operation, maintenance, and administration of ships of the type. These instructions amplify manuals, regulations, and other directives issued by higher authority. TYCOMs exercise operational control of ships and units until they assign control to other commanders. They also maintain standards by holding administrative, operational readiness, and material inspections. TYCOMs supervise the allowance of personnel within the type, and they plan and recommend personnel policies to the fleet commander. They establish training requirements in the offensive and defensive use of all armament and equipment for ships and aircraft within the type. TYCOMs are responsible for material matters within their commands. In logistic matters, they are responsible for all areas of readiness and performance of their forces. However, the service squadron, air force, marine force, and sea frontier commands have special overall logistic responsibilities. The Atlantic and Pacific Fleets respectively issue regulations that explain the TYCOMs general and specific ship maintenance responsibilities. The regulations of both fleets are similar, but not identical. In general, the TYCOMs have the following responsibilities: l Ensure the material readiness of ships assigned to them. Maintain the ships hull, propulsion machinery, guns, and other equipment so the ship can carry out any assignment within its capacity. . Hold material inspections of ships under the TYCOMs administrative command; use personnel who arc not attached to the ship being inspected for this purpose. The ship disassembles a large amount of machinery for this inspection to give the inspectors an in-depth look at conditions. . Establish effective procedures and programs for progressive self-maintenance, and enforce compliance. Hold special inspections of specific machinery or equipment, prepare routine maintenance checkoff lists, monitor all material failures to detect possible trouble areas and take corrective action, review routine reports,

AFLOAT STAFFS A fleet is usually divided into forces, flotillas, squadrons, groups, and wings for administrative purposes. Forces are called type commands (TYCOMs). For example, the COMMANDER SURFACE FORCE shown in figure 7-1 is a TYCOM. The TYCOM is responsible for all of the ships within his force, which may include flotillas, squadrons, groups, and wings. This general organizational structure applies to both the Atlantic and Pacific Fleets, but may vary from staff to staff. Service squadrons under the surface force commander handle the mobile supply and logistics responsibilities for the surface and submarine forces. To help you better understand a TYCOM organization, we

Figure 7-1.-A fleet-type organization.

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and issue information bulletins and directives for guidance and assistance. . Recommend to the fleet commander schedules for regular overhauls by a naval or commercial shipyard. The frequency and duuration of an overhaul depend upon the type and size of ships. . Make designated ships available to meet regular overhaul schedules. l Assign restricted and technical availabilities. Use restricted availabilities for repairs that cannot be deferred until the next regular overhaul, usually caused by collision, grounding, and breakdowns. Use technical availabilities for repairs when the ship does not need to be at the repair activity. . Authorize variations in starting dates of 2 weeks or less, extensions of availability of up to 2 weeks, or early termination of overhauls. . Assign and supervise upkeep periods alongside tenders and repair ships under their command. l Administer funds allotted for maintenance of ships under their command. . Recommend to the fleet commander how and when to complete items in the Material Improvement Plan (Ships) and the Naval Ship Systems Command Ordinary Alteration Plan. The Material Improvement Plan is a priority list of alterations that affect the military characteristics of ships. Thc Atlantic and Pacific Fleet commanders review the priority lists, then each submits a single integrated priority list to CNO. The Naval Ship Systems Command Ordinary Alteration Plan is a priority list of alterations that do not affect military characteristics. It uses review procedures similar to those of the Material Improvement Plan. . Take final fleet action on proposed alterations that do not affect military characteristics. Ships commanding officers propose these alterations and submit them to the TYCOM. The TYCOM reviews the proposed alterations and how they may apply to ships of the class in the force. The TYCOM approves those alterations that are equivalent to repairs and adds them to the alteration and improvement program. . Make recommendations on alterations that affect military characteristics to CNO via the fleet commanders. Either the ships commanding officers or TYCOM staff may originate these recommendations. The reviews for these recommendations arec similar to those for ordinary alterations.

. Review ships repair requests that are made before shipyard availabilities. Decide on the necessity of the work and, if approved, whether the ships force, a tender, or a shipyard will do the work. Consider the availability of funds and the size of the job in approving individual work items, l Maintain records of ship alterations and improvement programs. l Review and take final fleet action on in-excess requisitions, requests for changes in allowance (except where changes in military characteristics are involved), and surveys of equipment. Each TYCOM has a slightly different organization, but all organizations are reasonably parallel in operation. It is difficult to show the organization of a typical staff since each one is governed by its own set of instructions. The following staff instructions generally define the organization and responsibilities of each officer. Also, there is usually a set of staff instructions and notices that govern details or special contingencies not covered in the general staff instructions. These are equally important. DUTIES OF STAFF PERSONNEL In the absence of the TYCOM, members of the staff handle all routine matters and matters of importance when they know the wishes of the TYCOM. In urgent cases, they should take immediate action on the premise that considered action is preferable to delay. If the matter is important, they should inform the TYCOM and his chief of staff as early as possible. The following section covers only staff billets that are of primary concern to the engineering duty officer. For example, the TYCOMs chief of staff is not included. Assistant Chief of Staff for Logistics The Assistant Chief of Staff (ACS) for Logistics prepares the logistic plans for the material and maintenance support of the command and supervises the discharge of those plans. He recommends logistics decisions to the TYCOM, and he prepares upkeep schedules and procedures and holds frequent inspections to ensure those standards. To carry out his responsibilities, he keeps close liaison with naval shipyards, the reserve fleet, locally assigned contractors representatives, and supply depots. The ACS for logistics has the following responsibilities:

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. Ensure the material maintenance of ships in a condition of readiness, and advise in matters that affect the state of readiness or operating ability of any unit of the command. l Recommend overhaul schedules. . Prepare and administer all budgets. . Prepare recommendations on proposed alterations affecting the military characteristics of ships. l Prepare final action on ships allowance lists. . Prepare final action on proposed alterations not affecting the military characteristics of ships. . Prescribe detailed methods of operation, maintenance, tests, and inspection of machinery and equipment. . Ensure compliance with command and fleet directives. l Review ships repair request before naval shipyard overhaul and approve required repairs. . Assign alteration priorities according to directives, when required. s Recommend emergency availabilities. . Recommend the use of repair ship or tender services, facilities, and materials. . Supervise alteration and improvement programs. . Advise the personnel officer on requirements for technical ratings. Staff Assistants Officers with titles such as supply officer, maintenance officer, electronics officer, armament officer, and missile officer may assist the ACS for logistics. The number of assistants depends on the size of the command. The following paragraphs list the duties of representative staff assistant billets: l Logistics and maintenance officer: 1. Supervise and evaluate the performance of assigned units. 2. Help the training officer with engineering and casualty control exercises. l Material officer:

1. Help the logistics and maintenance officer in the following areas: a. Oversee the material, maintenance, operations, and efficiency of all ship equipment under NAVSEASYSCOM. b. Prepare correspondence, operating, and maintenance instruction manuals. Devise and supervise tests of the equipment and materials covered in those manuals. c. Supervise repair ship, tender, naval shipyard, and ships force repairs. 2. Prepare overhaul schedules. 3. Consult and advise unit operation engineers. 4. Prepare budgets for overhauls and emergency repairs. 5. Administer NAVSEA budgets. l Assistant material officer (engineering): 1. Help the material officer perform duties in the following areas: a. Ensure material maintenance, operation, and efficiency. b. Ensure maintenance, operation, and efficiency of all ships engineering equipment under NAVSEASYSCOM. c. Prepare correspondence, operation, and maintenance instructions manuals. Devise and supervise tests of the equipment and material in those manuals. d. Supervise tender, naval shipyard, and ships force repairs. 2. Consult with and advise unit operating engineers. l Assistant material officer (Engineeringoperating): 1. Help the material officer perform duties in the following areas: a. Observe the operation of equipment in service. b. Observe and inspect all physical facilities, material, and equipment to ensure that the condition, operation procedures, and usage will not endanger personnel or material. c. Prepare correspondence and instructions on safety measures required to operate and

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maintain the hull, engineering plants, and related structures. 2. Consult with and advise all units of the command on safe engineering practices.

POLICY AND PROCEDURES FOR FLEET CASUALTY REPORTS (CASREP) This section describes the implementing policies, responsibilities, and procedures governing NAVSEASYSCOM response to the Consolidated Fleet Casualty Report (CASREP) Program. All elements of NAVSEA usually respond promptly to fleet CASREPs where NAVSEA material is involved. This helps NAVSEA keep the operating forces at the highest possible level of readiness. A CASREP is a message from the officer in charge of a naval ship, craft, shore activity, or overseas base reporting that the command has incurred a casualty that affects missions and tasks. CASREP is the primary means used to report the status of a unit with reduced combat readiness caused by a casualty. The regular review and analysis of CASREP data can identify operational, maintenance, and supply problems. Therefore, the CASREP system is a key element in the improvement of the fleets material condition. CASREP includes follow-up situation reports (SITREPs) or amplifying messages and casualty correction reports (CASCORs) that are made following a casualty. CASREP is also used to report accidents and disasters that include a loss of capability, material damage, personnel injury caused by collisions, strandings, fires at sea, missing or sunken submarines, and damage from natural causes such as hurricanes, typhoons, earthquakes, and tidal waves. GENERAL PROCEDURES Managers generally use CASREPs as a data source to help them improve overall design and logistic management as explained in the following paragraphs. Ship acquisition project managers (SHAPM) review casualties to new construction and conversion ships and craft that are within their guarantee periods. Ship maintenance and modernization managers evaluate equipment deficiency, review repair procedures, develop and review repair and overhaul criteria, and review and revise periodic maintenance services.

Technical/procurement/production managers evaluate equipment deficiency and failure trends, review the reliability of supply sources, work to improve quality control, carry out equipment standardization studies, make liaison visits, investigate problem areas and propose improvements, and validate maintenance requirements and procedures. Equipment and fleet support managers compute requirements and develop allowances for repair parts. SPECIFIC PROCEDURES This section covers the specific procedures used by branches, divisions, and individuals responsible for handling CASREPs. NAVSEA 048 (Fleet Maintenance Support Division) NAVSEA 048 coordinates CASREP monitoring and follow-up programs for all NAVSEA activities except those involving reactor plants, which will be covered later in this chapter. NAVSEA 048 uses ADP summary reports of all CASREPs to identify problem areas and recommend improvements to NAVSEA or NAVSEC. NAVSEA 048 represents NAVSEA in the control group established by NAVMAT INSTRUCTION 4000.23, The head of NAVSEA 048 has the following responsibilities: l Serve as liaison officer and coordinator for the CASREP data collection system at the U.S. Navy Fleet Material Support Office (FMSO), Mechanicsburg, Pennsylvania, The Mechanicsburg office handles central collection, processing, and ADP coding of CASREP data. It is also the NAVSEA control center for distribution of CASREP ADP reports to all elements of NAVSEA. . Prepare and maintain any necessary CASREP analyses, reports, and displays, and use them to identify trends for use by the NAVSEA Management Information Center (NAVSEAMIC). . Direct and coordinate the distribution of CASREP summary reports to the NAVSEA units that need them to support miantenance or design responsibilities. . Acquire correlations of data from the CASREP and the 3-M systems MDCS and other sources and provide it to NAVSEA units that need it.

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NAVSEC 6260 (Provisioning, Allowance, Outfitting and Miscellaneous Material Support Division) NAVSEC 6260 directs the review and analysis of engineering trends and problem areas identified by CASREPS. This data helps ensure that shipboard allowance lists support material readiness of the fleet. NAVSEA 07 (Industry and Facility Management) NAVSEA 07 coordinates any action that should be taken to relate CASREPs to shore activities. SUPSALV (Supervisor of Salvage) SUPSALV coordinates NAVSEA CASREP action on collisions, strandings, sinkings, fires at sea, salvage, port/channel blockages, missing and sunken submarines, and natural disasters. SUPSALV must approve all NAVSEA actions on CASREPS if they affect salvage operations. SNEP(PMS 301) (Ship Acquisition Project) The SNEPs carry out the following functions for all NAVSEA activities except those involving nuclear reactors, which will be discussed later in this chaptcr: . Serve as the focus point for CASREP action on new construction and conversion ships and craft that are within their guarantee periods. Review and approve all outgoing CASREP messages for those purposes. l Direct technical, procurement, or production managers to provide information or take the appropriate action required by a CASREP message. Ship Maintenance Managers (Maintenance-Type Desks) Ship maintenance managers are responsible for the following NAVSEA functions except for those involving nuclear reactors, which will be discussed later in this chapter: l Serve as a focal point for CASREP action on ships in the active fleet. . Direct the appropriate technical, procurerment, or production managers to provide information or take appropriate action as required by the nature of a CASREP message.

. Review and approve all outgoing CASREP messages for actions concerning active fleet ships for which they have responsibility.

DETECTION, ACTION, AND RESPONSE TECHNIQUE (DART) PROGRAM The DART program grew out of a need to improve the way the Navy focuses attention and resources for the best material readiness. CNM assigned the task to NAVSEASYSCOM, which developed the DART program. It was promulgated in 1971 by NAVMATINST 4790.10. It establishes procedures and assigns responsibilities within the Naval Material Command to identify and correct the most serious shipboard equipment problems. It includes the analysis of information and identification of the problem concerning a particular type of equipment or system, proposed solutions, and the necessary resources in funds and manpower to carry out the program. The DART program includes all shipboard equipment except that under the Strategic Systems Project Office (SSPO) and NAVSHIPS Code 08, and aviation equipment under NAVAIR. However, aviation equipment is included if it is an integrated part of the ship. The equipment under the DART program is restricted to the fleets most serious problems to help concentrate the management and resources at the places they are most needed. As problem equipment is identified and remedial programs are developed and funded, other problem equipment is nominated for DART management in a continuing process. The DART program does not supersede or cancel any existing instructions or procedures that provide logistic support to the fleet, or respond to fleet equipment and support problems. DART used existing reporting systems and data so the program could get started immediately and avoid the need for a new data collection system. The principal data source is the opcrating forces. The data comes from CASREPs and the 3-M systems MDCS. DART PROCEDURES AND REPORT FORMATS The DART process passes through the following phases: problem identification, verification and approval, scoping, progressing, and evaluation. Well explain each of them in the following paragraphs.

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Problem Identification Phase This phase starts with the assembly and analysis of data from the fleet and other sources. This data shows the performance and support of shipboard equipment, and helps identify the equipment that needs the most attention. The Fleet Maintenance Support Office and the Maintenance Support Office work together to rank the most serious equipment problems. They use information from the fleet and other sources to produce reports of those rankings. They depend especially on data from the Consolidated CASREP System and the 3-M systems MDCS. The DART program director (DPD) uses the reports and past experience to nominate equipment for the DART program. CNO, SYSCOMs, fleet commanders, and program managers (PMs) may recommend equipment to be added to the DART program. If the recommendation is justified, the DPD prepares an Equipment Nomination Report. The equipment in the DART program must be kept to an amount that does not exceed resources, so the DPD always considers that when he recommends additions. The DPD submits the equipment nomination report for review to the SYSCOM or PM who is responsible for the equipment under consideration. Based upon

comments received from the SYSCOM or PM, the DPD recommends the equipment to CNM for approval or disapproved as DART equipment. Figure 7-2 shows the format of the equipment nomination report. The DPD prepares all line items of the report, except for CURRENT EFFORTS, which are completed by the SYSCOM or PM. Verification and Approval Phase The equipment nominated for the DART program is submitted to the fleet. The fleet may concur or recommend substitutions with supporting justification. The Deputy Chief of Naval Material (DCNM) for Logistics Support then makes the final selection and approves the equipment to be added to the DART program. This phase may also be known as the verification and screening phase. Scoping Phase In the scoping phase, the responsible SYSCOM or PM for each approved DART equipment assigns a DART equipment manager (DEM) who will isolate and define the specific problem. We cannot overemphasize the importance of problem definition. It helps avoid false starts and bad solutions. The problem must be

Figure 7-2.-Equipment nomination report.

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defined in terms of measurable parameters such as failure rate, time to repair, material condition index (MCI), costs, and support delay time. (The MCI is a computerized index that considers the number and severity of casualties reported within a given period of time, and averages the time needed to correct the casualty.) Use all available sources of information to define the problem. If fleet data is not adequate, call in observers who are technically qualified rather than impose special data collection systems on the fleet. The priority of the DART program justifies these actions to save time and provide complete, factual, and comprehensive data. Sometimes, the scoping phase will show that you need more resources than you can justify to fix a particular kind of equipment problem. As an example, the most common situation occurs when there is not

enough improvement to offset the cost. When that happens, the SYSCOM or PM should recommend to CNM via the DPD that the equipment be deleted from the DART program. This kind of recommendation must include justification. The scoping phase must include a realistic course of action that includes resources in finds and manpower to implement the improvement program. Most solutions will be a combination of changes in design and hardware, personnel allowances and training, technical publications, maintenance or operating policies and procedures, and funding. The SYSCOM or PM will submit a description of the improvement program to the DPD in the following three plans: 1. An implementation plan (see fig. 7-3)

Figure 7-3.-DART implementation plan.

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Figure 7-4.

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Figure 7-4B.-Equipment improvement program, major milestones (Instructions for using chart).

2. A major milestone plan (see fig. 7-4) You may want to use separate plans to identify milestones for major independent efforts. As an example, make one plan to procure an improved design and another plan to improve existing technical manuals. 3. Funding plan (see fig. 7-5, views A and B) The implementation and major milestone plans should project the best reasonable solution assuming ideal funding. The funding plan should then show fund deficits, if any, between those available and those required for the recommended solution. The responsible SYSCOM or PM should try to resolve funding deficits in the current fiscal year, without compromising the solution, and before he submits the proposal to the DPD. After the DPD reviews the program, the SYSCOM or PM must remove any funding deficit for the following fiscal years by reprogramming funds.

The improvement program for each DART equipment must be submitted to the DPD as soon as possible, but not later than 90 days after the equipment has been approved for DART by CNM. The DEM will brief the DPD on the submitted improvement plan upon request. At that time, the DEM should be prepared to address the time, cost, and improvement goals of alternative solutions. The DEM should be sure that the improvement program he discusses with the DPD is backed up by a detailed management plan. That plan should include detailed milestone and funding information for studies, tests, procurements, installation schedules, and actions related to integrated logistic support (ILS). Progressing Phase In the progressing phase, the SYSCOM or PM submits the following plans quarterly on colitho mats or

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Figure 7-5A.-Funding plan (DART).

FUNDING PLAN (DART) PURPOSE: To identify finds required vis-a-vis funds available (allocated in current FY, budgeted in next FY, and programmed in out-years) for each improvement program task or subelernent outlined in the corrective action program. PROGRAM ELEMENT: List each task or subelement of the corrective action program identified to like funding (OPN, O&MN, RDT&E). This lit should closely follow the milestone plan in that all major milestone events represent program tasks. Typical program elements include procurement of spare parts (OPN), procurement of SHIPALT material (OPN), accomplishment of SHIPALTs under FMP (OPN), test of prototypes (RDT&E), improvement of documentation (O&MN), equipment refit programs (O&MN), installation of D alts (O&MN, Fleet), contractor engineering support (OPN), in-house engineering support (O&MN), and so forth. TYPE OF FUNDS: Normally OPN, O&MN, and RDT&E. ACTIVITY: Activity responsible for budget submission and execution. DEFICIT: Represents difference between funds required and funds allocated, budgeted, or programmed. For the executin FY, there should be zero deficit after midyear review unless funds are expected at rollback time. For the budget FY, the deficit represents additionat funds required beyond those currently in the DOD budget submitted to Congress. After apportionment time, this deficit should reduce to zero unless a decision is made to defer funding until midyear review. For the out-years, the deficit represents the difference between the POM submit and current requirements. This deficit should be zero if the improvement program is defined before the POM submit.

Figure 7-5B.-Funding plan (DART) (explanation for using chart). in enough copies to meet the DPDs distribution requirements: 1. Implementation plan: An update or revision of the report shown in figure 7-3, originally submitted in the scoping phase. 2. Major milestone plan: An update or revision of the report shown in figure 7-4, originally submitted in the scoping phase. If more than one major milestone plan was submitted in the scoping phase, the SYSCOM or PM may elect to submit a composite of those, or to update each plan. 3. Milestone plan: An expansion of the major milestones for the current fiscal year (see fig. 7-6, views A and B). The milestone plan is first submitted as part of the first quarterly report, then updated quarterly thereafter. As noted in paragraph 3, if more than one

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Figure 7-6A.-Equipment improvement program, milestones.

CURRENT YEAR MILESTONES INSTRUCTIONS This chart will be used during the progressing phase to show PLANNED and ACTUAL progress toward established milestones for a single CURRENT fiscal year. The chart will reflect an expansion of the key milestones contained on the MAJOR MILESTONE chart for the budget execution year. The milestones will be listed on the left side of this chart, starting with significant milestones upon which the CURRENT plan is based and finishing with the final significant milestone denoting PLANNED accomplishment of the project for the fiscal year indicated at the bottom of the chart. After the significant milestones have been indicated, plot points related to the existing milestones should be placed in the time frame area of the chart. These plots will be connected by lines labeled as follows:

The form being used is available in SYSCOM Management Information Center (MIC).

Figure 7-6B.-Equipment improvement program, milestones (instructions for using chart).

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Figure 7-7.

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PERFORMANCE COMPARISON (TOTAL FUNDING) INSTRUCTIONS:

This chart will be used during the Progressing Phase to show the PAST, CURRENT and PROJECTED cumulative funding status of a particular item. The charts normally will be updated monthly. Separate appropriations such as OPN, O&MN, and RDT&E, less fleet apportionments, may be combined for TOTAL FUNDING profile purposes. The following titles and definitions apply:

AVAILABLE - Total funds that have been applied to date to the item including the current year apportionment.

REQUIRED - Total finds needed to carry out the approved program.

BUDGET - Total funds that will have been made available through the next fiscal year, inclusive of that years budget amount as known when updated each period.

FYDP - The additional funds provided in the Five Year Defense Plan or its concomitant documents.

DEFICIENCY - The difference, if any, between the REQUIRED funds and those already available, budgeted, and approved in the FYDP procedure.

ACTUAL OBLIGATIONS - Total actual recorded obligations as they occur from month to month.

OBLIGATION PLAN - The equipment managers plan at the beginning of the execution fiscal year to award contracts and/or otherwise obligate available funds.

The form being used is available at SYSCOM Management Information Center (MIC).

Figure 7-7B.-Equipment improvement program, performance comparison (actual vs. objectives) (instructions for using chart). major milestone plan was submitted, the SYSCOM or PM may elect to submit a composite of those, or update each one. 4. Equipment improvement program funding (see fig. 7-7, views A and B): These figures are initially submitted at the first quarterly progress report, and updated quarterly thereafter. In addition to the progress report formats mentioned earlier, the DEM briefs the DPD informally. The DPD sets the frequency of the briefings depending upon progress and upon the activity and complexity of the improvement program. They will start off meetings monthly, until the DPD decides more or fewer meetings arc needed. During the briefing, the DEM reports any

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difficulties in the program and recommends solutions for them. Evaluation Phase The DPD prepares an evaluation report on the basis of plots and backup data provided by the Navys Mechanicsburg complex (fig. 7-8, views A and B). He forwards the report to the SYSCOM or PM for concurrence and inclusion in the quarterly update and briefing material. The SYSCOM or PM is responsible for evaluation reports on goals for which the DPD has no data. RESPONSIBILITIES OF PERSONNEL The Deputy Chief of Naval Material, Logistic Support, is responsible for the DART program. That includes the responsibility to (1) coordinate and monitor the DART program in NMC organizations to ensure standard procedures are followed and to minimize duplication of effort, and (2) make the final selection of DART problem equipment. COMNAVSEASYSCOM is the executive director of the DART program. He establishes the position and function of the DPD, who is directly responsible for the

operation and refinement of the DART program. The Maintenance Management Branch provides staffing for the DPD. The DPD has the following responsibilities: l Develop the equipment nomination list for SYSCOM review and comment. l Screen final equipment nominations. l Submit approved nominations to the Fleet Commanders-in-Chief (FLTCINCs) and CNM for review, approval, and/or comment. l Review each remedial program submitted by a SYSCOM or PM. l Review progress on corrective actions and recommend to the CNM ways to solve problems that cannot be solved at the SYSCOM or PM level. l Evaluate the effectiveness of corrective action to meet specific goals. l Act as the single point of contact among the SYSCOMs on DART program matters. l Produce final DART procedures and report formats and promulgate them.

Figure 7-8A.-Evaluation of goals.

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EVALUATION OF GOALS

This chart will be used to construct a plot of the corrective goals established in the IMPLEMENTATION PLAN versus completion dates to evaluate progress toward goals. These goals are Mean Time Between Failures (MTBF), Mean Time To Repair (MITR), Operational Availability (&], Delay Time Awaiting Parts, Average Repair Time, and so forth. These plots should be shown on a single chart, using appropriate scales on the Y-axis for the corrective goals and the X-axis for the appropriate time phase. The EVALUATION OF GOALS chart will normally come into play after return information is available showing progress toward goals.

Figure 7-8B.-Evaluation of goats (explanation for using chart).

The commanders of NAVAIRSYSCOM, NAVSUPSYSCOM, and NAVSEASYSCOM (or their designated representatives) have the following general responsibilities in the DART program: Q Review problem equipment nominations for concurrence. l Develop and submit remedial programs to the DPD to solve problems for equipment for which they are responsible and that has been approved for DART program management. l Be sure adequate resources are provided to accomplish the corrective actions. l Manage the remedial programs. l Provide progress reports to the DPD. l Nominate problem equipments. l Provide inputs to the CNM to help in the final selection of problem equipment. In addition to these general responsibilities, various commands are assigned the following responsibilities: . All three SYSCOMS issue implementing directives to satisfy their general responsibilities, which were described earlier. Each of them

designates a single point of contact within their commands for matters related to the DART program. l COMNAVSEASYSCOM establishes necessary staffing and develops procedures to satisfy the responsibilities of the DPD. l The Chief of Naval Personnel (CHNAVPERS) is assigned the following responsibilities: 1. Designate a single point of contact within NAVPERS to interface with the SYSCOM points of contact described in the previous paragraph. 2. Find solutions to personnel problems that affect equipment, such as too few personnel or inadequate training. Such problems can be expected as a result of SYSCOM analysis of selected problem equipments. 3. Develop and submit to the DPD a timely and realistic course of action to resolve identified personnel problems. 4. The Deputy Commander, Fleet Maintenance and Logistic Support Directorate, is designated as the DPD. In addition to the responsibilities mentioned earlier

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under COMNAVSEASYSCOM, the DPD has the following responsibilities: 1. Prepare equipment nomination reports to add approved equipment to the DART program. 2. Recommend to CNM the approval or disapproval of nominations for new DART equipments. 3. Recommend to CNM that he remove equipment from the DART program list when SYSCOM or PM recommend and justify removal. 4. Brief CNM and the executive director for DART quarterly on the status of the DART program and DART equipment. 5. Disseminate the initial and quarterly update of each approved equipment approvement program. SYNOPSIS OF DART IMPROVEMENT PROGRAM PROGRESS This section is addressed to the engineer officer and discusses some of the more important DART programs now in operation. You can find additional information about other DART programs in the current quarterly progress report on improvement programs for DART equipment. THE 1200 PSI BOILER PROGRAM This program has been designated as the No. 1 fleet material problem. The major problems are premature failure of boiler components, unreliable boiler controls and instrumentation, lack of operational experience, inadequate maintenance equipment, poor documentation, and lack of spare parts. The program covers over 90 ships and about 375 boilers. All 1200-psi boilers and related equipment and the feedwater and combustion control systems are included. We have started some corrective action to reach some short-, intermediate-, and long-term goals. These will reduce the material condition index, average repair time, and average time awaiting parts. The milestones that show slippage are mostly caused by funding delays or a temporary lack of manpower, but we are making satisfactory progress. Most procurement actions are now in the contracting stage and several contracts have already been signed, Ninety percent of the RDT&E efforts are now working. We have completed many SHIPALT proposals while others are in process and probably will be completed

shortly. PMS-301, the 1200-psi steam propulsion plant project office, has assumed management control of this DART program. THE FIRE PUMP IMPROVEMENT PROGRAM The goal of this program is to increase the reliability of fire pumps on all surface ships and the time needed to repair them. Most of the problems are in maintenance rather than design. Because fire pumps are used in severe and continuous service, a comprehensive maintenance program is required. We plan corrective action to increase parts support at the stocking activities, fill onboard allowance lists, and gradually upgrade pump-part material. We will measure success in terms of increased operating time between failures and less time waiting for parts. THE AIR COMPRESSOR IMPROVEMENT PROGRAM This program covers about 3500 ships service air compressors in the active fleet. The problems are recurring failures, high repair cost, repeated overhaul, and logistic problems in getting repair material. The principal causes are obsolescence, mandatory maintenance requirements to prevent fires and explosions, severe duty cycles, short compressor life, and shortage of replacement compressors and parts. To correct the problems, we plan to replace obsolete and defective compressors earlier and to correct deficiencies in design and material support. We are continuing research and development and standardization work that produces useful elements that we key into the compressor improvement program. We are getting replacement compressors at no cost to the fleet. We hope the TYCOMs will bear the installation costs. THE FORCED DRAW BLOWER PROGRAM This program covers about 2000 forced draft blowers in the active fleet. The problems are recurring failures, high cost of repairs, and erratic performance of controls. The principal causes are difficulty in making repairs, high cost of maintenance, and lube oil contamination of vertical barrel-type blowers. Also, we have identified various design deficiencies in the control and lubrication systems. We are finding specific deficiencies, and we are developing and implementing corrective actions at a rapid pace. The program provides

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water separators to be installed in vertical blowers when they are needed, and we are developing standardized blower controls for future horizontal blowers. THE FEED PUMP IMPROVEMENT PROGRAM We expect this program to increase the reliability of main feed pumps on all steam, or active surface, ships. The problems are in maintenance rather than design. This equipment is critical, so we require a comprehensive maintenance and repair program. We plan corrective action to improve overhauls, increase parts support, improve technical documentation, and replace obsolete main feed pumps. We measure the success of the program in terms of increased operating time between failures and a decrease in time waiting for parts.

UNPROGRAMMED ship alterations are new SHIPALTs or those without a high-enough priority to be PROGRAMMED alterations. PROVISIONAL alterations are for Xmilitary improvement or Ytechnical improvement. Each request for a provisional alteration should be submitted via the responsible NAVSEA Ship Logistics Divisions (SLD). Provisional ship alterations, will be excluded from FMP execution and budget years. Therefore, the SLD must convert the provisional alterations to approved SHIPALTs before it can be included in the budget and execution years of the FMP. The requests should include program material, estimated production man-days, and estimated installation cost. The request will be considered for FMP programming sometime during the 4 years following the budget year and when priority dictates. CNO will authorize exceptions on an individual basis. EXECUTION OF THE FMP

FLEET MODERNIZATION PROGRAM (FMP) All active fleet ship alterations are under one program called the Fleet Modernization Program (FMP). The FMP is the CNO-approved program to modernize and improve ships of the fleet. The FMP works through the collective action of the fleets, the TYCOMs, the PMS, the SYSCOMs, and CNO. They review SHIPALTS in the active fleet and establish a realistic plan to accomplish them. This includes a review of technical and material feasibility, cost estimates, and ship configurations to balance improvements in combat capabilities against available resources. The FMP generally contains all programmed and unprogrammed ship alterations for specific ships during a 6-year period. . Title K SHIPALTs require depot-level expertise and centrally provided material (CPM), and are considered the most complex. . Title D SHIPALTs require depot-level, IMA, or ships force (SF) expertise, are considered less complex, are equivalent to an alteration equivalent to a repair (AER), and may require CPM. . Title F SHIPALTs require IMA/SF expertise, do not require CPM, and are considered the least complex. PROGRAMMED ship alterations are those that will be done within one of the fiscal years according to a projected overhaul schedule.

