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

NONRESIDENT

TRAININGCOURSE

December 1992

EngineeringAdministrationNAVEDTRA 14079

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

Although the words “he,” “him,” and“his” are used sparingly in this course toenhance communication, they are notintended to be gender driven or to affront ordiscriminate against anyone.

COMMANDING OFFICERNETPDTC

6490 SAUFLEY FIELD RDPENSACOLA, FL 32509-5237

ERRATA #3 03 Feb 1998

Specific Instructions and Errata forNonresident Training Course

ENGINEERING ADMINISTRATION

1. This errata supersedes all previous erratas. No attempt hasbeen made to issue corrections for errors in typing,punctuation, etc., that do not affect your ability to answer thequestion or questions.

2. To receive credit for deleted questions, show this errata toyour local course administrator (ESO/scorer). The local courseadministrator is directed to correct the course and the answerkey by indicating the question deleted.

3. Assignment Booklet

a. Make the following changes:

Question Change

1-27

Figure 2A

2-39

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 shipunderway."

2-49"intertype."

Change choice 1 to read "intratype" vice

Figure 3A Change "C. The chief engineer" to read "E.The chief engineer."

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3-61 In the question, line 2, change "part II" to"part I."

4-29 Change choice 4 to read "1924" vice "1923."

5-12 Change choice 4 to read "The Assistant Chiefof Staff for Logistics" vice "The AssistantChief of Staff."

In the question, change "operationalPropulsion Plant Board" to "PropulsionExamining Board."

6-34"GFM."

In the question, line 2, change "GSM" to

6-66 In the question, line 2, change "minimum" to"maximum."

b. Delete the following questions, and leave thecorresponding spaces blank on the answer sheet:

Questions

1-45

3-5

4-3

5-10

5-32

5-37

5-42

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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. Practicalexperience, schools, selected reading, and your desire to succeed are also necessary to successfully roundout a fully meaningful training program.

COURSE OVERVIEW: Upon completing this nonresident training course, the student should be able toanswer questions on the following subjects as they relate to a ship’s 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 learningobjectives to help you determine what you should learn along with text and illustrations to help youunderstand the information. The subject matter reflects day-to-day requirements and experiences ofpersonnel 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 ornaval standards, which are listed in the Manual of Navy Enlisted Manpower Personnel Classificationsand Occupational Standards, NAVPERS 18068.

THE QUESTIONS: The questions that appear in this course are designed to help you understand thematerial 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 arestudying and discover a reference in the text to another publication for further information, look it up.

1992 Edition Prepared byMMC(SW) D. S. Gunderson

Published byNAVAL EDUCATION AND TRAINING

PROFESSIONAL DEVELOPMENTAND TECHNOLOGY CENTER

NAVSUP Logistics Tracking Number0504-LP-026-7440

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Sailor’s Creed

“I am a United States Sailor.

I will support and defend theConstitution of the United States ofAmerica and I will obey the ordersof those appointed over me.

I represent the fighting spirit of theNavy and those who have gonebefore me to defend freedom anddemocracy around the world.

I proudly serve my country’s Navycombat team with honor, courageand commitment.

I am committed to excellence andthe fair treatment of all.”

CONTENTS

CHAPTER PAGE

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

Engineering Organization . . . . . . . . . . . . . . . . . . . . . .1-1

Record Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . .2-2

Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3-3

Engineering Operations . . . . . . . . . . . . . . . . . . . . . . . . 4-4

Engineering Material. . . . . . . . . . . . . . . . . . . . .5-1

Environmental Policies and Procedures . . . . . . . . . . . . . . . . 6-1

Maintenance Administration . . . . . . . . . . . . . . . . . . .7-1

Quality Assurance . . . . . . . . . . . . . . . . . . . . . . . . .8-1

Ship Availabilities, Repair Activities, and Ship Trials . . . . . . . . .9-1

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 atthe beginning of each assignment. Study thesepages carefully before attempting to answer thequestions. Pay close attention to tables andillustrations and read the learning objectives.The learning objectives state what you should beable to do after studying the material. Answeringthe questions correctly helps you accomplish theobjectives.

SELECTING YOUR ANSWERS

Read each question carefully, then select theBEST answer. You may refer freely to the text.The answers must be the result of your ownwork and decisions. You are prohibited fromreferring to or copying the answers of others andfrom giving answers to anyone else taking thecourse.

SUBMITTING YOUR ASSIGNMENTS

To have your assignments graded, you must beenrolled in the course with the NonresidentTraining Course Administration Branch at theNaval Education and Training ProfessionalDevelopment and Technology Center(NETPDTC). Following enrollment, there aretwo ways of having your assignments graded:(1) use the Internet to submit your assignmentsas you complete them, or (2) send all theassignments at one time by mail to NETPDTC.

Grading on the Internet: Advantages toInternet grading are:

• you may submit your answers as soon asyou complete an assignment, and

• you get your results faster; usually by thenext working day (approximately 24 hours).

In addition to receiving grade results for eachassignment, you will receive course completionconfirmation once you have completed all the

assignments. To submit your assignmentanswers via the Internet, go to:

http://courses.cnet.navy.mil

Grading by Mail: When you submit answersheets by mail, send all of your assignments atone time. Do NOT submit individual answersheets for grading. Mail all of your assignmentsin an envelope, which you either provideyourself or obtain from your nearest EducationalServices Officer (ESO). Submit answer sheetsto:

COMMANDING OFFICERNETPDTC N3316490 SAUFLEY FIELD ROADPENSACOLA FL 32559-5000

Answer Sheets: All courses include one“scannable” answer sheet for each assignment.These answer sheets are preprinted with yourSSN, name, assignment number, and coursenumber. Explanations for completing the answersheets are on the answer sheet.

Do not use answer sheet reproductions: Useonly the original answer sheets that weprovide—reproductions will not work with ourscanning equipment and cannot be processed.

Follow the instructions for marking youranswers on the answer sheet. Be sure that blocks1, 2, and 3 are filled in correctly. Thisinformation is necessary for your course to beproperly processed and for you to receive creditfor your work.

COMPLETION TIME

Courses must be completed within 12 monthsfrom the date of enrollment. This includes timerequired to resubmit failed assignments.

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PASS/FAIL ASSIGNMENT PROCEDURES

If your overall course score is 3.2 or higher, youwill pass the course and will not be required toresubmit assignments. Once your assignmentshave been graded you will receive coursecompletion confirmation.

If you receive less than a 3.2 on any assignmentand your overall course score is below 3.2, youwill be given the opportunity to resubmit failedassignments. You may resubmit failedassignments only once. Internet students willreceive notification when they have failed anassignment--they may then resubmit failedassignments on the web site. Internet studentsmay view and print results for failedassignments from the web site. Students whosubmit by mail will receive a failing result letterand a new answer sheet for resubmission of eachfailed assignment.

COMPLETION CONFIRMATION

After successfully completing this course, youwill receive a letter of completion.

ERRATA

Errata are used to correct minor errors or deleteobsolete information in a course. Errata mayalso be used to provide instructions to thestudent. If a course has an errata, it will beincluded as the first page(s) after the front cover.Errata for all courses can be accessed andviewed/downloaded at:

http://www.advancement.cnet.navy.mil

STUDENT FEEDBACK QUESTIONS

We value your suggestions, questions, andcriticisms on our courses. If you would like tocommunicate with us regarding this course, weencourage you, if possible, to use e-mail. If youwrite or fax, please use a copy of the StudentComment form that follows this page.

For subject matter questions:

E-mail: n314.products@cnet.navy.milPhone: Comm: (850) 452-1001, Ext. 1826

DSN: 922-1001, Ext. 1826FAX: (850) 452-1370(Do not fax answer sheets.)

Address: COMMANDING OFFICERNETPDTC N3146490 SAUFLEY FIELD ROADPENSACOLA FL 32509-5237

For enrollment, shipping, grading, orcompletion letter questions

E-mail: fleetservices@cnet.navy.milPhone: Toll Free: 877-264-8583

Comm: (850) 452-1511/1181/1859DSN: 922-1511/1181/1859FAX: (850) 452-1370(Do not fax answer sheets.)

Address: COMMANDING OFFICERNETPDTC N3316490 SAUFLEY FIELD ROADPENSACOLA FL 32559-5000

NAVAL RESERVE RETIREMENT CREDIT

If you are a member of the Naval Reserve,you may earn retirement points for successfullycompleting this course, if authorized undercurrent directives governing retirement of NavalReserve personnel. For Naval Reserve retire-ment, this course is evaluated at 9 points. (Referto Administrative Procedures for NavalReservists on Inactive Duty, BUPERSINST1001.39, for more information about retirementpoints.)

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Student Comments

Course Title: Engineering Administration

NAVEDTRA: 14079 Date:

We need some information about you:

Rate/Rank and Name: SSN: Command/Unit

Street Address: City: State/FPO: Zip

Your comments, suggestions, etc.:

Privacy Act Statement: Under authority of Title 5, USC 301, information regarding your military status isrequested in processing your comments and in preparing a reply. This information will not be divulged withoutwritten authorization to anyone other than those within DOD for official use in determining performance.

NETPDTC 1550/41 (Rev 4-00

CHAPTER 1

ENGINEERING DEPARTMENT ORGANIZATION

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

Describe the engineering department . Explain the use of directives in Navy

organization. organization.

Describe the engineering department watch

organization.

Organization is the orderly arrangement ofmaterials and personnel by functions. Soundorganization is a requisite for good shipboardadministration.

A shipboard organization is designed to carry outthe objectives of its command. It is based on theassignment of responsibilities and authority toindividuals within the organization. It includes essentialfunctions, specific responsibilities of organizationalunits, and their duties, responsibilities, and authority.The Standard Organization and Regulations of the U.S.Navy, OPNAVINST 3120.32B, prescribes theadministration organization for all Navy ships.

STANDARD SHIP ORGANIZATION

U.S. Navy Regulations, 1990, assign thecommanding officer (CO) the responsibility to organizethe officers and crew of a ship. The executive officer(XO) is responsible for the organization of thecommand as a whole. The heads of departments assignindividuals to stations and duties within theirdepartments.

The requirements for battle form the basis for theorganization of combat ships and, as appropriate, fornoncombat ships. Key officers head functional groups,such as those shown in figure 1-1, that make up thebattle organization of such ships. The officers manspecified stations and control the activities of personnelunder their direction. Functional group control addsflexibility to the battle organization. That flexibilityincreases the organization’s effectiveness when the ship

executes the plan for battle or variations madenecessary by the tactical situation.

The CO is head of the battle organization. Heexercises command control and engages the enemy tothe best of his ability. The following officers help theCO 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 majorcontrol 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. Whenembarked, the air group commander is responsible tothe commanding officer in matters affecting the airgroup’s readiness.

In many departments, the division of personnel(fig. 1-2) is similar to that in the shipboard battleorganization. However, to meet the requirements ofsound organization principles, the administrativeorganization structure must allow for certain functionsthat have no place in battle. Day-to-day routinesemphasize training and maintenance, and certainsupport measures are necessary for administrativereasons. The five basic departments found in all shipsare the navigation department, operations department,weapons department (deck department in some ships),engineering department, and supply department. Anofficer may head more than one department in ships thatdo not have enough officers to go around.

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Figure 1-1.

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THE ENGINEERING ORGANIZATION

The engineer officer must organize the engineeringdepartment. An engineer officer who is assigned to aship before it is commissioned will have to organize hisdepartment for the first time. Even on older ships withefficient and well-run departments, a newly assignedengineer officer may find that some reorganization isnecessary.

All hands must understand the functionalrelationships within the department. Organizationalcharts and functional guides are the best means to makethe details of an organization known. We will explaineach in the following paragraphs.

Organizational charts show the arrangement of thevarious departments and divisions and the commandstaff relationships of personnel in the organization. Anengineering department organization chart (fig. 1-3)shows the relationship among the engineer officer, hisassistants, division officers, material officer, andleading petty officer billets. Keep this chart in theengineering department office (logroom).

There are two commonly used types oforganization charts: structural and functional. Astructural organization chart (fig. 1-3) outlines the basicrelationships between the various components of theorganization. A functional organization chart presentsthe functions of the various segments of the

organization and the interrelationships of thosefunctions.

An organization chart provides all personnel in anorganization with a concise picture of the relationshipof individuals within the organization. In a largeorganization, charts should be prepared for each level,becoming more detailed as they illustrate smallersegments of the organization. In smaller commands,charts of only the department organization may serve.

Functional guides are primarily job descriptionsthat show a clear path of delegated authority. Theseguides set forth instructions for the basic objective ofeach billet; the duties, responsibility, and authorityapplicable to the billet; and the organizationalrelationships defining the accountability between theincumbent and his supervisor (fig. 1-4).

Ship organization and regulations manuals provideorganization charts and functional guides to ship’spersonnel in an easily referenced form. OPNAVINST3120.32B includes the following requirements as aminimum:

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Descriptions, both written and graphic, of theship’s administrative organization from thecommanding officer’s level downward and of thewatch organization through all levels

Organizational bill of the ship

Ship’s 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 isnecessary, the Standard Organization and Regulationsof the U.S. Navy, OPNAVINST 3120.32B, issupplemented by department and division organizationmanuals. These manuals contain organization chartsand functional guides through all supervisory levels.Where appropriate, functional guides are also providedfor watch standers.

The engineer officer and engineering divisionofficers are responsible for issuing and maintainingtheir respective department or division organizationmanuals. The CO must approve the engineeringdepartment organization manual when it is issued. Theengineer officer must approve any division organizationmanual issued for divisions under his control.OPNAVINST 3120.32B contains detailed instructions

on the preparation of department and divisionorganization manuals.

Every officer in the engineering department mustensure the operational readiness of the department andthereby the operational readiness of the ship. Morale,training of personnel, and maintenance of materials areessential for readiness. Proper administration of thedepartment promotes and sustains these factors.Effective administration demands planning, organizing,commanding, and controlling. Of all the elements of

administration, organization (the machinery ofadministration) is the most important. The effectivenessof the engineering department organization dependsupon the following principles: (1) unity of command,(2) homogeneity of assignment, (3) span of control, and

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(4) delegation of authority. We’ll discuss each of themin the following paragraphs:

1. Unity of command requires the followingpractices: (1) a person reports directly to, and receivesorders from, one superior; (2) one person must havecontrol over one segment of the organization, and healone must issue all orders to, and receive all reportsfrom, that segment; and (3) all personnel in theengineering department must know whom they directand to whom they report.

To accomplish unity of command within thedepartment, the chain of command has to be definite,clear-cut, understood, and obeyed by all. When thechain of command is ignored, either from the top downor from the bottom up, the result is confusion andconflict.

Departments are organized into divisions, wherepractical. Those divisions are assigned battle stations asunits under their own officers and petty officers.OPNAVINST 3120.32B lists the standard letter andnumeral designation of divisions of all types of ships.When it is necessary to establish a division not listed orwhen functions of two or more divisions are combinedas a single division, the TYCOM assigns a suitableletter or numeral that conforms as nearly as possible todesignations already assigned. We’ll discussengineering department divisions later in this chapter.

The engineer officer must make every effort toindoctrinate his division officers so they are madeaware of the importance of maintaining the chain ofcommand.

2. Homogeneity of assignment requires thefollowing practices: (1) each division in the departmentis assigned closely related tasks, (2) each unit under adivision is assigned specific functions to perform, (3)individuals are assigned to divisions according to theirabilities, and (4) individuals are not assigned to directunrelated groups unless it is unavoidable.

3. Span of control requires the following practices:(1) the type of work to be done and the degree ofcomplexity and responsibility involved, (2) the numberof personnel supervised by one person, (3) the areainvolved in the supervision, (4) the time available, and(5) the way in which the supervisor should use the time.

4 . Delegat ion o f author i ty should becommensurate with assigned responsibility to thelowest level of competence within the department.Delegation does not relieve an officer of responsibility

and accountability for the actions of the person to whomhe delegates authority.

The TYCOM (or higher authority) establishes therequirements for organization. He issues organizationcharts and functional guides that encourage the use ofthe best techniques known for the operation of theengineering department and the administration ofassigned personnel. The process of organization hastwo aspects–the mechanical, which deals withorganization structure; and the dynamic, which dealswith the integration of the human factors into theorganization structure. While higher authority isresponsible for the mechanics of the organization, theengineer officer is responsible for effectiveadministration.

THE ENGINEER OFFICER

The engineer officer is the head of the engineeringdepartment and is responsible to the CO in all matterspertaining to his department. All personnel in theengineering department are subordinate to the engineerofficer. In addition to the general duties that apply to allheads of departments in naval ships, the engineer officerhas certain duties peculiar to the head of the engineeringdepartment. The general and specific duties,responsibilities, and authority of the engineer officerand his assistants are prescribed in OPNAVINST3120.32B and discussed briefly in the following pages.

General Duties

The engineer officer will normally report to andconfer with the XO for the administration of theengineering department. However, he may conferdirectly with the CO in any matter relating to theengineering department whenever he believes suchaction is necessary. But, he must keep the XO informedof such matters.

The engineer officer must keep the CO informed ofthe operational readiness and actual operation of themain propulsion and electrical plants and of the damagecontrol organization and systems. The CO mustapprove the disabling of any machinery or equipment inthe engineering department if such action will adverselyaffect the safety or operation of the ship. When suchdisablement will adversely affect the ship’s ability toaccomplish its mission, the TYCOM or fleetcommander (as appropriate) also must approve. Duringthe ship’s operating periods, the disablement of majoritems of machinery to perform routine maintenanceshould be kept to a minimum.

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Other general duties of the engineer officer includethe following:

. Organize the department, train and assignpersonnel, maintain material, and ensure optimumreadiness for battle.

. Prepare and maintain bills and orders necessaryfor proper organization and efficient operation of theengineering department.

. Indoctrinate and supervise persons within thedepartment and others under his control to ensure strictobservance of all prescribed and necessary securitymeasures and safety precautions. This requires properposting of all safety precautions and frequent training insecurity measures and safety precautions.

. Frequently inspect personnel, material, andspaces assigned to the engineering department to correctdefects and deficiencies. The engineer officer or hisrepresentative should inspect the department each dayand report results of the inspection to the XO.

. Control the expenditure of allotted funds andoperate the engineering department within the limit ofsuch funds.

l Practice economy in the use of public funds.

. Maintain records and submit reports required ofthe engineering department.

. Maintain, preserve, and ensure security of spacesassigned to the engineering department.

. Anticipate personnel and material needed in theengineering department and submit timely requests tofulfill requirements.

. Cooperate with other department heads forcoordination 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 commissionto relieve the engineer officer, the relief is effectedjointly by the two officers concerned. In this case, thejob of the incoming officer is relatively simple and hecan get a lot of help from the incumbent.

At other times, an engineer officer may be assignedto a ship before it is commissioned. In this case, thecircumstances are quite different. He performs theduties of engineer officer subject to the orders of theofficer to whom he has reported for duty. If his ship isbeing constructed, he will initially organize the

engineering department as well. He will establish andmaintain working relations with shipyard personnel;attend to the numerous details concerning inspection ofmachinery, tests, trials, and equipage; prepare casualtycontrol and repair party manuals, operatinginstructions, and safety precautions; select personnelfor certain jobs; train assigned personnel; and performthe many other details required on a new ship before itis commissioned. The job will be less complicated if theship has been in commission previously, as in the caseof the major conversion of a reactivated ship.

In any event, the job of the prospective engineerofficer will be easier if he has had previous experiencein the engineering department of a naval ship. One ofthe first things he should do is prepare a checklist of allrequired publications, logs, records, and reports. Such alist will make it easier to organize the engineeringdepartment and determine that the necessarypublications, logs, records, and reports are complete,correct, and up to date before he relieves the engineerofficer. The Naval Ship's Technical Manual; theDamage Control Manual, the NWP 62-1; the U.S. NavyRegulations, 1990; the NAVSEASYSCOM directives;and the TYCOM’s directives will be helpful in thepreparation of such a checklist.

DUTIES UPON DETACHMENT.–— When theengineer officer of a ship is ordered detached, theofficer and his relief must jointly inspect the materialand records of the engineering department. Uponcompletion of the inspection, the two officers submit ajoint report to the CO. The report lists any defects ordeficiencies, describes the status of transfer of theequipage charges to the department or subdivision (notrequired in organizations where equipage is held in theplant account), and states the facts in dispute when thereis any disagreement. The CO determines the actualconditions, fixes responsibility for them, and takes suchactions as may be necessary to complete the followingprocedures.

During the joint inspection of the engineeringdepartment, the relieving officer should do thefollowing:

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Inspect operation of the engineering plant atanchor and underway (if possible).

Investigate any recent engineering casualties.

Inspect all spaces for cleanliness, preservation,and posting of safety precautions and operatinginstructions.

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Check the job orders completed during the lastregular overhaul.

Check the status of authorized alterations andoutstanding shipyard and tender or repair shopswork requests.

Observe the actions of watch personnel duringcasualty drills.

Check feedwater and fuel consumption.

Inspect and observe operation of the damagecontrol battle organization.

Inventory damage control lockers.

Check the routine for handling correspondenceand note any outstanding correspondencerequiring action.

Check the status of required engineeringexercises to determine outstanding requirements.

Inspect engineering department ship operations.

The relieving officer should review the personnelrecords of engineering department personnel as to thenumber assigned, their qualifications, and theirassignments. He should inspect all personnel of thedepartment at quarters at least one time before effectingrelief. He must include a statement in his relieving letteras to whether enough qualified engineering departmentpersonnel are on board and list any shortages.

Before relieving the engineer officer, the relievingofficer should determine whether all required logs,records, publications, and reports are being maintainedand are correct, complete, and up to date. He shouldnote any discrepancies in the engineer officer’srelieving letter.

To determine the amount and condition of theequipage and supplies in the custody of the engineerofficer, the relieving officer must inspect outstandingrequisitions of the engineering department and inspectinventory, storage, and preservation of engineeringstorerooms and toolrooms. After conducting aninventory of accountable equipment in the custody ofthe engineer officer, the relieving officer signs thenecessary custody cards. The officer being relievedmust prepare surveys on all missing accountableequipage.

Circumstances may prevent the engineer officerand his relief from making a joint inspection and report.When this occurs, the relieving officer must make theinspection as soon as possible and submit his report to

the CO within 20 days after taking charge of theengineering department.

The relieved engineer officer sends the CO a letterthat reports the relief and the conditions existing in theengineering department. He sends it via the relievingofficer, who endorses it after he agrees that it containsno omissions or exceptions. The relieving officershould make sure the condition of the department asstated in the relieving letter reflects the actualconditions. If they do not, he may be embarrassed whenthe CO requires an explanation of an engineeringcasualty or other unusual condition.

