Transportation of Personnel

In an NMCB, the daily transporting of troops is provided not only through the use of buses but also through the use of cargo trucks equipped with side racks and seats. The driver of a cargo truck is responsible for the safety of all passengers and cargo and should adhere to the same rules as outlined for bus operations.

Additional safety rules used when transporting personnel in cargo trucks areas follows:

1. The number of passengers must not exceed the number that can be seated.

2. Trucks used to transport personnel must be equipped with a seating arrangement securely anchored, have a rear endgate, a guardrail, and a safety strap. Steps or ladders for loading and unloading must be provided and used.

3. All tools and supplies must be stowed and secured when transported with personnel.

4. Passengers must not ride with their arms or legs outside of the truck body, in a standing position on the body, or on running boards, or seated on side finders, cabs, cab shields, or on top of a load.

5. No explosives, flammable materials, or toxic substances may be transported in vehicles carrying passengers.

6. The driver must ensure that all personnel are seated, that the safety strap and rear endgates are in place, and that the doors are closed before moving the vehicle.

7. All personnel should load and unload from the rear of the truck through the use of the steps or ladder. Loading and unloading by climbing on the sides of a cargo truck is dangerous, because a member may slip and fall. Additionally, the weight of personnel causes damage to the side racks.

NOTE: In the NCF, a common practice when loading and unloading passengers is to have the driver exit the cab and visually ensure that all personnel load and unload safely through the use of steps or ladders and ensure the required items are securely in place before proceeding.

Prohibited Practices

Prohibited practices, when engaged in the transporting of personnel, are as follows:

1. Avoid fueling with riders on board unless absolutely necessary.

2. Do not talk to riders or engage in any other distracting activities, while driving.

3. Do not tow or push a disabled bus with passengers aboard, unless unsafe conditions exist. In this case, do not discharge the passengers until the bus has been towed or pushed to the nearest safe area.

TAXI DRIVER

The taxi service provides a method of transporting personnel to medical appointments, jobsites, airports, and areas directed by the transportation supervisor. The dispatch office is normally the base station for taxi service, and the communication to the taxi driver is provided through the use of a radio.

When you are assigned taxi driver duties, the safety of the passengers is your responsibility. You should follow the same safety rules as outlined for hauling personnel in buses and cargo trucks.

TIME CARDS

Time cards are a labor accounting system used to record and measure the number of man-days that an NMCB spends on various functions. In this system, labor utilization data is collected daily in sufficient detail to enable the Operations Department to compile the data that supports the management of manpower resources and the preparation of reports to higher authority. The Daily Labor Distribution Report Form,COMCBPAC-GEN 5300/1 (fig. 6-23), is the form used when recording man-days expended. Although labor accounting systems may vary slightly from one unit to another, the system described here can be considered typical.

The type of labor performed is broken down and reported in a number of categories. The purpose of these categories is to show how well labor has been used. For time keeping and labor reporting, all labor is classified as productive or overhead.

PRODUCTIVE LABOR is all labor that directly or indirectly contributes to the accomplishment of the mission of the unit, such as construction operations, military operations and readiness, disaster recovery operations, and training.

1. DIRECT LABOR is all man-days expended directly on assigned construction activity, either in the field or in the shop, and labor which contributes directly to the completion of the end product. Direct labor must be reported separately for each assigned master activity.

2. INDIRECT LABOR is man-days expended to support construction operations, but which does not produce an end product itself. Equipment maintenance and production of shop drawings are examples of indirect labor.

3. MILITARY OPERATIONS AND READINESS is man-days expended in actual military operations, unit embarkation, planning and preparation necessary to ensure the military and mobility readiness of the unit.

4. DISASTER RECOVERY OPERATIONS is man-days actually expended during disaster recovery operations.

OVERHEAD LABOR is not considered to be productive labor in that it does not contribute directly or indirectly to the end product. It includes all labor that

Figure 6-23.-Daily Labor Distribution Report Form.

must be performed regardless of the assigned mission. Subcategories of labor are shown in figure 6-24.

Crew leaders have the responsibility of preparing time cards each day to reflect man-hours expended by all personnel assigned to them. In the transportation pool, this may be the responsibility of the yard boss or the dispatcher.

The crew leader's report is submitted on a Daily Labor Distribution Report Form, as shown in figure 6-23. The report provides a breakdown by man-hours spent on a construction project or in the various labor codes for each person in the crew for any day on any project. It should be reviewed by the company operations chief and the company commander before it is forwarded to the Operations Department.

Operations Department tabulates the crew leader's report along with all of the daily labor distribution reports received from each company and department in the unit. It serves as the means by which the operations officer analyzes the labor distribution of his total manpower resources for any day as feeder information for the preparation of the monthly operations report and any other resource reports required of the unit.

This information must be accurate and timely, and each level in the company organization should review it for an analysis of its own internal construction management and performance rather than serve merely as a feeder report to the operations officer.