CNO directs execution of the FMP, and NAVSEA is the executive agent for NAVMAT. NAVSEA issues a material supplement along with each semiannual FMP that covers all years of the FMP. The material supplement identifies time-phased material requirements for support of the FMP. NAVSEA authorizes planning and engineering for repairs and alterations (PERA) overhaul yards to do advance planning as required to support overhauls. PERA is described in chapter 9 of this publication. Design and other engineering work related to overhauls and availabilities will be funded. ARRANGEMENT OF THE FMP The FMP constitutes a ship improvement program for each ship of the active fleet. Outstanding alterations are grouped in the following categories: programmed title K SHIPALTs, unprogrammed title K SHIPALTs, mandatory title D and F SHIPALTs, and the package SHIPALT program. The TYCOMs include in the FMP those programmed ordnance alterations (ORDALTs) and title D and F SHIPALTs that are mandatory and that may require engineering drawings and/or special program material support. By including SHIPALTs in this list, TYCOMs ensure that drawings will be prepared and material procured for D SHIPALTs subject to priorities and available funds. The F SHIPALTs should be accomplished before, or along with, other overhaul work. Outstanding ORDALTs are included especailly to

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ensure that the SHIPALTs that support the ORDALTs are promulgated by NAVSEA. When the FMP is published, NAVSEA is authorized to provide funds, conduct advance planning, and procure material needed for the ship improvements. FMP CHANGES Forces afloat, PMs, and other authorities may request changes to the approved FMP via the responsible type and fleet commanders, with information copies to NAVSEA. NAVSEA recommends to CNO for or against the requested changes in terms of their effect on the technical schedule, material, cost, and funding feasibility. AUTHORIZATION FOR ALTERATIONS (180-DAY LETTERS) During the year in which the money becomes available, the SLD authorizes the actual alterations programmed in the FMP by issuing the 180-day letters. These letters are completed and forwarded in time to be received by the ship and the overhauling activity not later than 180-days before the start of the ship overhaul or conversion. The overhaul activity can be either a naval shipyard or a SUPSHIP that deals with private shipyards. The commanding officer should notify the TYCOM, NAVSEA, and the overhaul activity of the authorized SHIPALTs that have been completed on his ship, and those for which material is on board. ADVANCE PLANNING AND LONG LEAD TIME (LLT) MATERIAL NAVSEA is authorized to provide funds to PERAs and to overhaul shipyards to finance advance planning and prepare for authorized SHIPALTs. These funds pay for design services, procurement of LLT incidental installation material, prefabrication, and intensive overhaul management. SHIPALT COMPLETION STATUS (SACS) AND SHIPALT RETURN COST ANALYSIS (SARCA) The FMP requires timely and accurate feedback reports. Those responsible for planning must know when SHIPALTs are completed so they can identify any out standing alterations that will be considered for upcoming availabilities. They also need SHIPALT cost

returns from departure reports to update FMP dollar/man-day estimates. To get this information, SACS was implemented for CNO as the official reporting charnel for the completion of SHIPALTs. The input data for SACS comes from the 3-M (MDCS) systems. When the SACS report is published and distributed, interested commands or agencies should reconcile any differences by direct contact with their TYCOMs. F AND D SHIPALTS We said earlier in this chapter that titles F and D SHIPALTs are automatically added to the FMP, but that TYCOMs assign their priorities. All TYCOM alterations must be screened carefully because some alterations are prerequisite for other work that may have to be done before the overhaul start date. For economic reasons, other TYCOM alterations should be done along with title K SHIPALTs. The TYCOM should review SHIPALT packages that have not been installed because of operational commitments and consider nominating them for installation during regular overhauls. All alterations, regardless of finding source, should be supported with material and drawings. Planning or design agents may have to check the ship before they can make these drawings. Also, TYCOMs may need to make the ship available for further ship checks so the overhauling activity can prepare supplemental drawings. Frequently, a preoverhaul inspection will identify a need for alterations. A preoverhaul inspection should be conducted well in advance of the overhaul to allow time to process SHIPALTs needed to correct defective items. CORRECTION AND UPDATING OF DOCUMENTATION Between regular overhauls, a planning agent corrects and updates documentation on the ships condition. During an overhaul, the shipyard must provide or revise documentation that reflects the ships condition as it leaves the shipyard. The end users of the product are forces afloat. They will validate technical manuals, drawings, and selected record data and drawings. The planning agent can correct errors found in the ship drawing index and in selected record data and drawings. Other errors may be corrected by pen and ink pending the next overhaul update. When fleet personnel find differences between the documentation and the product, they should inform NAVSEA.

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CHAPTER 8

THE QUALITY ASSURANCE PROGRAM

When you have read and understood this chapter, you should be able to answer the following learning objectives: l Define the quality assurance program. l Explain the quality assurance organization. l Identify the levels of responsibility for quality assurance. l Explain the quality assurance training required for personnel. l Define the terms used in quality assurance. l Identify the various quality assurance forms and records.

The quality assurance (QA) program provides a uniform policy of maintenance and repair on ships and submarines. It improves discipline in the repair of equipment, safety of personnel, and configuration control. It is essentially a program to ensure that all work meets specifications or that any departure from specifications is approved and documented. You, the supervisor, are expected to carry out the QA program. This chapter will give you the broad knowledge you need to understand how it works.

comparative data that will be useful long after you have forgotten the details of a particular time or event. You can get knowledge from data, ships drawings, technical manuals, material references such as APLs, and many other sources. As you use these sources, you will develop the special skills you need to analyze information and supervise QA programs. A good QA program provides enough information so you can change the workplace or procedures to accomplish the following goals: l Improve the quality, uniformity, and reliability of the total maintenance effort. l Improve the work environment, tools, and equipment used in maintenance. l Eliminate unnecessary man-hour and dollar expenses. l Improve the training, work habits, and procedures of maintenance personnel. l Store, locate and distribute required technical information more effectively. l Plan realistic material and equipment/ maintenance tasks.

CONCEPTS OF QUALITY ASSURANCE The ever-increasing technical complexity of present-day surface ships and submarines has pointed to a need for special administrative and technical procedures known collectively as the QA program. The fundamental QA concept is that all maintenance personnel have the responsibility to prevent defects from the beginning to the end of each maintenance operation. You must consider QA requirements whenever you plan maintenance, and you must apply the fundamental rule, MEET TECHNICAL SPECIFICATIONS AT ALL TIMES. Quality control (QC) means you regulate events rather than being regulated by them. It means you train competent sailors and supervise them so they work with proper methods, material, and tools. In other words, knowledge is the key, and knowledge comes from factual information. The QA program provides away to document and maintain information on the key characteristics of equipment. It helps you base decisions on facts rather than intuition or memory. It provides

THE QA MANUALS The Navys fleet commanders in chief (CINC) publish and update QA manuals that set forth minimum QA requirements for both the surface fleets and the submarine force. The type commanders (TYCOMs) then publish QA manuals that apply to their forces but

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that are based on the fleet CINC manuals. Since these CINC and TYCOM manuals apply to a wide range of ship types, equipment, and resources, the instructions are necessarily general in nature. Therefore, each activity must implement its own QA program that meets the intent of the latest versions of the fleet CINC and TYCOM QA manuals. If higher authority imposes more stringent requirements, they will take precedence. The Navys QA program applies to maintenance done aboard ship by the ships force, in intermediate maintenance activities (IMAs), shore intermediate maintenance activities (SIMAs), ship repair facilities (SRFs) and shipyards. However, this chapter will concentrate on QA work done by the ships force.

THE QUALITY ASSURANCE ORGANIZATION The Navys QA program organization begins with the fleet CINCs, who provide the basic QA program requirements. The TYCOMs provide instruction, policy, and overall direction to implement and operate the force QA program. Each TYCOM assigns a force QA officer to administer the force QA program. The ships commanding officers (COs) are responsible to the TYCOM, via the chain of command, for QA on their ships. The CO organizes and implements a QA program within the ship to carry out the provisions of the TYCOMs QA program, and he assigns key QA personnel for that purpose. In most cases, these key personnel are on collateral duty assignments. We will give you a brief description of the responsibilities of each of these positions followed by a discussion of their training and qualifications in the following pages. THE COMMANDING OFFICER The CO is responsible for the quality of material within a command, but he depends on the full cooperation of all hands to help meet this responsibility. The CO cannot maintain high standards of quality workmanship by merely creating a QA organization within a maintenance organization. The organization must have the full support of everyone within it. It is not the inspection instruments and instructions that bring high standards of quality; it is the attitudes of those who do the work. In the following paragraphs, we will look at the training and responsibilities for the key QA personnel previously described. THE QUALITY ASSURANCE OFFICER The quality assurance officer (QAO) is usually a collateral duty with the following responsibilities for the ships QA program: l Coordinate the QA training program as an integral part of the ships overall training program. l Maintain ships QA records and test and inspection reports. l Maintain departure-from-specifications records that can be audited, and review procedures and controlled work packages prepared by the ship. l Conduct QA audits as required and follow up on corrective action to comply with the QA program.

QA PROGRAM COMPONENTS The QA program includes administrative and job components. The administrative component includes the requirement to train and qualify personnel, monitor and audit programs, and complete the QA forms and records. The job component includes the requirement to prepare work procedures, meet controlled material requirements, requisition and receive material, conduct in-process control of fabrication and repairs, test and recertify equipment, and document any departure from specifications.

THE QA LINK TO MAINTENANCE The Navy has a long-standing requirement that maintenance work must meet technical specifications. The person doing the maintenance is directly responsible for that requirement. Therefore, any worker who is expected to do the job properly must be properly trained, provided with correct tools and parts, familiar with the technical manuals and plans, and adequately supervised. These elements continue to be the primary means to assure that maintenance is performed correctly. Once there is a decision to proceed with maintenance, you must apply QA requirements at the same time you plan the maintenance and supervise its completion. You will find technical information in a variety of sources, and you must decide what information fits a particular job. This may be the most difficult part of your planning effort. Once you decide, the maintenance objective becomes two-fold: (1) be sure the maintenance work meets all specifications, and (2) be sure the documentation is complete and accurate and can be audited.

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. Prepare QA/QC reports to higher authority. . Qualify key personnel in the QA program. THE DIVISION OFFICER Division officers make sure that all division personnel receive the necessary QA training and qualifications for their positions and that they carry out their QA responsibilities. THE QUALITY ASSURANCE COORDINATOR The quality assurance coordinators (QACs) are senior petty officers on collateral duty. If you are appointed to this position, you will train other QA personnel, conduct interviews for prospective QA personnel, and administer written examinations for QA qualifications. THE SHIP QUALITY CONTROL INSPECTOR If you are a work center supervisor, you will most often be appointed and trained in the collateral duty of ship quality control inspector (SQCI). In those roles, you will be deeply and directly involved in QA You must be familiar with all aspects of the QA program and the QC procedures and requirements of your specialty. As an SQCI, you should act as an inspector or assign a collateral duty inspector at the same time you assign work to be sure the work is inspected in progress and on completion. Do not allow anyone in your shop to do a final inspection on his own work. Inspections normally fall into one of the following three inspection areas: l RECEIVING OR SCREENING INSPECTIONS apply to material, components, parts, equipment, logs and records, and documents. They determine the condition of material, proper identification, maintenance requirements, disposition, and correctness of related records and documents. l IN-PROCESS INSPECTIONS are specific QA actions that are required in cases where you cannot know whether the job was done right without the inspections. They include witnessing, application of torque, functional testing, adjusting, assembling, servicing, and installation. l FINAL INSPECTIONS are done after a task or series of tasks is completed. An example is an

inspection of work areas after several personnel have completed tasks. Most commands that have a QA program will issue you a special ID number that will identify you as a qualified SQCI. In addition, the QAO will assign a personal serial number to each shop SQCI as proof of certification. Use the number on all forms and tags that require initials as proof that certified tests and inspections were made. This will provide documented proof and traceability to show that each item or lot of items meets the material and workmanship for that stage of workmanship. Personnel who serve as SQCIs have the following responsibilities: Develop a thorough understanding of the QA program. Train all work center personnel until they are familiar with the QA/QC requirements that apply to your work. Be sure all level A shop work done by your work center personnel meets the minimum requirements in the latest plans, directives, and specifications of higher authority and that controlled work packages (CWPs) are properly used on repair work. Inspect all level I work for conformance to specifications and witness and document all tests on level I systems. Maintain records and files to support the QA program and be sure they follow the QA manual. When your people do acceptance tests, be sure test personnel use measuring devices, instruments, inspection tools, gauges, or fixtures that have current calibration stickers or records. When an inspection is beyond the capability of the ships QA inspector, be sure a qualified inspector accepts the work before the ship installs the product. Report all deficiencies to the ships QAC and keep the division officer informed. Help the division officer and QAO conduct internal audits and correct discrepancies. WORK CENTER CONTROLLED MATERIAL PETTY OFFICER If you supervise a work center that has level I material, you must be sure the procedures that govern controlled material are followed. You will usually

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appoint a controlled material petty officer (CMPO) to handle these responsibilities in the work center. After training, that person will inspect, segregate, stow, and issue controlled material in the work center. SHOP CRAFTSMEN Shop craftsmen are not normally trained in specific QA functions as are the key QA people. Still, they must do their work under QA guidelines if they apply. They will work closely with their shop supervisors and QA inspectors to be sure the work is done according to QA guidelines and procedures. QUALITY ASSURANCE TRAINING AND QUALIFICATION The following paragraphs cover the responsibilities for training as well as training and qualifications of key QA personnel and others with less specific QA responsibilities. THE QUALITY ASSURANCE OFFICER The QAO coordinates the ships QA training program and makes sure it is an integral part of the ships overall training program. The QAO qualifies key personnel to serve in their collateral duty QA positions. THE DIVISION OFFICER Division officers ensure that their divisional personnel are trained and qualified in the QA processes and that they maintain those qualifications. QUALITY ASSURANCE COORDINATORS QACs are senior petty officers who have been properly qualified according to the QA manual. They help train all SQCIs and CMPOs and ensure their recertification when necessary. QACs also administer written examinations to prospective SQCIs and to SQCIs who require recertification. SHIP QUALITY CONTROL INSPECTORS The QAO interviews SQCIs to determine general knowledge of QA and attitude toward the QA discipline. If they are accepted, the QAO and QAC will qualify them in the requirements set forth in the QA manual and the commands QC requirements. Qualifications include formal instruction and OJT, a written examination on general requirements, and may include a practical examination on specific requirements in the

SQCIs specialty and in knowledge of records, reports, and filing. The shop qualification program course for SQCIs will answer this requirement. CONTROLLED MATERIAL PETTY OFFICERS On ships with level I systems, the QAO interviews E-4 and E-5 petty officers as prospective CMPOs. For those who pass the interviews, the QAO and QAC will train and qualify them as CMPOs. This includes written tests to be sure they are familiar with controlled material requirements as outlined in the QA manual and material identification control (MIC) manual. OPERATION OF A QUALITY ASSURANCE PROGRAM An effective, ongoing QA program is an all-hands effort. It takes the cooperation of all shop personnel to make the program work. As a key group supervisor, you will be responsible for keeping the program rolling. PERSONNEL ORIENTATION One of your first steps is to get the support of your personnel. Some of them will oppose the program but that is usually true of any new approach. The best way to overcome opposition is to show them how an effective QA program will help them personally. Explain how it will eliminate or reduce premature failures in repaired units and introduce high-reliability repairs. These improvements will reduce the workload, lower frustration, and improve the shops or work groups reputation. QUALITY ASSURANCE TERMS AND DEFINITIONS You need to talk to your personnel about QA in terms they understand. Use words and phrases that suggest quality, and relate them to familiar programs. This should improve the clarity in your communication with them about QA. To do this, you need to understand the terms frequently used throughout the QA program. Each TYCOMs QA manual and MIL-STD-109 has a complete list of these terms. We have listed the ones used most frequently in the next paragraphs, and we will discuss the more important ones in more detail following the list. Quality assurance: A system that ensures that materials, data, supplies, and services conform to

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technical requirements and that repaired equipment performs satisfactorily. Quality control: The management practices that promote quality repairs. Acceptance: When an authorized representative approves specific services rendered such as a repair or manufactured part. Calibration: The comparison of two instruments or measuring devices, one of which is a standard of known accuracy traceable to national standards. The purpose is to detect, correlate, report, or eliminate by adjustment any discrepancy in the accuracy of the instrument or measuring device being compared with the standard. Inspection: The examination and testing of components and services to determine whether they conform to specified requirements. In-process inspection: An inspection done during the manufacture or repair cycle to measure results. It is also done to identify production problems or material defects that cannot be detected when the job is complete. Inspection record: Contains the data compiled during an inspection. Specifications: Any technical or administrative directive, such as an instruction, a technical manual, a drawing, a plan, or a publication, that defines repair testing or performance criteria. QA audit: A periodic or special evaluation of practices, plans, policies, procedures, products, directives, and records necessary to determine how work is being done. The audit results are a tool for improvement. Level I material: Material that has been certified as to its material and physical properties as well as traceability to the manufacturer by a qualified certification activity. This material has a MIC number assigned along with a certification document. It is destined for a level I system, as defined in the MIC manual, and requires special handling. Controlled material: Any material that must be accounted for and identified throughout the manufacturing or repair process.

l Controlled work package (CWP): An assembly of documents identified by a unique serial number that may contain detailed work procedures, purchase documents, receipt inspection reports, objective quality evidence, local test results, and any tags, papers, prints, plans, and so on, that bear on the work performed. (See more information later in the chapter.) l Levels of assurance: A systematic review of quality control records and all production actions to provide accountability that work performed or material manufactured will perform as expected and that there is documentary evidence to support that expectation. (See more information later in the chapter.) l Departure from specification: A lack of compliance with any authoritative document, plan, procedure, or instruction. (See more information later in the chapter.) l Procedure: A written instruction used in production and repair, giving all essential elements and guidance necessary to produce acceptable and reliable products. l Process: A set of actions written in a special sequential order by which a repair or maintenance action, a test, or an inspection is done using specific guidelines, tools, and equipment. l Reliability: The probability that an item will perform its intended function for a specified interval under stated conditions. l SUBSAFE: An acronym for the Submarine Safety Program that provides a high level of confidence in the material conditions of the hull integrity boundary. The Controlled Work Package The CWP provides QC requirements and procedures to help ensure that fabrication or repair will produce a quality product. These requirements or procedures include both TYCOM and local command-generated information for processing and sign-off. The typical CWP will have QA forms, production task control forms, QC personnel sign-off requirements, and hydro or test forms. Each CWP covers the entire scope of the work process and is able to stand on its own. The job control number (JCN) provides traceability from the work package to other

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certification documentation. When filled in, the CWP documents adherence to specified quality standards. You must ensure that the CWP is at the job site during the performance of the task. If the work procedure requires the simultaneous performance of procedure steps that are done in different locations, use locally developed practices to control each step. Immediately after a job is completed, each assigned work center and the QAO will review the CWP documentation to be sure it is complete and correct. If you and your workers have been doing the assigned steps as stated, this should not be a problem. Be sure all verification signature blocks are signed. Make sure all references, such as tech manuals or drawings, are returned to the appropriate place. Levels of Assurance To provide your customers both repair quality and quality assurance, you and your maintenance personnel must understand and appreciate your customers and their operational environment. This will require that you give serious thought and consideration to how a systems nonperformance may endanger personnel safety and threaten the ships mission. For example, you will not be aboard the submarine as it does its deep dive to test hull integrity and your hull packing work. QA is divided into levels A or C, which are defined in the next paragraphs. Each level refers to the total of quality controls, tests, and/or inspections for an individuals fabrication or repair work. . Level A: Assurance provides for the most stringent or restrictive verification techniques. This normally will require both quality controls and test or inspection methods. l Level C: Assurance provides for minimum or as necessary verification techniques. This normally will require very little quality control or tests or inspections. Departure from Specification Specifications are engineering requirements such as type of material, processes, dimensional clearances, and physical arrangements, by which ship components are installed, tested, and maintained. Be sure your personnel maintain all ship systems and components according to specifications where possible. There are sometimes situations when you cannot meet specifications. In those cases, you must control the system or component with

a departure from specification, which must be recorded and approved. A departure from specification is a lack of compliance with an authoritative document, plan, procedure, or instruction. As a minimum, departures from specifications are or are not required in the following situations: l Submit a departure from specification when maintenance does not comply with technical documents, drawings, or work procedures that will not be corrected before the ship gets underway or puts the equipment in service. An example is a hydrostatic test made to less than required pressure. l Submit a departure from specification when maintenance does not comply with specifications for as found conditions where there is no previous approval (such as a shipyard waiver), and the condition will not be corrected before the ship gets underway. An example is an excessive leak caused by vibration. l Do not submit a departure from specification for noncomplying conditions discovered and not caused by maintenance or a maintenance attempt. As an example, you need only a CSMP entry for items that routinely fail and for which corrective action is planned. SUPERVISORS REPORTING RESPONSIBILITIES. The person who finds a departure has the responsibility to report it to his supervisor, who must in turn submit a departure from specification if the situation calls for it. Stress to all of your workers that any deviation from specifications must be recorded, reviewed, and approved by the proper authority. Be alert for any number of reasons some workers may deviate from specifications. Sometimes they simply do not understand the specification requirements, and sometimes they do not have the skills needed to meet specifications. At other times there is not enough time to plan and procure parts; therefore, a worker may make a temporary emergency repair that does not meet specifications. Whatever the reason, there are risks in operating outside specifications. You need to involve the chain of command in any decision to do so. REPORTING PROCEDURES. Who reports a departure from specification? The QA manual says that the person who discovers or causes the departure must initiate the departure from specification. However, does this mean that each time you cause a departure you

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immediately start the paperwork? No! You must be sure the departure is identified during fabrication, during testing, or during inspection of the completed work. Make every effort to correct each deficiency before you initiate the departure request. Do not continue work until you correct the deficiency or get approval for the departure.

When you have identified a departure, what do you do with it? First, be sure the form in figure 8-1 is filled out and forwarded via the chain of command to the QAO. The originator also must retain a copy of the prepared departure request until he or she receives the returned copy from the QAO showing that all actions

Figure 8-1.QA Form 12, Departure from Specification Request.

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concerning the departure have been approved or disapproved. Be sure the originator has an approved copy of the departure request accompanying the completed work and that the original copy is retained in the CWP.

paragraphs. When using these forms, remember the rule that all QA forms must be completed and signed in the proper sequence. QA FORM 1, THE MATERIAL RECEIPT CONTROL RECORD The CMPO uses this record (fig. 8-2) to document the proper receipt and inspection of items that have been

QA FORMS AND RECORDS The titles and descriptions of the QA forms and records you will use the most are listed in the next

Figure 8-2.-QA Form 1, Material Receipt Control Record.

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designated as controlled materials. This applies only to ships with level I systems. QA FORM 2, NEW MATERIAL IN PROCESS CONTROL TAG

QA FORM 3, MATERIAL REJECT TAG

Shop personnel,

supply, or QA personnel will

attach this tag (fig. 8-4) to rejected items of controlled material. The individual finding or causing the unacceptable condition attaches the tag. The tag shows that material is unacceptable for production work and must be replaced or reinspected before use. This applies only to ships with level I systems.

Supply, QA, or shop personnel attach this tag (fig. 8-3) to provide traceability of controlled material from receipt inspection through final acceptance. This applies only to ships with level I systems.

Figure 8-3.-QA Form 2, New Material In Process Control Tag.

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Figure 8-4.-QA Form 3, Material Reject Tag.

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QA FORM 4, SHIP TO SHOP TAG This tag (fig. 8-5) is used to identify controlled material to be repaired in an IMA. Attach the tag to the

item to be repaired. It is a good idea to stamp the three sections of the tag with a control number and log it in your shop log (as described in chapter 1). This applies only to ships with level I systems.

Figure 8-5.-QA Form 4, Ship to Shop Tag.

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Figure 8-6.-QA Form 7, Controlled Material Inventory/Record. QA FORM 7, CONTROLLED MATERIAL INVENTORY/RECORD Your CMPO uses this form (fig. 8-6) to provide a standard inventory record of controlled material received and issued. This applies only to ships with level I systems. QA FORM 17, TEST AND INSPECTION FORM-OTHER THAN NDT QA Form 17 (fig. 8-7) lists all the tests and inspections that must be performed at each step. QA FORM 34, TORQUE/CONTROLLED ASSEMBLY REPORT This form (fig. 8-8) consists of two enclosures: the torque sequence sketch and a QA Form 17 (fig. 8-7) listing all of the required torque readings.

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Figure 8-7.-QA Form 17, Test and Inspection Form-Other than NDT.

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Figure 8-8.-QA Form 34, Torque/Controlled Assembly Report.

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CHAPTER 9

SHIP AVAILABILITIES, REPAIR ACTIVITIES, AND SHIP TRIALS

When you have read and understood this chapter, you should be able to answer the following learning objectives:

l Describe the kinds of ship availabilities. l Explain the difference between alterations and repairs. . Identify and explain the functions of intermediate maintenance activities (IMAs), shore

intermediate maintenance activities (SIMAs), ship repair facilities (SRFs), naval shipyards, and private shipyards. . Identif y and explain the purpose of the kinds of ship trials.

A ships effectiveness depends on its ability to function well; therefore, we have to keep it in prime condition. That means that the ships crew routinely handles normal maintenance and repairs and that we have a dependable system for those the ships crew cannot handle. This chapter deals mostly with those jobs the ships crew cannot handle and which are done by the following repair activities, which we will explain in greater detail in this chapter: l An intermediate maintenance activity (IMA) is a repair ship (AR), destroyer tender (AD), or submarine tender (AS). . A shore intermediate maintenance activity (SIMA) is based on land and offers services similar to those of an IMA. l A ship repair facility (SRF) is similar to a naval shipyard but on a smaller scale and is usually based outside the continental United States. . A shipyard is any full service naval shipyard or a civilian shipyard contracted for Navy work. The engineering department officers and enlisted supervisors have an interest in nearly all of the work a repair activity does on their ship. You should be familiar with the procedures that will ensure the best job within the funds available. This chapter will help you

understand what happens when a repair activity works on your ship. TYPES OF AVAILABILITIES An availability is the period of time a ship is assigned to undergo maintenance or repair by a repair activity. Only the authority granting the availability can change the allotted period of time. However, a repair activity may recommend a completion date to the granting authority or request an extension of time to complete work already underway. There are several types of ship availabilities that we will define in the next paragraphs. For example, restricted and technical availabilities differ in whether the ship is or is not ready to carry out its mission. l A restricted availability (RA) is used to complete specific items of work in a shipyard or SRF; the ship is NOT available to perform its mission during that time. l A technical availability (TA) is used to complete specific items of work in a shipyard or SRF; the ship IS available to perform its mission during that time. Other types of availabilities identify the type of work to be done and where it will be done. . A regular overhaul (ROH) availability is used to complete general repairs and alterations in a naval shipyard or other shore-based repair activity. The

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schedule for an ROH for a given ship varies between 2 and 5 years according to an established cycle. An overhaul can take as little as 2 months for small ships and as much as 18 months for larger ships. ROH planning begins about 18 months before the scheduled overhaul. . A voyage repair availability is used for repairs while the ship is underway. These are emergency repairs that are necessary if the ship is to continue on its mission, and they can be done without changing the ships operating schedule. These repairs will be done by the ships force if possible, or if necessary, by personnel from an IMA, SIMA, or SRF. . A regular IMA availability is used for general repairs and authorized alterations that are not emergencies. This work is usually beyond the capability of the ships force and is normally scheduled in advance. l An emergency IMA availability is used to repair specific casualties and generally takes first priority at a fleet IMA. . A concurrent availability is used for ship-to-shop work by the shore IMA, tender, or repair ship. These availabilities are usually scheduled to take place just before a regular shipyard overhaul or restricted availability. Before we get into the personnel and procedures related to repair activities, it will be helpful to define repairs and alterations. REPAIRS AND ALTERATIONS Corrective maintenance and repairs to ships may be divided into the general categories of repairs, alterations equivalent to repairs, and alterations. REPAIRS A repair is defined as the work necessary to restore a ship or an article to serviceable condition without change in design, in materials, or in the number, location, or relationship of parts. Repairs may be done by ships force, by repair ships and tenders, by SRFs, or by naval or civilian shipyards. ALTERATIONS EQUIVALENT TO REPAIRS Before we discuss alterations, we need to understand that NAVSEASYSCOM may determine that some work requested as an alteration may be better defined as an alteration equivalent to repair. In that case,

NAVSEASYSCOM forwards the request to the appropriate type commander (TYCOM) to be handled as a repair. An alteration is considered to be an alteration equivalent to a repair if it meets one or more of the following conditions: l Materials that have previously been approved for similar use and that are available from standard stock are substituted without other change in design. l Worn out or damaged parts, assemblies, or equipment requiring renewal will be replaced by those of a later and more efficient design that has been previously approved. l Parts that require repair or replacement to improve reliability of the parts and of the unit will be strengthened, provided no other change in design is involved. l Equipment that requires no significant changes in design or functioning but is considered essential to prevent recurrence of unsatisfactory conditions will be given minor modifications. ALTERATIONS This chapter deals only with ship alterations (SHIPALTs) as opposed to ordnance alterations (ORDALTs). These are alterations to the hull, machinery, equipment, or fittings that includes a change in design, materials, number, location, or relationship of the component parts. This is true regardless of whether the SHIPALT is undertaken separately from, incidental to, or in conjunction with repairs. NAVSEASYSCOM, the forces afloat, or CNO may originate requests for SHIPALTs. One of NAVSEASYSCOMs prime responsibilities for ship maintenance is to administer SHIPALTs under its technical control. NAVSEASYSCOM keeps informed of technical developments in its day-to-day relations with the forces afloat, the naval shipyards, private industry, and research centers. NAVSEASYSCOM may determine that a particular ship or class of ships should be altered to bring them to a more efficient and modern state of readiness. These alterations may include changes such as those in the following examples: Changes to the hull may strengthen bulkheads or change deck arrangements to provide space for machinery. New machinery may be added or old machinery made more efficient. Equipment may be replaced with more efficient types or new designs.

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When the commanding officer of a ship believes a SHIPALT is necessary, he sends a request to NAVSEASYSCOM via the administrative chain of command. Copies of the request are sent to all ships of the type within the fleet with requests to comment on the value of the SHIPALT for other ships of the type. The reports of the Board of Inspection and Survey (INSURV) are another source of recommended SHIPALTs. When the board completes each material inspection of a ship, its report includes a list of recommended repairs, alterations, and design changes. NAVSEASYSCOM normally will not act on those recommendations until the commanding officer of the inspected ship requests the changes, and the TYCOM approves. TYCOMs (or other administrative commanders) must endorse all requests for SHIPALTs addressed to NAVSEASYSCOM. Their endorsements must include recommendations for or against approval, classification, and applicability to other ships of the type. Copies of the basic request and endorsements are forwarded to other concerned TYCOMs with requests to comment on them for the information of NAVSEASYSCOM. SHIPALTs fall into two broad categories: military SHIPALTS and technical SHIPALTs. A military alteration is one that changes the ships operational and military characteristics and improves the ships operational capabilities. Only CNO can approve a military SHIPALT. A technical SHIPALT is one that improves the safety of personnel and equipment and/or improves reliability, ease of maintenance, and efficiency of equipment. Technical SHIPALTs are approved at the NAVSEA level. If there is a question as to whether a proposed SHIPALT is military or technical, NAVSEA will forward the proposal to CNO for determination. Approved military and technical SHIPALTs are ranked in order of priority on an annual basis in the Amalgamated Military and Technical Improvement Plan. The decision to install a SHIPALT is based on the priority of the alteration in the Amalgamated Military and Technical Improvement Plan, funding, ship availability, and whether material is available to complete the SHIPALT. When a decision is reached to install a SHIPALT during a given fiscal year, the alteration is entered into the Fleet Modernization Program (FMP). Approved SHIPALTs are authorized by letters issued not less than 180 days before the ship is scheduled to begin overhaul.