Specific Duties

The engineer officer is responsible for theoperation, care, and maintenance of the ship’s mainpropulsion plant, electric power plant, auxiliarymachinery, piping systems, and interior communica-tions systems; for the control of damage; and for repairsto the ship’s hull. When requested by the head of thedepartment concerned, the engineer officer maybecome responsible for the repairs of material andequipment that are beyond the capacity of the personnelor equipment in other departments but within thecapacity of the engineering department.

As an example of a specific duty, the engineerofficer must keep himself fully acquainted with thegeneral condition of each boiler and the manner inwhich it is being operated and maintained. He shouldmake periodic inspections for that purpose.

The engineer officer must assure himself that idleboilers are properly laid up at all times, that, whilesteaming, fuel oil is free of seawater, and that feedwateris within prescribed limits.

He must be sure all parts of the boiler are carefullyexamined whenever they are exposed for cleaning andoverhaul. The conditions observed must be described inthe boilerwater treatment log and the engineering log.All unusual cases of boiler damage or deteriorationdiscovered at any time should be reported to theTYCOM. If the damage is important enough, or if theship needs technical assistance from the Naval SeaSystems Command (NAVSEASYSCOM), a copy ofthe correspondence should be forwarded toNAVSEASYSCOM.

The Assistants to the Engineer Officer

The engineer officer is assigned assistants as maybe required for damage control, main propulsion,

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electrical, and other engineering department functions.The engineer officer will make sure his assistantsperform their assigned duties, or he will perform thoseduties himself when no assistant is available for a givenbillet. The duties and responsibilities of the engineerassistants are explained in the following paragraphs.

THE MAIN PROPULSION ASSISTANT(MPA).– The MPA is responsible to the engineer officerfor the operation, care, and maintenance of the ship’spropulsion machinery, its related auxiliaries, and suchother auxiliaries as may be assigned. In ships wherethere are not enough officers for all billets, the MPAmay also serve as the main engines (M) and boilers (B)division officer.

The MPA is specifically responsible for thereliability and effective operation of the ship’s mainengines, boilers, and assigned auxiliaries. He mustmake, or assign reliable subordinates to make, frequentinspections of all the machinery and equipment forwhich he is responsible. In addition, the MPA mustmake sure necessary inspections, tests, repairs, andadjustments are completed subject to requiredauthorization and according to NAVSEASYSCOM andmanufacturer’s technical manuals. He must personallysupervise the operation of the main propulsion plantwhen 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'spermission before fires are lighted or secured under aboiler. He must make sure that main engines are notturned except with permission of the officer of the deck(OOD).

The following paragraphs describe more specificduties of the MPA:

. The care, storage, and expenditure of fuels andthe maintenance and security of fueling systems (exceptfor aircraft and missiles) and the maintenance of fuelrecords, including a daily fuel report to the CO.

. Proper preparation, care, submission, anddisposition of the Engineering Log and Engineer’s BellBook. He is required to inspect them at least daily andensure their proper maintenance and timely submission.

. The preparation, care, and disposition of suchoperation, maintenance, and other engineering recordsas may be prescribed by NAVSEASYSCOM or otherauthority.

The MPA must know the operational characteristicsof the equipment and machinery under his control so hecan observe and interpret their results. He must inspect

spaces, machinery, and equipment and obtain usefulinformation from the logs, records, and reports.

There is no substitute for experience, but an MPAmay be assigned before he has time to gain thatexperience. Therefore, he must use every opportunity toimprove his knowledge of machinery and equipmentthrough self-study and fleet-operated schools.

The MPA can gain considerable self-confidenceand knowledge by qualifying himself and each of thewatch officers in the procedures for warming up andsecuring each major item of machinery in the mainengineering plant. A previously qualified officer or theengineering chief petty officer may conduct thistraining.

The MPA can find information on equipment andmachinery in his own ship in publications such asblueprints and manufacturer’s technical manuals. Theseare readily available in the logroom. Two of the mostimportant reference books in the engineeringdepartment are the Naval Ships’ Technical Manual(NSTM) and the Ship Information Book. He can learn agreat deal about the location, condition, size, anddescription of the machinery and equipment in theengineering department by observing it duringoperation, when idle, and during maintenanceprocedures. He should read the manufacturers’nameplates for data on safe operating limits, capacities,and other useful information.

To the more knowledgeable officer, comparison ofpast and present performance records, reports, and logswill show the condition of the engineering plant andwill often disclose areas in need of repairs. Evaluationof information gained from these sources depends uponthe completeness of the records, reports, and logs, andthe professional integrity of those who prepare them.

The MPA should never overlook the knowledge ofmore experienced officers, chief petty officers,supervisors, and equipment operators. He shouldalways have the supervisor of the space accompany himon his inspection tour. The supervisor can then answerquestions and receive orders concerning the space andmachinery.

THE DAMAGE CONTROL ASSISTANT(DCA).– The DCA is responsible for the effectivedamage control organization; for repairs to the ship’shull, machinery, and piping systems except asspecifically assigned to another division or department;and for the maintenance and submission of logs,records, and reports required in connection with hisassigned functions.

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Normally, the auxiliaries (A) and repair (R)division officers are responsible under the DCA. Butthe DCA performs those duties in ships where there arenot enough officers to fill the billets.

The DCA now is responsible for two functions thatwere formerly collateral duties. They are chemical,biological, and radiation (CBR) defense officer andgas-free engines.

As the CBR defense officer, the DCA should be agraduate of a comprehensive CBR defense course. Heacts as technical advisor to the CO and the engineerofficer in matters concerning CBR defense. He assistsdivision officers in the CBR warfare training ofpersonnel in the ship and is responsible for theindoctrination and training of the damage control battleorganization in this type of warfare.

As gas-free engineer, the DCA must organize andadminister a training program to inform all hands of thehazards involved in entering closed or poorly ventilatedspaces and in welding and allied operations. He isresponsible for the posting of a warning of such hazardsin spaces where they exist. He is authorized to orderpersonnel out of a compartment immediately or tosuspend work whenever an unsafe condition exists. Hemust immediately notify the CO, engineer officer, orother responsible authority of any such work stoppageand the reason for it.

THE ELECTRICAL OFFICER.— The electricalofficer is responsible for the operation, care, andmaintenance of the ship’s electric power generators anddistribution systems, interior communicationsequipment and systems, gyrocompass equipment andsystems, degaussing equipment and associated systems,dead reckoning analyzer and associated equipment, andsmall boat electrical systems. He is also responsible forthe maintenance of all other electrical and electronicequipment, machinery, and systems not specificallyassigned to another division or department; and thepreparation, maintenance, and submission of logs,records, and reports required in connection with hisassigned duties. The DCA serves as the electrical officerwhen the ship does not have enough officers to fill thebillet.

The electrical officer is usually assigned collateralduty as SITE TV officer. In this capacity, he isresponsible for the procurement, storage, andscheduling of closed circuit television (CCTV)programs; for training on CCTV systems and associatedequipment; and for the preparation, maintenance, and

submission of the required logs, records, and reports formotion picture programs and equipment.

THE ENGINEERING ADMINISTRATIVEASSISTANT.— The engineering administrativeassistant is an aide to the engineer officer. The MPAassumes these duties when the ship does not haveenough officers to fill the billet. The engineeringadministrative assistant has the followingresponsibilities:

l Operation of the logroom, maintenance of theequipment assigned, and the maintenance andpreservation of the space assigned

. Assignment, training, supervision, andevaluation of the logroom Yeomen (YN) and otherenlisted personnel assigned to the logroom

l Maintenance of the engineering departmentwatch bills

The engineering administrative assistant screens allincoming engineering department correspondence,initiates required action (when appropriate), and checksthe accuracy of all correspondence leaving thedepartment. He helps the engineer officer implementdirectives from higher authority that pertain to theengineering department. He also helps prepareengineering department directives and disseminatesthem after the engineer officer releases them.

The engineering administrative assistant mustsupervise the logroom because it affects each of theengineering divisions and reflects the effectiveness ofthe engineering department. He must properly storeblueprints, technical manuals, and other publicationsand index them so they can be easily located. He mustestablish methods to account for the publications thathave been removed from the legroom and keep theirremoval to a minimum. He must hold periodicinventories so missing items can be promptly reordered.He must enter changes as soon as possible to make surethe publications are kept up to date and file logs,records, and reports for easy reference. To avoid clutterin the logroom, he must establish a plan for the promptdisposition of logs, records, and reports according tocurrent instructions.

SPECIAL ASSISTANTS.— Special assistants tothe engineer officer include the engineering trainingofficer, the fire marshal, and the 3-M assistant.

The Engineering Training Officer.— Theengineering training officer is an assistant to theengineer officer for the administration and coordinationof the department’s training program. The duties,

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responsibilities, and authority of the engineeringtraining officer are discussed in detail in chapter 3 ofthis publication.

The Fire Marshal.— The tire marshal is responsiblefor the maintenance, availability, and reliability of thefire-fighting equipment in the ship and for theelimination of fire hazards. He helps the DCA prepareand administer the training of personnel in the ship’sdamage control battle organization. He must also keepthe DCA informed of his actions.

The 3-M Assistant.— The 3-M assistant isresponsible for the administrative review andcoordination of the engineering department 3-Mprogram. He maintains and submits all records andforms pertaining to the engineering departmentdivisions.

ENGINEERING DIVISIONS

The engineering department of a naval ship isorganized into divisions. Each division is headed by adivision officer appointed by the CO. Each divisionofficer is responsible for the organization,administration, and operation of his division(s). Thebasic administrative organization of a shipboarddivision is shown in figure 1-5. The number of sectionsin each unit depends upon the number of watches in theindividual ship.

The engineering division officers are responsible,under the engineer officer, for the operation, care, andmaintenance of assigned machinery, equipment, andsystems. The division officer makes sure his assistants(technical and material assistant, division trainingofficer) properly perform their duties. He will performthose duties himself when no assistants are assigned.The assistants must keep the engineer officer informedof the operational readiness of assigned machinery,equipment, and systems.

The engineering department is divided into thefollowing divisions: auxiliaries (A), boilers (B),electrical (E), main engines (M), and repair (R). All thedivisions are not in the engineering department of allships. The types of divisions assigned to the engineeringdepartment depend on the functional requirements; forexample, the engineering department of a ship with nomain boilers has no boiler division.

The watch, quarter, and station bill is the divisionofficer’s summary of assignments of personnel to dutiesand stations specified within each of the ship’s bills. Itsprimary purpose is to inform division personnel of thoseassignments. The number of divisions assigned to theengineering department is based upon the ship’scomplement and allowance.

Personnel in the engineering department areassigned locker and berthing facilities according to the

Figure 1-5.—Basic shipboard division organization.

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ship’s berthing and locker bill. Divisions are assignedresponsibilities for the cleanliness of the exterior andinterior of the ship’s hull, hull fittings, machinery, andequipment according to the ship’s cleaning andmaintenance bill. The berthing and locker bill and thecleaning and maintenance bill are administrative bills ofthe Standard Organization and Regulations of the U.S.Navy, OPNAVINST 3120.32B. We’ll explain the role ofthe engineering department divisions on the followingpages.

Auxiliaries Division

The A division officer heads the auxiliariesdivision. Personnel of the Engineman (EN),Machinist’s Mate (MM), and Machinery Repairman(MR) ratings are assigned to the division.

The A division is responsible for the cleanliness andmaintenance of such spaces as the air-conditioningmachinery room, air compressor room, anchor windlassroom, emergency generator room, evaporator room, firepump room, fan rooms, internal combustion engineshop, refrigeration machinery room, steering gearroom, machine shop, auxiliary machinery room, aircraftelevator machinery room, and boat winch machineryroom.

The A division is generally responsible for thepreventive and corrective maintenance of winches andcranes, emergency generators, air-conditioning andrefrigeration equipment and systems, laundry anddry-cleaning machinery, galley machinery, steeringengines, anchor windlasses, air compressors andcompressed air systems, emergency fire pumps, boatengines and boat propulsion machinery, internalcombustion engines not specifically assigned to anotherdepartment, distilling plant machinery and equipment,auxiliary boilers, hydraulic systems, elevatormachinery, ventilating equipment, and heating systems.

Boilers Division

The B division officer heads the boilers division.Personnel of the Boiler Technician (BT) rating areusually assigned to the division.

The B division is responsible for the cleanliness andmaintenance of such spaces as the firerooms, forceddraft blower room, fuel oil storage tanks, fireroomuptake spaces, and the fuel oil test laboratory. The Bdivision is generally assigned the preventive andcorrective maintenance of the boilers, fireroomauxiliaries, forced draft blowers, fuel and water testing

apparatus, the equipment for fueling at sea, and fuel oilpiping and pipe fittings.

Electrical Division

The E division officer heads the electrical division.Personnel of the Electrician’s Mate (EM) and InteriorCommunications (IC) ratings are assigned to thedivision.

The E division is responsible for the cleanliness andmaintenance of such spaces as the electrical shop, gyroroom, IC room, IC shop, storage battery room, batterylocker, underwater log compartment, winch controllerrooms, wiring trunks, and switchboard rooms. The Edivision is generally assigned the preventive andcorrective maintenance of all electrical motors,generators, and controllers not specifically assigned toanother department. They are also assigned degaussingsystems, electrical distribution systems includingcabling and switching and protective equipment,gyrocompasses and related equipment such as the deadreckoning analyzer and dead reckoning tracer, batterycharging equipment, underwater log systems, smallboat electrical systems, automatic and sound-poweredtelephone systems, lighting systems, closed-circuittelevision systems, IC systems including ship controland indicating systems, portable announcing systems,the magnesian compass system, and portable electrictools.

Main Engines Division

The M division officer heads the main enginesdivision. Personnel assigned to this division are MM forsteam engines, EN for diesel engines, or Gas TurbineSystems Technicians (GS) for gas turbine engines.

The M division is responsible for the cleanlinessand maintenance of such spaces as the engineeringdepartment office, engine room uptake spaces,freshwater and feedwater tanks, engineering storeroom,and shaft alleys. The M division is generally assignedthe preventive and corrective maintenance of the mainengines and propulsion maintenance including theshafting, engine room auxiliaries, ship’s servicegenerator drive units, and engine room piping systems.

Repair Division

The R division officer heads the repair division.Personnel of the Hull Technician (HT) and DamageControlman (DC) ratings are assigned to the division.

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The R division is responsible for the cleanliness andmaintenance of such spaces as the carpenter shop,structural shop, pipe shop, gas mask and protectiveclothing lockers, repair party lockers, and the centralcontrol station; that is, damage control central (DCC).The R division is generally assigned the preventive andcorrective maintenance of damage control equipment,fire-fighting equipment, hull fittings, and pipingsystems not otherwise assigned. The R divisionprovides welding and allied services to other divisionsas required.

ENGINEERING DIVISION PERSONNEL

Personnel in the engineering department divisionsnormally include the division officer, a technical andmaterial assistant, and the required enlisted personnel.

The Division Officer

The division officers will have the other duties,responsibilities, and authority listed in the followingparagraphs:

. Direct the operation of the division throughleading petty officers according to the divisionorganization.

. Assign division personnel to watches, battlestations, and general duties. Institute a system to rotatepersonnel between stations and duties to develop theirskills.

. Schedule and conduct training for personnel inthe division. This training should indoctrinate newpersonnel and help all personnel prepare foradvancement in rating. Training should includecorrespondence courses, Personnel QualificationStandards (PQS), individual instruction in shipboardduties, team training as necessary to fulfill operatingrequirements of the division, and instruction in theprinciples of effective leadership. The division officerreceives training guidance from the educational servicesofficer (ESO).

l Evaluate the performance of enlisted personnelin the division. Initiate recommended grades for thesenior petty officer in the division and review the seniorpetty officers’ evaluations of the members under theirsupervision.

. Maintain a division notebook containingpersonnel data cards, training program data, a space andequipment responsibility log, watch and battle stationsrequiring manning by division personnel, and other

useful data for ready reference and for orientation of thedivision officer’s relief. Use standard record formsavailable through the general supply system.

. Ensure proper preparation, maintenance, andsubmission of all forms, records, logs, reports, andcorrespondence required of the division.

. Establish and maintain a division organizationalmanual and other directives necessary for theadministration of the division.

l Make sure all prescribed security measures andsafety precautions are strictly observed by divisionpersonnel.

. Recommend personnel for advancement inrating and for transfers.

l Recommend changes in division personnelallowances.

. Forward requests for leave, liberty, and specialprivileges, with recommendations.

. Conduct periodic inspections, exercises, andmusters to evaluate performance and discipline of thedivision. When disciplinary action is necessary, be sureit follows the Uniform Code of Military Justice andother regulatory directives. Only the CO may imposedisciplinary punishment for minor offenses without theintervention of a court-martial. This authority of a COcannot be delegated. (NOTE: The division officerand/or the department head attends captain’s mastwhenever one of their personnel appears before the COfor such action. They are there to represent the personand respond to any questions the CO may haveconcerning the person’s professional abilities.)

. Temporarily assign enlisted personnel to specialduties in other departments on the ship according to theship’s master-at-arms (MA) force (usually for a periodof 6 months) and duty in the supply department asmessdecks MA (usually for a period of 6 months), or asmessman (for a period of 3 months). Normally, no oneis assigned to two consecutive 3-month tours of duty asmessman and no one may involuntarily be assigned toa second 3-month tour without the XO’s approval. TheXO must approve transfers of enlisted personnelbetween departments. The engineer officer mustapprove all transfers of enlisted personnel betweendivisions of the engineering department. In all instances,transfers of enlisted personnel must be reported to thepersonnel officer for purposes of record.

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The Technical and Material Assistant

The technical and material assistant, whenassigned, is usually a warrant officer or a limited dutyofficer. His primary job is to supervise the maintenanceand repair of the material, equipment, and systems forwhich the division is responsible.

The technical and material assistant has thefollowing responsibilities under the division officer:

. Ensure proper performance of preventive andcorrective maintenance procedures on all equipment,material, and systems assigned to the division.

. Review for technical accuracy all completedMaintenance Data Collection System (MDCS)documents and report the completion of maintenance.

. Ensure preparation, maintenance, and timelysubmission of material, equipment, and system records,reports, and logs required of the division.

. Ensure the preparation and timely submission ofrequests for repairs parts and other materials necessaryfor the efficient operation of the equipment, material,and systems assigned the division.

. Ensure repairs to equipment and material of otherdivisions that are beyond the capacity of those divisionsbut 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 Navy’senlisted occupational classification structure, it issupplemented by the enlisted classification codingstructure.

The Manual of Navy Enlisted Manpower andPersonnel Classifications and OccupationalStandards, NAVPERS 18068-F, contains the enlistedclassification coding structure and is the primary toolfor the Navy Enlisted Classification (NEC) coding ofmanpower authorizations and personnel.

NECs must be reviewed and verified to ensureaccuracy and currency upon detachment, receipt,annual service record verification, change in rate orrating, separation, reenlistment, transfer to the FleetReserve, or retirement of personnel.

Enlisted personnel in the engineering departmentarc assigned to divisions by the engineer officeraccording to the ship’s personnel assignment bill. The

division officer assigns enlisted personnel of thedivision to battle station and condition watchesaccording to the ship’s battle bill and to regular dutiesand watches according to various ship’s bills.

THE CHIEF PETTY OFFICERS.— The primaryduty of the chief petty officer (CPO) is to help thedivision officer coordinate and administer the division,The CPO uses his experience to develop a thoroughunderstanding of the functions, directives, andequipment of the division so he can assume duties in theabsence of the division officer.

Depending on the division organization and hisprofessional ability, the CPO may assist the divisionofficer in the following duties:

. Supervise the preparation and maintenance of thewatch, quarter, and station bill and such other bills asmay be necessary for the operation of the division.

l Help formulate and implement policies andprocedures for the operation of the division.

. Supervise the division in daily routine, andconduct frequent inspections to assure divisionfunctions are properly executed.

l Help administer discipline within the division.

l Evaluatepersonnel anddivision officer.

. Providepersonnel.

individual performances of divisionrecommend periodic grades to the

counsel and guidance to division

. Ensure the proper preparation, maintenance, andsubmission of logs, records, and reports required of thedivision.

. Perform such other duties as may be assigned bythe division officer or other competent authority.

THE PETTY OFFICERS.— Personnel of the YNand engineering and hull ratings make up thecomplement and allowance of petty officers for theengineering department. The engineering and hullratings were listed under the engineering divisionsearlier in this chapter.

BTs operate marine boilers and fireroommachinery, test and inventory fuels and water; performpreventive and corrective maintenance of boilers,pumps, and associated equipment; and prepare andmaintain records, reports and logs.

HTs plan, supervise, and perform tasks necessary tofabricate, install, and repair all types of shipboard

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structures, plumbing, and piping systems; qualify in thetechniques, skills, and use of damage control, CBRdefense, and fire fighting; organize, supervise, and trainpersonnel in maintenance, hull repair, CBR defense,and damage control; supervise and perform tasks inprocurement and assurance of supplies and repair parts;instruct personnel and enforce safety and securityprecautions; and prepare records and reports.

DCs plan, supervise, and perform tasks necessaryfor damage control, ship stability, preservation ofwatertight integrity, fire fighting, and CBR warfaredefense; instruct and coordinate damage control parties;instruct personnel in the techniques of damage controland CBR defense; supervise and perform tasks inprocurement and issuance of supplies and repair parts;and prepare records and reports.

EMs operate electrical light and power generating,distribution, and control equipment; perform preventiveand corrective maintenance of electrical generators,switchboards, motors, lighting fixtures, closed circuittelevision systems, and other electrical equipmentincluding small boat electrical systems; and prepare andmaintain electrical logs, records, and reports.

ENs operate internal combustion engines and dieselpropulsion plants, diesel generators, distilling plants,refrigeration and air-conditioning systems, small boatpropulsion equipment, hydraulic systems, and otherauxiliaries such as cranes and winches; performpreventive and corrective maintenance of assignedmachinery, material, and systems; and prepare andmaintain required logs, records, and reports.

ICs operate gyrocompass systems, IC systems, andclosed circuit television equipment; perform preventiveand corrective maintenance of gyrocompass systems,IC systems, sound-powered and automatic telephonesystems; and prepare and maintain required logs,records, and reports.

MRs repair shipboard machinery using machineshop equipment such as lathes, milling machines,boring mills, grinders, power hacksaws, drill presses,and other machine tools; perform preventive andcorrective maintenance on shop machinery; and prepareand maintain shop files, records, and reports.

