LEARNING OBJECTIVES: Discuss the importance of divisional damage control on naval ships.

A common attitude throughout the fleet is that damage control (DC) is the responsibility of the engineers. As a result, the material condition of a ship frequently deteriorates due to a lack of attention to damage control maintenance at the various levels of performance. In fact, DC is an all-hands responsibility and should be performed and managed as such. What's the value of having a gun or radar working at 100 percen" capacity if the ship is already sinking?

A large amount of DC maintenance, such as weighing fire extinguishers or checking the operability of battle lanterns, are considered to be routine tasks and can be accomplished by just about anyone. Figure 12-14 shows atypical organizational structure of the DC PMS program aboard ship. As shown, a senior Hull Technician/Damage Controlman serves as the

Figure 12-14.-Representative organizational structure for damage control PMS.

shipboard damage control work center supervisor. Each division assigns a damage control petty officer (DCPO) to the DC work center. The DCPO then performs the routine maintenance on the DC equipment located in his or her division spaces as assigned by the DC work center supervisor.

PMS schedules for DC are kept in nearly the same manner as regular PMS schedules and are maintained for the entire ship by the DC work center supervisor. Individual weekly schedules may also be maintained by the DCPO within his or her spaces in the division. Since the quarterly schedule lists each division assigned to perform DC PMS, it will not match the cycle schedule line for line.

Scheduling instructions for DC PMS is located in chapter 5 of OPNAVINST 4790.4. Shipboard damage control organization and requirements are outlined in Surface Ship Damage Control, NWP 62-1.

PMS MANAGEMENT

LEARNING OBJECTIVES: Discuss the importance of PMS management at shipboard and type commander levels, and the definitions used to evaluate the PMS program.

One of the most important considerations in the operation of a PMS program is the proper management of that program at all levels concerned.

SHIPBOARD EVALUATION OF PMS

To have an effective maintenance program, you should be involved at all levels of management aboard ship in the supervision and evaluation of PMS. It can be safely said that every officer and most chief petty officers will be tasked with evaluating the accomplishment of PMS aboard their ship. A typical example of the structure of the 3-M organization aboard

Figure 12-15.-Shipboard 3-M Systems organization.

ship is shown in figure 12-15. As you can see, the majority of senior shipboard personnel are involved with PMS functions.

One of the best ways to evaluate the effectiveness of shipboard PMS is by conducting spot checks of individual maintenance requirements. As the leading GM, you may often be tasked with performing a spot check on a work center outside of your department. Table 12-2 identifies the minimum shipboard spot check requirements, who they should be accomplished by, and the periodicity at which they should be conducted.

The maintenance prescribed in the PMS package is defined as the minimum required. Therefore, a maintenance requirement that has been deferred beyond its assigned periodicity is not considered to be accomplished. These deferrals will affect the

Table 12-2.-Minimum PMS Spot Check Requirements and Periodicity of Accomplishment

accomplishment rate of the PMS of the work center and should be kept to a minimum. The work group or work center supervisor should know at all times what maintenance requirements have been deferred and for what reason(s).