REPAIR ACTIVITIES Repair activities are set up to do work the ships forces cannot handle. Repair activities are IMAs, SIMAs, SRFs, and shipyards, and they were defined at the beginning of this chapter. The type of work and available funds govern the assignment of repair work to repair activities. The office of the Supervisor of Shipbuilding (SUPSHIP) places and administers contracts for the repair or overhaul of naval ships at private shipyards, and contracts for civilian work to be done in IMAs, SIMAs, and SRFs. We will explain SUPSHIP in more detail later in the chapter. Fleet and type commanders usually may call on IMAs or SIMAs to handle repairs and alterations under regular, emergency, and concurrent availabilities. If work is beyond an IMAs or SIMAs capability, other activities ashore, such as an SRF or a shipyard, will do it. We will discuss work done by the ships forces, IMAs, SRFs, and shipyards in the following pages. In addition, we will examine the organization, duties of personnel, and procedures used in an IMA and a naval shipyard. SHIPS FORCE MAINTENANCE AND REPAIRS Each ships force should be able to make its own normal repairs. To do that, each ship should have the necessary materials, repair parts, tools, and equipment. The most competent and experienced personnel should supervise these repairs. If ships personnel are not familiar with the needed repairs and tests, or cannot handle a problem for any reason, the CO should request an IMA or shipyard availability. Supervisory personnel who are not familiar with these repairs and tests should learn from personnel who are familiar with them while the ship is in an IMA or SIMA availability. If the ships force needs technical assistance, they should request it from the local TYCOMs maintenance representatives. The ships force should follow a regular schedule of preventive maintenance to be sure that equipment and machinery are always ready for service. This includes cleaning, inspections, operations, and tests to ensure trouble-free operation and to detect faults before they become major problems. Some inspections and tests are quite simple; others require planning so they can be done during upkeep or overhaul periods. INTERMEDIATE MAINTENANCE ACTIVITIES You learned earlier in the chapter that IMAs are repair ships (AR), destroyer tenders (AD), and

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submarine tenders (AS), and SIMAs are shore IMAs. SIMAs are an outgrowth of the Atlantic Fleets Fleet Maintenance Assistance Group (FMAG) and the Pacific Fleets Development and Training Center (DATC). For convenience, we will refer mostly to IMAs in this section, but the information will normally refer to both IMAs and SIMAs. While each type of IMA has its special purpose, all of them have many characteristics and facilities in common that make them suitable for general repair work on most ships. Repair ships and tenders perform battle and operational damage repairs on ships in the forward areas, and they provide logistic support to ships of the fleet. They also can provide other services, including medical and dental treatment, for the ships they tend. Their shops can handle hull, machinery, electrical, and ordnance work and they stock parts to help them deal with most of the repairs they perform. Ships are assigned to IMAs with a flexible approach that considers unusual repair requirements and operational commitments, particularly for ships outside the continental United States. Ships are scheduled for regular IMA availabilities or upkeep periods at certain intervals of time that vary with different types of ships. The availability periods are usually planned in advance and they depend upon the quarterly employment schedule of each ship. A ships commanding officer sends a request for an IMA availability with a forwarding letter to the TYCOM or his representative. The request must include job sequence numbers (JSNs) for work requests in the Current Ships Maintenance Project (CSMP) and a listing of TYCOM master job catalogue work items. A reviewing officer with TYCOM will review the request and make any necessary corrections to conform to established policies and procedures. Most of the ships work list items will be approved, but the ship may have to furnish more detailed information on certain work requests. The reviewing officer will forward the approved ships work requests to the appropriate IMA. He does this well in advance of the period of availability so the IMA repair department personnel can prepare for the work. You should know something about these personnel before you learn about the arrival conference, the shops, and the ship maintenance procedures, so we will discuss them in the following pages. REPAIR PERSONNEL Standard Organization and Regulations of the U.S. Navy, OPNAVINST 3120.32, contains general

information about the relative positions and responsibilities of IMA departments. Also, TYCOMs issue standard ship organizations for their type that describe the organization for every routine function and most emergency conditions that can exist aboard ship. The IMAs commanding officer is assisted by the executive officer who also acts as the COs direct representative. The XO is responsible for the daily functions that affect the IMA as a whole and he coordinates the activities of the IMAs departments and divisions. The following pages explain the roles of the repair officer, the assistant repair officer, the repair division officers, the diving and salvage officer, the gas free engineer, and enlisted personnel. Repair Officer The repair officer is head of the repair department on an IMA. He oversees the upkeep, operation, and maintenance of the equipment assigned to the repair department, and the training, direction and coordination of its personnel. He keeps up with production and ensures efficient and economical operation of the production process. Assistant Repair Officer The assistant repair officer assumes the repair officers responsibilities in his absence and carries out responsibilities the repair officer delegates. This officer usually handles the internal administration of the department and specifically keeps progress records on all work. Division Officers The division officers have both administrative and production responsibilities for the actual work that is done in shops under their supervision. Their administrative responsibility is in the administration of personnel in their respective divisions, including the assignment of berths and watches, and all training and training records. Their production responsibilities include oversight of all work requests and review of progress, requisitions for material, proper operation of division shops for which they are responsible, safety, and progress reports to the repair officer. Diving and Salvage Officer The position of diving and salvage officer may be a separate assignment or a collateral duty for an officer in

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the repair department. In either case, the diving and salvage officer is responsible for the supervision of all diving operations, the maintenance of diving and salvage equipment, and compliance with diving instructions and precautions. Gas Free Engineer The hull repair officer is generally assigned additional duty as the gas free engineer. His primary responsibility is to ensure compliance with all precautions set forth by NAVSEA; U.S. Safety Precautions For Shore Acclivities, NAVMAT P-5100; ships regulations; and other regulations issued by higher authority. He determines whether there is danger to personnel or equipment from noxious or explosive gases during any operation aboard ship or during work on ships alongside, and stops such work when necessary. Enlisted Personnel Navy enlisted personnel provide the technical skills required aboard IMAs. The Occupational Standards, NAVPERS 18068, contain detailed information on the enlisted rating structure. ARRIVAL CONFERENCE An arrival conference is usually held immediately when a ship begins an IMA availability or an upkeep period. Representatives of the ship, of the repair department, and usually of the TYCOM attend the conference. They discuss the relative needs of the ship and the urgency of each job and approve/disapprove work requests, clarify uncertainties, and arrange for temporary services such as electricity and steam. SHIP/IMA WORK COORDINATION Ships engineering personnel must know the status of work underway during an IMA availability whether that work is being done by the ships force or the IMA. You need this information to coordinate your own work with that being done by the IMA. There are three basic kinds of work that require coordination: (1) Equipment removed by the ships force to be delivered to the IMA for repair, (2) equipment dismantled by the ships crew so they can send parts to the IMA for repair (also known as ship-to-shop jobs), and (3) repairs the IMA force is making on the ship. The IMA usually appoints a ship superintendent, a chief petty officer who should always know the status

of all jobs on the ship and on the IMA. If the IMA does not appoint a ship superintendent, then the ship should appoint a petty officer for that purpose. The person in this position is liaison between the ship and the IMA for all work in progress and completed, and all tests required and completed. He keeps a daily running progress report of each job and reports that information daily to the ships representative. REPAIR DEPARTMENT You need a general idea of the shops composing the repair department and their functions. In this section, we will describe the shops as they are organized in the divisions on a destroyer tender (AD), which is representative of all IMAs. Hull Repair Division The hull repair division consists of the shipfitter shop, the sheet metal shop, the pipe and copper shop, the weld shop, the carpenter shop, the diving locker, and the canvas shop. We will explain each of them in the following sections. SHIPFITTER SHOP. These personnel make repairs on the hull, test pad eyes and structures with a dynamometer, and handle alterations designated for forces afloat. SHEET METAL SHOP. These personnel make all types of repairs and fabrications on light gauge sheet metal and handle alterations designated for forces afloat. PIPE AND COPPER SHOP. These personnel fabricate and repair most pipe and tubing, test completed work hydrostatically, and handle alterations designated for forces afloat. WELD SHOP. These personnel weld most metals including high-pressure welding on boilers. They repair castings, stress relieve castings and forgings, forge special tools and hull fittings, and case harden low-carbon steel. (NOTE: The nondestructive testing laboratory performs all nondestructive testing used to test the quality of the welds.) CARPENTER SHOP. These personnel repair and fabricate most items made of wood; test damage control air test equipment, flame safety lamps, and explosion meters; lay linoleum tile, magnetite, and terrazzo covers on decks; and fill C02, bottles. The pattern shop functions under the carpenter shop and fabricates patterns of wood, metal, and plastic for templates and foundry castings.

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CANVAS SHOP. These personnel fabricate miscellaneous canvas covers, awnings, and boat cloths, and they repair furniture using leather and cloth fabrics. DIVING LOCKER. These personnel inspect the underwater portion of the hull and prepare the underwater hull reports for the repair officer. They also replace propellers on destroyers and small ships and repair or replace other items underwater as needed. They clean propellers, sonar domes, sea chests, and large injection valves; clear fouled propellers and sea chests; and maintain the diving boat and diving equipment in repair and operational readiness. Machinery Repair Division The machinery repair division consists of the inside machine shop, the outside machine shop, the boiler shop, and the foundry shop. We will explain each of them in the following paragraphs. INSIDE MACHINE SHOP. These personnel repair or fabricate mechanical parts that require work done on machine shop tools and equipment. They do metal plating and engraving, and they test metals to determine their characteristics. They also handle alterations designated for forces afloat. OUTSIDE MACHINE SHOP. These personnel shop test and repair all types of machinery used in naval ships. They also handle alterations designated for forces afloat. BOILER SHOP. These personnel shop test, inspect, and repair boilers of naval ships. FOUNDRY SHOP. These personnel pour castings of various metals to produce repair parts and whole items used on the ship. Electrical Repair Division The electrical repair division consists of the electric shop, the gyro shop, the printing shop, and the photo shop. ELECTRIC SHOP. These personnel inspect, test, repair, and make adjustments to nearly all electrical equipment, and they also handle electrical alterations designated for forces afloat. Electronics Repair Division The electronics repair division consists of the electronics shop and the calibration shop.

ELECTRONICS SHOP. These personnel align and repair all types of electronic equipment, make field changes, and maintain an electronics publications library. CALIBRATION SHOP. These personnel repair and calibrate most test equipment used on naval ships. SHIP REPAIR FACILITIES Most SRFs are located outside the continental United States. They are supervised by naval officers who are assisted by enlisted and U.S. civilian personnel. Other personnel are citizens of the country where the SRF is located. An SRF has drydocks and shops that can handle nearly all ship repair work. They normally handle voyage repairs and overhauls of ships that are based in the area. They do not do new construction. SRF organization is based on standard naval shipyard organization modified for local conditions. Figure 9-1 shows a typical SRF organization. ADMINISTRATION AND CONTROL An SRF is under the control of a commanding officer, usually a captain. It is part of a fleet or shore-based activity that exercises military command. The SRF staff includes a planning officer, an administrative officer, a management engineering officer, and sometimes a general manager for civilian personnel who acts only as an advisor. An SRF provides logistic support including drydock overhaul, repair, alteration, and conversion of naval ships and service craft, and ships and craft of other U.S. government departments as assigned. They also perform voyage repairs and related work and they install and maintain shore-based electronic equipment and provide technical assistance to assigned naval activities. PLANNING AND ESTIMATING (P&E) The planning department is under the direction of the planning officer who is a senior engineering duty (ED) officer. It does all planning, estimating, designing, scheduling, and reporting. It is patterned after those in naval shipyards but on a smaller scale. The P&E superintendents billets are tilled by ED officers. They include a senior P&E superintendent, assistant superintendents for material and finance, and other related military and civilian positions depending on the amount of work done at the SRF. The planning department is the first point of contact for a customer ship.

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Figure 9-1.-Typical ship repair facility organizational chart. The service squadron or local mobile support group assigns the work to be done on the ship. The assignment is based on funds allotted by the TYCOM, and the SRF may not do work that exceeds that limit. The planning department estimates the work that can and cannot be done within the set funding limit. This estimate serves two purposes: It helps the ship and the SRF planners decide on priorities, and it helps the planners assign a list of work requests that the shops will not exceed. PRODUCTION DEPARTMENT The production department is under a senior ED officer called the production officer. It is generally patterned after a naval shipyard except that it does not do new construction. Personnel include superintendents and assistant superintendents, who are mostly ED officers, civil service personnel, and local personnel. We will explain the duties of key personnel in the following pages. Repair Division This division is headed by the repair superintendent, who is usually an ED officer. He is responsible for the completion of all work requests. He supervises a staff of military and civilian specialists who in turn supervise the various shop masters. The military staff of the repair division may have a parallel civilian staff made up of civilians. These civilians provide liaison with local shop personnel, furnish continuity to bridge rotation of officers, and provide direct technical assistance. There is a shop for each of the following specialties: hull, machinery, ordnance, electrical, and electronics. Each shop is supervised by a shop master who is either

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a U.S. civil service employee or a local employee, as are their lower-level supervisors. These shop masters are assistant repair superintendents who supervise all work done in their specialties whether in their shops or on the ships. (NOTE: Some fleet activities have a ship repair department, or SRD, rather than a repair division.) The assistant superintendent who is responsible for hull work is also responsible for drydocking. The actual drydocking is supervised by a docking officer who is usually an ED officer with special docking qualifications. Navy Regulations and the Naval Ships Technical Manual require that the docking officer take responsibility for the ship when it starts to cross the sill of the drydock, and give responsibility back to the ships CO when the ship clears the sill on the drydock on its way out. We will discuss docking in more detail later in the chapter. Shop Division This division maintains and supports the equipment and structures in the shops. It is headed by a shop superintendent, usually a LCDR, who may be an ED officer or line officer. The division also handles production methods, safety, stores, and housekeeping. In a naval shipyard, this division would also be responsible for industrial supervision, but the repair division handles it in an SRF. The shop superintendent usually has a junior officer as assistant shop superintendent and safety officer. Ship Superintendent The repair superintendent also supervises a group of officers called ship superintendents. They are junior ED officers or line officers whose duties parallel those of the ship superintendents in IMAs, SIMAs, and naval shipyards. When a ship is assigned an availability, the repair superintendent assigns a ship superintendent for that ship. The ship superintendent gets copies of all work requests that are sent to the ship and the shops to help them keep track of all work in progress on the assigned ship. The ship superintendent is liaison between the ship and the repair superintendent. He directs all work on the ship and coordinates all work done in the shops. He coordinates all tests, changes in work requests, ordering of material, and sign-offs of work orders for his assigned ship. NAVAL SHIPYARDS Naval shipyards are under the control of the Naval Sea Systems Command (NAVSEASYSCOM). Each

ship in the active fleet is assigned a home yard and a planning yard. The home yard is the naval shipyard at which a ship usually gets its regular overhaul. CNO assigns the home yard based upon the geographic assignment of the ship and NAVSEASYSCOM recommendations. NAVSEASYSCOM assigns the planning yard One naval shipyard or other activity is assigned as a planning yard for each ship type. The planning yard provides design services and keeps up-to-date tiles of working drawings and selected records and data. The planning yard usually does the design work for the class of ship assigned and provides the required drawings to each of the other shipyards working on ships of the class. The planning yard also may handle central procurement of material. Shipyard management is responsible for all phases of naval shipyard activity. The line of authority and control passes from the shipyard commander through the heads of departments, divisions, and offices to the administrative units. See the U.S. Navy Regulations and Navy Department directives for additional information on naval shipyard management and organization. Figure 9-2 shows the organization of a typical U.S. naval shipyard. A ships engineer officer will be most concerned with the planning and production departments. The planning department prepares plans and orders material, and the production department is made up of the shops that do the actual repair work on the ship. Well discuss both in the next paragraphs. PLANNING DEPARTMENT Before a ship begins an overhaul, the shipyards planning department usually receives a copy of the ships worklist and the amount of funding, both approved by the TYCOM. The planning department uses that information to develop preliminary estimates of the work that can be done with the available funds. It sends them to the production department where the production control branch of the repair division uses the estimates to schedule the workload. Next, the planning department prepares requisitions for material requiring long lead time, and issues a preliminary work booklet for repairs. Figure 9-3 shows the organization of a typical planning department. When a ship is to be overhauled, the shipyard tries to send representatives to inspect the ship before it reaches the shipyard. They check plans against actual conditions and make any adjustments before the ship

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reaches the shipyard, and they hold a pre-arrival conference with the ships officers and the TYCOMs representative. When the results of a pre-arrival inspection, or other firm information, are available, the planning department prepares job orders based on ship work requests. It also prepares a list of the materials needed to do the job or a budget figure if no list is available. Then they send the job order and material list to the production department where the repair division adds key operation dates and material required dates (MRD). Sometimes there is a need for work that could not be foreseen and the planning department issues work request supplements to cover those situations. These supplements are restricted and should be used only when necessary. The planning department prepares allowance lists, such as the COSAL, for newly constructed ships, and corrects existing allowance lists for ships for which the shipyard is the home yard. These are lists of equipment components, repair parts, or material needed to operate, maintain, and repair the ship for specified periods of time. They are based on plans, material requisitions, or individual job orders related to the ships equipment. The planning departments design division issues procedures to carry out tests of equipment and work.

(The combat systems office and nuclear engineering department conduct their own tests.) The procedures include any special measures and safety precautions and an outline of the reports to be made on the test results. Each ship undergoing overhaul assigns inspectors and representatives from each department to inspect work and witness tests, since these are a responsibility of the commanding officer as outlined in U. S. Navy Regulations. PRODUCTION DEPARTMENT (SHOPS) The production department is made up of all of the shops in a naval shipyard and is supervised by the production officer. Each shop is a unit that is assigned specific work, usually by trade. Most shops are assigned to the production department, but they usually do work for the entire yard. (The transportation, power plant, and maintenance shops are assigned to the public works department.) Figure 9-4 shows the organization of a typical production department. Each shop in the production department is assigned to a shop group consisting of one or more shops. Each shop group has a civilian superintendent who is responsible for the organization, administration, personnel training, and general supervision of his shop group. A civilian superintendent is in charge of each

Figure 9-2.-Organization of a typical naval shipyard.

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Figure 9-3.

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Figure 9-4.

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shop and is responsible to the shop group superintendent. Figure 9-5 shows the organization of a typical shop group. Figure 9-6 shows a typical shop organization. Each shop is assigned a number and a name. Some shipyards do not have all shops, but all shipyards have some shops in common, and some shops may have combined trades.

The following list shows the numbers and names of the shops that are common to all shipyards. Many of these shops were described in a little more detail under the section on Intermediate Maintenance Activities earlier in this chapter. 06 Central tool 11 Shipfitters shop

Figure 9-5.-Shop group organization of the production department.

Figure 9-6.-Organization of a typical production department shop.

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17 Sheet metal shop 26 Welding shop 31 Inside machine shop 38 Outside machine shop 51 Electric shop 56 Pipe and copper shop 64 Woodworking shop (may include 94 pattern shop) 67 Electronics shop 71 Paint shop 72 Riggers and laborers shop (may include 74 sail loft) 74 Sail loft 99 Temporary service shop The following list shows the numbers and names of production department shops located only in certain shipyards: 23 Forge shop 25 Gas manufacturing shop 27 Galvanizing shop 35 Optical shop 36 Weapons shop 37 Electrical manufacturing shop 41 Boiler shop 68 Boat shop 81 Foundry 94 Pattern shop The Ship Superintendent The ship superintendent is a position common to most repair facilities; his major role is as liaison between the ship and the repair facility. In this case, he represents the shipyard repair superintendent who, in turn, represents the production officer. The ship superintendent is responsible for completion of all authorized work on a given ship while it is in the shipyard. He keeps an office on board the ship and acts as liaison between the ship and the shipyard. It is customary to assign a ship superintendent well before the ship enters the yard to give him time to prepare. Between the time he is assigned and the time

the ship arrives, the ship superintendent reviews all available information on the condition of the ship and the plans for work in the shipyard. He learns who will prepare the plans and coordinates progress on any work that must be done before the ship arrives. The ship superintendent meets the ship when it arrives and makes sure the required services are furnished promptly. He delivers to the commanding officer (or executive officer) copies of orders and regulations that cover points that affect the ship and the shipyard. He also tries to hold a meeting with the ships department heads to review plans for the overhaul and begin coordination. The ship superintendent attends the frequent progress review conferences the shipyard commander holds with the commanding officer of each ship in the shipyard. He also holds frequent conferences with shop personnel, ship personnel, the cognizant type desk officer, and other yard personnel to ensure the timely completion of all authorized work. At least one day before the end of the overhaul, the ship superintendent holds a departure conference with the ships representatives. They agree on last-minute adjustments or corrections, sign work requests that were not previously signed by the ships representatives as completed, or completed, subject to final test. If any work is found to be unsatisfactory, the responsible officer records the reasons. This conference determines status of all authorized work including uncompleted work that should be done during the ships next availability. The ship superintendent reports the status of all job orders to the planning department, which then prepares the departure report. Work Requests In nearly all cases, any work done in a shipyard must have a work request, OPNAV 4790-2K, whether the job is the overhaul of a single piece of equipment that requires one work request or a major SHIPALT that requires any number. You will find the procedures used to submit work requests in OPNAV instructions. Submit the work requests to the TYCOM with enough advance time to allow his review and approval and to reach the shipyard at least 60 days before the work will be done. While most work requests originate on the ship, others may come from other sources, such as an INSURV inspection that recommends an alteration. When work requests originate on the ship, the CO, XO, and department heads hold a conference to set priorities. They will use those priorities to prepare a work list that includes brief statements of the work to be

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done and submit it to the TYCOM for review. The TYCOM forwards the approved requests either to the naval shipyard or SUPSHIP. Ship Alterations Each year the TYCOMs send NAVSEA a list of the SHIPALTs recommended for completion during the next fiscal year overhaul. NAVSEA reviews the lists and uses them as the basis for its own list of authorized SHIPALT that it publishes in the Fleet Modernization Program (FMP). Some SHIPALTs are planned by a Planning and Engineering for Repairs and Alterations (PERA), and those plans reach the shipyard by other routes that we will not discuss here. For our purposes, NAVSEA sends a 180-day letter to the TYCOM and to the shipyards planning department. The letter contains a priority list of SHIPALTs to be completed during the scheduled overhaul and a funds grant to cover the cost of the work. About 90 days before the ship arrives at the shipyard, NAVSEA sends the shipyard, the TYCOM, and the ship a 90-day material status letter. This letter contains a list of approved alterations in priority order for each ship and any changes in the work that was authorized in the 180-day letter.

. Procure and administer overhauls, repairs, alterations, activations, and inactivations on naval ships under master contracts with private shipyards. . Provide contract administration services for all DOD contracts awarded to plants according to the plant cognizance program. . Carry out mobilization logistic planning functions, which include responsibility to (1) perform planning assigned in the NAVSEA Logistic Support Plan (LSP), and prepare and maintain a subsidiary mobilization logistic support plan; (2) do Industrial Mobilization production Planning (IMPP); (3) serve as Armed Services Procurement Planning Officer (ASPPO); and (4) maintain the Register of Planned Emergency Procedures (RPEP) for assigned facilities. . Supervise the installation of ordnance equipment on merchant ships at private yards. . Carry out NAVSEAs marine salvage duties within the naval district. . Provide technical guidance in the matters in this list to all naval activities in the assigned naval district, to the area coordinator, and to the Military Sealift Command (MSC). . Provide administrative support services to perform other tasks as directed. ORGANIZATION OF SUPSHIP

SUPERVISOR OF SHIPBUILDING, CONVERSION AND REPAIR Each naval district has a Supervisor of Shipbuilding, Conversion and Repair, USN (SUPSHIP) under the NAVSEASYSCOM. SUPSHIP might be called the commercial arm of naval ship construction, conversion, alteration, overhaul, and repair. It alone can contract with private repair organizations for work on Navy ships in private shipyards, naval shipyards, IMAs, SIMAs, or SRFs. Its major role is to procure private contracting repair services where Navy repair services are not equipped to handle the job. Civilian contractors may provide these services entirely, as in new ship construction or overhauls in a civilian shipyard. They also may work in conjunction with naval personnel in naval shipyards, IMAs, SIMAs, and SRFs. An officer in charge heads the Office of the Supervisor of Shipbuilding. This officer has many of the same oversight responsibilities as a shipyard commander in a naval shipyard. SUPSHIP is responsible for the following tasks and functions: . Administer Department of the Navy and other Department of Defense shipbuilding, design, conversion, and facility contracts at private shipyards.

Figure 9-7 shows the organization of SUPSHIP. NAVSEA must approve any deviation from this standard organization. SUPSHIP is the direct representative of the command(s) for whom SUPSHIP is acting in official transactions with contractors. SUPSHIP reviews all correspondence between contractors and NAVSEA and recommends to NAVSEA the proper course of action. SUPSHIP administration ensures proper placement and administration of Master Contracts for Repair and Alteration of Vessels and job orders, timely and economical completion of overhaul and repair work, conformance of such work with specification requirements, maintenance of acceptable quality standards, and safe practices. SUPSHIP STAFF SUPSHIP delegates duties and responsibilities to the assistant officer-in-charge. In districts where SUPSHIP is the commander of a naval shipyard or the head of another activity, the assistant officer-in-charge,

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Figure 9-7.-Organization chart of the supervisor of shipbuilding, conversion and repair, USN.

normally the planning officer of the shipyard, serves as the administrative head of the SUPSHIP organization. The assistant officer-in-charge also administers public relations matters and ensures effective use of SUPSHIP personnel. Another assistant, the assistant for weapons, is primary liaison for ordnance between SUPSHIP and NAVSEA. He is the principal advisor to SUPSHIP on weapons systems matters and the related technical direction. His broad responsibilities are to review specifications on weapons drawings, exercise technical control over weapons tests and design changes, procure and issue weapons, and control allowance lists and incomplete weapons work lists for the INSURV board. The Product assurance engineer administers the SUPSHIPs Quality and Reliability Assurance Program. His responsibilities are to determine how well contractors conform to quality standards. He coordinates the quality assurance efforts of all SUPSHIP

departments; provides liaison between SUPSHIP, NAVSEA, and the contractor to develop and apply quality and reliability assurance techniques; and develops and administers training programs for quality and reliability assurance. The ship acquisition project manager (SHAPM) technical representative is used only in conjunction with major projects. The incumbent in this position works for SUPSHIP but receives supervision and technical direction from the project manager. SUPSHIP DEPARTMENTS The following sections deal with the major functions of the typical departments of a SUPSHIP organization shown in figure 9-7. The Administrative Department This department serves the SUPSHIP in naval and civilian personnel matters, industrial relations, public

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relations, security, and office services. The administrative officer (military and civilian) serves as security officer for the activity and establishes procedures for internal and industrial security administration for the SUPSHIP organization. He is also responsible for administrative matters concerning precommissioning detail. This department contains the following divisions: The military personnel division is optional. If it is present, it administers military personnel matters. The civilian personnel division administers civilian personnel matters and provides local public relations services. The security division is optional. If it is present, it administers the internal security program for SUPSHIP. The administrative services division provides office services and administers the SUPSHIP civilian payroll and fiscal records. The Planning Department This department provides work planning and design services needed to administer contracts. There are three major functions in planning for ship overhaul and repair: (1) planning coordination, (2) job planning, and (3) support functions, as well explain in the following paragraphs: 1. Planning coordination may be broken down into the following (1) external and (2) internal functions: a. External coordination is the planning done by SUPSHIP personnel with outside activities. Some examples are to arrange availabilities, receive and distribute work requests and authorizations for alterations, schedule and coordinate SUPSHIP planning and bidders inspections with ships forces, and arrange for firm funding. b. Internal coordination is in two parts: (1) work requests are distributed to job planners, and (2) planning personnel assemble and review the information from the job planners and others, such as final work items, cost estimates, requests for drawings and technical information, and government furnished material (GFM), before distributing them to other activities that will act on them. 2. Most SUPSHIP planning is carried out by job planners. These are specialists in the major trade areas of hull, mechanical, electrical, ordnance, and electronics. They receive and evaluate work requests and alterations documents; inspect the ship; request

drawings, technical information, and GFM; and prepare work orders and cost estimates. 3. SUPSHIP support services include services, some of which may be located outside the SUPSHIP office, such as typing and duplicating, drawings, and technical information. The planning department is made up of the following divisions: The P&E division provides engineering and technical design services to SUPSHIP and NAVSEA and coordinates with contractors and other activities to exchange technical plans and data. This division administers the Value Engineering Program. The design division provides the necessary drawings, technical information, and design services for overhaul and repair work. The Quality Assurance Department This department determines the progress of work and oversees the contractors systems for the control of quality in the production phase. This includes oversight of inspection, final testing, trials, and deliveries of work under contract to ensure compliance with approved drawings, contract specifications, and compietion dates. The quality assurance department consists of the following divisions: The planning and process control division develops and coordinates the quality assurance program for the department; prepares, schedules, and monitors audit plans; administers the Defect Prevention Report Program; coordinates test memo review and documentation; analyzes feedback information and follows up on the corrective action; and maintains services such as blueprints, technical manuals, test calls, and central files. The inspection division witnesses inspections and tests and records inspection data, oversees the contractors quality assurance programs, administers qualifications of special process operators, inspects GFM, initiates defect prevention reports (DPRs), administers safety and fire protection programs, and validates contractor technical data. The ship progress division assembles and disseminates information on all SUPSHIP shipbuilding, conversion and repair work, originates and maintains schedules and progress charts; and submits required reports to local and higher authority.