MMs operate steam propulsion machinery andassociated auxiliaries, turbogenerator plants, distillingplants, refrigeration and air-conditioning systems, andother auxiliary machinery such as steering engines,anchor windlasses, and cranes and winches; performpreventive 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 ratingsup to E-7. They operate, repair, and performmaintenance on gas turbines, associated auxiliaries,main propulsion machinery, propulsion controlsystems, and the electrical and electronic circuitryassociated with gas turbine systems and prepare andmaintain required logs, records, and reports.

Firemen (FN) stand messenger, cold iron, and firewatches, and any other watch for which they arequalified according to PQS. They are required to cleanassigned spaces and equipment; make minor repairs toengineering equipment and material and the ship’s hulldepending upon the rating for which they train. Theyrecord readings on various engineering equipment;participate in general drills; and perform general detailduties. Normally, each division in the engineeringdepartment is assigned enough FNs to providereplacements for losses of petty officers.

ENGINEERING DEPARTMENT WATCHORGANIZATION

The primary objective of the ship’s watchorganization is security of the ship under all probableconditions. Optimum efficiency in administration is asecondary objective. The TYCOM establishesrequirements for degrees of readiness and for conditionwatches.

Normally, the security of the ship is adjusted to thedemands of the current situation by the use of one of sixgeneral degrees of readiness. These are based upon theprobability of battle as related to the combat ability ofthe forces required to meet the threat. Conditionwatches are the ship’s watch organizations that providefor the manning of watch stations to meet the variousgeneral degrees of readiness.

The first general degree of readiness requirescomplete readiness of the ship for immediate action.Condition watch I provides for the first degree ofreadiness.

The second general degree of readiness allowstemporary relaxation from the first degree of readiness.This allows personnel to rest and permits designatedpersonnel to draw and distribute meals at battle stations,Condition watch IE provides for the second degree ofreadiness.

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A special general degree of readiness applies onlyto certain ships. It provides for maintaining armamentready for immediate action for prolonged periods oftime such as extended periods of shore bombardment.Condition watch II provides for the special degree ofreadiness.

The third and fourth general degrees of readinessare similar. The third requires a part of the armament tobe ready for immediate action and the remainder onshort notice. The fourth requires apart of the armamentto be ready for immediate action and the remainder onprolonged notice. Condition watch III provides foreither the third or fourth general degree of readiness.

The fifth general degree of readiness is generallyreferred to as peacetime cruising and requires nomanning of armament. Condition watch IV provides forthe fifth degree of readiness.

The sixth general degree of readiness applies to theship in port under peacetime conditions and requires nomanning of armament. Condition watch V provides forthe sixth degree of readiness.

The administration of condition watches III, IV, andV requires the particular attention of the engineerofficer and his division officers. The watch station ofthe other condition watches are prescribed, by billets, inthe ship’s battle bill. The engineering departmentrequirements are the same for condition watch III(wartime cruising) and condition IV (peacetimecruising) in most ships. Therefore, only condition watchIV and condition watch V are discussed in detail in thispublication.

To ensure a smooth transition from one of the threewatch conditions (III, IV, and V) to another, each watchis divided into three sections. Each section is trained tofulfill all the duties for wartime cruising and peacetimeconditions in port. With a properly trained crew, the shipmay, as a matter of routine, enter port or put to seawithout special adjustments in watches and withoutrequiring abnormally long watches for key personnel.

The three sections become watches 1, 2, and 3during condition watch III. Such watches normallyrotate duties underway in successive 4-hour periods.Where practical, personnel should be assigned the samewatch stations for condition watch III that they will manfor condition watch I.

In port at anchor where condition watch V ispermitted, each section in succession assumes thewatches and duties for a period of 24 hours. Each

section, where practical, may be divided into threewatch units.

The three-section watch is easily modified toconform with special or local conditions. For example,if 50 percent of the ship’s crew is required to remain onboard at all times in a certain port, one of the sectionscan be split. Personnel of that section can be evenlyassigned by rates and numbers to the remaining twosections. When modifications are necessary, divisionofficers should maintain as much of the original threesections as possible.

UNDERWAY WATCHES

The watch organization for condition watch IVmust provide qualified personnel for the normalunderway operation of the ship in peacetime whileensuring the best economy of personnel in assignmentto watches. Condition IV calls for the followingconditions:

l

l

l

l

l

l

No weapon batteries are manned.

The engineering plant is ready for power andspeeds when they are ordered.

Material condition Yoke is set and may bemodified for access during daylight hours.

Complete surface and horizon lookout coverageis provided. Air lookouts are stationed whenflight operations are in progress in the vicinity.

The combat information center (CIC) is mannedfor routine purposes. Interior communicationsare manned as necessary. Exterior communica-tions are manned as required to cover thecommunication plan in effect.

Aircraft are in the condition of readiness requiredby the flight schedules.

Figure 1-6 shows the condition watch IV watchorganization of a typical ship. The XO may relieve theOOD in times of danger or emergency as prescribed inthe U.S. Navy Regulations, 1990. The navigator mayrelieve the OOD when authorized or directed by theCO. The lookouts and CIC watches reportsimultaneously to the CIC watch officer and the OOD.The steering aft watch is under operational control ofthe OOD but under the technical control of theengineering officer of the watch (EOOW).

Watch officers are in charge of the watch to whichthey are assigned. The watch officer supervises andcontrols 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 assignedduties.

The Officer of the Deck

The OOD underway and in port is the watch officerdesignated by the CO to be in charge of the ship. TheOOD is primarily responsible for the safe operation ofthe ship. The U.S Navy Regulations, 1990, describe theduties, responsibility, and authority of the OOD; theyare also discussed in considerable detail in NavalOrientation, NAVEDTRA 12966.

The OOD reports directly to the CO for the safenavigation and general operation of the ship. He reportsto the XO (and command duty officer, if appointed bythe CO) to carry out the ship’s routine and to thenavigator when he sights navigation landmarks and forcourse/speed changes. The OOD may request advice

and assistance in the discharge of his duties from anyperson assigned to the ship for duty.

The Damage Control Watch Officer

The damage control watch officer supervises themaintenance of the material condition of readiness ineffect on the ship and is responsible for the operation ofthe various hull systems. He has the followingresponsibilities:

l Maintain a rough log that includes hourly entriesof the fire main pressure and the number of fire pumpsin operation. The log should include such other entriesas getting underway, anchoring, and mooring, generalquarters, emergency drills, and setting of materialconditions (with a list of discrepancies reported and thecorrective action taken).

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. Supervise the maintenance of the damage controllog that contains violations of the prescribed materialcondition of readiness. Log entries must include thename and rate of the person requesting the authority toviolate a prescribed condition. They must also includethe time of the violation, the type of fittings involved,the estimated duration of the violation, and the actualtime the material condition of readiness is restored.

. Determine the status of fuel and ballast tanks thatwere empty or filled during the watch and enter theinformation, including the number of the tanksconcerned, in the rough log.

. Make hourly reports to the OOD concerning thewatertight integrity of the ship.

. Make sure the ship’s draft is recorded (taken, ifin port, otherwise computed) daily during the0400-0800 watch. Do it before entering or leaving portand before and after replenishment (fueling,provisioning, or rearming).

l Make sure damage control patrols sound all voidsand cofferdams once each watch and report results.

. Notify the OOD, DCA, and weapons (deck)department officer when the fire alarm board indicatesthat the temperature of any magazine is above 105°°F.

. Maintain custody of the master key for repairparty lockers and make sure it is issued only toauthorized personnel.

. Make sure material condition Yoke is set beforesunset. Normally, at the end of the working day(approximately 1700) the damage control watch officerasks the OOD to have all divisions check the setting ofmaterial condition Yoke and makes reports to the DCC.The damage control watch officer initiates the necessaryfollow-up action to ensure compliance by divisionsfailing to make reports.

The damage control watch officer reports directlyto the OOD on matters affecting watertight integrity,stability, trim, or other conditions that adversely affectthe safety of the ship. He reports to the DCA fortechnical control and matters affecting theadministration of his watch.

The Damage Control Watch

Figure 1-7 shows the damage control condition IVwatch organization. Enlisted personnel for the repairdivision normally man the damage control patrol(sounding and security) watches. The sounding and

security watch reports to the damage control watchofficer. Chief and first class petty officers of the repairdivision in some ships augment the watch personnelassigned the duties of the damage control watch officer.

The Engineer Officer of the Watch

The EOOW is the officer on watch in charge of themain propulsion plant and of the associated auxiliaries.On some smaller ships, the EOOW may be a seniorpetty officer. He is primarily responsible for the safeand efficient performance of the engineeringdepartment watches (except damage control) associatedwith the equipment in his charge. The engineer officerdetermines if an officer or petty officer of theengineering department is qualified. If so, the engineerofficer assigns him to the watch. The engineer officeror, in his absence, the MPA is authorized to direct theEOOW concerning the duties of the watch when suchaction is considered necessary. The EOOW has thefollowing responsibilities:

. Make frequent inspections of the engineeringdepartment machinery (boilers, engines, generators,evaporators, and auxiliaries) to make sure they areoperated according to current instructions. Make surerequired logs are properly kept; machinery and controlsare properly manned; all applicable inspections and testsare being performed; and all applicable safetyprecautions are being observed.

. Frequently monitor IC circuits in use to makesure required circuits are properly manned, circuitdiscipline is being maintained, and correct messageprocedures 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 OODconcerning the operation of the engines are promptlyand properly executed and the Engineering Log and theEngineer’s Bell Book are properly kept.

. Immediately execute all emergency ordersconcerning the operation of the engines.

l Keep the OOD and the engineer officer informedof the condition of the main propulsion plant and of themaximum speed and power available with the boiler andmachinery combinations that are in use.

l Make sure all directives and procedures issuedby higher authority are followed when they concern theoperation of the engineering department machinery.

. Know the power requirements for all possibleoperations and determine that the boiler and machinerycombination in use meets current operationalrequirements. Advise the engineer officer and the OODwhen the machinery combination should be modified.Inform the OOD of any necessary changes to theoperation of boilers, main engines, generators, and othermajor auxiliaries.

l Supervise the training of the personnel of thewatch during the watch. Carry out operational trainingprimarily through investigation, demonstration, and

drill while personnel actually perform duties of thewatch. Insist that each person in charge of anengineering watch station carefully instruct thepersonnel under his charge in his specific duties and inthe duties of all persons on the same watch station.

. Report to the OOD for changes in speed anddirection and for requirements of standby power andother engineering services anticipated or ordered.Report to the engineer officer for technical control andmatters affecting the administration of the watch.Perform such other duties as the engineer officer maydirect.

When an officer in engineering is under instruction,his watches should be rotated to give him anopportunity to serve with all the qualified officers ratherthan only one of them. This helps the officer underinstruction develop a more thorough understanding ofthe functions and characteristics of the machinery,equipment, and systems of the engineering plant. EachEOOW will either be a division officer or one of theengineer officer’s assistants and will have a specialknowledge of a different part of the plant.

Engineering Watches

Figure 1-8 shows the engineering condition IVwatch 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 theengineering plant and generally differs according to thetype of ship. The engineering watch organization, aswell as the instruction for each watch station, must beincluded in the engineering department organizationand regulation manual. Instructions for the watch mustbe posted at each watch station. The engineeringdivisions normally man the watch station described inthe following paragraphs:

E division personnel normally man an underwaywatch at each operating main distribution switchboardand in the IC room, gyrocompass room, and electricalshop.

A division personnel normally man underwaywatches associated with the distilling plant,refrigeration and air-conditioning systems, aircompressors, and hydraulic systems in elevator pumprooms and the steering gear room. The A division alsoassigns a person as small boat engineer.

M division personnel normally man underwaywatches in the engine rooms and shaft alleys. The Mdivision also assigns someone to operate the electricalgenerators.

B division personnel man the boiler watches in thefirerooms. B division also assigns a senior petty officerto perform the duties of oil king.

Division officers assign personnel to underwaywatches according to the engineering departmentorganization and regulations manual.

IN-PORT WATCHES

This chapter covers the normal peacetime in-portwatch organization. Additional watches to manweapons systems and security stations and to preventsabotage must be established in an emergency or inwartime. Figure 1-9 shows the watch organization forcondition watch V. It provides enough qualifiedpersonnel for the normal peacetime operation of theship in port.

The Command Duty Officer

Any officer on the ship who is eligible forcommand at sea may be assigned as command dutyofficer (CDO) in port. This includes the engineerofficer. The CO designates the CDO as deputy to theXO to carry out the routine of the ship in port and tosupervise and direct the OOD in matters concerning thesafety and general duties of the ship. The CDO

Figure 1-9.-Condition watch V organization of a typicalnaval ship.

performs the duties of the XO in that officer’stemporary absence.

The Engineering Department Duty Officer

In ships not underway, the CO may authorize theEOOW to stand day’s duty instead of a continuouswatch. At these times, the EOOW’s duties may beassigned to the engineering department duty officer.While the engineering department duty officer is notrequired to stay at the EOOW station, he must alwaysbe ready to appear the moment he is summoned. Theengineering department duty officer is assigned by theengineer officer and must be qualified according toTYCOM directives.

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In the temporary absence of the engineer officer, hisduties may be performed by the engineering departmentduty officer. If the engineer officer is on board, the dutyofficer reports the condition of the department to himbefore the 2000-hour reports. In the absence of theengineer officer, the duty officer makes the 2000-hourreports for the department to the XO or CDO.

The engineering department duty officer has thefollowing responsibilities in addition to other duties thatmay be assigned:

l

l

l

l

l

Be sure engineering watch personnel are alertand perform properly.

Be sure engineering machinery and systems areoperated safely and economically.

Eliminate fire and flooding hazards and preventsabotage.

Be sure all engineering spaces are secure. Holdfrequent inspections of engineering spaces todetermine conditions and the performance ofwatch personnel.

Be sure all machinery operating logs aremaintained and write and sign the engineeringlog for the period he is on duty.

The engineering department duty officer makesreports in the same manner as the EOOW, but whenacting in place of the engineer officer, he makes thereports required of that officer. Engineering watchsupervisors and the duty petty officers of theengineering divisions report to the engineeringdepartment duty officer.

A chief petty officer who is a qualified engine roomwatch supervisor underway may be assigned a watch asthe engineering department duty chief petty officer tohelp the engineering department officer during hiswatch.

Engineering Watches

The engineer officer is responsible for the conditionwatch V (in port) organization of the engineeringdepartment. The type and amount of machinery andequipment used in port is mainly governed by theservices the department is required to furnish.

Regardless of what services are furnished by thedepartment, certain personnel are required to ensure thesafe and efficient operation of the department when keypersonnel are temporarily absent. A responsible pettyofficer in the duty section of each engineering division

must be designated to act in the absence of the divisionofficer and leading petty officers. The division dutypetty officer has the following responsibilities inaddition to other duties that may be assigned:

. Be sure division watch personnel promptly andproperly man assigned watch stations.

. Inspect all spaces for which the division isresponsible. Inspect watch stations and check on thealertness of the personnel on watch. Make surepersonnel follow proper operating procedures and obeyall orders and instructions that apply. Make sure allspaces are clean, free of fire and flooding hazards, andcontain no unauthorized persons.

. Muster division personnel and make reports asrequired.

The division duty petty officers report to theengineering department duty officer and call on themfor guidance or help. Generally, the division duty pettyofficer reports the condition of his division to theengineering department duty officer before 2000 eachevening.

Certain engineering department personnel arerequired to furnish services or operate equipmentregardless of other services required of the department.The engineering watches always assigned in portinclude the duty oil and water king (B division), theduty EM (E division), the duty HT (R division), the dutyA-gang (A division), and the duty boat engineer(qualified personnel of any engineering division).

The engineering department is usually required tofurnish steam, electric power and lighting, and freshwater or feedwater when the ship is in port. onlyauxiliary machinery is needed to supply the requiredservices, and the necessary watch is referred to as theauxiliary watch. The auxiliary watch is usually made upof the following watches and duties.

The security watch regularly inspects idlemachinery spaces and sound voids. The fireroom watchoperates the necessary boiler room machinery. Theengine room watch operates the necessary ship’sservice generators. The electrical watch operates thenecessary main electrical distribution switchboards,and the evaporator watch operates the distilling plant asnecessary.

When the ship is receiving fresh water, steam, andelectrical power from the pier or a ship alongside, theauxiliary watch is replaced with the cold iron watch inthe machinery spaces. The cold iron watch generally ismade up of a security watch stationed in each engine

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room and fireroom. The watch is assigned to preventsabotage and damage from other causes, to keep outunauthorized personnel, and to detect and eliminate firehazards, flood hazards, and other potentially dangerousconditions. At the same time, cold iron watches arestationed in other important idle machinery spaces. Ifnot, the engine room and/or fireroom watchesperiodically inspect additional spaces. A cold ironwatch should be stationed in otherwise unoccupied idlefirerooms and engine rooms underway as well as inport. A responsible petty officer must be assigned tosupervise the cold iron watch.

The engineer officer should require posting of thedaily watch list at least 24 hours in advance. Theengineer officer or his representative must approve andsign the watch bill, and it may not be changed withoutapproval from one of those officers.

DIRECTIVES

Directives are instructions or notices used by acommand at any level to prescribe policies,organizations, procedures, and methods that serve asguides to control the decisions and action ofsubordinates. The Navy Directives Issuance SystemManual, SECNAVINST 5215.1C, establishes thedirectives system for the Navy and sets forth a simpleand uniform plan for issuing, filing, and maintainingdirectives under the system. Directives are assignedidentifying numbers according to their subjects as listedin the Department of the Navy File MaintenanceProcedures and Standard Subject Identification Codes,SECNAVINST 5210.11D.

The following definitions of policies, procedures,orders, instructions, and regulations are necessary tounderstand the purpose of directives.

l A military POLICY prescribes the course ofaction to be followed in a given situation. Policiesshould be written, for they are used to gauge the actionrequired in recurring situations. Policies established atthe top levels are broad and general, whereas thoseestablished at lower levels must be more specific andconform to the higher level policies.

l A military PROCEDURE is a series ofcoordinated steps laid out for the performance offunctions.

. A military ORDER is a formal oral or writtencommand, issued by a superior officer to a subordinate.It establishes a rule or regulation or delegates authorityfor the performance of a function.

l An INSTRUCTION gives informationconcerning the methods used to accomplish a mission.It specifies the manner and conditions of performancein the execution of projects and programs.

. A military REGULATION is a rule that setsforth standards governing or restraining the conduct ofindividuals.

. Navy INSTRUCTIONS are directives that havea long-term reference value and continue in effect untilcanceled by the originator. Instructions may containinformation of a continuing nature or information thatrequires continuing action. Instructions also directaction that cannot be completed in the near future oraction that must be taken at a future date.

. Navy NOTICES are directives that apply for abrief period of time (usually 6 months or less) andprovide for automatic cancellation on a prescribed dateor under a certain condition. Notices may require actionthat can be completed upon receipt or they may containannouncements and items of current interest.

Directives may be in the format of a letter orpublication. A letter type is made up of one or severalpages much like any other letter. A publication type isnormally equipped with covers and contains a title page,a letter of promulgation, a record of changes page, atable of contents, and an alphabetical index of contents.The Standard Organization and Regulations of the U.S.Navy, OPNAVINST 3120.32B, is a publication-typedirective. Certain shipboard directives are excludedfrom the directives system. They are the captain’s nightorder book, the ship’s plan of the day, the engineerofficer’s night order book, the OOD’s standing orderbook, and the OOD’s memorandums.

The CO issues the ship’s directives system byissuing two instructions. One instruction prescribes thedirectives to be used in the system, the responsibilitiesof the originators of the directives, the directives controlpoints and their functions, instructions for departmentand divisional use of the systems, and standards forreproducing the ship’s directives. The other instructionissues the distribution lists for the ship’s directives.

The ship’s directives system provides for the widedissemination of the policies of the CO, the XO, and theheads of departments. It supplies subordinate officerswith a way to issue amplifying and supplementaryinstructions that place the policies and procedures ineffect. The system makes sure the ship’s policies andprocedures are in keeping with those of the NavyDepartment and of fleet and TYCOMs by permitting

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integration of the ship’s directives with those fromhigher authority.

Directives can be useful tools for the engineerofficer. They must be clear, concise, and readilyunderstood. The format and arrangement are prescribedin the Department of the Navy Directives IssuanceSystem Manual, SECNAVINST 5215.1C. The engineerofficer and other officers of the engineering departmentare required to maintain directives binders according tothe COs instruction. The binders should contain alldirectives (properly indexed and arranged) pertaining tothe officers’ jobs.

SHIP’S BILLS

The Standard Organization and Regulations of theU.S. Navy, OPNAVINST 3120.32B, contains the ship’sbills that guide the assignment of personnel to duties orstations for the purpose of accomplishing certainfunctions. Each ship’s bill is classified as anadministrative, operational, or emergency bill. Thewatch, quarter, and station bill is an amplification of theStandard Organization and Regulations of the U.S.Navy.

Administrative bills are ship’s bills that facilitatethe assignment of personnel individually or by groupsto stations or duties that pertain to routine operations orevolutions of the ship. Operational bills include thespecial sea detail bill, replenishment at sea bill, rescueand assistance bill, landing party bill, and visit andsearch, boarding, and prize crew bill.

Emergency bills are ship’s bills that provide for theassignment of personnel individually or by groups tostations or duties to cope with emergencies. Emergencybills include the general emergency bill, man overboardbill, and the CBR warfare defense bill.

TYCOMs furnish ships the type of informationnecessary to permit detailed assignment of personnel.

The responsibility for and maintenance of each ship’sbill is assigned to a key officer, usually a head of adepartment. Each bill must give division officersenough guidance to permit assignment of personnel byname. Each bill must have a preface containing astatement of purpose, assignment of responsibility formaintenance of the bill, and information supplyingbackground or guidance. It must have a tabulationshowing assignments of individuals by billet or rate tostations or duties. It must also have a procedurecontaining all information and policies necessary tointerpret the tabulated material. The procedures mustinclude special responsibilities of individuals withregard to planning, organizing, directing, or controllingthe function or evolution to which the bill relates.

The engineer officer is responsible for themaintenance of the rescue and assistance bill, generalemergency bill, and CBR defense bill. The rescue andassistance bill provides a special organization equippedand qualified to render assistance to persons oractivities outside the ship or to perform relatedfunctions. The general emergency bill provides theoptimum organization needed to counteract majoremergencies and to abandon ship in an emergency. TheCBR warfare defense bill provides an organization andprescribes the procedures to minimize the effects of abiological or chemical attack.

Each division officer is responsible for publishingand maintaining a watch, quarter, and station bill, whichis a summary of his assignments of personnel to stationand duties according to the battle bill and each of theship’s bills. The watch, quarter, and station bill isarranged in standard tabular form. It has columns toenter each individual’s name and rate, data from thebattle bill, and duties assigned under each of the ship’sbills. The watch, quarter, and station bill should beprominently posted in a space that is frequented by allpersonnel of the division.

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CHAPTER 2

RECORD SYSTEMS

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

Identify and explain the purpose of engineering l

department legal records.

Identify and explain the purpose of engineering l

department operating records.

Explain the purpose of the engineering

department’s fuel and water accounts.

Explain the use of 3-M systems in the

engineering department.

Accurate, legible, and up-to-date engineeringrecords plus timely, accurate, and legible reports reflectefficient administration. Records maintained by theengineering department and reports submitted to theengineering officer provide the data for engineeringreports to higher authority. The engineer officer usesreliable records and reports to keep up with the state ofmaterial and performance in the department.

The type commander is coordinator of administra-tive matters for ships assigned. He issues the necessarydirectives to regulate administrative records and reportsrequired of ships within the command. The directivesgenerally include a list of the records and recurringreports required by other commands and agencies of theNavy according to OPNAVINST 5214.2B. With thisinformation, the commanding officer can establish asystem to maintain current and accurate records and toforward reports in a correct and timely fashion.Instructions for the disposal of shipboard records arepublished in part III of Disposal of Navy and MarineCorps Records, SECNAVINST P5212.5C.

The engineer officer must be familiar with the en-gineering records and reports system. He should keeprecord reference files containing complete informationon the methods used to maintain required records. Theengineer officer also should keep a report tickler file.He should separate record reference files alphabetically,and file record reference cards alphabetically bysubject. He should arrange report tickler file cards inorder of the occurrence of the report; daily, weekly,monthly, and so forth. The engineer officer can useRecurring Reports Records form, NAVEXOS 4179, forboth files.

There is no simple way to assure the accuracy ofrecords and reports. The first step is to establish theresponsibility for keeping the records and preparing thereports within the department. The next step is to assignthe duty of checking and verifying the data contained inthe report. The engineering department and divisionorganization manuals provide excellent means of fixingdepartmental record-keeping responsibilities. Thedepartment training program should train personnel toobtain data and maintain records.

Some engineering records are mandatory (requiredby law) while others are necessary for efficient opera-tion of the engineering plant. This chapter covers therecords and reports that are basic to a well-administeredengineering department of any large ship.

The standard forms used as illustrations in thispublication were prepared by the various technicalcommands and the Chief of Naval Operations (CNO).The forms are for issue to forces afloat. The Navy StockList of Publications and Forms, NAVSUP 2002, showshow to order them. The forms are revised as needed, sobe sure you order current forms. Sometimes locallyprepared forms are needed for local use, make certainthat an existing standard form will not serve the purposebefore you order them.

The engineer officer will prepare the ship’soperational reports that deal principally withengineering matters. He should refer to directives ofappropriate fleet and other operational commanders forrequirement frequency, format, and timely submissionof specific operational reports.

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LEGAL RECORDS

The Engineering Log, NAVSEA 3120/2, and theEngineer’s Bell Book, NAVSEA 3120/1, are legalrecords of the engineering department. CompletedEngineering Log and Engineer’s Bell Book sheets arekept on board as permanent records. However, theymay be released when requested by a Navy court orboard, or the Department of the Navy. If it is necessaryfor any part of these records to be removed from theship, a photostatic copy of the material to be removed isprepared for the ship’s files and certified as a true copyby the engineer officer. Completed Engineering Logand Engineer’s Bell Book sheets may be destroyed 3years after the date of the last entries. When a ship isstricken from the list of naval ships, its currentEngineering Log and Engineer’s Bell Book sheets areforwarded to the nearest naval records managementcenter. Sheets less than 3 years old are kept on boardwhen 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 completedaily record by watches. It is a record of importantevents and data pertaining to the engineering departmentand the ship’s propulsion plant. The log must show theaverage hourly rpm (to the nearest tenth) for all shafts;the speed in knots; the total engine miles steamed for theday; all major speed changes; draft and displacementupon getting underway and anchoring; fuel, water, andlubricating oil on hand, received, and expended; thedisposition of the engines, boilers, and principalauxiliaries and any changes in their disposition; anyinjuries to engineering department personnel; anycasualties to machinery, equipment, or material; andsuch other matters specified by competent authority.

Entries in the Engineering Log are made accordingto instructions (1) on the log sheet, (2) in chapter 090 ofthe Naval Ships Technical Manual (NSTM), and (3) indirectives issued by the type commander. Each entrymust be a complete statement and employ standardphraseology. The type commander’s directives containother requirements pertaining to the Remarks section ofEngineering Logs for ships of the type; the engineerofficer must ensure compliance with these directives.

The original Engineering Log, prepared neatly andlegibly in ink or pencil, is the legal record. The remarksshould by prepared and must be signed by theengineering officer of the watch (EOOW) underway orthe engineering duty officer in-port, whichever applies.The log may NOT contain erasures. When a correctionis necessary, a single line is drawn through the original

entry so the entry remains legible. The correct entry isinserted in a reamer as to ensure clarity and legibility.Only the person required to sign the log for the watchmay make corrections, additions, or changes. He mustthen initial the change in the margin of the page.

The engineer officer verifies the accuracy andcompleteness of all entries and signs the log daily. Thecommanding officer approves the log and signs it on thelast calendar day of each month and on the date herelinquishes command. The engineer officer shouldrequire that the log sheets be submitted to him in timeto be checked and signed before noon of the first dayfollowing the date of the log sheet(s). The completedpages are filed in a post-type binder and are numberedconsecutively. They begin with the first day of eachcalendar year and go through the last day of the calendaryear.

When the commanding officer (or engineer officer)directs a change or addition to the Engineering Log, theperson concerned must comply unless he believes theproposed change or addition is incorrect. In that event,the commanding officer (or engineer officer) enters suchremarks over his signature as he believes areappropriate. After the log has been signed by thecommanding officer, it may not be changed without hispermission or direction.

ENGINEER’S BELL BOOK

The Engineer’s Bell Book, NAVSEA 3120/1 (fig.2-2), is a record of all bells, signals, and other ordersreceived by the throttleman regarding movement of theship’s propellers. Entries are made in the Bell Book bythe throttleman as soon as an order is received. Theassistant usually makes the entries when the ship isentering or leaving port, or engaging in any maneuverthat may involve frequent speed changes. This allowsthe throttleman to devote his attention to answering thesignals.

The Bell Book is maintained in the followingmanner:

1. A separate bell sheet is used for each shaft eachday, except where more than one shaft is controlled bythe same throttle station. In that case, the same bell sheetis used to record the orders for all shafts controlled bythe station. All sheets for the same date are filed togetheras a single record.

2. The time of receipt of the order is recorded incolumn 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.-Engineer’s Bell Book.

2-7

number of rpm ordered. Major speedrecorded using the following symbols:

1/3–ahead 1/3 speed2/3-ahead 2/3 speed

I-ahead standard speedII-ahead full speed

III-ahead flank speedZ-stop

B1/3–back 1/3B2/3-back 2/3

BF–back full speed

changes are

BEM–back emergency speed

4. The number of revolutions corresponding to themajor speed change ordered is entered in column 3.When the order received is recorded as rpm in column2 (minor speed changes), do not make an entry incolumn 3.

5. The shaft revolution counter reading at the timeof the speed change is recorded in column 4. The shaftrevolution counter reading is taken hourly on the hourwhile underway and entered in column 4.

Ships and craft with controllable reversible pitchpropellers also use column 4 to record responses tospeed change orders. However, they record changes inthe propeller pitch in feet and fractions of feet. Entriesfor astern pitch are preceded by the letter B. Entries aremade of counter readings each hour on the hour. Thisinformation helps in the calculation of miles steamedduring those hours when the propeller pitch remainsconstant.

On ships with gas turbine propulsion plants, a belllogger provides an automatic printout each hour. Itshows when propeller rpm or pitch change by more than5 percent, when the engine order telegraph is changed,or when the controlling station is shifted.

Before going off watch, the EOOW signs the BellBook on the line following the last entry for his or herwatch and the next officer of the watch continues therecord on the following line. In machinery spaces wherean EOOW is not stationed, the watch supervisor signsthe bell sheet.

NOTE: A common practice is to have thethrottleman also sign the Bell Book before the EOOWor his relief.

In ships or crafts with controllable pitch propellers,bridge personnel control the engines and maintain theBell Book.

Some smaller ships with controllable pitchpropellers sometimes need to switch control of the

engines between the engine room and the bridge. Forthat purpose they maintain two Bell Books, and thepersonnel in control of the engines at any one time makeentries in the Bell Book. When control shifts from oneto the other, say from the bridge to the engine room,bridge personnel enter the time they gave control to theengine room. At the same time, engine-room personnelenter the time they assumed control. When the BellBook is maintained by bridge personnel, the officer ofthe deck (OOD) signs it. When it is maintained byengine-room personnel, the EOOW signs it. At the endof the day, the two sets of Bell Sheets are consolidatedand approved so there is only one official set for the day.

There can be no alterations or erasures in the BellBook. An incorrect entry should be corrected bydrawing a single line through the entry and recordingthe correct entry on the following line. The EOOW, theOOD, or the watch supervisor should initial changes.

OPERATING RECORDS

Engineering operating records help ensure regularinspection of operating machinery and provide data forperformance analysis. They should be reviewed daily atthe level specified by appropriate directives. Operatingrecords are not intended to replace frequent inspectionsof operating machinery by supervisory personnel. Also,they are not to be trusted to warn of impendingcasualties. Personnel who maintain operating recordsmust be properly indoctrinated. They must be trained tocorrectly obtain, interpret, and record data and to reportany abnormal conditions. Acceptable high and lowreadings and abnormal readings must be permanentlyrecorded on operating logs for each machinery type.Abnormal readings should be circled in red and reportedto the watch supervisor.

The type commander’s directives specify whichengineering operating records will be maintained andprescribe the forms to be used when no standard recordforms are provided. The engineer officer may requireadditional operating records if he finds them necessary.

The operating records discussed in this chapter aregenerally retained on board for 2 years. They may thenbe destroyed according to current disposal regulations.Complete records must be stowed where they will beproperly preserved and easily located in case of need.

PROPULSION STEAM TURBINE ANDREDUCTION GEAR OPERATING RECORD

The Propulsion Steam Turbine and Reduction GearOperating Record, NAVSEA 9231/1 (fig. 2-3), is adaily record maintained for each main engine in

2-8

Figure 2-3.

2-9

BOILER NO. BOILER NO. F.O. SYS. F.O.S.P. NO. F.O.S.P. N8. , FIREPUMP NO. F.W. PMP.

Y STM. SPR. HT. STM. DESPR. HT. ECON. TEMP. BRN. SPRAY + DRUM'

STM. SPR. HT. STM. DESPR. HT. ECON. TEMP. BRN. SPRAY AIR PSIG PSIG

pSI(-j PSIG OF. IN PLATE PA:; ;;;i' PSIG OF. STM. L.O.DISCH. STM. L.O. DISCH. STM.

LUBE OIL DISCH

PSIG OF. TO FROM USE SIZE PSIG OF. TO FROM ' JtE t;;: PSIG To To PSIG OF. PSIG PSIG OF. PSIG PSIG-pSIG OF. PSIG‘ sucTe DISCHs SYS. BLR.

,MIN. 1 l5 1. l5 575 120 575 120 575 10 120 NORM. 1275 1200 1125 700 246 494 1275 1200 1125 700 246 494 350 350 350 350 125 15 MAX. 975 6 975 6 615 130 615 130 615 15 140

0 0: ~---

i I 1

I 5

:6 07 08 09

, 10 I II I I ’ I II 1 I I I I 1

11 I I I I I I 1

I' 1 , I.] ,I 1 14 I I I I

r 15 1 16 I

! 17 18

9 , :o

I I I 1

I I 21 22 23 , 1 , 1 1 L I 24 1 I III1 I I I I 1 I I

I I I AUXILIARY MACHINERY

TIME HOURS HOURS TIME HOURS ITEM

TIME , 6 ITEM 6 ITEM b

STR. STP.ISTR. STP. STR. STP. MIN. STR. STP.jSTR. STP. STR.1 STP. MIN. STR.1 STP.1 STR. STP. STR. [STP. MIN. INPT. F.O. S.P. NO. MN. FD. PHP. NO. I pIm-pq F.O.S.P. NO. NM. FD. PMP. NO. FRESH WTR. PMP. NO. I

,F.O.S.P. NO. M FD PWP NO. fN.D. BLOWER'

I S/S AIR COMP NO ,FD. BSTR. PMP. NO. S.W. CLING. iMPhO. I I FD. BSTR. PMP. NO, F.D. BLOWER I I I ELECT. F.D.B. NO. 1 ' FD. BSTR. PMP. NO. F D BLOWER . . ELECT. F.D.B. NO.

I . FLBsLplJHP NO.

1~ ~ CONT. AIR COMP. TYPE I AIR NER

BOILER LIGHT-OFF 6 SECURING RECORD TYPE II AI;;-DRYER I

BLR. TIME STEAM , BLR. CUT-IN CUT-OUT HRS. UNDER STM. 1 REMARKS: NO. LIGHTED FORMED MAIN. AUX. MAIN. ' AUX. UNDERWAY'INPORT

1

I .

FRONT BACK

t- ~____________ I I

B.T. :N-CHARGE, CHIEF ENGINEER:

Figure 2-4.-Boiler Room Operating Record.

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operation. In ships with more than one main engine inthe same engine room, a separate sheet is maintained foreach engine, but common entries are omitted from therecord for the port engine.

The watch supervisor enters the remarks and signsthe record for his watch. The petty officer in charge ofthe engine room checks the accuracy of the record andsigns his name in the space provided on the back of therecord. The main propulsion assistant notes the contentsand signs the record. Any unusual conditions noted inthe record should be reported to the engineer officerimmediately.

GAS TURBINE OPERATING RECORD

On ships with gas turbines, bells and engineoperating parameters are logged automatically bycomputer. The system can produce printouts at regularintervals or on demand. The data comes from two lineprinters; one for the bell logger and one for the datalogger. The bell logger prints bell signals and replies tothose signals. The data logger prints all informationother than bell signals. The bell or data logger can printboth kinds of information if one of the loggers issecured. Most ships use only one logger at a time.Examples of bell and data logger printouts are logs fordata on engine parameters, alarms, status changes,trends in operating parameters, and demand prints ofany of the logs.

DIESEL ENGINE OPERATING RECORD

The Diesel Engine Operating Record, NAVSEA9231/2, is a complete daily record for each operatingpropulsion and auxiliary diesel engine in the ship.The watch supervisor writes and signs the remarks forhis watch. The petty officer in charge of the ship’sdiesel engines checks the accuracy of the entries andsigns the record in the space provided. The engineerofficer notes the contents and signs his approval ofthe record daily.

AC/DC ELECTRIC PROPULSIONOPERATING RECORD

The AC/DC Electric Propulsion Operating Record,NAVSEA 9235/1, is daily record for each operatingpropulsion generator and motor in ships (exceptsubmarines) equipped with ac or dc electric propulsionmachinery. A separate record sheet is used for eachshaft. Exceptions are ships with more than twogenerators or two motors per shaft, where as manysheets as required are used.

Data is entered on the record and the remarks arewritten and signed by the Electrician’s Mate (EM) ofthe watch. The accuracy of the entries is checked bythe EM in charge of the electric propulsion equipmentand the electrical officer. Space is provided on therecord for the daily approval and signature of theengineer officer.

BOILER ROOM OPERATING RECORD

The Boiler Room Operating Record, NAVSEA9221/6 (fig. 2-4), is a complete record for each steamingfirercom. Space is provided on the back of the recordfor the operating data of all fireroom auxiliarymachinery. Entries are checked for accuracy by thefireroom supervisor. The B division officer also checksand initials the record. The engineer officer checks theentries and approves the record daily by signing it in thespace provided for his signature.

ELECTRICAL LOG

The Electrical Log, NAVSEA 9600/1 (fig. 2-5), isa complete daily record for each operating ship’sservice generator, Entries for the prime movers aregenerally 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 incharge of the ship’s service generators. Both the M andE division officers check the record for accuracy andany evidence of impending casualties. Each officerinitials the record to indicate he has checked it. Theengineer officer notes the content and signs the recorddaily in the space provided.

DISTILLING PLANT OPERATING RECORD

There is a distilling plant operating record for eachof the three principal types of distilling plants in useaboard naval ships. The records are (1) the LowPressure Distilling Plant Operating Record, NAVSEA9530/3, (2) the Flash Type Distilling Plant OperatingRecord, NAVSEA 9530/1 (fig. 2-6), and (3) the VaporCompression Distilling Plant Operating Record,NAVSEA 9530/2. Each is a complete daily recordmaintained for each distilling plant in operation.Personnel of the watch record data and remarks in therecord. The watch supervisor signs the remarks for hiswatch, and the petty officer in charge of the ship’sdistilling plants checks all entries for accuracy and signsthe record. The division officer (M or A, as applicable)reviews and initials the record. Space is provided on the

2-11

Figure 2-5.—Electrical Log—Ship’s 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 engineerofficer.

AIR COMPRESSOR OPERATING RECORD

REFRIGERATION/AIR CONDITIONINGEQUIPMENT RECORD

The Refrigeration/Air Conditioning EquipmentOperating Record, NAVSEA 9516/1 (fig. 2-7), is acomplete daily record for each operating refrigerationplant and air conditioning plant (except packageunits). Spaces on the front of the record are for entriesapplicable to both refrigeration and air conditioningplants (view A of fig. 2-7). The entries made on theback of the record are illustrated in view B offigure 2-7 (air conditioning). Note that data arerecorded at 2-hour intervals in this record. The Adivision officer reviews the contents and initials therecord daily.

GYROCOMPASS OPERATING RECORD

The Gyrocompass Operating Record is a locallyprepared, complete daily record for each operatingmaster gyrocompass. The form for the log is preparedaccording to the type commander’s directives.Columns in the log should provide space forrecording the times of starting and stopping thegyrocompass, total hours of operation since deliveryof the gyrocompass, and important operating datapertaining to the gyrocompass installation, The pettyofficer in charge of the interior communications (IC)equipment checks the accuracy of the log and theelectrical officer notes its contents daily.

IC ROOM OPERATING RECORD

The IC Room Operating Record is a daily record ofmajor electrical equipment in operation in the IC roomand is maintained by the IC watch. The form for therecord is prepared locally according to the typecommander’s directives. On small ships thegyrocompass log and the IC room record may bemaintained on the same form. Important data such asvoltages and currents of major units of IC equipment(IC switchboard, telephone switchboard, and motorgenerator sets) should be recorded on the form. The ICRoom Operating Record is checked and approved in themanner described for the Gyrocompass OperatingRecord.

Some large ships maintain an Air CompressorOperating Record that contains important data such astemperatures and pressures pertaining to aircompressors in operation. When required by the typecommander, the Air Compressor Operating Record isprepared locally according to his directives. Contents ofthe record should be checked by the petty officer incharge of the air compressors and the appropriatedivision officer.

FUEL AND WATER ACCOUNTS

The maintenance of daily fuel oil, lubricating oil,water, and diesel oil accounts is vital to the efficientoperation of the engineering department. The typecommander generally prescribes forms and proceduresnecessary to account for and preserve a limited supplyof fresh water and fuel. Chapter 090 of the NSTM liststhe fuel and water accounts that the Naval Sea SystemsCommand (NAVSEASYSCOM) considersindispensable to the engineering department.Principally, these accounts inform the engineer officerof the status of the ship’s liquid load. They also form thebasis for several important reports submitted to higherauthority by the engineer officer. One of the mostimportant of these is the report of the amount ofburnable fuel on hand.

It is fundamental to all naval operations that all shipand unit commanders know the exact amount ofburnable fuel on hand. It is sound engineering practiceto fill all fuel oil tanks to 95 percent of volumetriccapacity to allow for expansion and to prevent spillage.When submitting fuel reports, the 95 percent volumetriccapacity of the tank is assumed to be 100 percent of theburnable fuel. It is possible, however, to fuel above the95 percent volumetric capacity. When fueled to 100percent volumetric capacity, the burnable fuelpercentage figure will exceed 100 percent. The engineerofficer should not hesitate to report burnable fuel inexcess of 100 percent when this amount is actually onboard.

When computing the amount of burnable fuel onboard, only the fuel oil in storage tanks and servicetanks is considered and only if it is above the servicesuction and transfer suction tailpipes. Fuel below thosepipes is not considered burnable. The design height ofsuction tailpipes is shown on ship’s plans. The fuel oilin contaminated tanks (settling or separating tanks),also is not considered burnable.

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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 WaterReport, NAVSEA 9255/9, daily to the commandingofficer (fig. 2-8). The report indicates the amount of fuel(fuel oil and diesel oil) and water on hand as of midnightthe previous day. The report also includes the previousday’s feed and potable water performance, results ofwater tests, and the steaming hours on boiler firesidesand watersides.

The Fuel and Water Report is compiled from dataobtained from the Daily Fuel and Lube Oil Account andthe Daily Water Account. The original and one copy ofthe report is delivered to the OOD early enough tosubmit to the commanding officer with the 1200reports.

DAILY FUEL AND LUBE OIL ACCOUNT

The Daily Fuel and Lube Oil Account is generallya single daily record sheet showing the receipt, use,

expenditure, transfer, and changes by inventory orapparent 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 typecommanders. An account form is submitted before andafter receiving or delivering fuel oil. The form isprepared by the oil king and checked for accuracy byhis leading petty officer and division officer. It is thensubmitted to the engineer officer for his approval andsignature. The information in the record is the basis ofreports submitted to higher authority (commandingofficer and force or unit commander) by the engineerofficer.

DAILY WATER ACCOUNT

The Daily Water Account is a daily record of thefeedwater for boilers and potable fresh water in reservefeed tanks, deaerating feed tanks, boilers, and potablewater 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 officerand division officer. The record is then submitted to theengineer officer for his approval and signature. Thedaily water account is also a source if information thatis included in reports to higher authority.

FUELING MEMORANDUM

The engineer officer uses a Fueling Memorandum(fig. 2-9) to inform interested parties whenever fuel oilor diesel oil is received or delivered. Those interestedparties include the commanding officer, the OOD, thesupply officer, and any others concerned, including theship being refueled when that is the case.