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The Contracts Department This department is responsible for all contractual, accounting, and financial matters relating to prime contracts. It awards and administers all master ship repair (MSR) contracts and job orders for repair and overhaul work. The department contains the following divisions: The contract administration division reviews and consents to subcontracts, prepares final settlement documents, procures all repair and overhaul services under the MSR contract, administers job order terminations, and requests advisory audit reports. The proposal evaluation division coordinates all changes and requests for changes on each ship. The financial division certifies vouchers for payment and keeps accounting records of work funds allocated to SUPSHIP. The Material Department This department oversees SUPSHIPs fitting-out responsibilities. It controls delivery and disposal of GFM, administers property, prepares and maintains allowance lists, conducts pre-award surveys, and administers facilities contracts. The department contains the following divisions: The material division oversees the acquisition of all material needed by the contractors. The allowance division oversees each ships allowance list for new construction or conversion. The facility division oversees the administration of all contracts for facilities required to handle ship overhauls.

l The ships availability must be for the uninterrupted period of time needed to complete yard work. l There must be a decision on the work that needs to be done and upon the priorities in which it will be done, and there must be an authorization to do the work. l The necessary funds, material, and personnel must be available. ADVANCE PLANNING There are two kinds of advance planning. The first is the continuing Navywide development of long-range schedules for the overhauls of all Navy ships, and the second is the long-range planning for a specific ship that is due for an overhaul. Navywide Planning Long-range planning for all Navy ships includes consideration of the following points: (1) the home ports of all ships and their nearest shipyards, (2) previous overhaul availabilities of ships compared with proposed overhauls, (3) shipyards that can do special kinds of work and ships that need that work, (4) providing enough work in all shipyards to avoid laying off personnel intermittently, (5) the availability of critical material on important jobs, and (6) any special problems that may arise. The final approved schedule represents the best compromise possible. The material commands, the yards, and the force afloat use it as the basis for their long-range planning. From time to time, the schedule may need changes and adjustments, and in those cases CNO evaluates and approves or disapproves proposed changes in the long-range schedule. The TYCOM may change start or completion dates subject to agreement by the shipyard commander or SUPSHIP when the change is 3 weeks or less from the assigned date. Individual Ship Planning The advance planning for an individual ship that is scheduled for overhaul begins about 18 months before the overhaul. During that time, plans progress from a rough stage to a definite schedule of work to be done and the time, materials, personnel, facilities, and funds needed to do it. These advance plans include preparation for the factors listed here and discussed in the following paragraphs: (1) work to be done by the ships force, (2)

REGULAR OVERHAUL All ships of the fleet are assigned regular overhaul periods that last from 2 to 18 months depending on the size and complexity of the ship. The interval of time between regular overhauls varies from 2 to 5 years depending on need. During the overhaul, work is done by the ship forces and shipyard forces depending on capability and advance planning. An analysis of the problems of building, overhauling, or converting ships reveals the following factors in common:

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training of persomel, (3) security of the ship, and (4) a leave schedule. SHIPS FORCE WORK. Before the ship enters the yard, and in some instances while it is in the yard, the ships force will do all work within its capability. A schedule of ships force work should include names of persons responsible for each job, estimated date of completion, estimated number of man-hours required, and the assistance in way of materials or tools required from the yard. Copies of the ships force work item list must accompany the ships repair requests and work item lists. TRAINING DURING OVERHAUL. Make plans and develop schedules to train personnel during the overhaul. Use local training facilities and fleet schools as much as possible where such training does not interfere with a good overhaul. Take advantage of the overhaul to involve junior ratings in OJT experience under qualified seniors. Develop an objective to be met by the end of the period and an outline of the training to be completed. SECURITY OF SHIPS SPACES. Planning should cover the security of ships spaces, including protection against fire, flooding, theft, and sabotage. The shipyard is prepared to help with security, but the ship is responsible. Schedule fire watches, and schedule regular inspections to look for flooding, theft, or sabotage. LEAVE SCHEDULES. Try to clear backlogs of leave during regular overhaul periods. schedule an equitable distribution of leave while maintaining a force of inspectors and other personnel to be sure inspections and ships force work will be done on schedule. ASSIST-SHIPS-FORCE FUNDS During an overhaul period (and certain restricted availabilities) a portion of the repair funds may be designated as an assist-ships force fund. This fund is under the local control of the ships commanding officer. It allows the CO to get minor shipyard help (services, labor, or special tools and equipment) to help ships personnel complete work. These funds may be used only for work in which the ships force participates. Generally, the engineer officer and the ship superintendent administer the assist-ships force fund. DOCKING Naval ships are docked in drydocks or marine railways to paint the ships hull, examine the underwater

fittings, or repair damage. Docking for painting and hull examinations is usually done routinely during regular overhaul periods. Damage repairs often require emergency docking that must be done as needed. A docking officer in a naval shipyard and a dock master in a private shipyard, are in charge of the general operation of their respective drydocks. The docking officer normally visits the ship about 1 week before the actual docking and discusses detailed docking arrangements. As soon as a ship arrives at the Shipyard, the ship superintendent gets its docking plan and checks the draft and the list of the ship. He then checks the ships docking plans against the shipyards file copy of the docking plan (if there is one) to make any corrections caused by work done elsewhere. In laying out a drydock, the ship is generally located as close to one end of the drydock as possible to allow the setting of blocks for the following ship. Dimensions are ordinarily taken from the after edge of the ships main deck to the after edge of each block. This determines the fore and aft location of the blocks. The shipwrights determine the fore and aft centerline of the keel block and measure the athwartship locations of the blocks from this line. Vertical heights are measured from a plane established by a public works engineer. After the dock has been set and before it is flooded, the docking officer checks the dock to be sure the blocks are located properly and that the ship will not be damaged. Before the ship enters the dock, the docking officer instructs the working party in its duties. The commanding officer of the ship being docked is in charge until the bow (or stem) reaches the dock sill and the ship is pointed fair to enter. The docking officer then takes formal charge until the ship has been landed, the bilge blocks hauled, and the dock pumped down. The docking officer ensures that all lines are handled to control the ship until it is safe in the dock. After the dock has been completely checked, the docking officer gives the order to flood the dock, and remains at the dock until all the blocks are well covered to ensure that no blocks are torn loose or misplaced during flooding. When the ship is settled in the dock work begins on the overhaul, which is discussed in the section of this chapter on Shipyards. In addition, the ships force carries on its scheduled repair work when it does not interfere with the shipyard work. Within 10 days before a ship is undocked, the shipyard sends a report to NAVSEASYSCOM with copies to the commanding officer and the TYCOM. The

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report is a general statement of when the ship arrived, why it is in drydock, the work the shipyard did on it, and any problems not resolved. When work in the drydock has progressed to the point that its completion can be accurately forecast, the ship is scheduled to be undocked. The docking officer directs all arrangements for undocking. When preparations are complete, the docking officer orders the dock flooded to a point that lacks about 2 feet of lifting the ship from the blocks. Flooding is stopped. Each shop that worked on underwater parts of the ship checks its work for tightness, and the ships personnel make an overall check of the watertight integrity. Reports of satisfactory condition are made to the docking officer before he will resume flooding. The docking officer is in direct charge of the undocking until the bow crosses the sill. INCLINING EXPERIMENTS We will explain inclining experiments at this point because they are often done when the ship is floating steadily in a flooded drydock. These experiments also may be done in any calm water where heavy weight-moving equipment is available. The experiment consists of moving known weights certain specified distances across the deck and recording the angles of heel produced. The data are then used to calculate the vertical position of the center of gravity. When a ship is constructed, all components used in construction are weighed and the data are used to calculate the vertical position of the center of gravity. The data are then confirmed by an inclining experiment carried out on the first completed ship in the class. The experiments are then repeated periodically on typical ships of that class throughout the life of the class. NAVSEASYSCOM orders inclining experiments on certain ships to learn whether the center of gravity has shifted since the ship was commissioned, and why. The purpose is to determine any rise in the center of gravity due to added weight over a period of years and to compute the effect of this rise on the stability characteristics of the ship. DOCK AND SEA TRIALS The section on Ship Trials that appears later in this chapter gives more information on trials. We will discuss dock trials and sea trials here because they are normally carried out following most major repairs or alterations.

The ships CO directs the engineer officer to conduct a dock trial as soon as possible after repairs or alterations have been completed. The purpose is to determine the condition of the electrical and main propulsion plants. The ship superintendent witnesses the trial. If there are any problems, the ship superintendent must have them corrected and hold another trial. They repeat this process until all problems are resolved. A sea trial is held as soon as possible after the dock trial has been completed if the shipyard commander (or SUPSHIP) and the ships CO consider it necessary. The ships CO conducts the sea trial on those repairs or alterations he feels should be tested. A sea trial includes a full-power trial unless the ships CO wants to wait until new machinery parts have been run in and crew training will support the trial without fear of damage. READINESS FOR SEA The TYCOM normally allots the ship a readiness for sea (RFS) period immediately after the overhaul is completed. The ships force uses this time to return the ship to unlimited operational status. The RFS period normally will be less than 7 days, and it may be omitted if there is an immediate operational need for the ship. The shipyard may not use this time to complete unfinished overhaul work. If the shipyard needs additional time, it must ask the TYCOM for an extension, and it must finish the work before the RFS period begins. DEPARTURE REPORT The planning department of SUPSHIP or the naval shipyard submits a departure report within 60 days after an overhaul is completed. This report tells all interested activities what overhaul work was scheduled, how much was completed, and what it cost. A departure report serves the following purposes: (1) The ship can correct records showing its material condition (2) TYCOM can evaluate the overhaul and adjust accounts allotted to its administration, and (3) the responsible SYSCOM can learn what alterations were done and what they cost. SHIP TRIALS The Navy requires ship trials to determine such things as performance characteristics, readiness for service, the extent of needed repairs, the adequacy of completed repairs, and the most economical rate of performance under various conditions of service. This information on ship trails is quite broad. If you expect to take part in any of the trials, study the general

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procedures and instructions for these trials in the shipbuilding specifications and in special instructions issued by CNO and INSURV. Those who may be involved with ship trials should have a thorough understanding of OPNAV Instruction 4700.8 and INSURV Instructions 9080.2, 9080.3, and 4730.11. Another good reference is Total Ship Test Program for Ship Production, NAVSEA 0900-LP-095-2010. Those instructions usually explain who will conduct, observe, and evaluate the trials; who may attend as unofficial observers and for training; and the procedures required to conduct the trials. This chapter contains information on the following broad types of ship trials, some of which include more specialized trials: l Contract trials l Special trials l Pre-inactivation or pre-overhaul trials l Recommissioning trials

For nuclear ships, the private contractor or naval shipyard conducts dock trials up to the time the reactor is made critical. The officer in charge then conducts the remainder of the dock and sea trials under the overall direction of the shipyard commander or SUPSHIP. During the final weeks of work when the builder is preparing for and conducting ship trials, and before the acceptance trial, the engineer officer should submit to the ships CO lists of incomplete or unsatisfactory work and lists of alterations and improvements essential to the ships mission. The CO should resolve the discrepancies with SUPSHIP or the shipyard commander, and submit requests for additional work to NAVSEA or INSURV where the shipyard is not responsible for corrections. Builders Trials The builder of a new ship or major conversion must conduct enough dock and sea trials to be reasonably sure the ship will meet the contract requirements just before it undergoes its acceptance trial. In a private shipyard, the contractor conducts these trials on conventional ships and a SUPSHIP representative and the prospective ships CO observe them. (See the preceding paragraph for nuclear ship trials.) For submarines, the shipbuilders specifications contain requirements for the builders trial. DOCK TRIALS. When the installation and testing of all machinery in the engineering spaces are about complete, the builder conducts dock trials to show the SUPSHIP and the prospective engineer officer that the ship is ready for sea trials. When personnel other than the ships force conduct dock or sea trials, the engineer officer should arrange to have his operators observe the operations at the watch stations they will be expected to man after the ship is commissioned. SEA TRIALS. The builders sea trial should take place as soon as possible after the builders dock trial. It should show that the ship is seaworthy and that all its machinery and equipment are ready for the acceptance trials. A sea trial also shows the proper operation of electronics installations (such as air search radars, sonar, and similar equipments) that require land-free area and deep water to operate properly. The sea trial should include all tests that cannot be performed with the ship moored. When the sea trial has been completed, SUPSHIP or the shipyard commander notify INSURV of the results and any deficiencies that cannot be corrected before the acceptance trials.

CONTRACT TRIALS

New ships and conversions done in naval or private shipyards must undergo ship trials before they are accepted by the Navy. These trials are held to show that the ship is seaworthy and satisfies the operational and technical criteria established by CNO, the SYSCOMs, and the shipbuilding plans and specifications. Contract trials include builders trials, acceptance trials, and final contract trials, some of which may be combined under certain conditions. We will explain each of them in the following pages. When a conventional ship is built or converted in a private shipyard, contractor personnel operate the ship through the ships CO during the builders and acceptance trials. SUPSHIP inspection officers observe the trials and evaluate results. The SUPSHIP inspection officer signs a completed test or trial memorandum to show acceptance of a satisfactory trial. He then forwards the memorandum with the trial data to the SUPSHIP planning department for approval before it is included in the Ship Information Book. A ship constructed or converted in a naval shipyard is usually commissioned several months in advance of sea trials; therefore, the ships force usually carries out dock and sea trials. The shipyards ship superintendent observes and evaluates the trials for the shipyard commander.

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Acceptance Trial An acceptance trial is conducted to show that the ship was constructed or converted according to contract specifications. Members of an INSURV regional board or subboard inspect the work and witness the acceptance trial, and INSURV Instructions 9080.2 and 9080.3 describe the required tests and demonstrations. The INSURV board may call for other tests and demonstrations if it sees a need INSURV may authorize acceptance of the ship for restricted service, or require another trial after deficiencies have been corrected. Also, it may accept the ship contingent upon the completion of some work before delivery. When acceptance is conditional, the INSURV board generally delegates to the SUPSHIP or the shipyard commander the authority to decide when the conditions have been met. SUPSHIP or the shipyard commander then notifies the accepting authority, if it is impractical for the INSURV board to meet again. Just before the acceptance trial, the responsible SUPSHIP office or the planning department of the naval shipyard compiles the list of trial items for the INSURV board. These include unsatisfactory items found during construction or conversion, testing, inspections, or earlier trials. The INSURV board may require any or all of the following trials and tests during the acceptance trial: full-power trial, quick reversal and backing trial, boiler overload test, locked shaft test, steering ahead, and steering astern. During or immediately following the trial, INSURV (in conference with representatives of interested SYSCOMS, the ship, and the contractor) passes on the trial items submitted. INSURV officially classifies each item according to INSURV Instruction 4730.11, and adds any items resulting from the boards observations and inspections. When the acceptance trial has been completed, the INSURV board decides whether to accept the ship as of the scheduled end of the construction or conversion period, or at a later time. They decide on the basis of the results of the trial and the material inspection, the seriousness of the work recommended, and the advice of the SUPSHIP or the shipyard commander concerning the time needed to do the work. The board may find that the deficiencies are serious enough to require another trial after they have been corrected. If so, they direct SUPSHIP or the shipyard commander to recommend a date for the next trial and a new delivery and acceptance date.

When INSURV decides that the deficiencies reduce the ships fitness for naval service but do not justify rejection of the ship, they may recommend conditional acceptance for restricted service. The restricted service limitations may be removed when the deficiencies have been corrected to the satisfaction of the TYCOM and approved by CNO. Under special circumstances, the TYCOM may request a waiver with approval by CNO. Final Contract Trial INSURV normally conducts the final contract trial and material inspection about 6 months after acceptance, or conditional acceptance, of the ship and before the end of the guarantee period. The object of the trial is to determine if there are any defects that the contractor caused and has not corrected. The engineer officer must ensure that certain reports, test data, and publications are available for inspection by the INSURV board members immediately upon their arrival. See INSURV instructions for a list of these items. The ships CO also must submit to INSURV the work items that were unfinished at the preliminary acceptance trial, or were authorized later, and which are not yet completed. The ships force conducts the final contract trial under the supervision of the INSURV board. The trial normally includes a full-power trial. As soon as possible after the trial, the engineer officer or INSURV board members make a thorough examination of those machinery parts that INSURV selects. When the engineer oficer does it, he reports the results to the commanding officer, who forwards the report with comments and recommendations to INSURV and to NAVSEA. Any defects must be corrected as soon as possible after the final contract trial. If INSURV finds the ship is acceptable, the President of INSURV recommends to the Secretary of the Navy that the ship be accepted as of a certain date. For ships constructed or converted at a private shipyard the date usually coincides with the date the guarantee expires. If there are defects, INSURV recommends corrective action. The Navy will correct these defects and deduct their cost from the final payment to the contractor for ships built in private shipyards. When the Secretary of the Navy accepts the ship, it is assigned to operations with the fleet. SPECIAL TRIALS NAVSEA requires that trials be conducted on one ship from each class of ships, either new construction or major conversion, to determine various characteristics.

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The results of the trials supply the data for the development of operational information furnished to all ships of the class. Other trials may be experimental to get data for design purposes. Trials also may be conducted on ships not considered as new construction or major conversion to determine the effect of newly designed equipment, such as a propeller or rudder. These trials require special instruments and are conducted by experienced technical personnel. NAVSEA selects the ship for a special trial and submits a letter to the CNO asking for the use of the ship. When CNO approves, the TYCOM makes arrangements with NAVSEA to conduct the trials. NAVSEA outlines procedures for the trials and assigns responsibilities. Members of the ships engineering department usually act as engineering observers and record data during the trials. In addition to miscellaneous experimental trials and tests, there are standardization trials, tactical trials, plant efficiency trials, vibration trials, and noise trials. We wiIl explain each of them briefly in the following paragraphs. Standardization Trials In this trial, the ship is operated over a measured trial course at both heavy and light displacement. The purpose is to determine the ships speed, shaft rpm, propeller thrust, and shaft horsepower characteristics. Test personnel use the data to prepare standardized curves for the displacement conditions of the trials, and issue them to all ships of the same class and to interested fleet and shore activities. The Naval Ships Technical Manual and the trial agenda prescribe additional conditions for the standardization trials. The ships underwater log is usually calibrated concurrently with standardization trials. Tactical Trials

ECONOMY TRIALS NAVSEA may conduct economy trials to determine the efficiency of the propulsion plant of a representative ship. The trial will depend on the type of propulsion plant in the representative ship and will be prescribed in the trial agenda. Fuel data obtained during the plant efficiency trials are plotted directly on the standardization trial curves. The data represent the performance characteristics of the ship under ideal conditions and should not be used for logistics purposes.

NOISE TRIALS

The trial agenda prescribes the procedures used to conduct noise trials in a representative ship. For additional information, refer to NAVSEA 0900-004-3000, Ship Acoustical Survey. The trials conducted generally include one or more of the following surveys or tests: l Airborne noise surveys determine the character of the noise in certain compartments and the remedial action required to reduce the noise to acceptable limits. l Underway radiated noise trials determine the character and magnitude of the noise radiating underwater from the ship under various operating conditions. l Self-noise trials determine the interference of the ships noise with its sonar equipment. l Overside noise tests determine the character of noise radiating underwater from individual equipments installed throughout the ship. l Structural-borne noise trials determine the source and path of transmission of machinery vibrations to the water.

VIBRATION TRIALS The tactical trials usually consist of operational procedures to determine characteristics of the ship relative to normal turning circles, acceleration and deceleration in a straight path, maneuvering, and special turns. Observations are made from stations aboard ship and ashore. NAVSEA will furnish personnel and instrumentation for these trials, and will analyze and prepare the data for distribution.

The trial agenda prescribes procedures used to conduct vibration trials in a representative ship. They may include one or more of the following tests: l Hull vibration tests determine the character of vibrations in the hull structure resulting from propeller and wave action.

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l Propulsion system vibration tests determine longitudinal and torsional vibration characteristics of the ships propulsion system.

. Component, system, and structural vibration tests determine the character and source of local vibrations in specific units, systems, and structures.

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CHAPTER 10

OCCUPATIONAL HEALTH
When you have read and understood this chapter, you should be able to answer the following learning objectives: . Describe the Navys asbestos control program. l Describe the Navys hearing conservation program. . Describe the Navys heat stress program. . Describe the Navys sight conservation program. . Describe the Navys respiratory protection program. . Describe the Navys hazardous material and hazardous waste program.

This chapter will give you broad coverage of the material described in the learning objectives. If you have definite responsibilities in any of the programs discussed, refer to those subjects in the N a v y Occupational Safety and Health (NAVOSH) Program Manual, OPNAVINST 5100. 19B. THE ASBESTOS CONTROL PROGRAM Asbestos is a fibrous mineral that can be used to produce a fireproof material with high tensile strength, good heat and electrical insulating properties, and moderate to good chemical resistance. Because of these characteristics, asbestos is normally found aboard older ships in insulation (lagging) for high temperature machinery, boilers, and piping and in certain deck tiles and decorative paneling. Most new ships commissioned through 1976 contain some asbestos thermal insulation. Since 1974, most thermal insulation has been replaced with nonasbestos material. Asbestos is a known health hazard if it is absorbed into the body. Asbestos materials used aboard ship are normally not health hazards when they are in good condition, secured in place, and unlikely to be disturbed. Bound asbestos materials, such as gaskets, floor coverings, and cements are not normally health hazards unless you punch, grind, machine, or sand them, or when the material deteriorates. Our primary concern is asbestos that may become airborne through disturbance, damage, or friability. (Friable asbestos is loosely bound and the fibers may easily be crumbled or pulverized.) Exposure to asbestos causes no known acute, immediate effectsmost effects appear years after

exposure. This can cause carelessness, so be sure your people understand the long-term effects. There is only one way to prevent the possibility of asbestos-related illness, and that is to avoid exposure. The Navy has instituted a program to control the use of asbestos and to replace any removed asbestos with a nonasbestos substitute wherever possible. The feasibility of evaluating the risk of specific exposures varies from ship to ship. Some tenders and repair ships have devices to collect samples of airborne asbestos and personnel trained to use those devices and interpret the results. Those ships should apply the measurement procedures outlined in this chapter. Other ships should assume that all thermal insulation contains asbestos unless they know otherwise. They should then adopt the protective measures that are required where asbestos materials are worked. The guidance in this chapter applies to afloat units. All ships should limit the removal of asbestos to emergency or operational readiness repairs to piping or equipment. Replace insulation with nonasbestos materials. Handle all other asbestos work according to the Current Ships Maintenance Plan (CSMP), which calls for work to be done by a trained and equipped personnel at an intermediate maintenance activity (IMA) during repair availabilities. PROGRAM ELEMENTS An industrial hygienist is usually the best person to understand and deal with asbestos hazards. Few ships have industrial hygienists, but some will have a corpsman trained to work with asbestos hazards. The

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asbestos control program consists of the following elements: l Identify asbestos hazards. l Control asbestos in the workplace. l Follow prescribed work practices. l Properly dispose of waste materials containing asbestos. l Use the Asbestos Medical Surveillance Program (AMP). l Train personnel to recognize asbestos hazards and use precautions. IDENTIFYING ASBESTOS HAZARDS An industrial hygienist is required to survey all workplaces at least once every 18 months to identify asbestos hazards and recommend ways to eliminate or minimize them. Each time you plan to remove or repair thermal insulation, you should try to determine whether it contains asbestos. Ships such as tenders usually have laboratory facilities to identify asbestos, and the only acceptable identification is that done with polarizing light. You cannot identify asbestos only by visual inspection, and you should never depend on any manufacturers marking that identifies insulation as having no asbestos. If you cannot have the insulation tested properly, always assume it contains asbestos, especially on ships that were built before 1976. CONTROL OF ASBESTOS IN THE WORKPLACE There are five basic means to control asbestos hazards in the workplace: (1) substitute less-hazardous materials, (2) use engineering controls such as isolation or ventilation, (3) use administrative controls, (4) use personal protective equipment, and (5) rotate personnel in hazardous spaces to keep their exposure below the permissible exposure limit (PEL). The ship should prepare asbestos control procedures that set forth its engineering and work practice controls and have them ready for review. Whenever possible, an IMA or shore facility should repair or remove asbestos insulation, using personnel who are part of an ongoing AMP. When this work must be done at sea, the CO should authorize it and assign an

officer or petty officer trained in asbestos removal to supervise the work. Each ship that has asbestos thermal insulation on board must have a three-person team trained to remove the asbestos and to use protective equipment needed for the work. The team should be made up of a supervisor, a cutter, and a cleaner. The cutter moistens, cuts, and removes insulation. The cleaner vacuums continuously near the repair to minimize the spread of dust and helps moisten the cut surfaces. The ships allowance list (AEL) includes the necessary protective equipment. General Workplace Control Practices Each ship should implement the following general practices to protect personnel from asbestos hazards: l Use substitute materials approved by NAVSEA in place of asbestos-containing materials. Set a high priority on the replacement of material containing friable asbestos. l Always try to wet asbestos before you work with it to prevent airborne fibers from exceeding the PEL. l Do not eat, drink, smoke, chew tobacco or gum, or apply cosmetics in the area where asbestos work is underway. l Develop procedures to minimize the accumulation of asbestos-laden waste dust and scrap materials. These should include wetting the material and using high-efficiency particulate air (HEPA) vacuum cleaning. l Collect and dispose of asbestos waste, scrap, and debris, containers, equipment, asbestos-contaminated disposable clothing in sealed impermeable bags or other impermeable containers. Be sure these containers are colored distinctively for easy recognition. Double-bag asbestos waste before you dispose of it. l While at sea, try to limit asbestos work to small scale, short duration repair or maintenance activities such as those in the following paragraphs: Make minor repairs of insulation on pipes. A minor repair means you may remove and reinstall less than 3 linear feet of pipe insulation or less than 3 square feet of insulation on surfaces other than pipe. Replace asbestos-containing gaskets.

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 Install or remove electrical cables through or near asbestos-containing materials. Personal Protective Clothing Personnel who handle asbestos-containing materials where the concentration of airborne fibers is likely to exceed the PEL should wear protective clothing. Be sure all openings are closed and that the garment fits snugly around your neck wrist, and ankles. Tape the junctions at the wrist, ankles, and collar as necessary to prevent skin contamination. The following paragraphs list recommended items and precautions: l Wear a full-body, one-piece, disposable coverall preferably made of Tyvek or a comparable substitute. Use a Tyvek coverall with attached hood if possible. l Hoods should extend beyond the collar of the overall and completely protect the neck. The hood should be made of Tyvek or a comparable substitute. l Wear medium-weight rubber gloves and a thin cotton under glove to absorb perspiration. l Wear slip-resistant plastic shoe covers or heavy polyethylene shoe covers with slip-resistant soles or lightweight rubber boots. l Wear face shields, vented goggles, or other appropriate eye protection equipment whenever there is a possibility of eye irritation. Respiratory Protection When you are doing asbestos work and the concentration of airborne fibers is unknown, wear a full-facepiece, continuous-flow coupled air respirator. The Ambient Air Breathing Apparatus meets this requirement. Personnel who are not working on asbestos but are in the space for other reasons should wear at least a half-mask air purifying respirator equipped with a high-efficiency filter. Warning Signs and Labels The command should display warning signs at each location where concentrations of airborne asbestos fibers may exceed the PEL. Post the signs at a distance from the area to warn anyone who may be approaching. The signs may include a list of the protective equipment required for the area. The sign should contain at least the following information:

DANGER, ASBESTOS. CANCER AND LUNG DISEASE HAZARD. AUTHORIZED PERSONNEL ONLY. RESPIRATORS AND PROTECTIVE CLOTHING ARE REQUIRED IN THIS AREA. There may be conditions where containers of raw materials, mixtures, scrap, waste, debris, and other products containing asbestos could increase the surrounding levels of airborne asbestos fibers. If so, place warning labels on the containers in letters that are visible and legible. The labels should contain at least the following information: DANGER, CONTAINS ASBESTOS FIBERS. AVOID CREATING DUST. CANCER AND LUNG DISEASE HAZARD. Workplace Release Criteria There are a few simple but necessary guidelines you should follow before you reoccupy a space where asbestos work has been done. Conduct a critical visual inspection after clean-up to be sure the area is clean and free of visible asbestos dust. The safety officer must conduct the inspection after emergency or operational readiness repairs at sea. Do not release an asbestos controlled area for unrestricted access nor for air sampling until the area has first been thoroughly cleaned and inspected. Use local exhaust ventilation if necessary to be sure the atmospheric levels of asbestos do not exceed PELs. DISPOSAL PROCEDURES There are a few simple but important guidelines you should follow to dispose of asbestos waste. Be sure the waste is wet if conditions justify. Double-bag the waste in heavy-duty plastic bags or other suitable impermeable containers that are color-coded for easy recognition. Be sure all bags or containers have standard asbestos warning labels. Be careful that bags and other containers do not rupture when they are transported to a shore activity for disposal. For guidance concerning specific health-related precautions to be used for specific operations, consult the cognizant industrial hygienist. ENVIRONMENTAL PROTECTION LAWS Repairs done at sea are not subject to the Environmental Protection Agencys (EPA) emission

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standards for asbestos. However, tenders and repair ships that do asbestos work in port in other than emergency conditions must comply with EPA standards. TRAINING Shipboard asbestos removal teams should be trained through a formal course of instruction at a fleet training center, at a ship repair facility, or at a shipyard lagging shop. All hands who work in areas that contain asbestos insulation should be trained to recognize and report damaged asbestos material. Copies of training handouts should be available to personnel upon request. Training records should identify the individuals and dates of training. All personnel who are now exposed or may be exposed to asbestos (such as an emergency repair team) and their division officer and work center supervisors should receive training in the following subjects at or before their initial assignment and each year thereafter: l An overall review of the commands and activitys asbestos program l The health effects and hazards of asbestos l The association between the smoking of tobacco products and exposure to asbestos in producing lung cancer l The engineering controls and work practices associated with an individuals work assignment l The purpose, proper use, and limitations of protective equipment l The purpose and description of the AMP l The description of emergency and clean-up procedures

from the Navy Environmental Health Center (NAVENVIRHLTHCEN). PROGRAM ELEMENTS The goal of the hearing conservation program is to prevent occupational hearing loss among Navy personnel as far as possible. The program includes the following elements: l Survey work environments to identify hazardous noise levels and personnel at risk. l Modify areas and equipment that produce hazardous noise and reduce noise levels to acceptable limits. Use personal hearing protective equipment as an interim measure while exploring engineering methods to reduce noise. Use administrative controls where engineering controls are not feasible. Use hearing protective devices as a permanent measure only if engineering or administrative controls are not feasible. l Conduct periodic hearing tests to monitor program effectiveness and to detect early changes in hearing before permanent hearing loss develops. Provide follow-up diagnostic evaluation and treatment for all personnel found to have loss of hearing. l Train all personnel who are exposed to hazardous noise environments to understand that permanent loss of hearing is possible unless they protect themselves. Train them in the commands responsibility to protect against hearing loss, and the individuals responsibility to follow command procedures. Train them to use hearing protective devices both on and off duty if they are in a noise hazard area. NOISE MEASUREMENT AND EXPOSURE ASSESSMENT Before we can control noise, we must measure it according to standard procedures and then evaluate it against accepted criteria. Industrial hygienists or others trained in the procedures will normally measure the noise throughout the ship at each 18-month baseline industrial hygiene survey. They also will do a follow-on survey but they need not take actual measurements at that time unless there is doubt about the baseline measurements. The safety officer should keep a copy of the record of noise measurements until it is superseded by a later survey. An industrial hygienist or other trained

THE HEARING CONSERVATION PROGRAM The Navy recognizes hearing loss as an occupational hazard that requires considerable attention. It is more common in ratings where personnel are exposed to high-intensity noise, such as gunfire or missile fire, and intermittent noise, such as jet or propeller aircraft, engineering machinery, and equipment. This section gives a broad view of the hearing conservation program, but there may be unique noise conditions that do not fall under current instructions and guidelines. In those cases, the responsible party should request guidance and approval

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person will use the baseline noise measurements to assess the noise and recommend modifications if necessary. This is a complex task and may require specialized acoustical instruments. If the ship does not have access to a formal noise assessment, you should assume personnel who work in noisy areas are at risk and protect them as well as possible under the guidance of this program. In some cases, industrial hygienists may decide that hearing protective devices do not give enough protection in a particular location. They will then analyze noise levels at that location from 84 dB continuous or intermittent noise to 140 dB peak sound pressure for impact or impulse noise. They will determine the potential hazard and recommend modifications in noise reduction or hearing protection to reduce it. They will resurvey within 30 days after any modification that might alter the intensity of noise and recommend action based on the results. In areas where there is a strong potential for hearing damage, a medical officer or audiologist will conduct hearing medical surveillance on personnel who work in the areas. They will use their findings to decide if and under what circumstances personnel may continue to work there. They may recommend a reduction in noise, better hearing protective equipment, or both. It may not be necessary to apply all hearing protection measures in every case, but qualified professionals using approved methods should make that decision. For example, personnel who sometimes enter noise hazard areas may have to wear hearing protective equipment, but they will not need to have their hearing tested. At other times, noise may be intermittent and may not require personnel to wear hearing protective equipment. These waivers must be justified and documented. HEARING TESTS AND MEDICAL EVALUATION All personnel will receive a baseline hearing test when they enter the Navy. The results will serve as a reference for further testing as long as they are in the Navy. Hearing tests done at military entrance stations will not be used for this purpose. Personnel who are assigned to duties in designated noise hazardous areas or who operate noise hazardous equipment will be included in the hearing conservation program. An MDR will give these personnel a hearing test annually for as long as they remain in a noise hazardous environment and will enter the results in their

medical files. The MDR will give additional hearing tests if anyone in the program develops hearing problems. PERSONAL HEARING PROTECTIVE DEVICES Personal hearing protective devices should reduce noise to a level where it does no harm to hearing. However, only an industrial hygienist or other competent person can decide which device or combination is suitable in each noise hazard situation. Normally, the correct devices will have been selected and they should be available to you whenever you enter designated noise hazard areas. You should wear them at all times when the noise sources are operating, especially if you are subject to the noise of gun or missile firing. When sound levels exceed 104 dB, you should wear double protection; a combination of insert-type and muff-type hearing protection devices. LABELING HAZARDOUS NOISE AREAS Label all hazardous noise areas and equipment that produce hazardous noise with approved decals or labels. The labels are NAVMED 62602, Hazardous Noise Warning Decal (8 x 10-1/2), NS0105-LF-206-2605, and NAVMED 6260/2A, Hazardous Noise Label (1 x 1-1/2), NSN0105-LF-21 2-6020. Normally, you should post the outside of doors and hatches leading into a noise hazardous area, but this does not include weather surfaces. If a noise hazardous area has an entrance from a weather deck post the warning on the inside of the weather deck door or hatch. Do not label exteriors of military combat equipment, but notify the personnel who operate and maintain the equipment about any noise hazards. All hands are expected to comply with hazardous noise labels wherever they appear. REDUCING NOISE Most work to reduce or eliminate noise will be done when the ship and its equipment are designed, constructed, and tested, or following post-overhaul baseline surveys. Any hazardous noise areas not identified during those times are most likely due to malfunctioning equipment. Other recommendations for noise reduction may come from industrial hygienists or other workplace inspections, such as zone, INSURV, ISIC, or TYCOM. The CO should correct these problems as soon as possible.