LIQUID LOAD PLAN

The Liquid Load Plan of the ship is a printed orlocally prepared diagrammatic layout of all the ship’stanks, with each colored to show graphically the

approximate status of fuel, ballast water, reservefeedwater, and potable water. The oil king prepares anddistributes the plan daily. Copies serve as important aidsto the damage control watch officer, engineer officer,and EOOW. In large ships, a copy of the plan may beposted at each repair party control station to provideinformation 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 forships carrying or maintaining a large number of boats.All operating boats should be fueled daily before 0800to prevent fueling at unusual hours and to ensurereadiness for unscheduled calls. The record for eachboat should indicate (1) the boat number, (2) the fuelcapacity in gallons, (3) the fuel on hand, (4) theapproximate 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 KING’S MEMORANDUM BOILER WATER TREATMENT LOG

The Oil King’s Memorandum is a locally prepared The forms in the following list are used to record

report that includes soundings of all reserve feedwater data that helps maintain proper water conditions in a

tanks, tie1 oil tanks, feedwater suction, and standby steam propulsion plant:

tanks. It is submitted twice daily to the EOOW and 1. Cover Sheet and Monthly Boiler Data, engineer officer. NAVSEA 925516 (fig. 240).

FUELING MEMORANDUM

5ND SHIPS 9550143 (3166) U.S.S. OAHLGREN (DLG-12)

IJATI-

To : Commanding Officer From: Engineer Officer

TIME OF FUELING GALLONS FUEL OIL COMPUTED AT 60° F. -_

C@h@NCED COMPLFTFD RECF I VED DFL IVfRED

GALLONS FROM GALLONS TO

-T

ANALYSIS OF FUEL I WATER AND SEDIMENT AVERAGE PUMPING TEMP GRAVITY . vIscosITY CLNTRIFUGE

OF. 69 60O~. FUROL @ 122 OF. SEC. BEFORE REFLUX ING % AFTCR REFLUX ING %

RECOROED BY RATE DATE WATER Dl5TlLLATlON

. %

I I I

DRAFT READINGS

BEFORE FUEL I NG I AFTER FUELING

F ORwARD AFT 1

ME AN FORWARD AFT ME /IN

FT. IN. FT. IN. FT. IN. FT. IN. FT. IN. FT. IN.

- REMARKS

INSTRUCTIONS FOR FUELING OFFICER

(a) Insure that oil king has the fuel oil service (f) The Weapons Officer (First Lieutenant) will arrange

tanks full prior to refueling and that no oil shall for the deta’il of men to handle host*. Engineer personnel

be received in service tanks while refueling. shall man the fueling telephone circuits ([JV) and (2JV),

(b) Under the supervision of the Engineer Officer, man the manifolds and stand hy the fuellnfl tanks.

sound all pertinent tanks prior to and after fueling (g) When in all respects reddy to commence fueling,

and compute the amount on hand corrected to 60’F. notify the Officer of the Deck, the Englnecr Officer and

(c) Notify the Officer bf the Deck where It is de- the Weapons Officer (First Lieutenant ).

sired to rig fuel oil hoses, the approximate amount th) Carry out the provisions of DuShips Technical Manual

of fuel to be taken and the estimated time to refuel. Chapter 55-21. 1. a,b,c, and 2.

Fueling at sea operations shall be conducted in ac- cordance with .prescribed regulations.

(i) When fueling from the pier insure that the covering invoice is received (delivered) to include the fuel

(d) Request the “R” Division to obtain ship’s draft analysis.

(f.ore 81 aft) and mean before and after fueling. Cj) The responsibilities for stowing the hoses and gear

(e) Notify the Officer-of-the-Deck and the Weapons are incorporated in the ship’s organization book.

Officer (First Lieutenant) in time for them to make their final preparations for fueling.

ENGINEER OFFICER fsipnaturr)

Copies to: O.O.D.

PLATE NO. I 1658

Supply Officer

Figure 2-9..Fueling Memorandum.

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Figure 2-10.

2-19

Feedwater Chemistry Worksheet/Log,NAVSEA 9255/4 (fig. 2-11).

4. Trend Analysis Graphs, NAVSEA 9255/13(Type A Boilers), NAVSEA 9255/12 (Type B

2.

3.Boilers).

Boiler Water Chemistry Worksheet/Log, NAV-SEA 9255/8 (fig. 2-12). 5. Reserve/Makeup Feedwater Test Log, NAV-

SEA 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 the test of feedwater and test and treatment of boilerfeedwater tests on all ships with propulsion and water.auxiliary boilers. The Feedwater Log, with one of the Specific instructions for the maintenance of theseprevious logs listed, will be used on each ship to record logs are given in the NSTM, chapter 220, volume 2, and

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

2-21

Figure 2-13.

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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) Systemsis to manage maintenance and maintenance support in amanner that will ensure maximum equipmentoperational readiness. OPNAVINST 4790.4B, volumesI, II, and III, contain all of the detailed procedures andinstructions for the effective operation of the 3-MSystems. That includes examples of the forms discussedin this chapter. Other instructions on the 3-M Systemsare found in the type commander’s maintenancemanuals.

This chapter will discuss the most common recordsof the 3-M Systems that must be kept current in theengineering department.

PLANNED MAINTENANCE SCHEDULES

In an effective Planned Maintenance System(PMS), PMS schedules must be accurately filled outand posted in a timely manner. PMS schedules arecategorized as cycle, quarterly, and weekly.

Cycle Schedule

The Cycle PMS Schedule displays the plannedmaintenance requirements to be performed betweenmajor overhauls of the ship. The following informationmust be tilled in on the cycle schedules: ship’s name andhull number, work center designator code, maintenanceindex page (MIP) number, component’s or system’sname, and maintenance scheduled in each quarter afteroverhaul.

The engineer officer must supervise all cyclescheduling of engineering department maintenance,and then sign and date the Cycle PMS Schedule beforeit is posted.

If there is a need to rewrite the Cycle PMSSchedule, the old schedules should be filed with the lastquarterly schedule with which it was used.

Quarterly Schedule

The Quarterly PMS Schedule is a visual display ofthe work center’s PMS requirements to be performedduring a specific 3-month period. Spaces are providedto enter the work center, quarter after overhaul,department head’s signature, date prepared, and the

months covered. The schedule has 13 columns, one foreach week in the quarter. These permit scheduling ofmaintenance requirements on a weekly basisthroughout the quarter. There are also columns to enterthe MIP number and PMS requirements that mayrequire rescheduling. There are “tic” marks across thetop of the scheduling columns for use in showing thein-port/underway time of the ship for the quarter.

The engineer officer must supervise scheduling ofPMS on the quarterly schedule for his department. Theengineer officer must then sign and date the schedulebefore it is posted. At the end of each quarter, theengineer officer must review the quarterly schedule,check the reasons for PMS actions not accomplished,and sign the form in the space provided on its reverseside. The division officer is responsible for updating thequarterly schedule every week. Completed quarterlyschedules should be kept on file for 1 year.

Weekly Schedule

The Weekly PMS Schedule is a visual display of theplanned maintenance scheduled for a given work centerduring a specific week. The work center supervisor usesweekly schedules to assign and monitor work on thePMS tasks by work center personnel.

The Weekly PMS Schedule contains blank spacesto be filled in for work center code, date of currentweek, division officer’s signature, MIP number minusthe date code, component names, names of personnelresponsible for specific maintenance requirements,outstanding major repairs, and situation requirements.

The work center supervisor is responsible forcompleting the Weekly PMS Schedule and for updatingit every day.

FEEDBACK FORM

The PMS Feedback Report Form, OPNAV Form4790/7B, provides maintenance personnel with themeans to report discrepancies and problems and torequest PMS coverage. All PMS Feedback Reports aresent to NAVSEACANs or TYCOMs, based on thecategory of the feedback report.

Feedback reports are originated in the work centerand must be signed by the originator. They are thenscreened and signed by the division officer and theengineer officer before being forwarded to the 3-Mcoordinator. The 3-M coordinator will date and sign thefeedback report, serialize it, and return the green copyto the originating work center. The originating work

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center will file the green copy until an answer to thefeedback report is received.

SHIP’S MAINTENANCE ACTION FORM

The Ship’s Maintenance Action Form, OPNAV4790/2K, is used by maintenance personnel to reportdeferred maintenance and completed maintenance. Thisform also allows the entry of screening and planninginformation for management and control ofintermediate maintenance activity (IMA) workloads.

The OPNAV 4790/2K is originated in the workcenter. It is screened for accuracy and legibility, andinitialed by the division officer and engineer officerbefore being forwarded to the 3-M coordinator. Whenthe form is used to defer maintenance, the 3-Mcoordinator will send two copies back to the originatingwork center to hold on file. When the deferredmaintenance is completed, one of the copies is used todocument the completion of the maintenance.

CURRENT SHIP’S MAINTENANCEPROJECT

The standard Current Ship’s Maintenance Project(CSMP) is a computer-produced report listing deferredmaintenance and alterations that have been identifiedthrough Maintenance Data Collection System (MDCS)reporting. Copies of the CSMP should be receivedmonthly. The engineer officer is provided with a copyfor each of the engineering department work centers,and each work center is provided a copy that shows onlyits own deferred maintenance.

The purpose of the CSMP is to give shipboardmaintenance managers a consolidated list of deferredcorrective maintenance. They can use the list to manageand control maintenance in the deferred items. Thework center supervisor is responsible for ensuring theCSMP accurately describes the material condition ofhis work center.

Each month when a new CSMP is received,verified, and updated, the old CSMP may be destroyed.

OPNAVINST 4790.4B, contains the instructionsand procedures needed to complete and route all 3-MSystems forms.

ADDITIONAL RECORDS

The engineering department records and reportsdiscussed in this section inform responsible personnelof coming events (including impending casualties).

They supply data for the analysis of equipmentperformance, provide a basis for design comparison andimprovement, or provide information for theimprovement of maintenance techniques and thedevelopment of new work methods. The records arethose papers that must be compiled and retained onboard (in original or duplicate form) for prescribedperiods. They are primarily used for reference inadministrative and operational matters. The reports areof either a one-time or recurring nature. Recurringreports are required at prescribed or set intervals, whileone-time reports need to be made on the occurrence ofa given situation.

ENGINEER OFFICER’S NIGHT ORDERBOOK

The engineer officer keeps a Night Order Book aspart of the engineering records. In it he enters orderswith respect to (1) operation of the engineering plant,(2) any special orders or precautions concerning thespeed and operation of the main engines, and (3) allother orders for the night for the EOOW. The NightOrder Book is prepared and maintained according toinstructions issued by the type commander. Some typecommanders require that the Night Order Book have aspecific format that is standard for ships of the type.Others allow use of a locally prepared form but specifycertain contents of the book.

The Night Order Book must contain orderscovering routine recurring situations (engineeringdepartment standing orders) as well as orders for thenight for the EOOW. Standing orders are issued by theengineer officer as a letter-type directive (instruction),according to the ship’s directives systems. A copy of theinstruction is posted in the front of the Night OrderBook. Orders for the night for the EOOW generallyspecify the boilers and other major items of machineryto be used during the night watches. A form similar tothe one illustrated in figure 2-14 is in use in some shipsfor the issuance of the engineer officer’s night orders.

The Night Order Book is maintained in port and atsea. In the temporary absence of the engineer officer inport, the engineering department duty officer maintainsit. Underway, the Night Order Book is delivered to theEOOW before 2000 and is returned to the log roombefore 0800 of the following day. In addition to theEOOW, principal engineering watch supervisors andthe oil king should read and initial the night orders forthe watch. In port, the leading duty petty officer of eachengineering division and the principal watchsupervisors should read and initial the night orders.

2-24

Figure 2-14.-Engineer Officer’s Night Orders (sample).

STEAMING ORDERS Orders is essential to get a ship with a large engineeringplant under way.

Steaming Orders are written orders issued by theengineer officer. They list the major machinery unitsand readiness requirements of the engineeringdepartment based upon the time set to get the shipunderway. Generally, a locally prepared form similar tothe one illustrated in figure 2-15 is used to issue theSteaming Orders. The orders normally specify the (1)engine combinations to be used, (2) times to light firesand cut in boilers, (3) times to warm up and test mainengines, (4) times to start and parallel ship’s servicegenerators, (5) standard speed, and (6) EOOW andprincipal watch supervisors. Early posting of Steaming

GYROCOMPASS SERVICE RECORD

A Gyrocompass Service Record Book is furnishedto the ship for each gyrocompass installed. The book isa complete record of inspections, tests, and repairs tothe gyrocompass and must always remain with itsassociated gyrocompass. The front of the book containscomplete instructions for maintaining the record-theymust be followed carefully. If the Gyrocompass ServiceRecord Book is lost or damaged, use the Navy Stock Listof Publications and Form, NAVSUP 2002, to get a

2-25

Figure 2-15.-Steaming Orders (sample).

replacement. Include the mark, modification, and serial ship’s position and headings; and (4) a record of thenumber of the gyrocompass for which the book is degaussing range runs. The Degaussing Folder isintended. necessary to the operation of the degaussing system and

DEGAUSSING FOLDER must be safeguarded against loss. Generally, the

navigator keeps the Degaussing Folder with the names

The ship’s Degaussing Folder is a record of the of engineering personnel who will use it.degaussing installation in the ship. The folder contains(1) a description of the degaussing installation; (2) a

The Ship’s Degaussing Action Log, NAVSEA

record of inspections, tests, and repairs performed by 8950/19, is provided for recording maintenance of the

repair activities; (3) the values of all coil currents for the degaussing system performed by the ship’s force. When

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complete, the forms are inserted in thefolder.

BOILER TUBE FAILURE REPORTS

degaussing

The form shown in figure 2-16 is a standard form tobe used when reporting failed or replaced boilerpressure parts. The form (NAVSEA 9510/2), togetherwith any required samples of deposits, tubes, and boilerwater, should be forwarded to the nearest shipyard orrepair facility for analysis and report.

If the tube failure is unusual and there is doubt ofthe cause, send the tubes and report to the Naval ShipsEngineering Center, Philadelphia Division (formerlyNaval Boiler and Turbine Laboratory). Send themaccording to current instructions issued byNAVSEASYSCOM.

When filling out the Boiler Tube Casualty Report,always use standard terminology to provide meaningfulinformation on the nature and causes of the damage. Ifyou cannot determine the exact type of damage,remember and use the following terms to help you.

• RUPTURE describes all openings associatedwith tube enlargement;

l PERFORATION describes openings other thancracks that are not associated with tube enlargement;

. CRACK descr ibes a long i tudinal orcircumferential separation where there is no appreciabletube enlargement.

If it is necessary to submit samples in connectionwith boiler pressure part damage, follow currentinstructions issued by NAVSEASYSCOM. Here are afew tips on how to prepare and submit samples:

. Samples of damaged pressure parts must beobtained as nearly as possible in their original form. Acomplete tube section containing an example of themetal damage makes a good sample.

. Cut sample tubes into convenient lengths forshipping, but mark them CLEARLY for reassembly. DoNOT use oil for cutting a tube that is to be submitted asa sample. Cut sample tubes so the damaged area will notbe cut, burned, or otherwise disfigured.

. A poorly labeled sample is nearly worthless.Mark tube sections with paint to show the side towardthe furnace, the top and bottom orientation of the tube,the distance of the rupture, crack, or fault from thefurnace floor or roof (if the complete tube is notforwarded), and the steam drum end. Also, use paint to

show the relationship of each section to the othersections of the tube, the boiler number, the name of theship, and any other necessary information. The markingmust not cover or contaminate the damaged area DoNOT submit tube samples with paper tags tied ontothem; when paper tags are used, they generally becomelost or disfigured long before the sample arrives at itsdestination.

. The best way to submit a sample of a tube depositis usually to submit a section of the tube with the depositstill in place. If for some reason this cannot be done,separate the deposit sample from the metal. Use a sharpinstrument that can take the entire thickness of thedeposit down to the sound metal. As a last resort, youcan take deposit samples by scraping or brushing.However, samples taken in this way are broken up andfrequently contaminated with other material. Theyprovide limited useful information.

. Forward deposit samples in clean bottles or cans.Permanently mark the container with all the requiredidentifying information.

. Take a 1-gallon sample of boiler water while theboiler is being emptied or just before it is emptied andsubmit it with samples of waterside deposits. Be sure thebottle is clean before the sample is collected Fill thebottle almost to the top; stopper it tightly; and label itclearly with all identifying information, includinginformation on recent water tests and water treatment.

. When you submit samples for analysis, send anexplanatory letter with them. Include information on thecircumstances under which the failure occurred, thecause of the failure (if known), the firing rate at the time,the number of steaming hours since the last watersidecleaning, and any other pertinent formation.

BOILER TUBE RENEWAL SHEETS

Boiler Tube Renewal Sheets, often called BoilerTube Data Sheets, should be used to keep a record ofdefective tubes and of renewed tubes. Boiler TubeRenewal Sheets are available for most boilers now innaval use. Figure 2-17 illustrates this form for aBabcock & Wilson double-furnace boiler; figure 2-18,A and B, shows the form for a Foster Wheelersingle-furnace boiler. If Boiler Tube Renewal Sheetsare not available for a particular boiler, similar formscan 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 surface ships and service craft. A similar report, theSubmarine Characteristics Card, OPNAV 9010/1,

The Ship Characteristics Card, OPNAV 9010/2, is applies to submarines. Current OPNAV and fleeta report of comprehensive information essential to an commanders directives prescribe the distribution andunderstanding of the characteristics and capabilities of frequency of submission of the ship and submarine

2-30

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

characteristics cards. The current revision of planning. Where accurate data are not available, makeOPNAVINST 9010.8 applies. The report includes an estimate and mark it with the letter E, and then followinstructions for completing the forms. up with exact data as soon as practical.

The data in the Ship Characteristics Card must be CNO requires that all ships submit the Shipaccurate and complete because CNO uses it for 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 ofregular overhaul, and (3) whenever a change in militarycharacteristics (including any change in weaponsinstallations) is made. The engineer officer must makecertain that the current revision of the ShipCharacteristics Card is used to submit the report. Whenfilled in, the Ship Characteristics Card is classifiedConfidential.

MAIN PROPULSION TURBINECONDITION REPORT

The Main Propulsion Turbine Condition Report is aletter report of the condition of each propulsion turbineand is submitted to NAVSEASYSCOM via the typecommander 3 months before each regular overhaul. Thereport includes data and information on the turbinesaccording to NAVSEASYSCOM requirementspertaining to main propelling machinery. The reportincludes recommendations by the commanding officerand type commander that the turbine should or shouldnot be disassembled for inspection and overhaul duringthe regular period.

When the type commander’s endorsement on aturbine condition report recommends disassembly ofthe turbine casing, NAVSEASYSCOM reviews andnormally approves the recommendation. However, thetype commander may ask for additional information oralternate or additional tests and inspections before he

approves disassembly of the casing. When the turbinereport shows the condition of the turbine is satisfactoryand no urgent alterations are necessary,NAVSEASYSCOM does not answer the report. Anyanswer from NAVSEASYSCOM that approvesdisassembly or asks for additional tests or inspectionswill be directed to the type commander with copies tothe reporting ship, the overhaul activity, and any otheractivities concerned. The activity (usually the typecommander) controlling theoverhaul funds of the ship,disassembling the casing.

SITUATION REPORTS

operating schedule andhas final authority for

Situation Reports are one-time reports requiredwhen certain situations arise. Figure 2-19 is a summaryof one-time reports (not previously described)pertaining to the engineering department. The situationsthat call for the reports listed in the summary areexplained in the references given.

GAS TURBINE SERVICE RECORDS

The gas turbine propulsion plants recentlyintroduced to the fleet are unique in that service andmaintenance records are kept in a way similar to aircraftpropulsion plants. NSTM, chapter 9416 (0234), gives adescription of these service records and full instructionsfor maintaining them.

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CHAPTER 3

TRAINING

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

. Describe the organization and processes of fleet . Describe the organization and processes oftraining. shipboard training.

The purpose of Navy training is to produce acombat-ready Navy that can guarantee victory at sea.Navy training consists of fleet and shipboard training.The Type Commander's Readiness and TrainingManual/Instructions contains general policies for fleettraining. This chapter deals with both types of training,especially as they concern the ship’s engineeringdepartment.

FLEET TRAINING

The Chief of Naval Operations (CNO) isresponsible for fleet training. He delegates control andsupervision to the commanders in chief of the Atlanlicand Pacific Fleets. They, in turn, exercise responsibilitythrough their type commanders. Each fleet has acommander of the training command. He providesprograms such as shakedown and refresher trainingwhen directed by the type commander. These programsinclude battle readiness, common purpose, and uniformstandards at all levels of the organization. See figure 3-1.

The training cycle for each ship covers the periodbetween regularly scheduled shipyard overhauls. Thefollowing events are scheduled during that time:

l

l

l

Inspections and trials are held and used fortraining.

The intratype competitive period, or trainingcompetition among common types of ships, isscheduled for either 12 or 18 months, dependingon need.

Fleet operating schedules are issued on both aquarterly and annual basis and govern planningfor maintenance and related training.

TYPE TRAINING EXERCISES

Type commanders prescribe training exerciseduring the intratype competitive period. The tacticalcommander of ships in a task force requires that shipsperform those exercises either separately or with otherships.

Type commanders are responsible to the fleetcommander for the administration and control of thetraining programs of ships in their administrativecommands. They have the following duties:

1.

2.

3.

4.

5.

6.

Designate the exercises and set minimumrequirements.

Select exercises to meet specific trainingrequirements.

Reallocate ammunition allotted by the fleetcommander.

Divide ships into competitive groups.

Provide qualified observers for certainexercises.

Appraise the performance of each ship.Figure 3-1.-A fleet type training organization.

3-1

7. Maintain records of the overall performance ofeach ship.

When awarding final grades for performance, typecommanders have broad authority. They may weighseparate exercises and other performances to evaluatethe ship’s organization, discipline, and opportunities fortraining. They may delegate their authority for fleettraining (except policy guidance) to subordinatecommanders of units that operate outside theirsupervision and observation.

A training exercise must be observed and analyzedif it is to be effective. If it will be graded, formalobservation is mandatory. Observers will come fromoutside the observed ship if an exercise is importantenough. Observers should analyze and critique theexercise as soon as practical after observing it. Thecritique should identify errors and deficiencies inmaterial or procedures, and it should includerecommendations for improvement.

A critique of a training exercise is based upon theship’s readiness to deal with the situation simulated inthe exercise. However, the observers will considerfactors over which the ship has no control. Theobserving command submits a recommended gradewith a report of the exercises observed. However, thetype commander or a designated subordinate awards afinal grade that is planned to establish uniformity withinthe type. An evaluation of readiness includes theperformance of basic exercises and handling of actualcasualties.

SHAKEDOWN AND REFRESHERTRAINING

A ship will undergo shakedown training if it wasrecently commissioned. A ship will undergo refreshertraining if it was recently activated or is leaving ashipyard after a regular overhaul. In either case, adesignated Fleet Training Group (FTG) under thedirection of the Commander, Training Command, U.S.Atlantic or Pacific Fleet, will put the ship throughintensive combat-readiness training. During that time,the Commander, Fleet Training Group, has operationalcontrol of the ship.

Fleet Training Group

The primary purpose of an FTG is to help ships trainthemselves. To do that, FTGs have delegated authorityto control the assignment of operating areas, coordinateand regulate training exercises, and supply trainingservices in their assigned operating areas.

An FTG is generally divided into an administrativesection and an afloat training section. Theadministrative section schedules the activities of shipsin training for such services as target towing,photography, and dual-ship exercises. The afloattraining section handles the actual training aboard ship.It is organized into departments in the general pattern ofshipboard organization. However, the engineeringdepartment is divided into two departments:engineering and damage control.

The FTG usually holds training exercises in threephases.

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A training readiness evaluation (TRE) for shipsin refresher training and an arrival inspection forships in shakedown training

The training itself

An operational readiness evaluation (ORE) atthe end of training for ships in refresher orshakedown training

Training Readiness Evaluation

A TRE determines the ship’s organizational andmaterial readiness to begin refresher training. FTGpersonnel do a TRE on a ship either in its home port orwhen it arrives at an FTG site. The TRE check-off listsare based upon standards prescribed by Battle Control,NWIP 50-l(B), Naval Ship's Technical Manual, anddirectives of the fleet and type commanders.

When a ship is scheduled for refresher orshakedown training, the fleet training command usuallysends the ship information and instructions on theconduct of training in the FTG. They also sendchecklists for an arrival inspection or TRE. The engineerofficer should check his department’s organization andadministrative procedures against the checklist(s). If theengineer officer corrects most of his discrepanciesbefore the ship reports to the FTG, there will be moretime for training.

When FTG personnel begin the TRE, the ship’sengineering department should provide the followingassistance to the team:

1. Furnish at least two ship’s personnel who arefamiliar with logs, records, and publications.

2. Group logs, records, and publications in thesequence required by FTG instructions.

3. Assign one person, who knows the spaces andthe locations of posted safety instructions and

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operating instructions, to stand by eachengineering space.

4. Have keys available to let FTG personnel intolocked spaces.

FTG personnel assigned to the engineering anddamage control departments will conduct theinspections and evaluations of those departments. Aspart of that process, they will board the ship on a firstday’s ride, and additional rides as may be practical.During these rides, they will conduct and observe drillsand instruct personnel in correct procedures forengineering and damage control.

When the TRE is complete, the FTG team will givethe commanding officer a critique and a written reportof discrepancies. They will send a formal report to theCommander, Training Command, and a copy to the typecommander. Those deficiencies that affect the refreshertraining should be corrected as soon as possible.

SHIPBOARD TRAINING

The objective of the shipboard training program isto develop individual skills. It should prepare eachperson to fill his billet aboard ship, to accept moreresponsibility, and to advance in rating. Individualtraining is the basis for team training, which is the basisfor training an entire ship.

The shipboard training program must consider theship’s organizational framework and operatingschedules if it is to meet training needs. Personnel mustbe trained within their shipboard roles so that analysisof training can include the following:

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Observation of team or group and individualperformance

Comparison of performance with standardcriteria

Recognition of methods for improvement

Attention to training potential and theelimination of training paper work

ORGANIZATION FOR SHIPBOARDTRAINING

The policies and plans of higher authority, mostlythose of the type commander, govern the shipboardtraining organization. The commanding officer headsthe organization (fig. 3-2), and the executive officersupervises 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 professionalknowledge of personnel.

Training methods will vary from ship to shipdepending on size, design, and personnel. Officers whoknow the existing training and maintenance conditionsshould plan training time to take advantage ofmaintenance requirements where possible.

In the following pages, we’ll explain the roles of theplanning board for training and of these key trainingpersonnel: the educational services officer (ESO), theengineering training officer, the division trainingofficer, and the instructors.

Planning Board for Training

The ship’s planning board for training is usuallycomposed of the executive officer as chairperson, theheads of departments, the training officer, and the ESO.The board advises the commanding officer and helpshim develop training policies, establishes the ship’straining program, and evaluates the program byreviewing its training schedules.

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The planning board meets regularly to evaluateprogress, coordinate action, propose changes to improvecurrent training, and prepare for future requirements.They draw information from the personal knowledge ofthe members, reports of the ESO, and various controldevices. This approach often can identify trainingproblems and fix responsibility on personnel,conditions, or conflicting requirements. The planningboard should regularly examine the followingconditions for their effect on training:

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Changes in the ship’s operations

The installation of new or improved equipment

Changes in qualifications for advancement inrate

Changes in personnel assignments

Changes in regulations or procedures underwhich the ship operates

The completion of any phase of the trainingprogram

An increase or decrease in training facilities oravailability of training establishments

Educational Service Officer

The ESO helps the executive officer administer theship’s training, information, and education programs, Inlarge ships, an officer may hold the ESO job as a primaryduty. In smaller ships, the executive officer acts as theESO or assigns the job to another officer as a collateralduty. The ESO works with department and divisiontraining officers to conduct the overall training programand special training programs. The ESO has thefollowing duties:

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Supervise the administration and operation of theship’s training aids.

Serve as a member of the ship’s planning boardfor training.

Maintain contact with fleet and materialcommand or bureau controlled trainingactivities, and advise the planning board fortraining and other ship’s personnel of the use ofsuch facilities for training

Secure quotas as recommended by heads ofdepartments, for personnel attending fleet orfunctional schools.

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Assist examining boards by providing materialand personnel as requested.

Schedule orientation and indoctrination coursesfor officer and enlisted personnel.

Direct the educational services program,including interviewing and counselingpersonnel; 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.

Process applications and conduct necessaryinterviews and tests for limited duty officer,Naval Academy Preparatory School, OfficerCandidate School, and Naval Reserve Officer’sTraining Corps.

Prepare, maintain, and submit required trainingrecords and reports.

Engineering Training Officer

The engineer officer appoints the engineeringtraining officer. He usually assigns the job to one of hisassistant engineer officers as a collateral duty. Theengineering training officer has the following duties:

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Help the engineer officer develop a departmenttraining program in support of the trainingobjectives of the ship.

Help the engineer officer develop a trainingprogram to provide qualified reliefs for keypersonnel.

Implement approved training plans and policieswithin the engineering department.

Coordinate and help administer division trainingprograms within the engineering department.This duty includes supervising the preparation oftraining materials; reviewing curriculum,courses, and lesson plans; helping to select andtrain instructors; holding periodic evaluation ofinstruction given at drills, during watch, onstation, and in the classroom; and procuringtraining aids and devices through the ESO.

Prepare, maintain, and submit training recordsfor the engineering department.

Initiate requests for training supplies andmaterials for the engineering department.

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l Help the engineer officer plan and coordinate thetraining of junior officers of the engineeringdepartment.

Division Training Officer

The division officer usually assigns one of the juniordivision officers to be division training officer as acollateral duty. Otherwise, the division officer orassistant division officer does the job. The divisiontraining officer reports to the division officer and workswith the engineering training officer and ESO tocoordinate training. The division training officer has thefollowing duties:

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Plan, develop, and ensure the preparation ofdivision training schedules; and obtain thetraining space and materials to support theschedules.

Select and train instructors for the division.

Review curriculum, courses, and lesson plans forthe division; and supervise the preparation oftraining material.

Obtain, hold custody of, and issue training aidsand devices.

Evaluate all instruction within the division.

Prepare, maintain, and submit division trainingrecords and reports.

Initiate requisitions for division training suppliesand materials.

Encourage division personnel to attend navalschools and civilian institutions.

Encourage division personnel to use Navycorrespondence courses.

Instructors

All officers and petty officers in the engineeringdepartment must take an active part in the trainingprogram, and each is expected to be a competentinstructor. The petty officers will provide most of theinstruction. However, all instructors must showcompetence in their specialties, and they must developteaching ability through training and experience.

Assign instructors from all rates, including firemen,according to their ability to learn the subject and teachit. Take advantage of graduates of the Navy’s “C” school

for instructors-use them both as instructors and astrainers of other instructors.

TYPES OF TRAINING

The major types of training needed in theengineering department are indoctrination, military,professional, and leadership. We’ll discuss each of thesein the next paragraphs.

Indoctrination

Indoctrination is initial familiarization traininggiven to all officers and enlisted personnel when theyreport on board. The purpose is to make them familiarwith the regulations, organization, and layout of the shipand the department. Indoctrination may include somebasic military, professional, and operational training,depending on the needs of the individual and the type ofship. The time needed for indoctrination depends on theperson’s rank or rate, previous service, and the ship’straining program as explained in the next paragraphs.

Indoctrination is minimal for officers and enlistedpersonnel with shipboard experience. Standardizedshipboard organization makes it unnecessary to holdmore than a brief orientation toward new surroundings.

Indoctrination for junior officers with less than 2years of commissioned or warrant service should lay thegroundwork for professional and operational training toassume specific duties in the engineering departmentand collateral duties in other parts of the ship.

Indoctrination for firemen (FA, FN, and strikers)should include an orientation by the division in whichthe person will work. Acquaint them with theequipment, operating principles, and operatingprocedures for the division as listed in the followingparagraphs.

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Auxiliaries division: The ship’s distilling plant,small boats, hydraulic systems, heating and airconditioning systems, machine shop, boat enginerepair shop, and galley and scullery equipment.

Boilers division: Ship fueling procedures, theship’s boiler, fireroom auxiliaries, fireroomsafety precautions, and boiler feedwater andfeedwater systems.

Electrical division: Indications of trouble inelectrical equipment and recommendedprocedures, shifting the electrical load, safetyprecautions, portable electric tools, electricalswitchboards, interior communication and

sound-powered telephones, maintenance andrepair of motors and generators.

. Main engines division: The main engines,engine-room auxiliaries, reduction gears,turbogenerators, pumps, air ejectors, pipingsystems, watch standing, and safety precautions.

. Repair division: Watertight integrity, care ofdamage control equipment, location of the repairlockers, and the duties and responsibilities of thepipe shop, shipfitter shop, and carpenter shop.

Military Training

Most officers and enlisted personnel get initialmilitary training before or during basic training. Inaddition, enlisted personnel are required to take militarytraining correspondence courses to qualify foradvancement. Most military training offered on boardship is refresher training because even experiencednaval personnel may need to be reminded of theirmilitary duties. Military training may be offered in anumber of ways, such as in formal classes, at morningquarters, and as excerpts in the ship’s plan of the day.

Professional Training

There are four basic sources of professionaltraining: (1) civilian institutions, such as technicalschools, colleges, and universities; (2) Navy schools; (3)correspondence courses; and (4) operational training.We’ll discuss each of these in the following paragraphs,but we’ll give more attention to operational trainingsince it is the only ongoing training aboard ship and thetraining most directly related to performance.

CIVILIAN INSTITUTIONS.– Officers and seniorpetty officers should counsel personnel on the need totake courses in local education and training institutionswhen they are on shore duty. and through the CampusAfloat program, where many larger ships have civilianinstructors on board who hold colleges classes duringoff-duty hours. These studies improve knowledge andskill, help the chances for advancement, and helpprepare for civilian life.

NAVY SCHOOLS.– Officers and senior pettyofficers should counsel personnel to apply for Navyschools that will help them advance. This is especiallytrue where a Navy school is not in the training path fora rating and where younger personnel may not knowabout specialized schools available to them. An exampleis a school to qualify for a Navy enlisted classification(NEC) specialty within the rating.

CORRESPONDENCE COURSES.– Corres-pondence courses are the most easily accessible of alltraining courses. They offer the greatest variety ofmilitary and professional development courses forofficers and enlisted personnel. BUPERSINST 1430.16sets mandatory requirements for enlisted advancementthat include certain correspondence courses in militaryand professional training. Those are listed inBibliography for Advancement Study, NAVEDTRA12052. Figure 3-3 shows a record of courses taken foradvancement. It maybe useful as a way to keep up withthose who have completed the necessary courses.

Many other correspondence courses are availableboth from the Navy and from other branches of thearmed services. Use the List of Training Manuals andCorrespondence Courses, NAVEDTRA 12061, toreview the offerings and to order courses. See the ESOfor sources and applications.

Operational Training

Each division should plan an operational trainingprogram based on qualifications for advancement. Itshould qualify personnel to do the jobs in their ratingsas well as the military and general ship-related jobs andprepare them to advance in rate. As part of thequalification process, it should prepare them tocomplete Personnel Advancement Requirements (PAR)and Personnel Qualification Standards (PQS), whichwe’ll discuss in more detail later in the chapter. Thedivision officer is primarily responsible for operationaltraining, but the division training officer (if the divisionhas one) implements it.

Senior personnel should keep up with theirsubordinates’ training and qualifications so they canadjust training to meet needs and provide theirsupervisors with the current training status of allpersonnel. The division officer needs a continuing flowof information on training and qualifications. With thatinformation, he can keep accurate records to adjust thedivision training program as necessary and torecommend personnel for advancement.

Operational training may be defined as theapplication phase of professional training. Trainees getoperational training mostly by study, by on-the-jobtraining and demonstration, and by drills while theystand watch (or battle) stations. Such training developsindividual and team efficiency, familiarizes allpersonnel with minimum operational requirements inthe ship, and qualifies replacements for personnel atcondition 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 teamefficiency for both rating-related and general ship andmilitary duties.

Instructors have found the following techniquesuseful

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2.

3.

in on-the-job training:

Let trainees study the instructions for the job tobe performed and then quiz them to learnwhether they understand what they read.Explain any misunderstandings.

Do the job accurately and carefully while youexplain exactly what you are doing. Answer anyquestions.

Do the job again, but let the trainees tellthe instructor what to do, how to do it, andwhy.

4. Let each trainee do the job. Have him explain

what he will do, how he will do it, and why hewill do it; then, supervise him while he doesit.

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 ofinstruction. The purpose of drills is to give practice in

learned skills, so don’t combine training with drills. As

an example, the following procedures work quite wellin most drills:

1. Analyze the duties of each person in theteam.

2. Instruct the person or team on how to do thejob.

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6.

Have the person or team rehearse the operation drill record (fig. 3-4) at each watch station to indicateslowly and without pressure. the status of training for watch personnel.

Drill for greater accuracy and speed. Work on PERSONNEL ADVANCEMENT REQUIRE-correct procedures in early drills, and work on MENTS.– PARs are rating-related statements aboutspeed as drills progress. what a trainee should be able to do to show that he is

Have the person or team perform the operation. qualified for advancement. Each person must have allPARs signed off as a requirement for advancement. By

Evaluate the performance. Hold a critique to signing off a PAR statement, the supervisor agrees thatpoint out errors and recommend ways toimprove performance. Give praise where it isdue.

Individuals and teams should be cross trained in theminimum operating requirements of a ship ordepartment. The purpose is to have minimally qualifiedpersons who can step in when the person or team thatnormally does a given job is transferred or becomes acasualty. When training has been done, rotate personnelthrough the various duties and watch stations andconduct drills as you do so. That way, they will havesome experience before they may be called on to step inand do the job. In small ships, all hands should learn theship’s operations so they can take over any number ofduties if necessary. On larger ships, it may be necessaryto limit training to the department. Keep an individual

the person has demonstrated the minimum knowledgeand skill necessary to do the job. The supervisor alsomay sign the PAR statement if he believes the personcan do the job, but there is no equipment or opportunityto demonstrate that ability. Supervisors should help theirsubordinates prepare for PARs sign-off in the followingways: Provide manuals, publications, operatinginstructions, and safety precautions; hold on-the-jobtraining; and keep trainees busy in productive learningsituations.

PERSONNEL QUALIFICATION STAN-DARDS.– PQS, OPNAVINST 3500.34B, is a programto qualify officer and enlisted personnel to performassigned duties. NAVEDTRA 43100-1, Handbook onPersonnel Qualification Standards, providesinformation 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 skillsrequired to qualify for a specific watch station, maintaina specific equipment or system, or perform as a teammember within the assigned unit. The PQS is in theformat of a qualification guide. It asks the questions atrainee must answer to verify his readiness to perform agiven task and provides a record of his progress and finalcertification. The PQS approach to training is based onindividual learning. The learner has the completewritten program in his hands. The operationalsupervisor provides assistance and maintains qualitycontrol over the learning process. PQS may be signedoff only by personnel who are qualified and havebeen designated to certify completion of each PQS.When a person is certified in a PQS, he may alsohave that standard signed off in PARs if it is duplicatedthere.

Leadership Training

Every officer, petty officer, and potential pettyofficer on the ship should have leadership training. Theyneed it to learn how to get the job done through people.The techniques of management, administration, andsupervision that underlie leadership are alwayschanging as the working world learns better ways.Therefore, leadership training is always needed. Mostships can provide training aids and materials onleadership. Most ships have graduates of the NavyLeadership Development (NLD) program and they canoffer lectures on leadership for those who have not hadtraining.

PERFORMANCE EVALUATIONS

Refer to the Naval Military Personnel Commandlnstruction, NAVMILCOMINST 1616.1, for moreinformation on performance evaluations.

The Navy’s evaluation system allows thecommanding officer to exert a positive influence uponthe selection of those who will be advanced. He does soby recommending only those who will serve the Navybest. He can do that only if supervisors give him realisticperformance evaluations based on demonstratedperformance. If all candidates are rated too highly, thecommanding officer cannot help those who mostdeserve it. Recommend advancement only for thosewho (1) have met all of the qualifications foradvancement, (2) have performed well in their presentrates, and (3) probably will perform well in the higherrate.

Since all Navy enlistees must meet minimumstandards to enter the Navy, we can assume that eachship probably has an average crew. That means, forevaluations, there should be about as many aboveaverage as below. This is the “average crew” conceptand it should be used to evaluate any group of candidateswho are trying to advance to the same rate.

Be completely frank in enlisted evaluation reports.Always report outstanding performance and alwaysreport individual shortcomings. Supervisors need toknow both when they select personnel for dutyassignments.

Prepare and submit regular evaluationreports according to the following schedule: ForE-4 and below, use NAVPERS 1616/24, (singlesheet); for E5 and above, use NAVPERS 1616/24 (OCRset).

Servicewide examinations for advancement inrating are conducted each year in March and Septemberfor paygrades E-4 through E-6 and in January forpaygrade E-7. These examinations are prepared bysenior petty officers in each rating at the NavalEducation and Training Program Management SupportActivity, Pensacola, Florida. Each examination is basedon the professional requirements of the rate.

TRAINING RECORDS

The true measure of an effective trainingprogram is performance, and any records should becreated to reach that goal in the simplest way possible.The only justification for a record of training is to showhow much training has been done and how muchremains to be done. Therefore, keep records to anabsolute minimum consistent with needs and therequirements of higher authority. When possible, use thesame forms to schedule training and to record completedtraining.

Type commanders and commanding officerswill prescribe some records. The schedules andrecords discussed in this section are an example of asystem 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:

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Long-Range/Quarterly Training Plan (fig. 3-5), OPNAV Form 31204A

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Monthly Training Plan (fig. 3-6), locally prepared 0

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

Record of Qualifications at Watch/Battle Stations (fig. 3-9), General Record (Type II), OPNAV Form 1500-31

Personnel Qualifications Standards (PQS) Record of Progress Chart (fig. 3-lo), NAVEDTRA Form 1500/l, and Qualification Cards

FIRSi RUAl3lF.R AFTER REGULAR OVERHAUL JULY (CALENDAR YEAR) - SEPlEMBER (CALENDAR YEAR)

CONFIDENTIAL ( WlfN FILLED IN) PREPARED

JULY I

AUGUST SEPTEMBER OCl.

IIWII 111111 llllll I

RI 0111 AR OVfRIIAIII I IWACII

E-7 ON 14TH RFT CHECK-OFF FTG ---.-_-

- SCHOOL TRAlNlNG ASHORE

AIC(ENS 6 RDC) --

z (INDIVIDUAL)

---.----+- ----_

ENG OFF SCOL (LTJG) -... -_-_.--- _ _._._._____

Z-21-G. Z-24-G. Z-296. Z-3-E. Z-5-E. Z-6-E. DRILLS AND EXERCISES IN ACCORDANCE WlTH

_--____---.--- I--------

GFNLRAL MlLtlARY PERSONAL VD

-.-._-----.-----_-

OFT ICFR TRAINING MANEUVER LEADERSHIP

---.--

MISCELLANEOUS

I II llllll 111111 llllll llllll llllll llllll llllll 111111111111 llllll llllll 111111 111111 I 4 7 14 21 28 4 11 18 25 1 8 15 23 29 4 6

Figure 3-5..Long-Range/Quarterly Training Plan.

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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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Formal school training records (figs. 3-11, 3-12, Decentralize the preparation and maintenance of

and 3-13) schedules and records so that no one officer or pettyofficer is given an unreasonable burden. Here is a

Division Officer’s Personnel Record Form, suggested distribution of records that might be kept byNAVPERS 1070/6 (fig. 3-14). each officer in the department.

Generally, you may destroy training records 1. The training officer or responsible departmentwhen information of current interest is transferred to a head:replacement record. However, you should keep theLong-Range/Quarterly Plan for 90 days

beyond the end of each competitive cycle.Keep the Monthly Training Plan records for 1

year.

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 enlistedassignments and qualifications

b. Deck watch standers' courses and trainingrecord

3. The division officer:

a. Division drill/instruction schedule

b. Available formal school training

c. Division Officer’s Personnel Record

4. The chief or other leading petty officer of eachrating in each division, under the supervision ofhis division officer: The PQS Record of progrcssChart

5. The officer or petty officer in charge of eachwatch/battle station: The Record ofQualifications at Watch/Battle Stations

Long-Range Training Plan

The Long-Range Training Plan is the basic trainingrecord. 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.

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and to keep all personnel informed of training plans andoperating schedules. It should contain enoughinformation to be sure training coordination andplanning will be effective. It should provide theframework for the preparation of the quarterly andmonthly training plans.