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TRAINING Personnel in the hearing conservation program should receive 1 hour of training on the program before they go to work, and annually thereafter. The training should include the following topics: l The elements and rationale for the program l Designated noise hazardous areas and equipment l Proper use and maintenance of hearing protective devices, including the advantages and disadvantages of each type l The necessity for periodic hearing testing l Individual responsibilities l Off-duty hearing conservation l The effects of hearing loss on career longevity, promotion, and retention l The incidence of hearing loss within the individuals work spaces RECORDS Noise measurement data, including audiometric records and information in a persons health record should be retained as required by current directives. The following specific records should be kept: The MDR should record the results of hearing tests and exposure assessments in each persons health record. This includes reference audiograms, evaluations, dispositions, and referrals. Reference hearing tests should be recorded on form DD 2215 and monitoring tests on form DD 2216. Individual exposure level data should be recorded on the DD 2215 or DD 2216 in the Location-Place of Work section. The first copy of each of these forms should be sent to NAVENVIRHLTHCEN. The second copy should be kept for local use and may be destroyed when no longer useful. The MDR should keep a roster of personnel who routinely work in noise hazardous areas and update it as needed and at least annually. The MDR should use this tickler file to schedule annual audiometric examinations of these personnel.

workload that reduce the bodys ability to adjust. Body temperature increases cause fatigue, severe headaches, nausea, and reduced physical and mental performance. If exposure is prolonged, the bodys temperature may increase and lead to heat exhaustion or heatstroke. These injuries can be life threatening if they are not treated immediately. However, heat exposure occurs gradually, and the effects are reversible if you follow precautions. This section will cover the procedures we use to prevent heat stress. CONDITIONS LEADING TO HEAT STRESS Heat stress can occur in most places throughout a ship. However, the worst conditions are usually found in areas that generate extra heat, such as machinery spaces, laundries, sculleries, and steam catapult rooms. The most common correctable causes of heat stress are steam and water leaks, boiler air casing leaks, missing or deteriorated thermal insulation, ventilation systems defects, and weather conditions of high heat and humidity. You can help reduce these conditions with proper maintenance on equipment that contributes to high heat and humidity. HEAT STRESS SURVEYS Heat stress surveys are used to determine stay time, or how long a person may work at a given watch or work station before there is danger of heat stress. More strenuous work reduces stay time. Conduct heat stress surveys at work or watch stations under any of the following conditions: (1) when dry-bulb temperature exceeds 100F, (2) when heat or moisture is unusually high, and (3) before engineering casualty control drills. The next paragraphs describe the basic procedure used in a heat stress survey; always refer to the instructions before you begin. 1. First, use a WGBT meter to measure dry bulb, wet bulb, and globe temperatures at your watch or work station and convert the readings to a WGBT index. 2. Next, enter the WGBT index on a PHEL chart. The PHEL chart contains six physiological heat exposure limits, or PHEL curves, that show the average stay time in a given work environment before you are in danger of heat stress, The curves range from light work (PHEL curve 1) to heavy work (PHEL curve VI). 3. The WGBT index entered on the appropriate curve on the PHEL chart will give you the maximum time (stay time) you should remain at your station before resting.

THE HEAT STRESS PROGRAM Heat stress is caused by certain combinations of air temperature, thermal radiation, humidity, airflow, and

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4. Add any notes on conditions in the space that increase heat. 5. When results show that personnel will be exposed to heat stress in less than 4 hours, send the results to the CO promptly. When stay time is greater than the duration of a watch or work period (normally 4 hours), conduct the next survey during the hottest time of the day. If the stay time is greater than the normal watch or work period at the hottest time of day, then you need only two surveys each day. When stay time is less than the watch or work period, conduct a survey at least once per stay-time period. If you conduct more than one, conduct them at about equal intervals. In these cases, be sure to record the outside weather dry-bulb and wet-bulb temperatures. Compare those temperatures with those at work or watch stations to learn how much moisture is being added to the space due to steam and/or water leaks. RECOVERY TIME When personnel leave a heat stress environment because they have reached or exceeded their stay time, they should stay in a cool, dry area that will help a rapid recovery. The length of recovery time in a cooled space should be twice the exposure time, or 4 hours, whichever is less. If there is evidence of cumulative fatigue, the recovery time should be longer. When personnel who complete recovery periods are often unable to carry out normal work, or have frequent health disorders, they should be sent to the ships medical department for evaluation. PRECAUTIONS AGAINST HEAT STRESS Learn the symptoms of heat injury and take action if you see the symptoms in yourself or others. Get treatment in sickbay for heat rash or heat cramps. Report victims of heat exhaustion for treatment. Heatstroke is a medical emergency; cool the victim by any possible means and get medical help immediately. If you are often exposed to heat stress environments, take the following precautions: . Eat three well-balanced meals daily. . Drink plenty of water. . Do NOT take salt tablets.

Do NOT drink commercial electrolyte supplements instead of water. Get at least 6 hours continuous sleep every 24 hours. Do NOT wear starched clothing. Wear clean clothing made of at least 35 percent cotton (more natural fiber content means more evaporation).

SIGHT CONSERVATION PROGRAM Navy policy requires eye protection for personnel who work in or visit areas or operations where there is danger of injury to the eyes. This section will give you an overview of the sight conservation program that implements the policy. Refer to instructions for more detailed information. PROGRAM ELEMENTS Each command will implement a sight conservation program that will include at least the following elements: l Use zone inspections and industrial hygiene survey results to designate eye hazardous areas, processes, and operations. l Implement a ships vision screening program using shore-based medical facilities. l Maintain sight protection equipment. l Establish procedures for the use of temporary eye wear. l Establish emergency eyewash facilities. l Follow approved safety standards that require protective eye wear. l Establish training and program enforcement procedures. EYE HAZARD AREAS Responsible personnel will conduct a survey of all work areas, processes, and operations to identify those that may be hazardous to the eyes. This survey will be part of the workplace inspection and industrial hygiene survey. The safety officer will keep a list of all areas, processes, and operations that require eye protection.

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Each eye hazardous area will be marked by a 3-inch strip of black and yellow checkerboard pattern on the deck and a warning sign. The warning sign will be directly mounted on the hazard, component, machinery, boundary bulkhead, or door in a conspicuous location and will read:

minutes in a chlorine bleach solution, then rinsed and air dried. EMERGENCY EYEWASH FACILITIES The ship should have a combination of emergency shower and eyewash or eye/face wash units in all areas where the eyes of crew members may be exposed to corrosive materials. Self-contained eyewash units will be provided where potable water and drainage is not available. The units should be of a type to treat the eye damage that might occur in the particular area. Each station should be clearly marked with a safety instruction sign of white lettering against a green background. Signs should be posted in a visible location close to the eyewash unit to identify it as an emergency eyewash station. No unit will be more than 10 seconds or more than 100 travel feet from the hazard. Anyone who uses an emergency eyewash should be examined by medical personnel. Each eyewash station located in remote or minimally manned areas should have a visual and audible alarm that will be activated when the unit is used. The alarm should be located in an area where it can always be seen and/or heard. A label plate should be located at eye level in the immediate vicinity of the visual alarm and should contain the following words:

WARNING EYE HAZARD The word WARNING will be in yellow letters on a black background, and the words EYE HAZARD will be in black letters on a yellow background. EYE PROTECTION DEVICES Some examples of devices for eye protection are safety glasses, chippers goggles, welders goggles, chemical goggles, face shields, and prescription safety glasses. All such devices must be selected according to Navy Occupational Safety and Health (NAVOSH) Program Manual, OPNAVINST. 5100.19B. They must be adequate for the specified hazards, be reasonably comfortable, fit snugly, and not interfere with movement any more than necessary. They must be durable, easy to clean, and capable of being disinfected. Trained personnel will issue personal eye wear and fit it at the time of issue. Eye wear furnished under the sight conservation program is Navy property and will be repaired or replaced if it is damaged. All personnel who enter hazardous areas should wear protective eye wear. This includes crew members, visitors, supervisors, or personnel passing through. The command will procure enough heavy-duty goggles and/or plastic eye protectors for anyone entering an eye hazard area. The ships supply department will order eye and face protection devices through the supply system. They should check each item as it is received to be sure it is labeled Z87. This shows that the device complies with American National Standards Institute (ANSI) Z87.1-1979. Each person is expected to keep eye protection equipment clean and fully operational and to use it properly at all times. If eye protection equipment will be reissued to a different person, it should first be sanitized with hot, soapy water and rinsed of all traces of soap or detergent. It should then be immersed for 10

WARNING When the emergency shower (eyewash, eye/face wash) in (shop or space location) has been activated, provide immediate personnel assistance and notify sickbay.

THE RESPIRATORY PROTECTION PROGRAM Many repair and maintenance operations generate air contaminants. Engineering controls, such as local exhaust ventilation, are the most effective means to protect personnel against these contaminants. However, when engineering controls are not practical or feasible, respirators are necessary to assure the protection of personnel. This section gives you an overview of respirators. Always read the instructions for a given type of respirator before you use it. NOTE: Military gas masks and medical/dental surgical masks may NEVER be used as air-purifying respirators. Gas permeable and soft contact lenses may be worn with all respiratory protection.

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PROGRAM ELEMENTS This section explains respirator program requirements. It applies to all personnel and visitors who enter an area where respiratory protective equipment is necessary. This section does not address damage control, gas free engineering, or underwater protection. The respiratory protection program includes the following elements: b Written standard operating procedures l Proper, hazard-specific selection of respirators l User training in the proper operation and limitations of respirators l Regular cleaning and disinfecting of respirators l Convenient, clean, and sanitary storage of respirators l Inspection, repair, and maintenance of respirators l Industrial hygiene surveys to identify operations requiring respirators and recommend specific types of respirators l Use of only those respirators approved by the National Institute for Occupational Safety and Health (NIOSH) and Mine Safety and Health Administration (MSHA) TYPES OF RESPIRATORS The two basic types of respirators are air-purifying and atmosphere-supply. We will explain each in the following paragraphs. Air-Purifying Respirators This type of respirator removes air contaminants by filtering them or by absorbing them as the air passes through the cartridge. In all cases when using air-purifying respirators, the atmosphere must contain enough oxygen, at least 19.5 percent by volume. They are available with different types of facepieces for different levels of protection, and they come in disposable and reusable models. The cartridges, filters, and prefilters must be a type that is effective against the contaminant present at the time of use. Air-purifying respirators may be either nonpowered or powered. The nonpowered type depends on the users lungs while the powered type uses a fan to lower breathing resistance. Air-purifying respirators are divided into two types that

we will explain in the next paragraphs. One protects against particulate and the other protects against gas and vapor. AIR-PURIFYING PARTICULATE RESPIRATORS. These respirators use cartridges, filters, and prefilters to protect against aerosols, that is, solid or liquid particles dispersed in air. They remove toxic and nontoxic dust, fog, fumes, mist, smoke, and sprays either singly or in combination. GAS AND VAPOR AIR-PURIFYING RESPIRATORS. These respirators use cartridges and canisters to remove contaminants through absorption. Most cartridges remove a specific type of gas or vapor, such as organic vapors, acid gases, ammonia, or carbon monoxide. AND FILTERS, CARTRIDGES, CANISTERS. Some manufacturers of air-purifying respirators combine the removal capabilities of two or more type cartridges in a single cartridge. Others allow you to screw together cartridges and combine their capabilities. All manufacturers allow you to attach a prefilter to a cartridge and combine different degrees of particulate removal. Always follow the manufacturers recommendations when you combine filters, cartridges, and canisters. Federal regulations require that each type of respirator cartridge/canister be color-coded to identify its intended use. See the Navy Occupational Safely and Health (NAVOSH) Program Manual, OPNAVINST 1500. 19B, for information on color coding. Each cartridge/canister is labeled with the contaminant(s) it protects against and the NIOSH/MSHA approval number. Some labels may provide more information about the cartridges capabilities and limitations. Atmosphere-Supplying Respirator These types of respirators are used when the contaminant has no warning property (odor), when the contaminants concentration is too high to use an air-purifying respirator, or when the environment is immediately dangerous to life and health (IDLH). The two types of atmosphere-supplying respirators are supplied-air respirators and self-contained breathing apparatuses (SCBA). We will explain each of them in the following paragraphs. SUPPLIED-AIR RESPIRATORS. These are further divided into hose masks and air-line respirators described in the next paragraphs.

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Hose Mask Respirators. These consist of a facepiece, breathing tube, harness, and large diameter, thick wall, nonkinking, air supply hose. The air may be supplied by a blower, either motor or hand driven. Air-Line Respirators. These consist of a facepiece, hood, helmet or suit, breathing tube, regulator, and small diameter hose provided with some means to attach the hose to the user. Air is provided by a compressor, ambient air breathing apparatus (AABA), or compressed air cylinders. There are three types of air-line respirators. 1. Demand: Available only with a facepiece, it supplies air to the user on demand (when he inhales). 2. Pressure Demand: Available only with a facepiece, it maintains a continuous positive pressure within the facepiece. 3. Continuous Flow: Available with facepiece, hood, helmet, or suit, it provides a continuous positive pressure and flow of air. SELF-CONTAINED BREATHING APPARATUSES. These consist of a facepiece, helmet or hood, a breathing tube, and a source of air or oxygen, all of which are carried by the wearer. SCBAs are divided into the following closed- and open-circuit types: Closed Circuit. In closed circuit, or rebreathing, SCBAS, carbon dioxide (CO2) in the exhaled breath is removed by a chemical canister, and the remaining air is rebreathed. There are two types: In one type the oxygen is provided by either high-pressure gaseous oxygen or gaseous oxygen converted from liquid oxygen. In the other type the water vapor in the exhaled breath reacts with a chemical in the canister to release oxygen. The Navy oxygen breathing apparatus (OBA) is an example of the second type. The OBA is not approved by NIOSH/MSHA for commercial use, and it is only authorized for damage control and fire-fighting operations aboard ship. OBAs MUST NOT be used in flammable atmospheres because of the heat generated by the canister. Open Circuit. In this type of SCBA, the exhaled air is expelled to the atmosphere, and air is provided to the user from a compressed air cylinder. This type of respirator is available in either a demand or pressure-demand model. Emergency Escape Breathing Device (EEBD). This a special type of SCBA developed specifically for emergency escape from shipboard fires. It has a short-duration air supply. IT MUST NEVER BE

USED TO ENTER A HAZARDOUS ATMOSPHERE; IT IS FOR ESCAPE ONLY! SELECTING RESPIRATORS Use only respirators that are jointly approved by NIOSH/MSHA. If there is any doubt as to the respirator required to protect against a particular contaminant, ask an industrial hygienist. Different respirators protect against different contaminants and concentrations of contaminants, so you must select one that protects you from specific contaminants. The industrial hygiene surveys will give you information on how to match contaminants and respirators. Or if you need new information, ask an industrial hygienist for help. Before you select a respirator, always ask the following questions about the conditions where you plan to use it: l What are the warning properties of the contaminant (smell, eye irritation, or respiratory irritation)? Some contaminants do not have enough warning properties to alert you to respirator failure. Vapor- and gas-removing respirators are not approved for some contaminants that include carbon monoxide, hydrogen cyanide, isocyanates, and methyl alcohol. l Is the contaminant absorbed through the skin? l Are any of the contaminants IDLH, or will they cause ill effects after prolonged exposure? l What is the concentration of the contaminant in the atmosphere? l What are the NAVOSH standards for maximum levels of contamination in a given environment? l Is the atmosphere oxygen deficient or oxygen rich or will such conditions be created? l What is the nature, extent, and frequency of the duties to be performed in the work area? l What degree of protection is provided by the particular respirator? USING RESPIRATORS Before you may use a respirator, you must meet the following requirements: . Be certified by the MDR as medically qualified to use each type of respirator required.

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. Pass a fit-test with each type of respirator you may use. . Be trained to use the respirator(s). Checking Facepiece Seals Complete the following seal checks on the facepiece when you first put on a respirator: POSITIVE PRESSURE CHECK. Place your palm or thumb over the exhalation valve and press lightly. Exhale gently. The respirator is properly sealed if no air leaks around the edges and you feel a slight positive pressure inside the facepiece. NEGATIVE PRESSURE CHECK.- Place your palm(s) over the cartridge(s) or canister inlet. Inhale gently. The respirator is properly sealed if no air leaks around the edges and you feel a slight negative pressure inside the facepiece as it collapses slightly towards the face. Inspecting Respirators Inspect all respirators routinely before and after use. Inspect emergency use respirators after each use and at least monthly. Inspect SCBAs before and after each use and at least monthly. In all inspections, look for any defects in fit; seal; material; filter, cartridge, or canister selection; cleanliness; and function. THE HAZARDOUS MATERIAL/WASTE PROGRAM Navy ships require hazardous material (HM), therefore they produce hazardous waste (HW). The hazardous material/waste program was developed to manage both HM and HW. This chapter will cover the general requirements for HM and HW, both of which are a chain of command responsibility that begins with the individual sailor and extends to the commanding officer. PROGRAM ELEMENTS The following elements are needed to carry out an effective HM/HW program: l Designate adequate storage for HM/HW. l Control purchasing, receipt, and issue to avoid accumulation of excess HM. . Follow approved safety standards for the use of HM.

l Collect, segregate, and dispose of HW. l Respond to HW emergencies. l Obtain material safety data sheets (MSDSs) for onboard HM. l Train personnel as necessary. HAZARDOUS MATERIAL HM is any material that, because of its quantity, concentration, or physical or chemical characteristics, may pose a substantial hazard to human health or the environment when purposefully released or accidentally spilled. The most common HM are flammable/combustible materials, toxic materials, corrosive material (including acids and bases), oxidizing materials, aerosol containers, and compressed gases. There are other HM that we will not cover in this manual because the engineering department is seldom involved with them. They are ammunition, weapons, explosives, explosive-actuated devices, propellants, pyrotechnics, chemical and biological warfare materials, medical and pharmaceutical supplies, medical waste and infectious materials, bulk fuels, and radioactive materials. HAZARDOUS WASTE HW is any discarded material (liquid, solid, or gas) that meets the definition of HM and/or is designated as a hazardous waste by the EPA or state authority. The term hazardous material turned into store (HMTIS) refers to usable HM in excess of a ships needs and awaiting transfer to a shore activity. The term hazardous material turned into disposal (HMTID) refers to nonusable HM awaiting transfer to a shore activity for disposal. MATERIAL SAFETY DATA SHEETS MSDS are technical bulletins that contain information about material such as composition, chemical and physical characteristics, health and safety hazards, and precautions for safe handling and use. MSDSs are required for every HM and they must be readily available to personnel who use or handle HM. The Naval Safety Center assigns numbers to all MSDSs used by forces afloat. MSDS numbered stickers are provided to help correlate the MSDS to the product label for ready reference, recognition of hazardous material, and training. All personnel using HM must be trained to

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read and understand the dangers and precautions described on the MSDS before they actually use the materials. STORING HM/HW Material normally thought to be safe may be hazardous under certain conditions. Therefore, it must be stowed so incompatible chemicals are separated. Store all large quantities of flammable and combustible liquids with a flash point less than 200F, and coolants, hydraulic fluids, lubricants, and aerosols in flammable liquid storerooms, ready service storerooms, or issue rooms. When flammable liquids are used frequently, store limited quantities in flammable liquid cabinets near the work space. Do not use these cabinets to store more than 30 gallons of flammable liquid per space. The HM/HW coordinator should keep a list of all stowage locations for HM/HW, the capacity of each, and the type of material for which each is designated. The XO, safety officer, and department heads should review the list annually to find ways to minimize storage locations by consolidating compatible materials. The gas free engineer, damage control assistant, and MDR should get a copy of the list. If the ship does not have enough protected, ready service stowage for HM, the CO should request a SHIPALT to provide the space. Equip HM stowage locations other than cabinets and lockers with supply and exhaust ventilation. The industrial hygiene officer will decide if ventilation is adequate. Restrict access to HM stowage locations to personnel authorized by the responsible division officer. The gas free engineer must approve entry to confined locations. Hold weekly and quarterly inspections of all HW storage spaces. Look for loosely fitted closures, corrosion, leakage, improper or inadequate labeling, and expired shelf life. Report any dangerous situations to the responsible division officer and the HM/HW coordinator. Post stowage cabinets with warning signs to show the type of HM stored. If lockers and cabinets contain flammable and combustible liquids, attach a permanently mounted label with the following words: FLAMMABLE/COMBUSTIBLE LIQUIDS DURING STRIP SHIP CONDITION, THE CONTENTS OF THIS CABINET SHALL BE RELOCATED TO A FLAMMABLE LIQUIDS

STOREROOM, ISSUE ROOM, OR READY SERVICE STOREROOM. CONTROLLING HM/HW When your ship receives HM through the supply system, check all containers to be sure they contain a manufacturers label; you may refuse the item if it has no label. If the ship receives containers of HM through open purchase, accept them only if they contain a manufacturers label and the ship has an MSDS for the material. When HM containers are accepted and brought aboard, immediately place them in an appropriate stowage location based on the hazard identification. Marking HM Containers Manufacturers labels for shipboard identification of HM containers must clearly identify the material name, the manufacturers name and address, and the nature of the hazard presented by the HM. When you dispense hazardous material from the shipping container to an unmarked container, mark the receiving container with the same information. Issuing HM Issue HM from the flammable liquids storeroom or other issue rooms in amounts you need to satisfy immediate needs during a work shift. Generally, you should not keep more than a weeks supply of a routinely used item in or near the user compartment. Open Purchase of HM COs may authorize open market purchases of HM when the stock-numbered product is clearly inferior or when supply cannot meet an urgent need. Get an MSDS from the manufacturer or supplier before buying the new product, and be sure the new product is NOT more hazardous than the stock item. When you believe the stock item is inferior, you must justify your position to the supply officer, who will then submit a COSAL feedback form. Inventorying HM In addition to an up-to-date running inventory of HM, your ship must hold an annual inventory of all HM aboard. The inventory will be compared with the ships hazardous material list (SHML) and presented to the supply officer, the responsible division officer, and the

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HM/HW coordinator, who will decide if any action is needed to satisfy operational requirements. HM and Combat Readiness Each ship should establish procedures to identify, mark, evaluate, and eventually remove HM in preparation for battle (a strip ship bill). Most HM can be dangerous to personnel and the ship if they are opened or set on fire during battle. Give priority to HM that supports or accelerates fires or produces toxic combustion products. Removing Excess HM Turn over any excess HM to the supply department for off-loading to the appropriate shore activity as HMTIS. Label each container and include a DD form 1348-1. COLLECTING AND DISPOSING OF HAZARDOUS WASTE Controlled disposal of shipboard HW is an important element in the Navys HM/HW management program. Carefully follow the shipboard HW disposal and off-loading practices to keep down the workload and to comply with HW regulations. The disposal requirements we have explained in the next paragraphs do not preclude the discharge of HM/HW during an emergency situation where there is danger to the health or safety of personnel or danger of damage to the ship. Collecting Hazardous Waste When you collect HW, segregate it, place it in containers used for the original material or in impervious containers specified for that material. Label it to show contents and store it in appropriate locations. Follow the stowage precautions used for oil pollution abatement including the segregation of oily wastes, used oil, and waste oil. If your ship has oily waste holding tanks, direct all shipboard oily waste to those tanks. Collect used lube oil separately, store it, and label it to be recycled ashore. Also collect synthetic lube oils and hydraulic oils separately from other used/waste oils. If your ship does not have a system to collect used synthetic oils, use 5- or 55-gallon steel containers, properly labelled, and store them to be recycled ashore. Refer to the Naval Ships Technical Manual, Pollution

Control, Chapter 593, for details. Also, see the Navy Occupational Safety and Health (NAVOSH) Program Manual, OPNAVINST 5100-19B, for instructions on the emergency response to and disposal of HM/HW. Shore Requirements for Off-loading HW Give HW to the supply department, which will collect all the ships HW and off-load it to the appropriate shore facility (usually the public works center) as HMTID using the following procedures: l The supply officer contacts the appropriate shore activity to ask for a pickup and learn local requirements. l The providing ships department packs any turn-in material in approved DOD containers provided by the supply department and labels them as to contents. Do not mix different substances in the same container. If you do, the shore facility may charge your ship for the cost of laboratory analysis to identify the HW. l Complete a DD form 1348-1 for each type of HW. HM/HW TRAINING Work center supervisors will train all newly reported personnel on HM/HW when they report on board, and annually thereafter in the following subjects: The types of HM in their work area and aboard ship What HW is and how to dispose of it How to read and interpret hazard warning labels What an MSDS is, how to read it, and where a copy is available for review General information on HM handling, stowage, use, and disposal Protective measures when handling HM Emergency procedures Damage control teams that may be required to handle HM/HW emergencies will receive annual training on HM/HW emergency procedures. This will include at least one drill.

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APPENDIX I

REFERENCES USED TO DEVELOP THE TRAMAN

NOTE: Although the following references were current when this TRAMAN was published, their continued currency cannot be assured. Therefore, you need to be sure that you are studying the latest revision.

CHAPTER ONE Department of the Navy Directives Issuance System, SECNAVINST 5215.1C, CH-4, Office of the Secretary, Washington, D.C. 20350, 9 February 1982. Department of the Navy File Maintenance Procedures and Standard Subject ldentifcation Codes, SECNAVINST 5210.11D, Office of the Secretary, Washington, D.C. 20350-1000, 20 October 1987. Navy Enlisted Classifications, NAVPERS 18068-F, Department of the Navy, Bureau of Naval Personnel, Washington, D.C. 20370-5000, 17 June 1991. Standard Organization and Regulations of the U.S. Navy, OPNAVINST 3120.32B, Office of the Chief of Naval Operations, Washington, D.C. 20350-2000, 26 September 1986. U. S. Navy Regulations Manual, Department of the Navy, Office of the Secretary, Washington, D.C. 20350-1000, 14 September 1990.

CHAPTER TWO Department of the Navy Information Requirements Management Program, SECNAVINST 5214.2B, Office of the Secretary, Washington, D.C. 20350-1000, 6 December 1988. Disestablishment of Naval Publications and Forms Center, OPNAVNOTE 5450 Ser 09B22-1U510045, Aviation Supply Office, 700 Robbins Avenue, Philadelphia, Pa. 19111, 11 June 1991. Naval Ships Technical Manual, S9086-CZ-STM-000, Chapter 090,Inspections, Tests, Records and Reports, Naval Sea Systems Command, Washington, D.C., June 1984. Navy and Marine Corps Records Disposition Manual, SECNAVINST 5212.5C, Office of the Secretary, Washington, D.C. 20350-1000, 13 February 1989. Ships Material and Maintenance (3-M) Manual, OPNAVINST 4790-4B, Office of the Chief of Naval Operations, Washington, D.C. 20350, 13 August 1987.

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CHAPTER THREE Navy Enlisted Classifications, NAVPERS 18068-F, Department of the Navy, Bureau of Naval Personnel, Washington, D.C. 20370-5000, 17 June 1991. Navy Enlisted Performance Evaluation Manual, BUPERSINST 1616.9, Bureau of Naval Personnel, Washington, D.C. 20370-5000, 15 May 1991. Personnel Qualification Standards (PQS) Program, OPNAVINST 3500.34.D, Office of the Chief of Naval Operations, Washington, D.C. 20350-2000, 25 July 1988.

CHAPTER FOUR Awards for Intratype Battle Efficiency Competition and Insignia to Certain Weapon and Operation, OPNAVINST 3590.4F, Office of the Chief of Naval Operations, Washington, D.C. 20350-2000,4 April 1990. Engineering Operational Sequencing System (EOSS), OPNAVINST 9200.3, Office of the Chief of Naval Operations, Washington, D.C. 20350, 21 September 1976. Material Inspections of Ships Conducted by the Board of Inspection and Survey, OPNAVINST 4730.5K, Office of the Chief of Naval Operations, Washington, D.C. 20350, 31 July 1986. Mission, Organization and Functions of the Board of Inspection and Survey, OPNAVINST 5420.70A, Office of the Chief of Naval Operations, Washington, D.C. 20350, 20 June 1986. Navy Occupational Safety and Health (NAVOSH) Program Manual for Forces Afloat, OPNAVINST 5100.19B, Volumes 1 and 2, Office of the Chief of Naval Operations, Washington, D.C. 20350-2000, 11 April 1989. Propulsion Examining Board for Conventionally Powered Ships, OPNAVINST 3540.F, Office of the Chief of Naval Operations, Washington, D.C. 20350, 22 August 1988. Ship Exercises FXP-3(E) NOTAL, OPNAVINST 9094.1A, Office of the Chief of Naval Operations, Washington, D.C. 20350, 12 April 1983.

CHAPTER FIVE Afloat Supply Procedures, NAVSUP P485, Naval Supply Systems Command, Washington, D.C. 20376-5000, 15 November 1989. Ships Configuration and Logistics Support Information System, NAVSEA S0752-AA-SPN-010/SCLISIS, Naval Sea Systems Command, Washington, D.C. 20362, 23 December 1988.