Prepare the Long-Range Training Plan on OPNAVForm 3120-1A to cover the competitive training cycle.The main considerations are listed in the nextparagraphs:

. Training during overhauls. For most ships, theoverhaul period is an opportunity to send personnel toschools. However, shipyard overhaul periods arecharacterized by heavy workloads of repairs, tests, firewatches, and supervision of shipyard work. During thattime, personnel also must pursue on-the-job training,in-port fire drills, self-study courses, and drills byratings.

. Training during leave/upkeep periods followingdeployment. Training during this period is usuallylimited to formal school attendance and on-boarddamage control and security drills.

. Coordinating training and maintenance.Generally speaking, the available work hours must beallotted according to requirements for maintenance andtraining. Show the plans to complete major maintenancetasks.

Prepare the Long-Range Training Plan (fig. 3-5) asfollows to include the previous list of considerations:

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Schedule fleet exercises, trials, inspections, andother major evolutions required by typecommanders.

Schedule all required exercises in kind andfrequency required by the type commander tomaintain condition I readiness.

Schedule other applicable unit exercises.

Schedule all unit training (for example,chemical, biological, and radiological (CBR)lectures, counterinsurgency, security orientationand training, boat crew training, telephonetalker/lookout training, and general militarytraining).

Quarterly Training Plan

The Quarterly Training Plan is an integral part ofthe Long-Range Training Plan (fig. 3-5). It consists ofone sheet of the Long-Range Training Plan, up-dated to

show the latest information on unit employment. Itshows the training intentions for a given quarter in greatdetail. An easy way to prepare the Quarterly TrainingPlan is to fill in the details of that quarter of theLong-Range Training Plan.

Monthly Training Plan

The Monthly Training Plan (fig. 3-6) lays out a dailyschedule of training, evolutions, and operations for agiven month. The training board should prepare thisplan showing all unit training, evolutions, andoperations scheduled in the Quarterly Training Plan forthat month.

Frequently the information contained in thequarterly and monthly training plans is classified andshould be guarded accordingly. Do not disclose Secretor higher information in either plan. If the highestclassification of the operational information isConfidential, you should be ableinformed without violating security.

Division Training Schedule

Each division officer should

to keep the crew

keep a DivisionTraining Schedule (fig. 3-7) that contains a record of alloperational drills, team training periods, and instructionperiods. This schedule also may be used to reserveperiods for supervised s e l f - s t u d y o fadvancement-in-rate training or correspondencecourses.

The Division Training Schedule may be kept onboth sides of the form, each sheet of which can cover aperiod of 1 full year. Because of limited space,abbreviate or code entries on the front side. On the backside, enter information, instructions, or remarks thatexplain the data recorded on the front side. Also use theback side to list the drills, exercises, and instructionperiods for the division. Use abbreviations and serialnumbers to create short drill numbers that may be usedon the quarterly and monthly schedules. Two examplesare SM7 (flashing light drill) and RD10 (radar trackingdrill).

In drafting the Division Training Schedule, be sureyou include any higher authority’s general trainingrequirements. For example, the TYCOM requiredtraining record (fig. 3-8) summarizes the schedule andcompletion of required exercises, drills, andinspections. You must also include the generalorientation, indoctrination, and qualificationrequirements for your division personnel. If there areseveral 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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don’t conduct drills or instruction periods together,prepare separate record sheets for each rating or group.

You need NOT schedule some drills that arerepeated over and over on a frequent basis for the benefitof watch standers. For example, signal watch standerssend and receive drill messages during each watch whenthey have an opportunity.

When the division officer receives the unit’sLong-Range/Quarterly Training Plan, he should use apencil to note his training requirements on the face ofthe unit’s plans so that his plans fit those of the unit forthe quarter and month. As the training is completed, heshould change the pencil entries to ink to show trainingthat took place. The plan then becomes a record ofdivision 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 schooltraining records. We’ll discuss each in the nextparagraphs.

THE RECORD OF QUALIFICATIONS ATWATCH/BATTLE STATIONS.– This record (fig. 3-9)shows the knowledge and skills required of personnelwho stand condition watches and also battle stationssuch as repair parties, gun crews, and combatinformation center (CIC) teams. This record should notduplicate the PQS Record of Progress Chart. The recordhas 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 PROGRESSCHART.– This chart (fig. 3-10) shows which personsare in training for, or qualified for, each watch station.

The top of the form lists the qualifications and watchstations, including their code numbers, and a progresscolumn with total points for each one. The names of thepersons assigned are listed down the left side.

The first column after the names is used to recordpoint credit progress toward final qualification in thatperson’s training.

The indoctrination, cross-rate, and watch stationcolumns intersect with the name lines and are dividedby a diagonal into two triangles. When an individual isassigned to complete any given qualification, that dateis entered in the upper triangle. Each week, the traineerecords in the companion progress columns the totalpoints he has earned toward each assignment.

By comparing the points earned with pointsrequired and the lapsed time since the assignment wasmade, each individual and his supervisor will have anindication of progress. When the department head orcommanding officer qualifies a person, enter thecompletion date in the lower triangle and black out theadjacent square. As each person completes a PQS watchstation qualification, enter it on page 4 of his servicerecord.

FORMAL SCHOOL TRAINING RECORDS.-These records can be used to list all Navy schools ofinterest to the division and to plan for persons who mayattend those schools during the training cycle. Figure3-11 shows the format for a division record of availableoff-ship training. Figure 3-12 shows a record of schoolsrequired for all hands or for personnel in specific roles.The form in figure 3-13 can be used as a plan and arecord for those who will attend formal schools,Division officers should arrange for the schools neededto qualify on-board reliefs for personnel who are due fordetachment.

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CHAPTER 4

ENGINEERING OPERATIONS

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

. Describe the scope of engineering operations. l

. Explain the use of engineering performancestandards. l

l Explain the purpose of engineering readiness ltrials and inspections.

Define the function of the Propulsion Examining

Board.

Define the function of the Board of Inspection

and Survey.

Explain the use of the engineering operatingprograms; EOSS, EOP, and EOCC.

The Chief of Naval Operation (CNO) establishesthe standards of readiness and preparedness for warrequired of all U.S. Navy ships. The standards requirethat the ship’s organization, its material readiness, andthe state of training be such that the ship performs itsmission effectively and efficiently.

Each type commander designates the trials,inspections, and exercises the ships under his commandneed to maintain readiness and meet standards. The typecommanders also present Battle Efficiency awards asincentives toward greater efficiency throughcompetition. These awards are earned for merit inreadiness evaluation, competitive exercises, andday-to-day operations. The awards are presentedaccording to OPNAVINST 3590.4 and usually arepresented annually. CNO may authorize additionalawards for type commands, and he may suspend awardsduring periods of national emergency. See the typecommander’s directives for information concerning theBattle 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 ofengineering readiness:

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Reliability

Fuel performance

Feedwater and freshwater performance

Trial performance

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. Ability to control damage and engineeringcasualties.

This chapter provides detailed information on (1)sound engineering practices, both recommended andmandatory, (2) engineering trials and readinessinspections scheduled by the type commanders, and (3)material inspections and ship surveys conducted by theBoard of Inspection and Survey (INSURV). Thischapter deals mainly with steam propulsion plants, but

parts of it also apply to diesel and gas turbinepropulsion plants.

SOUND ENGINEERING PRACTICES

The engineer officer is responsible for soundengineering practices within the engineering

department, and he informs the commanding officer ofcasualties and other events that affect the ship’soperations. Although the engineering officer isresponsible overall, this chapter applies to allsupervisory personnel in the engineering departmentwho may be responsible for any of the duties describedin the chapter. Those who apply sound engineering

practices and follow operational directives will enjoy asafe, economical, efficient, and reliable plant. They’llalso need less time to maintain it in that condition. Thischapter deals with a steam plant, but parts of it alsoapply to diesel and gas turbine propulsion plants.

GENERAL PROCEDURES

Operate the plant with the minimum variation inspeeds, pressures, and temperatures consistent withoperational commitments. A variation in the output of asingle component can upset the steam cycle balance andrequire adjustments on stations throughout the plant.You can see the truth of this when you compare fuelconsumption during economy trials with that duringnormal operations. Teamwork among watch personneland competition between watches can improve fueleconomy and overall plant performance and reliability.The following pages contain brief descriptions of thegeneral procedures common to most engineering plants.

Ž Follow prescribed acceleration procedures.Built-in safety factors will protect the equipment if youaccelerate rapidly only in emergencies, but routineabuse will overload the plant and reduce reliability.Correct use of the acceleration tables saves fuel andextends machinery life. It also provides a time standardthe engine-room and fireroom watches and the officerof the deck (OOD), can use to develop into a smoothlyfunctioning team.

. Combatant ships frequently operate belowmaximum speed, and they use only a fraction of the mainturbines’ power at those speeds. Determine the mosteconomical speed and boiler combination for anyoperating condition that might arise. In doing so, followthe type commander’s directives but allow for anycontingencies that may override the need for economy.

. Keep accurate records of boiler feedwater andpotable water consumption. Determine the ship’snormal consumption and post it in tabular form at mainengine control, where it will serve as a ready reference.Any unexplained or marked increase over the normalmeans a leak or faulty operation of the engineering plant,and you should correct the problem immediately. You canhold feedwater losses to a minimum if you take thefollowing precautions:

– Be sure the engineering crew is trained in theprocedures used to transfer condensate andfeedwater.

– Be sure watch personnel keep a close watch onpump shaft glands, valve glands, drain collectingtanks, atmospheric exhaust, and all other possiblesources of leakage.

— Be sure operating personnel consult the watch inthe spaces concerned before they take on

make-up feed, run water down from deaeratingfeed tanks (DFT), or shift feedwater suctions.

. Keep boilers clean, inside and out. Soot and scaleare efficient insulators that prevent optimum heattransfer and require a progressively increasingcombusiton rate to maintain a steady steaming rate. Theengineer officer should give this need his personalattention. He may delegate preliminary inspections, buthe must make the final inspection.

. The use of distillate fuel reduces the need forfireside cleaning and maintenance, and it improvesreliability. If the condition of refractory at 1800 hours issatisfactory with little or no deposit, and if you makeperiodic inspections, you often delay fireside cleaninguntil overhaul.

. You will nearly always have clean boilers if youfollow the Naval Ships’ Technical Manual (NSTM)instructions that are summarized in the followingparagraphs:

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Inspect boiler firesides every 1800 hours ofsteaming or more often if needed. Inspect andclean watersides between 1800 and 2000 hoursof steaming or more often if needed.

Blow tubes before entering and after leavingport, and at least once each week underway.(Always get the OOD’s permission beforeblowing tubes.)

Blow down boilers as needed to maintain thespecified water analysis and avoid highconcentrations of scale-forming salts. Surfaceblow steaming boilers as needed.

After you secure a steaming boiler and allowenough time to reduce circulation caused bygeneration, give the boiler a series of bottomblows to remove suspended impurities andscale-forming salts.

Take all possible measures to prevent oilcontamination of the feed system and boilers. Besure all engineering operating personnelunderstand the seriousness of oil contaminationof boiler water, its possible causes, and theconsequences.

Dirty atomizers, contaminated fuel, and fuel atimproper temperature may require excess air tomaintain acceptable stack conditions. You must watchthe condition of the fire (it should be yellow-orange orgolden yellow in shade), as well as the condition of the

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stacks, to determine the true state of combustionefficiency.

NOTE: In boilers using distillate fuel, excess aircan cause abnormally high superheater outlettemperatures, especially on “D” type boilers. Be verycareful to prevent leakage of air into a boiler. Air thatenters a boiler at any place other than through a burnerregister does not contribute to furnace combusiton andmay reduce combustion efficiency.

. Watch carefully for chloride contamination of thewater in the boiler feed and condensate systems; itthreatens the material integrity and operationalreadiness of the plant. Keep in good working order thosemeans used to determine the chloride content of boilerwater. Drill operating personnel frequently on thedanger of, and the methods used to prevent, chloridecontamination. Be sure the DFT is functioning properlyto remove dissolved gases from the boiler feedwater.

l Conduct daily dissolved oxygen tests on water tosteaming boilers and on the discharge side DFT if yourship has them. You don’t want dissolved oxygen in anyboiler, but it is particularly corrosive in boilers thatoperate at high pressures and high temperatures. Themodern pressure-closed feed system is designed to keepthe condensate and feedwater from being exposed to air,and the DFT is designed to remove a great deal ofoxygen that becomes dissolved or entrained in the water.However, there are still many ways in which oxygen canget into the system and become dissolved in the water.For example, a defective DFT may allow the water topass through without being deaerated. Incorrectoperation of a DFT can have the same effect. Air canleak into the condensate and feed systems at variouspoints and its oxygen can dissolve in the water. Failureto lay up idle boilers according to prescribed proceduresis still another cause of dissolved oxygen. You can findmore information on dissolved oxygen tests in NSTM,chapter 220.

. The Oil King and the engineering watchsupervisors in the fireroom should be graduates of theBoiler Feedwater Test and Treatment Course. Theyshould be certified to perform the feedwater tests andtreatments that are prescribed by Naval Sea SystemsCommand (NAVSEASYSCOM) and the manufacturerof the boilers. Never assume that personnel who conductthese tests are competent, observe them personally andbe sure.

. Always preheat the lubricating oil system beforestarting the engines. During operating periods, keep theoil 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 metaland other foreign particles in lubricating oil sumps, andthe presence of rust on journals and gearing.

. When condensers and their auxiliarycomponents are operated improperly, they can causeextensive loss of efficiency. Here are several examples.

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When you use more than the required amount ofcooling water, the condensate system pumps alarge amount of heat overboard, and the boilerswill have to replenish that lost heat. You’ll get the

same effect from recirculation of the condensate.

Air leaks in the condenser or its components mayoverload the air ejectors and lower the vacuum.

Steam is wasted by fluctuating, or excess, steampressure to the air ejectors and by steam-drivenauxiliary pumps operated at higher-than-necessary speeds.

When the weather is cold enough to requiresteam heat, try to operate ventilation motors in fresh airsupply systems at slow speeds. If you must operate themat higher speeds, first secure the steam to preheater andreheaters, but never operate supply blower motors fasterthan necessary for comfort. It is usually more efficientto circulate fresh air in a compartment by operating the

exhaust blower at a faster speed.

. Keep engineering spaces, equipment, andmachinery clean–it is one of the most important soundengineering practices. Clean up trash and spilled oil toprevent accidents and fire. Keep machinery free of oiland dirt so oil and fuel leaks are easily visible. Repairall leaks promptly. NEVER hose down spaces above the

level of the bilge deck plates–you may get water inelectrical assemblies. Clean spaces, equipment, andmachinery show pride in your work and your ship.

You can find information on performance data and

operating limits of the plant’s equipment and machineryin the NSTM, manufacturers’ technical manuals, and the

Ship Information Book (SIB). For older ships, look in

the General Information Book, the Piping SystemInstruction Book, the Record of Electrical Installations,

the Electrically Operated Auxiliaries WithPerformance Data, and General Description of

Electronics System Installation.

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SAFETY PRECAUTIONS AND OPERATINGINSTRUCTIONS

All personnel must know and observe generalsafety precautions. Those who perform particular dutiesor operations must know and observe the safetyprecautions for those duties or operations. Those whodon’t understand safety precautions, and those whoignore them, are equally at risk of injury that may endin disablement or death. Therefore, all supervisorypersonnel must emphasize safety as part of their dailysupervisory duties. This is especially important duringthe training of new personnel when they are forminggood or bad habits. The following points areparticularly important for supervisors:

. Be sure that personnel are practicing safety onequipment and that the equipment is in safe operatingcondition. Check safety devices to be sure they areworking. If any safety device is not working, have itrepaired immediately or post a prominent warning untilit can be repaired. Train personnel NEVER to disable asafety device for any reason. Handle violationsimmediately and give warnings or other disciplinedepending on the seriousness of the situation.

l Engineering machinery and equipment must beprotected against improper, careless, and abusiveoperation. The best protection is, of course, a trained,competent, and responsible operator. If a properlytrained operator is not available, you may have to useone who is unfamiliar with the proper operatingprocedures for an item of machinery. In that case, be sureyou provide instructions. Also, be sure that operatinginstructions are readily available and that operatingprocedures and safety precautions are posted on or nearthe equipment. Manufacturers furnish technicalmanuals for their equipment. In addition, the NSTMchapters contain information on the best engineeringpractice for the operation, testing, and safety ofshipboard machinery and equipment and for the safetyof personnel. NAVSEASYSCOM furnishes newlyconstructed ships and conversions with standard andnonstandard operating instructions and safetyprecautions for material under their technical control.These instructions are suitable for posting. If your shipis already in operation, you may order plastic-laminatedstandard and nonstandard operating instructions andsafety precautions from the Navy Stock List ofPublications and Forms, NAVSUP 2002. Alwaysinform the engineer officer if instructions and safetyprecautions are inadequate. He will inform thecommanding officer, who will issue additional

instructions as needed and inform NAVSEASYSCOMof the problem.

When engineering personnel work outside of theengineering department, the responsibility for trainingand enforcing safety precautions rests with the head ofthe department controlling the operation. For example,weapons and ammunition handling requires specialinstructions by the weapons officer.

The engineer off icer has the followingresponsibility for safety in the engineering department:

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Be sure safety precautions are posted in aconspicuous and accessible places.

Be sure all persons in the department and otherswho may be concerned with engineering mattersobserve safety precautions.

Drill personnel in the safety procedures thatapply to their work.

Each division officer has the followingresponsibilities for safety in his division:

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Instruct subordinates in all safety precautionsthat apply.

Require subordinates to observe all safetyprecautions that apply.

Post safety precautions and warnings inconspicuous places. This includes postingwarnings on dangerous equipment and in areasof the ship where there are particular hazards.

Each member of the engineering department hasthe following responsibilities:

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Report unsafe conditions and correct theconditions where possible.

Warn others of unsafe conditions.

Use approved protective clothing and equipmentwhere it is called for.

Report injury or ill health to supervisors.

Use caution in emergency conditions or otherdangerous situations.

WARMING-UP SCHEDULES

Warming-up schedules for propulsion machineryand boilers are chronological checklists of the key stepsused to light boiler fires and warm up the ship’s mainengineering plant. These steps are necessary to get the

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

The warming-up schedule is a proven way tominimize confusion, establish orderly procedures, andprovide assurance that the steps will be performed in theproper sequence. You can use them without regard forthe experience of the personnel involved. The engineerofficer examines completed warming-up schedules anddisposes of them according to the type commander’sinstructions.

Warming-up schedules are not required on shipsgoverned by the Engineering Operational SequencingSystem (EOSS). However, the engineer officer mayprefer 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, thewarming-up schedule is mandatory.

SECURING SCHEDULES

Securing schedules for propulsion machinery andboilers are chronological checklists of key steps. Theyare used to secure the ship’s main engineering plantaccording to the general degree of readiness in effect.The respective steps may be scheduled relative to thetime orders are received to secure the engine room orboiler. The securing schedules should list the auxiliarymachinery to be used after securing the mainengineering plant. The securing schedule must beaccording to the type commander’s directives. Asecuring schedule overcomes the normal tendency tosecure machinery too quickly. Securing schedulesshould be used without regard for the experience of thepersonnel involved. The engineer officer examinescompleted securing schedules and disposes of themaccording to the type commander’s directives.

Securing schedules are not required for shipsgovered by EOSS, but they are mandatory on all otherships.

PERFORMANCE STANDARDS

CNO and the type commanders require certainengineering trials and inspections to determine thatstandards are being met and to evaluate the operationalreadiness of ships of the type. CNO and the typecommanders determine the frequency of theengineering readiness trials and inspections.

Engineering readiness trials include full-powertrials, fuel-economy trials, and basic engineeringcasualty control exercises (BECCES). BECCES servesthe same purpose as engineering operational casualtycontrol (EOCC) which will be discussed at the end ofthis chapter. Readiness inspections include theadministrative inspection, the material inspection, andthe operational readiness inspection.

ENGINEERING READINESS TRIALS

Engineering readiness trials (full-power andfuel-economy trials) are required by CNO andprescribed in Ship Exercises, FXP3, and in the typecommander’s directives, which contain specificrequirements for the exercises and trials. Thecommanding officer conducts these trials periodicallyaccording to those instructions. The type commander, acommander subordinate to the type commander, or the

task force commander may assign observers for theengineering trials. These observers will come fromanother ship of the same type whenever practical. Theremay be times when it is impractical to provide observersfrom another ship. In those cases, personnel from theship conducting the trial may act as observers subject tothe type commander’s requirements forself-observation of trials.

The number of personnel assigned to observeengineering trials will vary according to the trial and thesize and type of ship being observed. The duties of theobserving party are usually as follows:

. The chief observer will organize, instruct, andstation the observing party. He checks the ship’s draft,either at the beginning of the trial or before leaving port;supervises the performance of the engine-roomobservers; checks the taking of counter reading; rendersall decisions according to current directives; and checksand signs the trial report.

l The assistant chief observer helps the chiefobserver as directed; supervises the performance of thefireroom observers; checks the taking of fuel oilsoundings and meter reading; and makes out the trialreport.

l Assistant observers review fuel soundings andmeter readings, counter readings, the ship’s draft, andother data as may be required for the trial report.

The following items should be accomplished orconsidered before starting the trial:

. When requested by the observing party, the shipbeing observed provides a signaling system that willallow fuel soundings and the readings of counters andmeters to be taken simultaneously.

. The ship being observed will furnish the chiefobserver with a written statement of the date of lastundocking, the authorized and actual settings of all mainmachinery speed-limiting devices and the status ofsafety device test and inspections. The ship’s draft, trim,and loading must conform to trial requirements. In casea minimum draft is not specified, the liquid loadingshould equal at least 75 percent of the full-load capacityat the beginning of the trial.

. The chief observer determines draft and trimbefore and after the trial. He verifies the amount of fuelon board and corrects the amount to the time the trialbegins. He determines the full-power rpm required forthe displacement and injection temperature existing atthe start of the trial.

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. The observing party must be instructed to detectand promptly correct any errors in the recording of trialdata. It is important that the data be correct within thelimits of accuracy of the shipboard instructions.

. The chief observer should instruct members ofthe observing party to report any violation of trialinstructions found in the NSTM or of sound engineeringpractice. The chief observer should verify any suchreport and then inform the commanding officer of theship being observed. He must also include in the trialreport a detailed account of any violation.

Before beginning a full-power trial, engineeringpersonnel should hold inspections and test machineryand equipment to be sure no material item will interferewith the trial. The extent of the inspections and the testswill largely depend upon the recent performance of theship at high speeds, the material condition of the ship,and the time limits imposed by operationalcommitments. The type commander’s instructions willprovide requirements in most cases.