CHAPTER SIX Environmental and Natural Resources Program Manual, OPNAVINST 5090.1A, Office of the Chief of Naval Operations, Washington, D.C. 20350, 2 October 1990.

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Naval Ships Technical Manual, S9086-T8-STM-000, Chapter 593, Pollution Control, Naval Sea Systems Command, Washington, D.C. 20362, June 1980. Naval Ships Technical Manual, S9086-7G-STM-000, Chapter 997, Docking Instructions and Routine Work in Drydock, Naval Sea Systems Command, Washington, D.C., December 1977. U.S. Navy Oil Spill Containment and Cleanup Kit, NAVSEA 0994-LP-013-6010, Naval Sea Systems Command, Washington, D.C. 20362.

CHAPTER SEVEN Department of the Navy Information and Personnel Security Program Regulation, OPNAVINST 5510. 1H, Office of the Chief of Naval Operations, Washington, D.C. 20350-2000,29 April 1988. Naval Military Personnel Manual, NAVPERS 15560C, Bureau of Naval Personnel, Washington, D.C. 20370-5000, 15 August 1991. NAVSURFLANT Maintenance Manual, COMNAVSURFLANTINST 9000.1C, Commander Naval Surface Force, United States Atlantic Fleet, Norfolk, Va. 23511,3 March 1989. Ship Repair Contracting Manual (Repair Manual), NAVSEA 0900-LP-079-5010, Naval Sea Systems Command, Washington, D.C. 20362, 1 January 1979.

CHAPTER EIGHT IMA Quality Assurance (QA) Manual, COMNAVSURFLANTINST 4855.1B, Commander Naval Surface Force, United States Pacific Fleet, San Diego, Ca. 7 September 1989. Quality Assurance (QA) Manual, COMNAVSURFLANTINST 9090.2, Commander Naval Surface Force, United States Atlantic Fleet, Norfolk, Va. 25 November 1985. Quality Assurance Terms and Definitions, MIL-STD-109B, Naval Ships Systems Command, Washington, D.C., 4 April 1969. Submarine Force Quality Assurance Manual, C O M N A V S U B L A N T / COMSUBPACINST 4855.2, Commander Submarine Force, United States Atlantic Fleet, Norfolk, Va., 16 September 1986. Submarine IMA Planners Handbook, S9002-AG-HBK-010/IMA Plan, Naval Sea Systems Command, Washington, D.C., September 1986. Surface Ship IMA Planner's Handbook, S9AAO-AC-HBK-010/IMA Naval Sea Systems Command, Washington, D.C., 21 July 1986. Planner,

CHAPTER NINE Department of the Navy Directives Issuance System, SECNAVINST 5215.1C CH-4, Office of the Secretary, Washington, D.C. 20350, 9 February 1982.

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Department of the Navy Information and Personnel Security Program Regulation, OPNAVINST 5510.1H, Office of the Chief of Naval Operations, Washington, D.C. 20350-2000, 29 April 1988. NAVSURFLANT Maintenance Manual, COMNAVSURFLANTINST 9000.lC, Commander Naval Surface Force, United States Atlantic Fleet, Norfolk, Va. 23511, 3 March 1989. Preparation of Deficiency Forms, INSURVINST 4730.11F, Board of Inspection and Survey, Washington, D.C. 20372, 15 April 1986. Reports of Trials, Material Inspections and Surveys Conducted by the Board of Inspection and Survey, INSURVINST 4730.8G, Board of Inspection and Survey, Washington, D.C. 20372, 28 November 1984. Ship Construction Test and Trials Manual, NAVSEA 0900-LP-095-2010, Naval Sea Systems Command, Washington, D.C. 20362, 1 April 1977. Ship Repair Contracting Manual (Repair Manual), NAVSEA 0900-LP-079-5010, Naval Sea Systems Command, Washington, D.C. 20362, 1 January 1979. Trials and Inspection of Surface Ships, INSURVINST 9080.21, Board of Inspection and Survey, Washington, D.C. 20372, 18 June 1985.

CHAPTER TEN Navy Occupational Safety and Health (NAVOSH) Program Manual for Forces Afloat, OPNAVINST 5100.19B, Volume 1, Chief of Naval Operations, Washington, D.C. 20372, 11 April 1989.

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INDEX
A AC/DC electric propulsion operating record, 2-11 Afloat shopping guide (ASG), 5-13 Afloat staffs, 7-3 duties of TYCOM staff, 7-4 type commanders (TYCOM), 7-3 Air compressor operating record, 2-14 Allowance equipage list (AEL), 5-10 Allowance lists, 5-5 allowance equipage list (AEL), 5-10 allowance parts list (APL), 5-9 alternate number cross reference to stock number, 5-12 stock number sequence list (SNSL), 5-12 summary of effective allowance parts/equipage lists, 5-6 Allowance parts list (APL), 5-9 Appropriations purchasing account (APA), 5-25 Asbestos control program, 10-1 program elements, 10-1 identifying asbestos hazards, 10-2 control in the workplace, 10-2 disposal procedures, 10-3 environmental protection laws, 10-3 training, 10-4 Assistants to the engineer officer, 1-8 Boiler tube renewal sheets, 2-27 Boiler water treatment log, 2-18 C CASREPS policies and procedures, 7-6 general and specific procedures, 7-6 NAVSEA 048,7-6 NAVSEC 6260, 7-7 NAVSEA 07,7-7 ship maintenance managers, 7-7 SNEP, 7-7 SUPSALV, 7-7 Controlled equipage procedures, 5-21 equipage stock card and custody record, 5-21 inventory of controlled equipage, 5-22 COSAL, 5-5 Current ships maintenance project, 2-24 D Daily fuel and lube oil account, 2-16 Daily water account, 2-16 DART improvement programs progress, 7-18 air compressor improvement program, 7-18 feed pump improvement program, 7-19 fire pump improvement program, 7-18 forced draft blower improvement program, 7-18 1200-psi boiler program, 7-18 DART program, 7-7 B evaluation phase, 7-6 Board of Inspection and Survey (INSURV), 4-10 INSURV material inspection, 4-11 INSURV surveys, 4-13 Boat fueling account, 2-17 Boiler room operating record, 2-11 Boiler tube failure reports, 2-27 personnel responsibilities, 7-16 problem identification phase, 7-8 procedures and report formats, 7-7 progressing phase, 7-11 scoping phase, 7-8 verification and approval phase, 7-8

INDEX-1

Degaussing folder, 2-26 Departmental budgets, 5-25 Diesel engine operating record, 2-11 Directives, 1-22 Distilling plant operating record, 2-11 Division training officer, 3-5 Division training schedule, 3-19 E Education service officer, 3-4 Electrical log, 2-11 Engineer officer, 1-6 Engineer officers night order book, 2-24 Engineering department organization, 1-4 directives, 1-22 division personnel, 1-13 divisions, 1-11 engineer officer, 1-6 ships bills, 1-23 standard ship organization, 1-1 watch organization, 1-15 Engineering department watch organization, 1-15 in-port, 1-20 underway, 1-16 Engineering division personnel, 1-13 Engineering divisions, 1-11 Engineering log, 2-2 Engineering management, 7-1 naval sea systems command, 7-1 naval ship engineering center, 7-1 Engineering material, 5-1 Engineering operational sequencing system (EOSS), 4-13 Engineering operations, 4-1 Engineering records, 2-1 Additional records, 2-24 disposal, 2-1

Engineering recordsContinued fuel and water accounts, 2-14 legal records, 2-2 operating records, 2-8 ordering forms, 2-1 3-M systems, 2-23 Engineering performance standards, 4-6 board of inspection and survey (INSURV), 4-10 propulsion examination board (PEB), 4-10 readiness inspections, 4-8 readiness trials, 4-6 Engineering training officer, 3-4 Engineers Bell Book, 2-2 Environmental policies and procedures, 6-1 fuel oil storage and handling, 6-6 handling oil spills, 6-3 pollution control laws and regulations, 6-1 preventing oil spills, 6-2 shipboard sewage and waste disposal, 6-4 Expenditure of material, 5-23 transfers, 5-23 F Financial control of ships operating target (OPTAR), 5-24 departmental budgets, 5-25 supply petty officers records, 5-26 Fleet modernization program (FMP), 7-19 advance planning and long lead time material, 7-20 arrangement of, 7-19 changes in, 7-20 correction and update or documentation, 7-20 execution of, 7-19 F and D SHIPALTS, 7-20 180 day letters, 7-20 SHIPALT completion status (SACS), 7-20 SHIPALT return cost analysis (SARCA), 7-20

INDEX-2

Fleet training, 3-1 shakedown and refresher training, 3-2 type training exercises, 3-1 Fleet training group, 3-2 Fuel and water accounts, 2-14 boat fueling record, 2-17 boiler water treatment log, 2-18 daily fuel and lube oil account, 2-16 daily water account, 2-16 fuel and water reports, 2-16 fueling memorandum, 2-17 liquid load plan, 2-17 oil kings memorandum, 2-18 Fuel and water reports, 2-16 Fuel oil storage and handling, 6-6 fuel oil tanks, 6-6 fuel oil piping system, 6-6 fueling responsibilities and procedures, 6-8 precautions in handling fuel oil, 6-7 Fueling memorandum, 2-17 Fund codes, 5-25 G Gas turbine operating record, 2-11 Gas turbine service records, 2-33 Gyrocompass operating record, 2-14 Gyrocompass service record, 2-25 H Handling oil spills, 6-3 Hazardous material/waste program, 10-11 controlling HM/HW, 10-12 hazardous material, 10-11 hazardous waste, 10-11 material safety data sheets, 10-11 program elements, 10-11 storing HM/HW, 10-12

Hearing conservation program, 10-4 hearing tests and medical evaluation, 10-5 labeling hazardous noise areas, 10-5 noise measurement and exposure assessment, 10-4 personal hearing protective devices, 10-5 program elements, 10-4 records, 10-6 reducing noise, 10-5 training, 10-6 Heat stress program, 10-6 conditions leading to heat stress, 10-6 heat stress surveys, 10-6 precautions against heat stress, 10-7 recovery time, 10-7 I IC room operating record, 2-14 Identification lists (IL), 5-13 Identification of Navy material, 5-3 cognizance symbols, 5-4 identification publications, 5-4 material control codes, 5-4 national stock numbers, 5-3 In-port watches, 1-20 Intermediate maintenance activities, 9-3 administration and control, 9-6 arrival conference, 9-5 personnel, 9-4 planning and estimating, 9-6 production department, 9-7 repair department, 9-5 ship/IMA work coordination, 9-5 L Legal records, 2-2 engineering log, 2-2 engineers bell book, 2-2

INDEX-3

Liquid load plan, 2-17 Long-range training plan, 3-17 M Main propulsion turbine condition report, 2-33

NAVSUP 1250,5-15 NAVSUP 1348-6,5-16 NAVSUP 306,5-21 O

Maintenance administration, 7-1 afloat staffs, 7-3 CASREPS, 7-6 DART program, 7-7 engineering management, 7-1 fleet modernization program (FMP), 7-19 Maintenance list Navy (MLN), 5-13 Master cross reference list (MCRL), 5-13 Master repairable items list (MRIL), 5-13 Material identification publications, 5-4 allowance lists, 5-5 supply publications, 5-13 Material transfers, 5-27 Material surveys, 5-23 MILSTRIP requisitions, 5-17 Monthly training plan, 3-19 N Naval sea systems command, 7-1 Naval ship engineering center, 7-1 departments, 7-2 field divisions, 7-2 staff offices, 7-2 Naval shipyards, 9-8 planning department, 9-8 production department, 9-9 Navy stock account (NSA), 5-24 Navy stock fund (NSF), 5-24 Navy supply support system, 5-1 identification of material, 5-3 material controlled by military commands, 5-2 the Navy supply system, 5-2 types of material, 5-2 Performance evaluations, 3-9 Planning board for training, 3-3 Pollution control laws and regulations, 6-1 Preventing oil spills, 6-2 Propulsion Examination Board (PEB), 4-10 light-off examination, 4-10 operational propulsion plan examination, 4-10 Occupational health, 10-1 asbestos control program, 10-1 hazardous material/waste program, 10-11 hearing conservation program, 10-11 heat stress program, 10-6 respiratory protection program, 10-8 sight conservation program, 10-7 Oil king memorandum, 2-18 Operating records, 2-8 AC/DC electric propulsion, 2-11 air compressor, 2-14 boiler room, 2-11 diesel engine, 2-11 distilling plant, 2-11 electrical log, 2-11 gas turbine, 2-11 gyrocompass, 2-14 IC room, 2-14 propulsion, steam turbine, and reduction gear, 2-8 refrigeration and air conditioning equipment, 2-14 OPTAR, 5-24 Organization for shipboard training, 3-3 P

INDEX-4

Propulsion steam turbine and reduction gear operating record, 2-8

Repair activities, 9-3 intermediate maintenance activity (IMA), 9-3 naval shipyard, 9-8 ship repair facility (SRF), 9-6 ships force, 9-3 Repair parts procedures and procurement, 5-15 MILSTRIP requisitions, 5-17 NAVSUP 1250, 5-16 NAVSUP 1348-6, 5-16 UMMIPS, 5-19 Repairs and alterations, 9-2 Respiratory protection program, 10-8 program elements, 10-9 selecting respirators, 10-10 types of respirators, 10-9 using respirators, 10-10

Q Quality assurance, 8-1 components, 8-2 concepts, 8-1 forms and records, 8-8 link to maintenance, 8-2 manuals, 8-1 organization, 8-2 program operation, 8-4 terms and definitions, 8-4 training and qualifications, 8-4 Quality assurance forms and records, 8-8 Quality assurance manuals, 8-1 Quality assurance organization, 8-2 Quality assurance training and qualifications, 8-4 Quality assurance terms and definitions, 8-4 Quarterly training plan, 3-19 S

Securing schedules, 4-6 Shakedown and refresher training, 3-2

R Readiness inspections, 4-8 administrative inspection, 4-9 material inspection, 4-9 Readiness trials, 4-6 Refrigeration/air conditioning equipment record, 2-14 Regular overhaul, 9-17 advance planning, 9-17 assist-ships force funds, 9-18 departure report, 9-19 dock and sea trials, 9-19 docking, 9-18 inclining experiments, 9-19 readiness for sea, 9-19

fleet training group, 3-2 training readiness evaluation, 3-2 Ship availabilities, 9-1 Ship characteristic cards, 2-30 Ship repairs, 9-2 alterations, 9-2 alterations equivalent to repairs, 9-2 Ship trials, 9-19 contract trials, 9-20 economy trials, 9-22 noise trials, 9-22 special trials, 9-21 vibration trials, 9-22 Shipboard sewage and waste disposal, 6-10 Shipboard training, 3-3

INDEX-5

Ships bills, 1-23 Ships force maintenance and repairs, 9-3 Sight conservation program, 10-7 emergency eyewash facilities, 10-8 eye hazard areas, 10-7 eye protection devices, 10-8 program elements, 10-7 Situation reports (SITREPS), 2-33 Sound engineering practices, 4-1 general procedures, 4-2 safety precautions and operating instructions, 4-4 securing schedules, 4-6 warming-up schedules, 4-4 Steaming orders, 2-25 Stock number sequence list (SNSL), 5-12 Supervisor of shipbuilding, conversion, and repair (SUPSHIP), 9-14 departments, 9-15 organization, 9-14 staff, 9-14 Supply for ship overhaul, 5-14 repair parts procedures and procurement, 5-15 Supply petty officers records, 5-26 Supply publications, 5-13 afloat shopping guide (ASG), 5-13 identification lists, 5-13

T 3-M systems, 2-23 current ships maintenance project, 2-24 feedback form, 2-23 planned maintenance schedules, 2-23 ships maintenance action form, 2-24 Training instructors, 3-5 Training readiness evaluation, 3-2 Training records, 3-9 division training schedule, 3-19 long-range training plan, 3-17 monthly training plan, 3-19 other training records, 3-22 quarterly training plan, 3-19 Type commanders, 7-3 responsibilities, 7-3 staff, 7-4 Type training exercises, 3-2 Types of material, 5-3 Types of training, 3-5 indoctrination, 3-5 military, 3-6 operational, 3-6 professional, 3-6 U UMMIPS, 5-19 Underway watches, 1-16

management list-Navy, 5-13 master cross reference list (MCRL), 5-13 master repairable item list (MRIL), 5-13 Survey of material, 5-23 W Watch organization, 1-15 Warming-up schedules, 4-16

INDEX-6

Assignment Questions

Information: The text pages that you are to study are provided at the beginning of the assignment questions.

ASSIGNMENT 1
Textbook Assignment: Engineering Organization, chapter 1, all.

1-1.

What officer has the responsibility to organize the officers and crew of a ship? 1. 2. 3. 4. The The the the type commander (TYCOM) squadron commander commanding officer executive officer

1-5.

A clear path of delegated authority. 1. 2. 3. 4. A B F H

1-6. 1-2. What officer has the responsibility to assign individuals to battle stations? 1. 2. 3. 4. The commanding officer The executive officer The department head The division officer 1-7.

The concise relationship between and among the individuals in an organization. 1. 2. 3. 4. A B D H

The basic relationship between the components of an organization. 1. 2. 3. 4. A B G H

1-8.

The means through which an engineering department maintains its effectiveness. 1. 2. 3. 4. A, B, D, F, B, D, G, H, D, F, H, I, F J I J

Figure 1A IN ANSWERING QUESTIONS 1-3 THROUGH 1-10, CHOOSE THE ORGANIZATIONAL TERM IN FIGURE 1A THAT IS DEFINED IN THE QUESTION. 1-3. The basis for the organization of combat ships. 1. 2. 3. 4. 1-4. A C D E

1-9.

The requirements that any person receives orders from only one person, one person controls one segment of the organization, and all persons know to whom they are responsible. 1. 2. 3. 4. C F H J

A task that must be completed by the engineer officer assigned to a newly commissioned ship. 1. 2. 3. 4. B C G J 1

1-10.

The degree of complexity and responsibility in an organization, the number of persons supervised, and the way the supervisor should use time. 1. 2. 3. 4. C E F I

1-14.

What officer determines the actual condition of the engineering department and fixes responsibility for any deficiencies? 1. The 2. The 3. The 4. The arriving engineer officer executive officer commanding officer departing engineer officer

1-11.

The engineer officer is directly responsible to which of the following officers for all matters concerning the engineering department? 1. 2. 3. 4. The TYCOM The commanding officer The executive officer The OOD

1-15.

What officer prepares surveys on missing equipment? 1. 2. 3. 4. The main propulsion assistant (MPA) The departing engineer officer The arriving engineer officer The executive officer

1-12.

When a division officer wants to disable equipment that will adversely affect the ships mission, the action must be approved by the engineer officer and what other officer(s)? 1. 2. 3. 4. The executive officer The EOOW and the executive officer The commanding officer and the TYCOM only The commanding officer and the TYCOM or the fleet commander

Figure 1B IN ANSWERING QUESTIONS 1-16 THROUGH 1-22, CHOOSE FROM FIGURE lB THE OFFICER THAT HAS THE RESPONSIBILITY DESCRIBED IN THE QUESTION. 1-16. Directly responsible for the operation, care and maintenance of the ships propulsion machinery. 1. 2. 3. 4. 1-17. A B D H

In answering questions 1-13 through @ 1-15, assume the engineer officer is about to be detached and his replacement has reported on board the ship. 1-13. What officers must jointly sign the engineering departments material and records? 1. The departing engineer officer and the engineering division officers The commanding officer and the arriving engineer officer The main propulsion assistant and the departing engineer officer The departing engineer officer and the arriving engineer officer

2. 3.

Directly responsible for the preparation, submission, and disposition of the Engineering Log and Engineers Bell Book. 1. 2. 3. 4. A C E H

4.

1-18.

Serves as the CBR officer and gasfree engineer. 1. 2. 3. 4. B C E G

1-23.

Has no responsibilities on ships powered by gas turbine engines. 1. 2. 3. 4. A B C D

1-19.

Acts as A & R division officer when no officer is assigned, supervises hull repairs, and establishes and maintains the damage control organization. 1. 2. 3. 4. A B C E

1-24.

Maintains forced draft blowers, fuel oil storage tanks, and the fuel oil test laboratory. 1. 2. 3. 4. A B C E

1-25.

1-20.

Oversees the ships closed-circuit television entertainment. 1. 2. 3. 4. D F H I 1-26.

Maintains emergency generators, air conditioning and refrigeration systems, winches, and cranes. 1. 2. 3. 4. A B D E

1-21.

Serves as electrical officer when the ship cannot assign a full-time officer to that position. 1. 2. 3. 4. C E H I 1-27.

Maintains engine room uptake spaces, engineering storerooms, and shaft alleys. 1. 2. 3. 4. A B C D

1-22.

Is NOT a special assistant to the engineer officer. 1. 2. 3. 4. B D E G

Operate(s) and maintain(s) the ships electrical distribution systems, ships service generator drive units, engine room auxiliaries, the dead reckoning analyzer, and degaussing systems. 1. 2. 3. 4. A A C C and C and D and M only

1-28.

Maintain(s) repair party lockers, firefighting equipment, personal protective clothing, underwater log systems, and CCTV systems. 1. 2. 3. 4. A C D E and B and E and E only

Figure 1C IN ANSWERING QUESTIONS 1-23 THROUGH 1-28, CHOOSE THE DIVISION FROM FIGURE 1-C WHOSE RESPONSIBILITIES ARE DEFINED IN THE QUESTION.

1-29.

A division officer does NOT have which of the following responsibilities? 1. 2. 3. 4. Direct the operation of the division Punish for minor offenses without court martial Recommend personnel for advancement Establish and maintain division organization manuals Figure 1D

1-30.

What officer(s) must approve transfer of enlisted personnel between departments? 1. 2. 3. 4. The The The The commanding officer executive officer concerned department heads concerned division heads

IN ANSWERING QUESTIONS 1-34 THROUGH 1-40, CHOOSE THE RATING(S) FROM FIGURE lD WHOSE DUTIES ARE DESCRIBED IN THE QUESTION. 1-34. Ensures that fuel and water used in the propulsion plant meet specifications. 1. 2. 3. 4. 1-35. A E G J

1-31.

The technical and material assistant does NOT have which of the following responsibilities? 1. 2. 3. 4. Review maintenance documents Ensure proper maintenance of equipment and systems Submit supply status reports to the commanding officer Review accuracy of all completed maintenance data collection systems (MDCS) documents

Operates diesel engines on a tugboat. 1. 2. 3. 4. E G H I

1-36. 1-32. The engineer officer assigns personnel to divisions on what basis? 1. 2. 3. 4. 1-33. Training Performance Ships personnel assignment bill Seniority

Ensures that the ships telephone systems are in good working order. 1. 2. 3. 4. D E F I

1-37.

Most often train other personnel in CBR defense. 1. 2. 3. 4. A and B and G and Hand E C H I

What is the primary tool for Navy enlisted classification (NEC) coding? 1. 2. 3. 4. NAVMEDINST 23002-A NAVPERS 18068-F NAVPERSMILSPEC 69701-B BUMEDINST 64701

1-38.

Stands cold iron and fire watches. 1. 2. 3. 4. A C E J

1-39.

Manufactures a replacement for a pump shaft. 1. 2. 3. 4. B C G H

1-45.

Which of the following is NOT a requirement for condition V? 1. 2. 3. 4. Secure the engineering plant Do not man weapons batteries Set condition YOKE Man the CIC

1-40.

Repairs a defective refrigeration system. 1. 2. 3. 4. C F H I

1-46.

The fifth general degree of readiness is also known as 1. 2. 3. 4. wartime cruising peacetime cruising general quarters emergency response

1-41.

What is the primary objective of the ships watch organization? 1. 2. 3. 4. To maintain accountability of personnel To ensure the ships security To get the ship underway To maintain control and discipline

1-47.

A ship in port during peacetime with no need for armament is in what condition of readiness? 1. I 2. II 3. IV 4. V

1-42.

What condition watches require some or all armament to be ready for immediate use? 1. 2. 3. 4. I, II, III, IV, and V I, IE, II, and III II, III, IV, and V I, IE, IV, and V

1-43.

In most ships, the engineering department operates under the same requirements in what condition watches? 1. 2. 3. 4. I and II II and III III and IV IV and V

Figure 1E IN ANSWERING QUESTIONS 1-48 THROUGH 1-52, CHOOSE THE OFFICER FROM FIGURE lE WHO HAS THE WATCH RESPONSIBILITIES DESCRIBED IN THE QUESTION. Questions 1-48 through 1-55 refer to at-sea watches. 1-48. For safe navigation and general operation of the ship, the OOD reports to what officer? 1. 2. 3. 4. 5 A B D J

1-44.

To ensure a smooth transition among watches III, IV, and V, each watch is divided into how many sections? 1. One 2. Two 3. Three 4. Four

1-49.

The ships material condition of readiness and the operation of the various hull systems are the direct responsibility of what officer? 1. 2. 3. 4. B C F I

1-54.

The st ruct ure of t he eng i n eeri n g watch organization aboard ship is determined by which of the following conditions? 1. 2. 3. 4. The type of ship The number of engineering personnel The type and configuration of engineering machinery The qualifications of engineering personnel

1-50.

On matters of watertight integrity, stability. trim, and other conditions that affect the safety of the ship, the damage control watch officer reports to what officer? 1. 2. 3. 4. A B C G

1-55.

You can find the engineering watch organization and instructions in what document? 1. 2. 3. The functional guide The watch coordinators guide The engineering department organization and regulations manual The structural organization chart

1-51.

The decision as to whether an officer or senior petty officer is qualified for EOOW is made by what officer? 1. 2. 3. 4. A B C E

4.

Questions 1-56 through 1-66 refer to in port watches. In answering questions 1-56 through 1-59, choose the officer from figure lE who has the watch responsibilities described in the question. 1-56. What officer will sometimes assume the duties of the EOOW in port? 1. 2. 3. 4. 1-57. F G I J

1-52.

The safe arid efficient performance of the engineering department watches (except damage control) is the direct responsibility of what officer? 1. 2. 3. 4. C E H I

1-53.

When a ship does not have enough officers to man all positions, what ranks and/or rates may serve as EOOW? 1. 2. Officers LTJG and above only Officers LTJG and above and master chief petty officers only All officers and master chief petty officers only All officers and all chief petty officers 6

What officer is assigned as deputy to the executive officer to carry out the routine duties of a ship in port? 1. 2. 3. 4. F G H J

3. 4.

1-58.

When the engineer officer is absent, the EDO makes his reports to which of the following officers? 1. 2. 3. 4. A B E G or or or or B J G H

1-64.

The division duty petty officers in engineering report to what officer? 1. 2. 3. 4. The executive officer The CDO The EDO The LCPO

1-65.

1-59.

The engineering departments condition V watch organization is the direct responsibility of what officer? 1. 2. 3. 4. C E F I

When the division officer is absent, what person oversees the business of the division? 1. 2. 3. 4. The LCPO The division duty petty officer The EDO The CDO

1-66

What watch uses the ships equipment to furnish power in port? 1. 2. 3. 4. Auxiliary Fireroom Engine room cold iron

1-60.

What ships officer(s) may serve as command duty officer? 1. 2. 3. 4. All officers All officers eligible for command at sea only The executive officer only The engineer officer only

1-61.

When the ship receives power from the dock, what watch mans the engineering spaces? 1. 2. 3. 4. Auxiliary cold iron Fireroom Security

A. B. C. D. E. F. G. H. I.

Directive Instruction Military procedure Military order Military policy Military regulation Navy instruction Navy notice Ships bill

1-62.

After the daily engineering watch bill has been approved, it may be changed only with the approval of what person(s)? 1. 2. 3. 4. The CDO The EOOW or OOD The engineer officer or his representative The engineer officer only

Figure 1F IN ANSWERING QUESTIONS 1-67 THROUGH 1-72, CHOOSE THE DOCUMENT FROM FIGURE 1-F THAT IS DEFINED IN THE QUESTION. 1-67. A series of coordinated steps in the performance of a function. 1. 2. 3. 4. A C F H

1-63.

What officer or petty officer has direct responsibility to be sure engineering personnel report properly to their watch stations? 1. 2. 3. 4. EOOW EDO Division duty petty officer Leading chief petty officer ( LCPO ) 7

1-68.

Has a long-term reference value and may be canceled only by the originator. 1. 2. 3. 4. A E G H

1-71.

Used for a short term, usually less than 6 months, and canceled automatically. 1. 2. 3. 4. D E G H

1-69.

Describes a course of actionfor a given situation. 1 2 3 4 . . . . C D E F

1-72.

A guide for the assignment of personnel to duties or stations. 1. 2. 3. 4. B G H I

1-70.

Used by a command to prescribe policies, organization, procedures, and methods. 1. 2. 3. 4. A B F G

ASSIGNMENT 2
Textbook Assignment: Record System, chapter 2, all, and Training, chapter 3, all. 2-1. As coordinator of administrative matters of ships assigned, the TYCOM issues directives according to what publication? 1. 2. 3. 4. 2-2. SECNAVINST P5212.5C OPNAVINST 5120.2E OPNAVINST 5214.2B NAVOSHINST 5119.C 2-6. The Engineering Log will be maintained on board for what minimum number of years? 1. 2. 3. 4. 2-7. One Two Three Four

What manual provides guidance for record handling responsibilities? 1. 2. 3. 4. The department manual only The division manual only The department and divisional organization manuals The 3-M manual

The throttlemans assistant may make entries in the Engineers Bell Book under which of the following conditions? 1. 2. 3. 4. While being relieved for chow in condition I During special evolutions that involve frequent speed changes Whenever an assistant is present When conducting ECC drills has been made Bell Book before it should be the following

2-3.

You will find up-to-date and current forms issued to forces afloat in what publication? 1. 2. 3. 4. NAVSUP 2002 GENSPEC 5130.2B OPNAVINST 51OO.19F NAVSUPUB 5800.2

2-8.

When the last entry in the Engineering the watch changes, signed by which of persons? 1. 2. 3. 4.

2-4

When a ship is removed from the list of naval ships, what is the disposition of the Engineering Log and Bell Book? 1. 2. They are retained on board until the ship is reactivated They are forwarded to the nearest records management center They are released for disposal They are forwarded to NAVSEA 2-9.

The upper levelman The EOOW The engineer officer The MPA

General operating records are normally retained on board for what minimum period of time? 1. 2. 3. 4. 1 2 3 4 year years years years

3. 4. 2-5.

When the commanding officer has signed the Engineering Log, it may be changed only under which of the following conditions, if any? 1. 2. 3. 4. With the engineer officers permission If it has been completed in pencil With the COs permission or direction None 9

2-10.

When the EOOW is NOT stationed in the engine room, which of the following persons may sign the Engineers Bell Book? 1. 2. 3. 4. The throttleman The senior person assigned to the space The space supervisor The division officer

2-15.

Maintained to show voltages and major currents for motor generator sets. 1. 2. 3. 4. D G H J

2-16.

Bell signal automatically logged by computer. 1. 2. 3. 4. A B E H

Figure 2A 2-17. IN ANSWERING QUESTIONS 2-11 THROUGH 2-21 CHOOSE THE RECORD FROM FIGURE 2A THAT IS USED FOR THE PURPOSE SHOWN IN THE QUESTION. 2-11. Maintained for one or more main engines in operation. 2-18. 1. 2. 3 . 4. 2-12. A B C I Used to record operating propulsion generators. 1. B 2. C 3. D 4. I Used to record operating ships service generators? 1. 2. 3. 4. 2-19. 1. 2. 3. 4. 2-13. A B C G D F H I

Maintained for main and auxiliary diesel-powered engines.

Used to record refrigeration and air-conditioning systems and equipment operating parameters. 1. 2. 3. 4. B D F H

Maintained to record operating data of all fireroom operating machinery. 2-20. 1. 2. 3. 4. A B E K

Locally prepared and contains operating data for the gyrocompass. 1. 2. 3. 4. D F I J

2-14.

Used to monitor all water producing equipment on board. 2-21. 1. 2. 3. 4. D G H K

Maintained for the operation of HP/LP air-producing equipment. 1. 2. 3. 4. C E G K

10

2-22.

Fuel tanks are filled to 95% of their volumetric capacity for what reason? 1. 2. 3. To allow for expansion and prevent spillage To ensure proper fuel atomization To ensure proper suction for the fuel oil service transfer system To conserve unburnable fuel

IN ANSWERING QUESTIONS 2-26 THROUGH 2-30, CHOOSE THE RECORD IN FIGURE 2B THAT IS USED FOR THE PURPOSE SHOWN IN THE QUESTION. 2-26. Shows the fuel capacity in gallons, the fuel on hand, and the approximate fuel consumption on boats. 1. 2. 3. 4. 2-27. A D E F

4. 2-23.

When a ship is fueled to 100% of its volumetric capacity, how is the burnable fuel reported? 1. At 95% .. 2. At 100% 3. In excess of 100% 4. At 100 5% When a ship is fueled at 95%, it is assumed to be at what percentage of burnable fuel? 1. 2. 3. 4. 95% 100% In excess of 100% 90%

Shows the receipt, use, expenditure, and transfer of each fuel oil, diesel oil, and lubricating oil tank throughout the ship . 1. 2. 3. 4. A C D F

2-24.

2-28.

Shows a graphical layout of the approximate status of fuel, ballast w a t e r , reserve feedwater, and potable water. 1. 2. 3. 4. C D E F

2-25.

Which of the following conditions is N O T indicated on the fuel and water report? 1. 2. 3. 4. The amount of fuel on hand as of midnight the previous day The amount of water on hand as of midnight the previous day The steaming hours on boiler firesides and waterside The amount of fuel and water transferred as of midnight the previous day

2-29.

Shows the feedwater for boilers, deaerating feed tanks, and potable water tanks throughout the ship. 1. 2. 3. 4. A B D E

2-30.

Shows the fluid levels in tanks containing fuel oil, ballast water, potable water, and standby feedwater. 1. 2. 3. 4. B D E F

Figure 2B

11

2-31.

Specific instructions concerning the care and maintenance of various boilerwater/feedwater tests and treatment logs and records are found in what instruction? 1. 2. 3. 4. NSTM 097 NSTM 504 NSTM 220 NSTM 222

2-35,

Used to list deferred maintenance and alterations reported in MDCS. 1. 2. 3. 4. B D E F

2-36.

Used to report deferred and completed maintenance. 1. 2. 3. 4. A C E F

2-37.

Figure 2C IN ANSWERING QUESTIONS 2-32 THROUGH 2-36, CHOOSE THE 3M SYSTEM DOCUMENT FROM FIGURE 2C THAT SERVES THE PURPOSE SHOWN IN THE QUESTION. 2-32. Used to monitor and assign PMS task by work center personnel. 1. 2. 3. 4. 2-33. A C D E 2-38.

The engineers night order book is prepared and maintained according to instructions issued by which of the following officers? 1. 2. 3. 4. The commanding officer The TYCOM The MPA The division officer

In the absence of the engineer officer in port, which of the following persons maintains the night order book? 1. 2. 3. 4. The duty department petty officer The EOOW The EDO The MPA

Provides a means to report deficiencies and request PMS coverage for equipment. 1. 2. 3. 4. B D E F

2-34.

Provides PMS requirements for a specific 3-month period. 1. 2. 3. 4. A B C E Figure 2D IN ANSWERING QUESTIONS 2-39 THROUGH 2-44, CHOOSE THE DOCUMENT IN FIGURE 2D THAT IS DESCRIBED IN THE QUESTION.

12

2-39.

Lists the readiness of major machinery in the engineering department based upon the time the ship was underway. 1. 2. 3. 4. A D E F

2-45.

Which of the following is the best description of a boiler tube rupture? 1. 2. A separation where there is no apparent tube enlargement Openings other than cracks that are not related to tube expansion All openings related to tube enlargements Longitudinal and circumferential openings greater than 1/16 of an inch only

3. 4.

2-40.

Provides information on tests, repairs, and inspections of all ships coil currents. 1. 2. 3. 4. A B D E

2-46.

When it is necessary to submit a boiler tube sample for analysis, the sample should be marked by what means? 1. 2. 3. 4. A scribe Paint Chalk covered with clear acrylic paint Tags identifying the relative position to the furnace

2-41.

A record of inspections, repairs, and tests on the ships directional equipment. 1. 2. 3. 4. A B C D 2-47.

2-42.

Provides information on ships design and abilities. 1. 2. 3. 4. A D E F

Which of the following is the best way to submit a sample of a tube deposit? 1. 2. Remove the deposit with a wire brush Remove the deposit with a cleaning solvent and identify solvent used Submit the tube upon request after the deposit has been identified Submit a section of the tube with the deposit still in place

2-43.

Describes the condition of each propulsion turbine. 1. 2. 3. 4. A D E F

3.

4.

2-44.

Lists failed or replaced boiler pressure parts. 1. 2. 3. 4. A D E F

QUESTIONS 2-48 THROUGH 2-65, REFER TO CHAPTER 3, TRAINING. 2-48. The training cycle for each ship covers what period of time? 1. 2. 3. 4. The time between shipyard overhauls 1 yr The time between deployments 18 mo

13

2-49.

The TYCOM does NOT have which of the following training responsibilities? Prescribe training exercises during intertype competition 2. Select exercises to meet training requirements 3. Require that ships perform exercises either with other ships or separately 4. Maintain records of the overall performance of each ship 1.

2-53. Members of the planning board for training. 1. 2. 3. 4. A, A, B, C, C, B, C, E, and and and and E C E F

2-54. Administer(s) the ships training program. 1. 2. 3. 4. A A A C and B and C only only

2-50.

The grade awarded for a TYCOM training exercise is planned to establish which of the following conditions? 1. 2. 3. 4. An effective chain of command A well-trained crew Proven combat readiness Uniformity within the type

2-55. Develop the engineering department training program. 1. 2. 3. 4. A B B C and and and and B C D D

2-51.

A ship will undergo shakedown training when it is in which of the following statuses? 1. 2. 3. 4. Newly commissioned Recently overhauled Newly reactivated Recently repaired

2-56. Coordinate training within the division. 1. 2. 3. 4. B and C and E and C, D, E F F and E

2-52.

A fleet training group (FTG) uses what type of evaluation to determine a ships readiness to begin refresher training? 1. 2. 3. 4. ORE TRE TYCOM Arrival

2-57. What type of training is nearly always offered as a refresher on board ship? 1. 2. 3. 4. 2-58. Indoctrination Professional Military Leadership

What type of training is most often adjusted to fit the experience of the person to be trained. 1. 2. 3. 4. Indoctrination Professional Military Leadership

2-59. Figure 2D IN ANSWERING QUESTIONS 2-53 THROUGH 2-56, SELECT THE MEMBER OF THE TRAINING ORGANIZATION IN FIGURE 2D WHOSE DUTIES ARE DESCRIBED IN THE QUESTION. 14

Operational training is often called the application phase of what type of training? 1. 2. 3. 4, Indoctrination Professional Military Leadership

2-60.

What type of training is most often based on qualifications for advancement? 1. 2. 3. 4. Indoctrination Professional Military Leadership

2-63.

What training record contains all of the ships training plans and operating schedules? 1. 2. 3. 4. The quarterly training plan The monthly training plan The long-range training plan The TYCOM-required training exercises contains plans by higher drills and division?

2-61.

A course to qualify a person in an NEC is what type of training. 1. 2. 3. 4. Indoctrination Professional Military Leadership

2-64.

What training record for training required authority as well as exercises within the

2-62.

The average crew concept refers to 1. 2. 3. 4. a general description of all ships crews a description of an ideal ships crew a method used in performance evaluations a statistical picture of the average sailor 2-65.

1. Quarterly training plan 2 . Monthly training plan 3 . Long-range training plan 4 . Division training schedule What training record shows a record of schools required for all personnel in specific jobs. 1. Formal school training record 2. PQS record of progress chart 3. Record of qualifications at watch/battle stations 4 . Division officers personnel record form

15

ASSIGNMENT 3
Textbook Assignment: Engineering Operations, chapter 4, all. and Engineering Material, chapter 5, pages 5-1 through 5-41.

3-1.

What term best describes operational reliability, fuel, feed and freshwater performance, and the ability to control casualties? 1. 2. 3. 4. Engineering trials Sound engineering practice Engineering readiness Technical knowledge

3-5.

You can best maintain proper water analysis and prevent scale formation by which of the following means? 1. 2. 3. 4. Blow tubes weekly Backfill the boiler as required Surface blow the boiler as needed Bottom blow the boiler weekly

3-2.

The o p e r a t i o n o f t h e e n g i n e e r i n g plant at normal pressures and temperatures with minimal speed changes achieves what benefit? 1. 2. 3. 4. Overall plant performance, r e l i a b i l i t y , and efficiency Fewer casualties Smaller watch teams Improved teamwork throughout the engineering department

3-6.

Fireside cleaning of the boiler may be delayed until overhaul by which o f the following means 1. 2. Use distillate fuel only and maintain proper water chemistry Use distillate fuel only, conduct periodic inspections of r e f r a c t o r y , and be sure refractory has few deposits at 1800 hours Conduct bottom blows and chemically treat as necessary after securing the boiler Maintain proper fuel/air mixture, inspect atomizers, and prevent air casing leakage

3-3.

The engineer officer should require that a tabular record of normal feedwater and potable water consumption be kept for ready reference in what part of the ship? 1. 2. 3. 4. The log room Main engine control Damage control central The ships office

3.

4.

3-7.

Combustion efficiency within a boiler is reduced by which of the following conditions? 1. 2. 3. 4. Excessive superheater outlet temperatures Excess air entering the fuel register Improper fuel\air ratios Excess air entering the boiler any place other than at the burner register

3-4.

Prescribed acceleration tables should be strictly adhered to in order to 1. 2. 3. maximize control of the ship save fuel and extend machinery life allow maximum flexibility of machinery configuration at all speed changes prolong the period between boiler cleaning

4.

16

3-8.

You can determine the true combustion efficiency of a boiler by which of the following means? 1. 2. 3. Watch the condition of the fire and stack Inspect boiler for air casing leaks Conduct bottom and surface blows and maintain proper boiler chemistry Maintain proper fuel oil pressure

3-12.

The posting of engineering department safety precautions in a conspicious and accessible place is the responsibility of what officer(s)? 1. 2. 3. 4. The engineer officer The division officers The safety officer The commanding officer

4.

3-13.

3-9.

Excessive bearing wear can best be prevented by which of the following means? 1. Maintain lube oil cooler outlet temperature between 120 and 130. Inspect bearing wear according to prescribed PMS procedures Purify lube oil storage tanks weekly Sample lube oil daily

When engineering personnel work outside the engineering department, who has the responsibility to train them and enforce safety precautions? 1. 2. 3. 4. The engineering division officer The LCPO The MPA The department head controlling the operation

2. 3. 4. 3-10.

3-14.

What is the purpose of securing schedules? 1. They provide a time effective way to secure the engineering plant 2. They ensure the engineering plant is not secured too quickly 3 . They provide a means to determine watch qualifications 4. They increase the life cycle of machinery Warm-up and securing schedules are NOT required for which of the following ships? 1. 2. 3. 4. Noncombatant ships Reserve combatant ships Auxiliary ships Ships covered by EOSS

The efficiency of a condenser and its component auxiliaries will be reduced by which of the following actions? 1. 2. 3. 4. Use minimum amounts of cooling water Maintain a unifom flow of steam to the air ejectors Recirculate condensate excessively Maintain minimum operational speeds for auxiliary pumps

3-15.

3-11.

When, if ever, are you permitted to disable a safety device on operating machinery? 1. 2. 3. 4. When training personnel While lighting off the engineering plant While conducting ECC drills Never

17

QUESTIONS 3-16 THROUGH 3-27 REFER TO ENGINEERING READINESS TRIALS. 3-16. Self-observation of full power and fuel economy trials is permitted under which of the following conditions? 1. 2. When directed by NAVSEA When it is not practical to provide observers from another ship When recommended by TYCOM During independent operations

3-20.

Ensures that all incorrect recording are corrected. 1. 2. 3. 4. A C D E

3-21.

Verifies and includes within the trial report any violation of trial instructions or sound engineering practices. 1. 2. 3. 4. A B C E

3. 4.

3-22.

During the full-power trial, if the rpm is not held constant or is interrupted, you should take what action? 1. If the interruption is for minor equipment failure, continue the trial If the cause can be determined and corrected within 5 minutes, resume when ready Record as unsatisfactory and begin new trial Extend the length of trial to cover the lost time

Figure 3A IN ANSWERING QUESTIONS 3-17 THROUGH 3-21, CHOOSE FROM FIGURE 3A THE PERSON OR PARTY THAT HAS THE RESPONSIBILITY DESCRIBED IN THE QUESTION. 3-17. Reviews fuel soundings, counter readings, logs, and records. 1. 2. 3. 4. 3-18. A B C D

2.

3. 4.

3-23.

Instructs, organizes, and stations the observing party. 1. 2. 3. 4. A B C D 3-24.

The engineer officer should report the condition of the engineering plant to the commanding officer within what maximum number of days before the trial date? 1. 2. 3. 4. One Two Three Four

3-19.

Requests a system that ensures simultaneous signals of fuel soundings, counters, and meters to be taken. 1. 2. 3. 4. A C D E

What authority furnishes requirements for engine speed at various displacements and injection temperatures? 1. 2. 3. 4. The engineer officer The CNO The TYCOM The Deputy Chief of Naval Operations for Fleet Operations and Readiness

18

3-25.

During a full-power trial, readings must be recorded at what intervals of time? 1. 2. 3. 4. 15 30 45 60 min min min min

3-26.

The official full power trial should NOT officially begin until which of the following conditions is/are met? 1. 2. 3. 4. The ship is up to full power and steaming independently The ship is within 15 rpm of designed full power The ship is at full power and all readings are constant Two sets of readings have been taken and verified correct by the chief observer

Figure 3B IN ANSWERING QUESTIONS 3-29 THROUGH 3-33, CHOOSE THE INSPECTION IN FIGURE 39 THAT IS DESCRIBED IN THE QUESTION. 3-29. Performed on ships returning from a foreign station, at 3-year intervals, or when the fitness of the ship is in doubt. 1. 2. 3. 4. 3-30. A C E F

3-27,

What is the purpose of the engineering plant acceleration table? 1. T o e n s u r e p r o p e r c o o r d i n a t i o n throughout the full-power trial 2. To demonstrate the ships ability to answer all emergency bells 3. T o p r e v e n t b o i l e r s f r o m overloading 4 . To set and check boiler firing rate to design specifications

Verifies adherence to propulsion plant readiness standards and ensures proper operation and safety. 1. 2. 3. 4. B D E F

3-31. QUESTIONS 3-28 THROUGH 3-39 REFER TO READINESS INSPECTIONS, PEB, AND INSURV INSPECTIONS. 3-28. Engineering readiness inspection checklists are divided into what three sections? 1. Machinery, administration, and auxiliary 2. Electrical, machinery, and auxiliary 3 . Damage control, machinery, and electrical 4 . Administration, damage control, and machinery

Evaluates the actual material condition of a ships equipment, machinery, and fittings. 1. 2. 3. 4. C D E F

3-32.

The inspections that are included in readiness inspections. 1. 2. 3. 4. A, B, B, C, B, C, D, E, and and and and C F E F

19

3-33.

Evaluates the ships administrative procedures. 1. A 2. B 3. C 4. E

3-38.

When a ship is found to have a major operational discrepancy, the senior member of an INSURV inspection board reports that fact to what person? 1. 2. 3. 4. The Chief of Naval Operations The President of the Board of Inspection and Survey The TYC0M The commanding officer

3-34.

Engineering casualty control drills are not required for which of the following inspections? 1. 2. 3. 4. Material readiness Operational readiness LOE OPPE 3-39.

EOSS has how many major subsystems? 1. 2. 3. 4. One Two Three Four

3-35.

An INSURV inspection is scheduled about how many months before the next scheduled overhaul? 1. 2. 3. 4. Two to three Two to four Three to six Four to six

3-40.

The development of the EOP includes which of the following parameters? 1. 2. Not all engineering equipment is made operational Written operational steps are prepared for under-instruction watch standers to stand watch under emergency condition Only authorized weapons support systems alterations are recognized Valves are labeled according to SIB

3-36.

When does an official INSURV inspection begin? 3. 1. Promptly upon the arrival of the board if the ship is moored to a pier or dock When the chief observer receives all pertinent logs and reports of machinery conditions During the first week of the scheduled upkeep When the engineering plant has corrected all major discrepancies observed by the advanced INSURV team

4.

2.

3-41.

3. 4.

EOSS was established as the basic guide for operational procedures and casualty control for the engineering plant by what instruction? 1. 2. 3. 4. OPNAVINST 9000.1 SECNAVINST 5430.11 OPNAVINST 9200.3 OPNAVINST 4790.11

3-37.

The INSURV board senior member sends the inspection results and findings to which of the following authorities? 1. 2. 3. 4. The appropriate TYCOM NAVSEASYSCOM The president of Surface Warfare Readiness Group The president of the INSURV board

20

3-42.

EOSS provides the propulsion plant watch stander procedures to identify and correct which of the following casualties? 1. 2. 3. All engineering plant casualties The most common occurring and comprehensive casualties Simultaneous casualties occurring in the fireroom and engine room Cascading casualties within the space the casualty occurs

3-46. The first four numbers of a national stock number provide what information? 1. 2. 3. 4. The FSC The FSC group The FSCN class The repair part control number

4.

In answering questions 3-43 through 3-7I, refer to text chapter 5, pages 5-1 through 5-13. 3-43. Specified common use commodities or services for the Department of Defense are controlled and managed by what authority? 1. 2. 3. 4. The Ship Configuration and Logistics Support Agency The Defence Logistics Agency The Navy Supply System The Supply Control Demand Agency

Figure 3C IN ANSWERING QUESTIONS 3-47 THROUGH 3-51, SELECT FROM FIGURE 3C THE TYPE OF MATERIAL THAT IS DESCRIBED IN THE QUESTION. 3-47. Functional equipment(s), systems, or sub-systems that are identified by a (CID/APL) 1. 2. 3. 4. A B D E

3-44. The Navy supply support system is divided into which of the following parts? 1. 2. 3. 4. Material Commands and Navy Supply System NAVSEA and Central Control Point Agency NAVSUP and Direct Acquisitions Agency Primary End-use Item control Agency and Statistical Defense Logistics Control Agency

3-48. They appear in an APL, manufacturers tech/instruction manual, or similar parts list. 1. 2. 3. 4. A B C D

3-49. High cost items, vulnerable to pilferage, essential to ships mission, and personnel safety hazards. 1. 2. 3. 4. B C D E

3-45. Technical direction over supplies of specific interest to them is usually controlled by which of the following organizations? 1. 2. 3. 4. NAVSEA, NAVSUP, NAVELEX, BUMED NAVEDTRA, NAVSYS, NAVSUP, NAVSEA NAVSEA, BUMED, NAVELEX, NAVAIR NAVSUP, NAVSEA, NAVINST, NAVSYSCOMH

3-50. Operational requirements such as commercial telephone, pilotage, and equipment rental. 1. 2. 3. 4. 21 B C D E

3-51. Common tools, administrative, supplies, and housekeeping items. 1. 2. 3. 4. 3-52. B C D E

3-57.

Ships can achieve maximum operating capabilities for extended periods of time without external logistical support because of what document? 1. 2. 3. 4. The Material Maintenance Manual The Coordinated Shipboard Allowance List The Equipage Allowance List The Federal Material Management and Procurement Manual

The last nine digits of the NIIN identifies the NSN in what organization? 1. 2. 3. 4. The Navy Supply System The Defense Logistics Agency The Federal supply distribution system The material commands 3-58.

The responsibility for material, custody records, and accountability for items of controlled equipage are determined by what list(s)? 1. 2. 3. 4. Allowance Lists Inventory Control Lists Accountability and Procurement List Control Material Maintenance List

3-53.

The requirement to name, classify, describe, and number all items, and to publish catalogs, stock and identification lists identifies what organization or system?. 1. 2. 3. 4. The The The The Naval supply system Equipage Allowance List Federal Catalog System Defense Logistics Agency 3-59.

The COSAL is divided into how many parts? 1. 2. 3. 4. One Two Three Four

3-54.

The first number of the cognizant code provides what information? 1. 2. 3. 4. The transaction account The stores account The location parts not carried onboard The defense allocation priority 3-60.

The Summary of Effective Allowance Parts/Equipage List is used to check what part of a new COSAL? 1. 2. 3. 4. I II III III-Section A

3-55.

The source of quality control, a technical design or configuration model, and special controls for receipt, inspection, test, storage, or issue are identified in what code number? 1. 2. 3. 4. NCB NSN FSC SMIC

3-61.

What sections of the COSAL, part 11, contain the exact same information to provide a crossindex of all APL/AELs? 1. 2. 3. 4. A B C A and and and and C C D B

3-56.

To identify material used by engineering personnel, you should primarily use what publication? 1. 2. 3. 4. NAVSUP 485 NAVSEA 09-1348 COSAL MSDS 22

3-62.

T h e p r e f i x P on an APL number provides what information about the APL? 1. 2. It is being discontinued It has been assigned a priority end-point user request code It is incomplete It has been assigned a designator control number

3-65.

Used by the supply officer to determine what repair parts to stock? 1. 2. 3. 4. A B C D

3. 4.

3-66.

Provides a means to submit accurate data to ensure you receive the supplies you requested. 1. 2. 3. 4. C D E F

3-63.

The primary difference between an APL and an AEL is that the AEL lists the equipage and supplies needed to operate the ship, while the APL provides what information? 1. 2. 3. 4. Statistical data on equipment use Technical data on equipment and identification of repair parts An inventory of equipment An inventory of repair parts 3-67.

A microfiche listing that provides item descriptions and related data required to identify or select items of supply? 1. 2. 3. 4. B F H I

3-68.

Provides a means to locate an items assigned NSN from a manufacturers part drawing number? 1. 2. 3. 4. B E F G

3-69. Figure 3D IN ANSWERING QUESTIONS 3-64 THROUGH 3-71, SELECT FROM FIGURE 3D THE DOCUMENT THAT IS BEST DESCRIBED IN THE QUESTION. 3-64. Used to update the ships configuration baseline. 3-70. 1. 2. 3. 4. A B C D

Helps identify Navy-managed, mandatory turn-in repairable items and pertinent movement priority designators? 1. 2. 3. 4. F G H I

Contains basic management data needed to prepare requisitions? 1. 2. 3. 4. B D E F

23

3-71.

Relates an item of supply to the NSN that is NOT normally related to a part or reference number? 1. 2. 3. 4. C D H I

24

ASSIGNMENT 4
Textbook Assignment: Engineering Material, chapter 5, pages 5-14 through 5-27, and Environmental Policies and Procedures, chapter 6, all. 4-1. An Integrated Logistics Overhaul (ILO) is usually scheduled at what time? 1. 2. 3. 4. 4-2. During a regularly scheduled overhaul 6 months before an overhaul 3 to 6 months before a major availability When excess stores are located onboard 4-5. Electric accounting machines and automatic data processing systems are used to process requisitions in which of the following programs? 1. MILSTRIP 2 . MILSTRAP 3. UMMIPS 4. MAMs 4-6. When you send the supply department a NAVSUP 1250, it returns what color copy to notify you to prepare a DTO requisition? 1. 2. 3. 4. 4-7. 4-3. If an item you request is not in stock, the supply department takes what action to get it for you? 1. 2. 3. 4. Submits a DD form 1250 Prepares a direct turn over requisition Submits an urgency of need request Orders the item through open purchase Pink Beige Yellow Green

What document is used on nonautomated ships to issue repair parts from supply? 1. 2. 3.. 4. DD 1305 DD 4790 NAVSUP Form 1250 DD Form 1348

Urgently needed material that is available locally in port should be purchased with what requisition? 1. In-excess Not in-excess DAAS Bearer

2.
3. 4. 4-8.

An i n - e x c e s s r e q u i s i t i o n i s i s s u e d for which of the following types of material? 1. 2. 3. 4. Controlled equipage on an AEL Repair parts on an APL Controlled equipage not on an AEL Common consumable supplies

4-4.

NAVSUP 1348-6 is used to order a part under which of the following criteria 1. 2. 3. 4. An urgency of need designator is assigned to the requisition The part has no NSN The storeroom is out of the part The part is new and not yet in stock

4-9.

What officer determines the amount o f fuel required and when it should be d e l i v e r e d ? 1. 2. 3. 4. The The The The supply officer main propulsion assistant engineer officer fueling officer

25

4-10.

What system ensures that material requests are processed according to military importance and urgency of need? 1. 2. 3. 4. MILSTRIP UMMIPS NAMMS FADS

4-14.

Assigned by SECDEF for U.S. Armed Forces in combat. 1. 2. 3. 4. A B C D

4-15.

Assigned to all other U.S. forces or activities and approved programs of DOD components not otherwise designated. 1. 2. 3. 4. C D E F

Figure 4A IN ANSWERING QUESTIONS 4-11 THROUGH 4-16, SELECT FROM FIGURE 4A THE FAD NUMBER THAT IS BEST DESCRIBED IN THE QUESTION, 4-11. Assigned by fleet commanders-inchief for forces being maintained in a state of combat readiness for immediate deployment. 1. 2. 3. 4. 4-12. A B C D

4-16.

Assigned to DOD component programs and projects that are of comparable importance to U.S. forces being maintained in a state of combat readiness for deployment to combat. 1. 2. 3. 4. C D E F

4-17.

When using the controlled equipage list, items that require signed custody of the department head are identified by what means? 1. 2. 3. 4. An asterisk All capital letters Brackets Underlining

Based on DOD determination of activity/mission importance or essentiality. 1. 2. 3. 4. A B C D

4-18.

What NAVSUP form is used as a custody record and inventory control document? 1. 2. 3. 4. 1348.1 1250.2 306 1305

4-13.

Assigned by commanders who can assign FAD II and any other command that is designated a major claimant for budget purposes. 1. 2. 3. 4. B D E F 4-19.

Department heads must complete the controlled equipage inventory within what maximum number of days after the inventory began? 1. 2. 3. 4. 10 20 30 45

26

4-20.

The controlled equipage inventory should take place (a) how often, and (b) in what month? 1. 2. 3. 4. (a) (a) (a) (a) Semiannually; Annually; (b) Quarterly (b) Semiannually; (b) January March April (b) May

4-24.

What is the primary difference between the Navy Stock Fund (NSF) and the Navy Stock Account (NSA)? 1. The NSF is used to procure material and the NSA is an inventory account The NSF is a revolving fund and the NSA adjusts budget requirements according to need The NSF is funded by NAVSEA and the NSA is funded by MSC The NSF is controlled by TYCOM and the NSA is controlled by MSC

2.

4-21.

The transfer of stores or other government material from a naval ship must be approved by what officers? 1. 2. 3. 4. The commanding officer supply officer The supply officer and accounting officer The commanding officer accounting officer The type commander and commanding officer and the the and the the 4-25.

3. 4.

The fund codes each ship may use and the circumstances under which they may be used are designated by what Officers 1. 2. 3. 4. Fleet commanders TYCOMS Commanding officers Supply officers

4-22.

A survey of naval property is required in which of the following conditions? 4-26. 1. 2. 3. 4. When store accounts are in excess When equipment is lost or damaged only When expected theft has occurred only When property is lost, damaged, or destroyed except in incoming stores

The supply officer reports the budget status of the OPTAR fund to the commanding officer how often? 1. 2. 3. 4. Weekly When requested by the CO Every 10 days Quarterly

4-27.

4-23.

OPTAR funds provided by the Defense Appropriation Act 17-1804 are administered by what officer(s) or organization? 1. 2. 3. 4. TYCOMS NAVSEA Commanding officers MSC

Why is it important to keep and maintain up-to-date work center records of supplies requested and received? 1. They are important sources of information that save time, money and embarrassment to the work center and engineering department They verify proper use of the supply system They provide stores account location They indicate data not normally associated with the manufacturer

2. 3. 4.

27

Questions 4-28 through 4-68 refer to chapter 6 in the text. 4-28. What acts require federal and local governments to create and maintain environmental improvement? 1. 2. The Federal Anti-Pollution Acts of 1966 and 1974 The Water Quality Act of 1923 and the amended Environmental Protection Act of 1964 The National Environmental Policy Act of 1969 and the Environmental Quality Improvement Act of 1970 The Oil Pollution and Water Management of Navigable Waters Acts of 1987

4-31.

Guidelines to prevent, control, and abate air and water pollution are found in what manual? 1. 2. The NAVOSH Program Manual The Water and Air Pollution Support Agency Program Management Manual The Environmental and Natural Resources Program Manual The Environmental Protection Management Program Manual

3. 4.

3.

4-32.

4.

As a supervisor, it is your responsibility to reduce environmental pollution by which of the following means? 1. 2. Strictly enforce the proper use of all tools and safety devices Train personnel on the causes and prevention of environmental hazards Use only your most senior personnel for any potentially hazardous environmental operation File all required reports and records before beginning operations that may cause pollution

4-29.

The noncasually discharge of any type of oil from any vessel or offshore facility within the contiguous 12-mile zone is prohibited by what act? 1. 2. 3. 4. The Water Quality Improvement Act of 1979 The National Environmental Policy Act of 1969 The Environmental Quality Improvement Act of 1970 The Oil Pollution Act of 1923

3.

4.

4-33.

What is the preferred method of reducing pollution? 1. 2. 3. 4. Prevent pollution Control and minimize the pollution Train personnel on the types of pollution Indoctrinate personnel on the proper use of containment equipment

4-30.

The U.S. Navy changed from standard fuels to distillate-type fuels for what reason? 1. 2. 3. They are cheaper to produce They are international grades of fuel They are produced with higher grades of petroleum, which generate higher heat coefficient ratios and increased economy They contain low sulfur content and burn cleaner

4-34.

4.

What person is responsible for ensuring that formal training is provided to key personnel who maintain and operate pollution control equipment? 1. 2. 3. 4. The The The The executive officer commanding officer training officer damage control assistant

28

4-35.

Which of the following is N O T a common source of oil contamination? 1. 2. 3. 4. Leakage or drainage from equipment and systems Misalignment of the lube oil transfer system Contaminated oil from purifiers Used oil removed from equipment during an oil change

4-40.

What manual has guidelines for sewage discharge procedures for ships in dry dock? 1. 2. 3. 4. NAVOSH 5100.3 NSTM 090 CHT Systems Disposal Manual NSTM 997

4-41.

4-36.

What instruction provides reporting procedures for oil spills within the 50-mile prohibited zone? 1. 2. 3. 4. OPNAVINST 5090.1 OPNAVINST 5100.19B OPNAVINST 5100.2B NAVSEAINST 4790.4 4-42.

What is the primary design difference between comminutor-type and strainer-type CHT systems? 1. 2. 3. 4. The number installed needed to accommodate waste disposal Capacity Design features Efficiency

4-37.

What publication contains a description and instructions for the oil spill containment and cleanup kit? 1. 2. 3. 4. NAVSEA 0994-CP-041-7010 NSTM 262 NAVSEA 0994-LP-013-6010 OPNAVINST 5100.1 4-43.

Soil and waste drains are discharged overboard by what means? 1. 2. 3. 4. Automatic CHT pump overflow sensors Installed overflow check valves Proper alignment of the diverter valves Manually

4-38.

The shipboard CHT system was designed for which of the following goals? 1. 2. 3. 4. To reduce shipboard sewage discharge To prevent environmental hazards at sea To hold sewage generated over a 12-hour period To comply with guidelines identified in DOD directives

Vent pipes are installed on fuel oil tanks for what reason? 1. 2. 3. 4. To provide early detection of fuel oil spills To allow air to escape or enter while filling or emptying To allow proper aeration and prevent stagnation To control free surface effect within the tank

4-39.

The Navy uses how many types of CHT systems on its ships? 1. 2. 3. 4. One Two Three Four

29

4-48.

Used to receive, hold, and distribute fuel oil. 1. 2. 3. 4. A B C H aft of doubleas they boiler.

4-49.

Figure 4B IN ANSWERING QUESTIONS 4-44 THROUGH 4-52, CHOOSE FROM FIGURE 4B THE PART OF THE FUEL OIL SYSTEM THAT IS BEST DESCRIBED IN THE QUESTION. 4-44. Allows natural forces to separate the oil from water and other impurities. 1. 2. 3. 4. 4-45. A B C D 4-50.

May be located forward and the machinery spaces and in bottom compartments as long are not directly under the 1. 2. 3. 4. A B C D

Contains all fuel oil for immediate use in the boilers. 1. 2. 3. 4. B C D E

4-51.

Contains the piping and pumps that distribute fuel oil for use. 1. 2. 3. 4. C E F G 4-52.

Includes fuel oil service tanks, a service main, manifolds, piping, and fuel oil service pumps. 1. 2. 3. 4. F G H I

4-46,

Contains connections that can be used both to receive and discharge fuel oil. 1. 2. 3. 4. C E F G

Clears the fuel oil tanks of sludge and water before usable oil is pumped from them by the fuel oil booster, transfer, and service pump. 1. 2. 3. 4. F G H I

4-47.

Also serve as ballast tanks because they can be filled with seawater from the ballasting system. 1. 2. 3. 4. C D H I

4-53.

What type of pumps are usually used as main, p o r t , a n d c r u i s i n g f u e l o i l service pumps? 1. 2. 3. 4. Gear type Centrifugal type Screw type Lobe type

30

4-54.

The fuel oil in a tank should NEVER be allowed to exceed what maximum temperature? 1. 2. 3. 4. 125F 120F 100F 90F

4-59.

When ballasting the ship, you should use the recommended sequence tables for what purpose? 1. 2. 3. To coordinate ballast soundings of tanks and voids being filled To provide a detailed list of tanks and voids full or empty To be sure the ship will retain as much stability and maneuverability as possible To list all recently filled or emptied tanks and voids

4-55.

Before entering a fuel oil tank or void, you should take which of the following precautions? 1. Ensure the space is certified gas free by the gas-free engineer Ensure the space is free of standing fuel oil Establish communications Observe the two-man rule

4.

4-60.

2. 3. 4. 4-56.

You are refueling underway and you cannot get an oil analysis from the supplying ship or send a representative to witness samples. The supplying ship must provide what information? 1. The source of the fuel and the storage tank number from which the fuel is being taken The time, date, and number of barrels expected to be delivered, the actual amount delivered, and the time pumping began A statement of the API gravity and water and sediment content of the oil The results of an analysis of a sample of the fuel oil 15 minutes before delivery

What is the effect, if any, of a hazy smoke condition in the stack? 1. It creates a dangerous stack condition and contributes to air pollution It shows that the proper fuel and air ratio is present It shows that contaminated fuel oil is being sent to the boiler None

2.

2. 3. 4. 4-57.

3.

4. What chapter of the NSTM lists safety precautions for closed or poorly ventilated compartments? 4-61. 1. 2. 3. 4. 4-58. 504 090 074 221

After fuel oil tanks are 3/4 full, they should be sounded how often? 1. 2. 3. 4. Continuously Every 3 to 4 minutes Once for each 50 barrels of fuel delivered Once every 15 minutes

As a rule, fueling stations should be manned at least how many minutes before receiving fuel? 1. 2. 3. 4. 15 30 45 60

31

4-62.

When the supplying ship cannot furnish an analysis of the fuel oil it delivers, you should take samples from the tank being filled by what means? 1. 2. From gauge cutout valves With a dipper from the tank or through sample connections on the tank piping Collect oil that is leaking at fuel oil connections Stop pumping, break the connection, and collect the sample

4-65.

Liquid is shifted from one place to another on the ship to produce which of the following effects? 1. 2. 3. 4. Fuel economy Attainable speed Crew comfort Stability

4-66.

3. 4.

The free surface effect within a fuel oil service tank is limited by which of the following means? 1. Maintain as close as possible to 95% fuel levels in fuel oil system Flood the fuel oil service tanks with seawater Provide proper ballasting throughout the ship Ballast all unused tanks and voids

4-63.

After all fuel oil tanks are full, you should clear delivery fuel oil hoses by what means? 1. 2. Allow the remaining fuel to gravity feed back to the tank Disconnect hoses very c a r e f u l l y , drain them to a large drip pan, and then cap the hose Have the supplying ship take a back suction or blow back the oil with compressed air Align the fuel oil transfer system and transfer the remaining fuel to a waste tank

2. 3. 4.

4-67.

The ballasting system on board a ship is used for which of the following purposes? 1. To reduce instability in case of damage or small store of fuel oil To flush out tanks and voids To move liquids to calibrate inclinometers To transfer fuel from one service tank to another

3.

4.

2. 3. 4.

4-64.

Which of the following is N O T a typical step used to discharge fuel oil? 4-68. 1. 2. 3. Sound all tanks that will be used to deliver fuel oil Line up fuel oil systems and check fuel oil pump operations Ensure the OOD has draft readings taken forward and aft before and after fueling Heat the oil to produce a viscosity of 250 SSU

What is meant by the term free surface effect with respect to refueling? 1. 2. 3. 4. The amount of free movement a liquid has in a tank or void The effect of oil being discharged on water The ability of water to dissolve fuel oil The emulsification that takes place when oil and water are mixed

4.

32

ASSIGNMENT 5
Textbook Assignment: Maintenance Administration, chapter 7, all, and Quality Assurance," chapter 8, all. 5-1. According to Navy regulations, the design, maintenance, acquisition and repair of ships and craft is the responsibility of what authority? 1. 2. 3. 4. 5-2. The CNO The contract officer The Chief of Naval Material The COMNAVSEASYSCOM 5-5. 5-4. RDT&E, installation, QA, and maintenance on shipboard hull, main propulsion, mechanical, electrical and auxiliary systems, equipment, and components. 1. 2. 3. 4. A B C D

To split out functional engineering from broad management and policy planning in NAVSEASYSCOM, which of the following organizations were formed? 1. 2. 3. 4. SPCC NAVSSES NAVSEC NAVSAFCEN

Engineering support to SPCC for hull, mechanical, electrical, and electronic matters. 1. A 2. B 3. C 4. D

5-6.

Shipboard installation and maintenance engineering. 1. 2. 3. 4. A B C D

5-7. Figure 5A IN ANSWERING QUESTIONS 5-3 THROUGH 5-8, SELECT THE DIVISION FROM FIGURE 5A THAT HAS THE RESPONSIBILITIES DESCRIBED IN THE QUESTION. 5-8. 5-3. System design, procurement, installation, and test of range instrumentation and special-purpose ships. 1. C 2. D 3. E 4. F

Technical representation for NAVSEC to provision electronic equipment. 1. 2. 3. 4. B D E F

The counterpart of the Philadelphia division for hull, mechanical, and electrical matters and the Norfolk division for electronic matters. 1. 2. 3. 4. C D E F

33

5-9.

What NAVSEC department is responsible for procuring new equipment and restoring repair material on hand? 1. 2. 3. 4. Ship Concept Design Department Command and Surveillance Ship Systems Engineering and Design Ship Material

5-13.

The oversight of material maintenance operations, preparation of maintenance instruction manuals, and supervision of ship repairs are responsibilities of what TYCOM staff member? 1. 2. 3. 4. The logistics and maintenance officer The material officer The assistant material officer (engineering) The assistant material officer (engineering-operating )

5-10.

Original operational control of ships and units, personnel allowances, material matters, and general logistics matters within their forces are the responsibility of what authority? 1. 2. 3. 4. Fleet commanders TYCOMS Task force commanders Squadron commanders

5-14,

A message reporting that a ship, craft, shore activity, or overseas command has incurred a casualty that affects its mission and task is part of what program? 1. 2. 3. 4. FITREP CASCOR SITREP CASREP

5-11.

Recommendations for alterations that affect ships military characteristics are originated by what officer(s) within a TYCOMS forces? 1. The commanding officer only 2. The ships senior inspector 3. The TYCOM staff and commanding officer 4 . The engineer officer and commanding officer

5-15.

What manager uses CASREP data to evaluate equipment deficiency, review repair procedures, and develop and review and repair and overhaul criteria? 1. 2. 3. The acquisition project manager The technical/procurement manager The ship maintenance and modernization manager The ship superintendent

5-12.

Recommendations for overhaul schedules, emergency availabilities, and the use of repair facilities are made by what TYCOM staff member? 1. 2. 3. 4. The material officer The Chief of Staff for logistics The staff assistant The Assistant Chief of Staff

4.

34

5-20.

Directs review and analysis of engineering trends and problem areas identified by CASREPS. 1. 2. 3. 4. A C D F

Figure

5B 5-21.

IN ANSWERING QUESTIONS 5-16 THROUGH 5-21, SELECT FROM FIGURE 5B THE ORGANIZATIONAL UNIT THAT HAS THE CASREP RESPONSIBILlTY DESCRIBED IN THE QUESTION. 5-16. Serves as control center for the distribution of ADP reports to all elements of NAVSEA. 1. 2. 3. 4. 5-17. A C D E

Coordinates any action that should be taken to relate CASREPS to shore activities.. 1. 2. 3. 4. A B C D

Questions 5-22 through 5-29 refer to the DART program. 5-22. The DART program gets its data mostly from what source? 1. The 3-M managers 2. The CASREP coordinator 3. The operating forces 4. ADP facilities 5-23. When, if ever, is aviation equipment included in the DART program? 1. 2. 3. 4. When it is an integrated part of the ship When requested by higher authority When a class D CASREP is submitted Never

Serves as a focal point for CASREP action on ships in the active fleet. 1. 2. 3. 4. B C D F

5-18.

Coordinates CASREP action on collisions, stranding, sinkings fires at sea, salvage, port/channel blockage, and natural disasters. 1. 2. 3. 4. A B C D

5-19.

Directs technical and procurement information required by a CASREP message. 1. B 2. C 3. D 4. E

35

5-29.

What authority is responsible for the DART program? 1. 2. 3. 4. Deputy Chief of Naval Material, Logistics Support Chief of Naval Operations Commander, Naval Ship Building Facility Commander, Naval Supply Center

Figure 5C IN ANSWERING QUESTIONS 5-24 THROUGH 5-27. SELECT THE DART PROCESS PHASE FROM FIGURE 5C THAT IS DESCRIBED IN THE QUESTION. 5-24. The DCNM for logistics support approves equipment to be added to the DART program. 1. 2. 3. 4. 5-25. A B C D

5-30.

The number one fleet material problem is being dealt with by what DART improvement program? 1. 2. 3. 4. Feed pump Forced draft blower Fire pump 1200 psi boiler

5-31.

DART data is assembled and analyzed. 1. 2. 3. 4. A B C D 5-32.

The Fleet Modernization Program (FMP) reviews SHIPALTS for all EXCEPT which of the following factors? 1. 2. 3. 4. Cost estimates Technical and material feasibility Ship configuration Combat readiness

5-26.

A DEM is assigned to define the problem. 1. 2. 3. 4. B C D E

The FMP generally contains all programmed and unprogrammed SHIPALTS for what period of years on specified ships? 1. 2. 3. 4. Five Two Six Four

5-27.

The implementation, major m i l e s t o n e , and milestone plans are submitted. 1. 2. 3. 4. A C D E

5-33.

What official is responsible for the execution of the FMP? 1. 2. 3. 4. NAVSEA CNO Fleet commanders Individual commanding officers

7-28.

The DPD submits the approved equipment nomination report for review to what authority(ies)? 1. 2. 3. 4. NAVSEA CNO The appropriate SYSCOM or PM The Fleet Commanders-in-Chief

5-34.

Completed and outstanding SHIPALTS are identified for planning purposes in which of the following programs? 1. 2. 3. 4. SACS NAVSEA 180-day letter SARCA

36

5-35.

X and Y alterations are in what category of alterations? 1. 2. 3. 4. programmed unprogrammed provisional Deferred

5-40.

The division officer has ordered maintenance work to be completed in his division. The responsibility to ensure that work meets specifications belongs to which of the following persons? 1. 2. 3. 4. The individual workers The leading chief The work center supervisor The division officer

5-36.

Priorities for title F and D SHIPALTS are assigned by what authority? 1. 2. 3. 4. DART program directors The COs of the requesting ship TYCOMS CNO 5-41.

Most key QA assignments are collateral duty. 1. 2. True False

Questions 5-37 through 5-66 refer to chapter 8, "Quality Assurance." 5-37. What is the fundamental rule of the quality assurance (QA) program? 1. 2. 3. 4. Provide a uniform policy of maintenance and repair Improve discipline in equipment repair Document all departures from specifications Meet technical specifications at all times

Figure 5D IN ANSWERING QUESTIONS 5-42 THROUGH 5-54, SELECT THE POSITION IN FIGURE 5D WHOSE DUTIES ARE DESCRIBED IN THE QUESTION. 5-42. Assigned to administer the QA program for TYCOM. 1. 2. 3. 4. 5-43. A B E F

5-38.

The QA program applies to work done by what repair groups? 1. 2. 3. 4. IMAs only IMAs, SIMAS, and SRFS only Ships forces only IMAs, SIMAS, SRFS, and ships forces

5-39.

Each activitys QA program must be based on QA manuals issued by which of the following authorities? 1. 2. 3. 4. NAVSEA Fleet commanders only TYCOMs only TYCOMs and fleet commanders

Qualifies key personnel in the QA program. 1. 2. 3. 4. A C E F

5-44.

Responsible for the quality of material within the command. 1. 2. 3. 4. A B C F

37

5-45.

Conducts QA audits and follows up on corrective action. 1. 2. 3. 4. A B C D

5-52.

Uses a personnel serial number on all forms and tags that certify tests and inspections. 1. 2. 3. 4. C E F G

5-46.

Interviews, trains, and administers written examinations for QA personnel. 1. 2. 3. 4. C D E F

5-53.

Coordinates the ships QA training program, 1. 2. 3. 4. A C E F

5-47.

Makes sure division personnel are qualified in QA. 1. 2. 3. 4. C D E F

5-54.

Administers written examinations to prospective SQCIs. 1. 2. 3. 4. B C E F

5-48.

Inspects and issues controlled material in the work center. 1. 2. 3. 4. E F G H Figure 5E IN ANSWERING QUESTIONS 5-55 THROUGH 5-62, SELECT THE TERM FROM FIGURE 5E THAT IS DEFINED IN THE QUESTION. 5-55. A tool for improvement used to evaluate practices, plans, policies, products, records, and related documentation. 1. 2. 3. 4. 5-56. A B D E

5-49.

Ensures that work is inspected in progress and upon completion. 1. 2. 3. 4. E F G H

5-50.

Witnesses and documents all tests of level I systems. 1. 2. 3. 4. C D E F

5-51.

Uses knowledge of shop supervisors to ensure QA guidelines are followed. 1. E 2. F 3. G 4. H

A collection of quality control (QC) requirements and procedures used to ensure a quality product. 1. 2. 3. 4. A B D E

38

5-57.

Covers the entire work process and documents adherence to quality standards. 1. 2. 3. 4. A B D E

5-62.

Provides for as necessary tests and/or inspections. 1. 2. 3. 4. B C D E

5-63. 5-58. Required when there is no previous approval for maintenance that does NOT comply with technical documents. 1. 2. 3. 4. 5-59. B C D E

What QA form lists the tests and inspections required at each step of maintenance? 1. 2. 3. 4. 1 3 7 17

5-64.

Identifies production problems or material defects that cannot be detected in finished work, 1. 2. 3. 4. B C D E

What QA form is attached to the tag of an item to be repaired at an IMA? 1. 2. 3. 4. 2 4 7 34

5-65.

5-60,

NOT required for noncomplying conditions such as items that routinely fail. 1. 2. 3. 4. A C D E

What QA form traces controlled material from receipt through final acceptance for level I systems? 1. 2. 3. 4. 1 2 4 17

5-66.

5-61.

Provides for the most stringent or restrictive tests and/or inspections. 1. 2. 3. 4. A B D E

What QA form shows that controlled material must be replaced or reinspected before use? 1. 2. 3. 4. 2 3 4 7

39

ASSIGNMENT 6
Textbook Assignment: Ship Availabilities, Repair Activities, and Ship Trials, chapter 9, all, and Occupational Health, chapter 10, all. 6-4. Parts require repair or replacement to improve reliability, and the unit will be strengthened, provided there are no other changes in design. 1. 2. 3. 4. 6-5. D E F G

6-1.

When a repairs perform type of 1. 2. 3. 4.

ship is undergoing shipyard and is still able to its mission, it is in what availability?

Restricted Technical Regular overhaul Regular IMA

Generally takes priority at the fleet IMA to repair specific casualties. 1. 2. 3. 4. A B C D

Figure 6A IN ANSWERING QUESTIONS 6-2 THROUGH 6-8, SELECT FROM FIGURE 6A THE TYPE OF REPAIR OR AVAILABILITY DESCRIBED IN THE QUESTION. 6-2. Restores a ship or article to serviceable condition without a change in design, materials, number, location, and relationship of the parts. 1. 2. 3. 4. 6-3. B C D E

6-6.

Involves changes to strengthen bulkheads or change deck arrangements to provide space for machinery. 1. 2. 3. 4. D E F G

6-7.

Used for ship-to-shop work by a shore IMA, tender, or repair ship and usually takes place just before a regular shipyard or restricted availability. 1. 2. 3. 4. D E F G

Used for general repairs and authorized alterations that are not emergencies. 1. 2. 3. 4. A B C D 6-8.

Emergency repairs while underway that affect the ships mission and can be done without changing the ships operating schedule. 1. 2. 3. 4. A B C D

40

6-9.

Improvement in the safety of personnel and equipment and/or reliability, ease of maintenance, and efficiency of equipment are accomplished in what type of SHIPALT? 1. 2. 3. 4. Class D alteration Military alteration Technical alteration Type K alteration

6-13.

The upkeep, operation, and maintenance of repair department equipment and the training, direction, and coordination of its personnel are the responsibility of what officer? 1. 2. 3. 4. The The The The material officer training officer repair officer executive officer

6-10.

Contracts for the repair or overhaul of naval ships at private shipyards, and contracts for civilian work to be done in IMAs, SIMAs, and SRFS are placed and administered by what office? 1. 2. 3. 4. Inspector General COMNAVSUPSYS Maintenance Material Manager Supervisor of Shipbuilding

6-14.

When requesting an IMA availability, the CO must provide what information to the appropriate TYCOM? 1. 2. 3. 4. JSNS and priority JSNS and a listing of the TYCOM master job catalog work number JSNS and present status of repair Nameplate data and description of repairs needed

6-11.

Ships forces can handle their own repair work most effectively through which of the following practices? 1. Be sure the ship is adequately supplied with repair parts, tools, and test equipment Conduct regular tests, inspections and cleaning operations to detect possible weaknesses Ensure proper repair procedures are followed Update the CSMP at regular intervals

2.

Figure 6B IN ANSWERING QUESTIONS 6-15 THROUGH 6-19, SELECT FROM FIGURE 6B THE PERSON(S) WHO HAS\HAVE THE RESPONSIBILITY DESCRIBED IN THE QUESTION. 6-15. Has the administrative and production responsibility for work done in the shops under his supervision. 1. 2. 3. 4, A B C D

3. 4.

Questions 6-12 through 6-24 refer to IMAs. 6-12. SIMAs were developed from which of the f o l l o w i n g a c t i v i t i e s ? 1. 2. 3. 4. FMAGs and ARDLs DATCS and FMAGs DATC and ARMS Tenders and repair ships

41

6-16.

Determines whether there is danger to personnel or equipment from noxious or explosive gases during any operation aboard ship or during work on ships alongside. , 1. B 2. C 3. D 4. E Supervises all diving operations and ensures compliance with diving instructions and precautions. 1. 2. 3. 4. A B C D

6-22.

Logistic support including drydock overhaul, repair, alterations, and conversion of naval ships are provided by what SRI department? 1. 2. 3. 4. Planning and Estimating Administration and Control Production Repair

6-23. 6-17.

An SRF service squadron assigns work to be done on a ship based on which of the following criteria? 1. 2. 3. 4. Time requirements Type of availability Funds allotted by the TYCOM Planning priority

6-24. 6-18. Provides technical skills and performs maintenance required aboard IMAs. 1. 2. 3. 4. 6-19. B C D E

Which of the following personnel receive copies of all work requests and tracks and coordinates work done in the shops? 1. 2. 3. 4. Division officers Ship superintendents Repair superintendents Shop supervisors

Usually handles the internal administration of the department and specifically keeps progress records on all work. 1. A 2. B 3. C 4. D

Question 6-25 through 6-29 refer to naval shipyards. 6-25. Design services and up-to-date files of working drawings, records, and data is the responsibility of what type of shipyard? 1. 2. 3. 4. 6-26. Naval Home Planning SRF

6-20.

Which of the following shops makes hull repairs and tests pad eyes and structures with a dynometer? 1. 2. 3. 4. Shipfitter shop Inside machine shop Weld shop Sheet metal shop

When, if ever, does the planning department issue supplemental work requests? 1. 2. 3. 4. When requested by shop personnel At the pre-arrival conference When unforeseen work is needed Never

6-21.

The inside/outside machine shops and foundry shop are a part of what repair division? 1. 2. 3. 4. Machinery Electrical Engineering Hull

42

6-27.

The naval shipyard transportation, power plant, and maintenance shops are usually assigned to which of the following departments? 1. 2. 3. 4. Production Planning Procurement Public works

Figure 6C IN ANSWERING QUESTIONS 6-31 THROUGH 6-35, SELECT FROM FIGURE 6C THE SUPSHIP DEPARTMENT DESCRIBED IN THE QUESTION 6-31. Serves naval and civilian personnel matters, i n d u s t r i a l a n d p u b l i c relations, security and office matters. 1. 2. 3. 4. 6-32. A B C D

6-28.

The ship superintendent holds a departure conference for what purpose? 1. 2. 3. To verify that all jobs were completed To set budget requirements for other ships of the same class To verify the status of all authorized work and work that should be done during the ships next availability To be sure the ship is ready for overseas deployment

4. 6-29.

The TYCOM and shipyard planning department receive a priority list of SHIPALTS to be completed and a funding grant to cover the cost of the work how many days before a scheduled alteration? 1. 2. 3. 4. 60 120 160 180 days days days days

Oversees inspection, final testing, trials, and deliveries of work under contract to ensure compliance with approved drawings, contract specifications, and completion date. 1. A 2. B 3. C 4. D

6-33.

Questions 6-30 through 6-35 refer to SUPSHIP. 6-30. Priorities for work requests originating on the ship are set by which of the following officers? 1. 2. 3. 4. CO and engineer officer CO, XO, and department heads CO and XO only Engineer officer and department heads

Arranges availabilities and receives and distributes work requests and authorization for alterations. 1. 2. 3. 4. A B C D

6-34.

Controls delivery and disposition of GSM, administers property, prepares and maintains allowance lists, conducts pre-award surveys, and administers facilities contracts. 1. 2. 3. 4. B C D E

43

6-35.

Awards and administers all master ship repair (MSR) contracts and job orders for repair and overhaul. 1. B 2. C 3. D 4. E

6-40.

What is the purpose of an inclining experiment? 1. 2. 3. 4. To test ship characteristics To validate stores capacity To determine if the center of gravity has changed To determine whether further equipment modifications or upgrades can be made

6-36.

The interval between regular overhauls depends on which of the following conditions? 1. 2. 3. 4. The size and complexity of the ship The last overhaul completed The need for an overhaul The assigned mission

6-41.

The departure report furnishes all information after an overhaul EXCEPT which of the following? 1. 2. 3. 4. Work scheduled Work completed Actual cost Trials completed

6-37.

Plans progress from a rough stage to a definite schedule of work to be done and the time, materials, p e r s o n n e l , f a c i l i t i e s , and funds to complete an overhaul in what type of ship planning? 1. 2. 3. 4. Navywide Individual Training Advanced

6-42.

When work or alterations have NOT been accomplished during the contract period, requests for additional work are submitted to NAVSEA or INSURV by what person? 1. 2. 3. 4. The shipyard commander The SUPSHIP The TYCOM The CO

6-38.

Painting and hull inspections are usually done during which of the following scheduled times? 1. 2. 3. 4. Regular overhaul Emergency upkeep Regular availabilities Emergency availability

6-39.

Dock and sea trials normally are carried out after which of the following events? Figure 6D 1. 2. .3. 4. Minor refits A major hull inspection Most major repairs or alterations Drydocking IN ANSWERING QUESTIONS 6-43 THROUGH 6-51, SELECT FROM FIGURE 6D THE SHIP TRIAL DESCRIBED IN THE QUESTION 6-43. Shows that the ship was constructed or converted according to contract specifications. 1. 2. 3. 4. 44 A D E H

6-44.

Conducted just before acceptance trials and shows that the ship will meet the contract requirements. 1. 2. 3. 4. A B C D

6-50.

Determines airborne, radiated, structural, and overside audible characteristics of a ship. 1. 2. 3. 4. D G I J

6-45.

Normally conducted by INSURV about 6 months after the acceptance trial. 1. 2. 3. 4. D E F G

6-51.

Determines propulsion system vibration. 1. 2. 3. 4. G H I J

6-46.

Shows that the ship is seaworthy and that all equipment and machinery are ready for the acceptance trial. 1. 2. 3. 4. B C D E

Questions 6-52 through 6-75 refer to Occupational Health, chapter 10. 6-52. Acute danger to health caused by exposure to asbestos normally occurs after what period of time? 1. 2. 3. 4. 6-53. Hours Days Months Years

6-47.

Shows the SUPSHIP and the prospective engineer officer that the ship is ready for sea trials. 1. A 2. B 3. C 4. D

Your crew is about to do necessary repairs on shipboard insulation and your ship has NOT been properly t e s t e d f o r a i r b o r n e a s b e s t o s . You should make which of the following decisions? 1. 2. 3. 4. Defer the work until the ship can be tested Rotate personnel to reduce danger Defer the work until the next overhaul Complete the work using the required protective measures

6-48.

Consists of operational procedures to determine characteristics on the handling of the ship. 1. 2. 3. 4. D F G H

6-54.

6-49.

Determines the ships speed, shaft rpm, propeller thrust, and shaft horsepower characteristics. 1. 2. 3. 4. D F G H

What is the most dependable way to confirm that asbestos has been installed on the ship? 1. 2. 3. 4. The age of the ship Polarizing light The manufacturers markings Visual inspection

45

6-55.

Asbestos waste must be stored for disposal in what type of sealed container as a minimum? 1. 2. 3. 4. Impermeable metal containers Plastic containers Plastic bags Impermeable double bags

6-59.

What noise protective measure is a last resort in the event others are not effective enough? 1. 2. 3. 4. Hearing protective devices Administrative controls Engineering controls Warning signs

6-56.

A large, open container of asbestos insulation scraps has been stored in a space to await packaging for disposal, but exposure probably is You should less than the PEL. place warning labels on the containers with which of the following warnings as a minimum? 1. 2. 3. Danger only Cancer and lung disease hazard only Danger, contains asbestos fibers. Avoid creating dust. Cancer and lung disease hazard only Danger, contains asbestos f i b e r s . Cancer and lung disease hazard. Respirators and protective clothing required

6-60.

Baseline measurements of noise throughout a ship normally are taken at what intervals of time? 1. 2. 3. 4. 12 18 24 30 months months months months

6-61.

All personnel will be given what type of hearing test when they enter the Navy? 1. 2. 3. 4. Preliminary Comprehensive Baseline Diagnostic

4.

6-62.

You should wear double hearing protection when the noise level in your area exceeds what maximum decibel level? 1. 2. 3. 4. 62 104 116 128 dB dB dB dB

6-57.

Personnel working on insulation in an area where exposure to airborne fibers probably exceeds the PEL should wear which of the following protective gear as a minimum? 1. 2. 3. 4. Protective clothing only A half-mask respirator only Protective clothing and goggles Protective clothing and a fullface respirator 6-63.

Personnel who work continuously in noise hazardous areas will be given hearing tests at least how often? 1. 2. 3. 4. Every Every Every Every year 2 years 6 months month

6-58.

Your crew has completed emergency repairs on insulation, cleaned the area, and you have done a visual What officer, if any, inspection. also must inspect the area before it may be used again? 1. 2. 3. 4. The safety officer The gas-free engineer The engineer officer None

6-64.

Heat stress surveys are used to determine what information about a given area? 1. 2. 3. 4. The safe limits of human exposure to heat The amount of heat The changes in temperature over a period of time The number of persons who suffer from heat stress

46

6-65.

A person who has worked in a heat stress area for a stay time of 3 hours should have at least how many hours of recovery time? 1. 2. 3. 4. 4 6 8 12

6-70,

Use cartridges and canisters to remove contaminates through absorption. 1. 2. 3. 4. A B C D

6-71.

6-66.

Emergency eyewash facilities should be a minimum of how many feet from each eye hazard area? 1. 2. 3. 4. 25 50 100 150

NOT approved for protection against carbon monoxide. 1. 2. 3. 4. A A A B and and and and B C D D

6-72.

Flammable liquids that are used frequently should be stored in which of the following locations? 1. 2. 3. 4. Liquid storerooms Ready service storerooms Issue rooms Flammable liquid cabinets

6-73. Figure 6E IN ANSWERING QUESTIONS 6-67 THROUGH 6-71, SELECT FROM FIGURE 6E THE TYPES OF RESPIRATORS DESCRIBED IN THE QUESTION. 6-67. Removes contaminates by filtering or absorbing them. 1. 2. 3. 4. 6-68. A B C D and B and C and D only

What bulletin contains information on each type of HM and must be read by anyone working with HM or HW? 1. 2. 3. 4. HMTID HMTIS MSDS SHML

6-74.

You must have an MSDS and a manufacturers label before you can accept HM that comes from what source? 1. 2. 3. 4. Another ship The Navy supply system Open purchase Another department

Known as atmosphere supplying respirators. 1. 2. 3. 4. A A B C and and and and B C D D 6-75.

A strip ship bill describes the procedures used to remove HM from the ship for what event? 1. 2. 3. 4. Overhaul Decommissioning Battle HM/HW inventory

6-69.

Removes solid or liquid particles from the air supply. 1. 2. 3. 4. A B

C
D

47