Inspect and test reactors, boilers, main engines,pumps, auxiliary machinery, safety devices, pipingsystems, and all equipment necessary for the properoperation of the engineering plant. Make theinspections and test according to the PlannedMaintenance Subsystem (PMS), which prescribes testsand inspections for machinery and equipment. If thereare no PMS instructions, use the manufacturer’stechnical manuals. If you have no specific instructions,follow sound engineering practice.

Not later than 1 day before a trial, the engineerofficer should report to the commanding officer thecondition of the main engineering plant. He should statethat the plant is fit to proceed with the trial, or that it isnot fit, and the reasons why. The trial must be postponedif the commanding officer believes that holding the trialmight damage or disable the engineering plant or causea personnel casualty.

During the full-power trials, the following generalrules must be observed: (The rules also apply to othermachinery trials that may be held under the conditionsimposed.)

l Gradually increase the speed of the engines to thespeed specified for the trial. Be sure to thoroughly warmup the machinery before beginning a full-power trial.Do this by operating at a high fractional power longenough to stabilize temperatures.

l Operate the machinery economically and do notexceed designed pressures, temperatures, and speeds.

. Do not conduct a high-speed trial in shallowwater. It causes excessive vibration and loss of speed,and it overloads the propulsion plant. The NSTM hasinformation on the proper depth of water for a specificship.

• If it is desirable to continue a full-power trialbeyond the duration originally specified, continue theobservations until the trial is finished. Conduct the trialcontinuous without interruption. If a trial at constantrpm is discontinued for any reason, count itunsatisfactory and start a new trial. There can be nomajor changes of the plant set-up or arrangement duringeconomy trials.

l During full-power or economy trials, record allnecessary data often enough to obtain a reasonablycorrect picture of the power developed and the fuel andwater consumed during the trial. You can compute theaverage power developed by diesel-electric plants fromthe kilowatt output of each propulsion generator set.Make observations at intervals not greater than one-halfhour, and make at least three observations regardless ofthe duration of the trial. In ships equipped with torsionmeters, make at least 10 torsion-meter observations athalf-hour intervals.

The Deputy Chief of Naval Operations for FleetOperations and Readiness furnishes trial requirementsfor each ship to the commanders and units concerned.They cover engine speed for full power at variousdisplacements and injection temperatures.

They also furnish the shaft rpm corresponding to15, 20, and 25 knots for the appropriate ships.

Full-power trials for competitive purposes are 4hours long, as far as the report data are concerned.However, some restrictions may be placed on a giventrial because of fuel economy requirements. Check typeand fleet commanders instructions for the latestrequirements. The usual procedure is to operate the shipat full power until all readings are constant, and thenstart the official trial period. Economy trials are 6 hours,and each trial is conducted at a different speed.

Trials once scheduled should be conducted unlessprevented by circumstances such as those in thefollowing list:

. Weather that might damage the ship

. Material trouble that stops the trial, or that mightcause damage to the machinery or personnel if the trialwere continued

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l Any situation that would endanger human life ifthe trial were conducted

If a trial performance is unsatisfactory, the ship willnormally be required to hold another trial that the typecommander feels will demonstrate satisfactoryengineering readiness.

If a ship failed to make the required rpm for anyhour during the trial, that should be noted in the trialreport along with the amount by which it failed.

Some of the requirements pertaining to the mannerof conducting full-power and economy trials are asfollows:

. Unless otherwise ordered, the ship may start afull-power trial at any time on the date set.

. Divide the trial into hourly intervals, but take andrecord readings at least every half hour. Submit data ashourly readings in the trial report. Record full-power(modified) trial data every 15 minutes.

. Determine fuel expenditures for each hourlyinterval of the trial by the most accurate means available.This usually means meter readings corrected for metererror and verified by soundings.

. Maintain the appropriate material condition ofthe ship during the different trials.

. Provide normal ship’s services during all of thetrials.

. Check and synchronize all clocks in theengineering spaces and on the bridge before beginningthe trial.

It is common practice for many commandingofficers, when conducting full-power trials, to bring theship up to a speed several knots below the trial speed ofthe ship, and then to transfer control of the ship’s speed(except in an emergency) to the engineer officer untilthe specified speed is attained. The control engineroom, under the supervision of the engineer officer,brings the speed up slowly, depending upon theconditions of the plant, until the specified speed hasbeen reached. The commanding officer instructs theOOD or navigator to avoid the use of the rudder and totry not to change course unless it becomes necessary.

In most ships with oil-fired boilers, the designedboiler power is the first factor that establishes a ship’smaximum speed. For that reason, it is necessary tocheck boiler steaming conditions before orderingaddional turns. Do not load the boiler faster than it canhandle the increased load. Maintain the steam pressure

and temperature at full value for the appropriatesteaming condition. The boilers should be thecontrolling factor and must be kept ahead of theturbines. If the turbines are allowed to get ahead of theboilers, the main steam pressure and temperature willdrop below normal values for that particular steamingcondition or speed of the ship. Then, to make up thisloss in steam pressure and temperature and to meetadditional increases of speed that may be necessary, theboilers must be fired at an extremely high rate. In someships, the necessary firing rate may exceed the full-loadrating of the boiler and approach the maximum 120percent overload capacity rating of the boiler. As far asthe engineering plant is concerned, the purpose of theacceleration table is to prevent overloading the boilers.The acceleration table is of particular importance whenaccelerating near full speed and full power.

Review OPNAVINST 9094.1 for all requirementsand other information needed to make reports onfill-power and economy trials. Use OPNAV Forms9094.1A, 9094.1B, and 9094.1D to make reports onthese trials. See the type commanders instructions foradditional information.

READINESS INSPECTIONS

When a ship undergoes an administrative, material,or operational readiness inspection, the typecommander will appoint an inspection board, usuallyfrom another ship of the same type, whose personnelwill help conduct the inspections.

The chief inspector (generally the commandingofficer of the assisting ship) organizes the inspectionboard. The organization usually conforms to theadministrative organization of the observed ship. Theinspection board is divided into parties, each headed bya senior inspector. The engineer officer of the assistingship usually heads the engineering inspection party.That party usually is divided into three groups:machinery (including main propulsion), electrical, anddamage control.

The type commander usually furnishes checkliststo help observers conduct readiness inspections.Engineering checklists are usually divided into threesections: machinery (main propulsion), electrical, anddamage control. These checklists may not be allinclusive, and the inspection may show a need toconsider other items.

After the inspection, the inspection team holds acritique to inform the ship’s officers of conditions andto recommend improvements.

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The evaluation of a readiness inspection is basedupon how well the ship’s personnel and material areready to carry out the ship’s mission. The seniorobserver for each department recommends a tentativeoverall grade for the department. The type commanderor his designated subordinate awards a final grade thataims at uniformity for the type. The grading system isas follows:

Outstanding(95.0 - 100)

Excellent(88.0 - 94.9)

Good(75.0 - 87.9)

Satisfactory(62.0 - 74.9)

Unsatisfactory(0.0 - 61.9)

No superior ships in the type to theknowledge of the inspector.

Few minor deficiencies. So markedlyabove the required minimumstandards as to be among the fewbest.

Some minor deficiencies, but aboverequired minimum standards.

At required minimum. Capable ofperforming assigned functions.

Below required minimum due to avital or critical deficiency or aculmination of minor deficiencies.

In the following paragraphs, we’ll discuss each ofthe three types of inspections: administrative, material,and operational readiness.

Administrative Inspection

An administrative inspection evaluates how well aship implements prescribed administrative procedures.Consult current type commander directives whenpreparing an administrative inspection. Anadministrative inspection reviews the generaladministration of the ship as a whole.

An administrative inspection of the engineeringdepartment is primarily an inspection of thedepartmental paper work. This includes publications,bills, tiles, books, records, and logs. However, theinspection will also include other items such as thecleanliness and preservation of machinery andengineering spaces, the training of personnel, theassignment of personnel to watches and duties, theproper posting of operating instructions and safetyprecautions, the adequacy of warning signs and guards,the marking and labeling of lines and valves, and theproper maintenance of operating logs. The followingitems will be graded for the engineering department:

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Cleanliness, sanitation, smartness, andappearance of the department

Appearance, bearing, and smartness of personnel

Adequacy and condition of clothing andequipment of personnel

General knowledge of personnel in regard to theship’s organization, orders, and administrativeprocedures

Dissemination of all necessary informationamong the personnel

Indoctrination of newly reporting personnel

General educational facilities for individuals

Comfort and conveniences of living spaces,including adequacy of light, heat, ventilation, andfresh water, with due regard for economy

Material Inspection

A material inspection evaluates the actual materialcondition of a ship, including the proper functioning ofall equipment, machinery, and fittings. The inspectionhelps to determine whether proper procedures havebeen followed. If the inspection shows a need, theinspecting team will recommend repairs, alterations,changes, or developments that will ensure the materialreadiness of the ship.

The type commander’s material inspection will besimilar to that made by the INSURV board discussedlater in this chapter. The inspection should be thoroughand searching, and it should cover detailed maintenanceand repair rather than general appearance. There shouldbe little duplication of effort between the administrativeinspections and material inspections. The maintenancerecords and reports should show the current data andhistory the inspection team needs to understand thecondition of machinery and equipment.

The following paragraphs contain a brief listing ofthe requirements for material readiness that should beevident to the inspection team through records or directobservation.

. Establish routines according to typecommanders’ instructions for inspections and tests,schedules for preventive maintenance, and a system fortimely and effective repairs.

. Keep adequate material maintenance recordsaccording to current directives; these should show the

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history and detailed condition of machinery andequipment.

. Plan and use the ship’s facilities effectively tomaintain, repair, and preserve equipment andmachinery.

. Allocate work correctly to the followingfunctions: (1) the ship’s force, (2) the tenders and repairships, and (3) naval shipyards or other repair activities.

PROPULSION EXAMINATION BOARD(PEB)

The Atlantic and Pacific Fleet Commanders-in-Chief (FLTCINC) established PEBs to verify adherenceto propulsion plant readiness standards and to ensurethat these plants are operated properly and safely.OPNAVINST 3540.4 establishes the PEBs, describestheir authority and responsibility, designatesmembership, and prescribes administrative procedures.

Each conventional PEB has the followingresponsibilities when its members examine propulsionplants:

Evaluate the qualification of all propulsion plantpersonnel based on appropriate PQS.

Witness and evaluate propulsion plant evolutionsusing the installed EOSS as a basic guide.

Inspect the material condition of the propulsionplant for state of operational readiness,preservation, and cleanliness.

Review and evaluate administration of the ship’sengineering department and all records relatingto the propulsion plant.

When the board completes an examination, it willsubmit an official written report to the appropriateFLTCINC, with copies to the type commander,appropriate administrative commander, immediate unitcommander, and the examined ship. FLTCINC willforward a copy of the report of findings to CNO; theChief of Naval Material; and the Commander, NavalSafety Center (when appropriate). The report will besubmitted as soon as possible, but always within 30days of the examination.

Light-Off Examination (LOE)

The initial LOE is conducted under any of thefollowing circumstances:

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Following major conversion of a ship

On a ship qualifying for fitting out availability

On a ship with restricted availability in excess of4 months

In fulfilling its responsibilities, the PEB ascertainsthe state of training of propulsion plant personnel, theadequacy of administrative procedures, and the materialreadiness of the propulsion plant machinery spaces asthey affect impending propulsion plant operations.Propulsion plant drills are not required to be conductedas part of this examination. For example, simpleevaluation of boiler water and feedwater, fuel samplingand analysis, as applicable, and walk through casualtycontrol drills may be conducted at the discretion of thesenior member conducting the examination.

Operational Propulsion Plant Examination(OPPE)

The OPPE is conducted under the followingcircumstances:

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No more than 6 months after the end of a repairperiod during which an LOE was conducted

The interval between subsequent examinationswill be approximately 18 months

is considered essential that a ship successfullycomplete an initial LOE. A subsequent satisfactoryOPPE is considered essential before a ship certifies asfully ready for fleet operations or sails on deployments.Except for ships homeported on the Mediterranean,OPPE will not normally be conducted on ships underthe control of Commander-in-Chief, United StatesNaval Forces, Europe (CINCUSNAVEUR).

Reports of corrective action subsequent to anexamination will be submitted as specified by theFLTCINC, with information copies forwarded to CNOand NAVSEASYSCOM.

BOARD OF INSPECTION AND SURVEY(INSURV)

CNO administers INSURV. An INSURV boardconsists of a flag officer as president and such othersenior officers as may be required to help him carry outthe board’s duties. Regional boards and subboards areestablished as necessary to help an INSURV perform its

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duties. The subboards consist of a captain as seniorinspector and about 10 other members, depending uponthe type of ship that is to be inspected. The president ofthe INSURV board determines the procedures theboard, and any regional board or subboards will followto conduct trials, inspections, and surveys.

Ships are presented to the INSURV board forbuilders’ trials, final contract trials, materialinspections, and surveys. A ship being inspected orundergoing trials by INSURV is considered to be ondetached duty until the trial or inspection is completed.

INSURV Material Inspection

INSURV material inspections are conductedaccording to statutory requirements of Congress. Thosestatutes specify the material inspection of a U.S. Navyship (1) upon the ship’s return from a foreign station, (2)at least once every 3 years (if practical), (3) when fitnessof the ship for further service is in doubt, and (4) whenthe ship has been declared unfit and stricken from theNaval Vessel Register.

OPNAVINST 5420.70 describes the organizationof an INSURV board, including the regional boards andsubboards. OPNAVINST 4730.5 establishes the policyused to conduct an INSURV material inspection of eachactive ship 4 to 6 months before the ship’s nextscheduled regular overhaul. INSURVINST 4730.8provides detailed guidance for the preparation anddistribution of INSURV reports.

The INSURV board and the type commander agreeon the time and place for a material inspection. Theinspection starts promptly upon arrival of the board, andthe ship must be moored to a pier or dock during theinspection so that machinery may be disabled. INSURVmaterial inspections are not normally scheduled duringregular overhaul or tender availabilities, and repairwork during an inspection should be kept to aminimum.

The ship’s personnel should submit a list of workitems to the board conducting the inspection. The listshould include all known or suspected work needed tobring the material condition of the ship to the requiredstandard. The list should include the following workitems:

. 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 performancerequirements, requires excessive maintenance,leaks excessively, is obsolete, is in excess ofactual needs, or is unreliable in operation

Work items outstanding from previous trials ormaterial inspections

The ship’s personnel should prepare the list of workitems according to INSURVINST 4730.5 and deliver aset to the board when they arrive. After the materialinspection, the board members may make changes andassign classification and identification symbols. Theywill then forward copies of the corrected list, and anyitems they have added, to the ship and the typecommander.

The INSURV board uses Arabic numerals andcombinations of lowercase letters to identify workitems as to reference number within the ship’sdepartments such as (1, 2, 3) and the department ordivision of the ship having responsibility of the item.They use the following symbols to identify the ship’sdepartment or division having primary responsibilityfor a work item:

nv . . . . . . . . .

op . . . . . . . . .

wp . . . . . . . . .

dk . . . . . . . . .

mp . . . . . . . .

br . . . . . . . . .

ax . . . . . . . . .

el . . . . . . . . .

dc . . . . . . . . .

sp . . . . . . . .

rp . . . . . . . . .

md . . . . . . . .

hb . . . . . . . . .

av . . . . . . . . .

navigation department

operations department

weapons department

deck division or department

main engines division

boilers/reactor division

auxiliaries division

electrical division

repair division (damage controland hull structure)

supply department

repair department

medical and dental departments

habitability

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 ship’screw will open the spaces for inspection according todetailed instructions on the condition sheets. Someonewho is responsible for each space must be available toopen the space as soon as the inspection party arrives,to answer any questions about the space, and operateany equipment in the space.

The inspection team will examine the operation ofall equipment and material during the INSURVinspection. The exception is equipment opened ordisassembled for a more detailed inspection. Examplesof equipment that will be operated include thefollowing:

Anchor engines

Steering engines

Deck machinery and rigging

Lifeboat handling equipment

Boiler safety valves on steaming boilers

Overspeed tripping devices on generators andpumps

Soot blowers

Fire control systems

Gun and missile batteries (in all methods ofcontrol)

Hoists

Sprinkling systems

All electronic equipment

The INSURV board members in attendance areconsidered to be the prime working group on board theship. The ship will furnish a stateroom for each member.Each stateroom will have chairs and a writing deskwhere the member can complete any inspection paperwork in private. The ship will also furnish each boardmember a flashlight and a foul weather jacket, andboard members who will inspect the hull will befurnished a scraper and chipping hammers. Departmentheads, or their representatives who are qualified toanswer any operational and material questions, must beprepared to accompany each board member.

During the material inspection, members of theINSURV board must have access to the followingrecords:

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 majormachinery and equipment (other then thosedisabled for the inspection)

Preventive maintenance history

Corrective maintenance history

Complete list of approved outstanding alterations

Lists (by department) of items of majormachinery and equipment inoperative due to lackof material and/or test equipment

Ship’s copy of the work items prepared for theINSURV inspection

When the inspection is complete, the INSURVboard will hold a critique. Each member of the boardreviews the results of his inspection, and the ship’sofficers have an opportunity to comment on the boardmember’s remarks. For small ships with relativelyinexperienced department heads, each board memberreports his results in enough detail to be sure thecommanding officer understands the conditions. Workitems covering deficiencies that were corrected beforethe critique are removed from the work list.

The senior member of the INSURV board submitsa complete report of the results of the inspection to thepresident of the INSURV board. He also sends copies tothe appropriate type commander and other interestedcommands, bureaus, and officers of the Department ofthe Navy. The report includes the departmentalevaluations, the inspector’s remarks, and the list ofwork items. The INSURV board does not assign anumerical grade or particular award of merit, but simplyfinds that the ship is in a satisfactory or unsatisfactorymaterial condition of readiness for war or for furthernaval service.

When an inspection discloses a significantunsatisfactory condition, the senior member of theinspecting board sends an advance report in the form ofa speedletter to the president of the INSURV board. Itspurpose is to be sure the ship begins corrective actionimmediately. He sends the report no later than the day

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after the inspection is complete and includes only thosedeficiencies that are considered to be important to thetop levels of OPNAV and to fleet and type commanders.He sends copies of the report to the appropriate fleet andtype commanders and other interested commands,bureaus, and offices of the Department of the Navy.

If the inspecting board believes the condition of theship reflects credit or discredit upon any officerattached to the ship, that opinion is sent in a separateletter to the officer’s reporting senior with a copy to theofficer concerned.

INSURV Surveys

Whenever CNO considers a ship to be unfit forfurther service because of its material condition,obsolescence, or other reasons, INSURV conducts asurvey of the ship. After a thorough inspection, theboard sends an opinion to the Secretary of the Navy asto whether the ship is fit for further naval service or canbe made so at reasonable cost. If the board believes theship is unfit for further service, and the cost of repairsor modernization is excessive, the board recommendsthat the ship be disposed of according to applicable law.

ENGINEERING OPERATIONALSEQUENCING SYSTEM (EOSS)

The EOSS is a complete set of technically correct,properly sequenced, operational and casualty controlprocedures developed for each ship type andconfiguration. OPNAVINST 9200.3 establishes EOSSas the basic guide for propulsion plant operations andcasualty control. It further defines responsibility for thesystem’s development, review, distribution, training,installation, use, monitoring, and updating.

EOSS standardizes operational techniques forwatch standers and casualty control practices. Aqualified watch stander can use the system to align, startup, operate, and secure propulsion plant equipmentduring normal operations and casualty conditions.EOSS consists of the procedures, charts, diagrams, andreference documents necessary to accomplish majorsteady-state changes in the propulsion plant and torespond to the most frequently occurring casualties.EOSS is divided into two major subsystems:Engineering Operational Procedures (EOP) andEngineering Operational Casualty Control (EOCC).Both are discussed in greater detail later in this chapter.

EOSS includes the procedures necessary for eachship to proceed from shore services (cold iron) toauxiliary operation, to under way, back to auxiliary

operation, and back to shore services. Each EOSSpackage includes procedures and tank tables to transferfuel oil internally and to refuel, defuel, ballast, anddeballast all engineering propulsion plant fuel tanks.EOSS

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also provides the following advantages:

Uniform operating criteria throughout the fleet

Effective use of available personnel andequipment to standardize EOPs and EOCCpractices

Document procedures for normal/casualtyoperation and training support

ENGINEERING OPERATIONALPROCEDURES (EOP)

The EOP section of EOSS is a set of standardized,technically correct, written procedures for the normaloperation of a ship’s engineering propulsion plant. EOPdocuments list the steps and systems alignment requiredfor normal engineering plant evolutions. EOP does notaddress abnormal systems alignments or those requiredfor maintenance, battle damage, or other specializedevolutions. EOP is detailed enough to providedirections to a watch stander who can use it to performoperations without deviation from the writtendocument.

It is necessary to develop EOP parameters becauseof the large number of equipment combinations, plantalignment configurations, and steaming conditions inan engineering propulsion plant. The EOP is developedusing the following parameters:

. All equipment is fully operational within designoperating limits.

. All watch areas are manned by qualified watchstanders.

. Only authorized ship alterations are recognized.

. Valves are labeled according to the SIB.

The EOP must conta in the fo l lowingdocumentation: master prelight-off checklist, masterplant procedures, operational procedures, equipmentstatus charts, optimum generator combination chart,valve status diagrams, system procedures, componentprocedures, system diagrams, oil king procedures, tanktables, EOP Record of Revisions Page, and EOP Index.

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ENGINEERING OPERATIONAL EOCC details the watch area actions andCASUALTY CONTROL (EOCC) communications necessary to recognize casualties,

EOCC provides propulsion plant watch standerscontrol action, and prevent impending casualties. Itdescribes the immediate action to isolate a casualty

with procedures to handle casualties. There are too when it cccurs, and the supplemental action to placemany possible casualties in a propulsion plant to the engineering plant in a stable condition until it can beprovide documentation to address all of them.Therefore, EOSS is limited to the most commonly

restored or must be completely secured. EOCC

Occurring and comprehensive casualties. This selectinginterfaces with EOPs for “stopping during a casualty”

process provides the maximum coverage withand “starting after a casualty.”

minimum documentation.

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CHAPTER 5

ENGINEERING MATERIAL

theWhen you have read and understood this chapter, you should be able to answerfollowing learning objectives:

. Define the purpose of the Navy supply system. . Explain the purpose and use of allowance lists.

. Describe the methods used to identify material. l Describe the procedures used to procure repair parts.

Most Navy supervisors do not understand theNavy supply system well enough to use it effectivelyand this chapter should help you improve yourunderstanding. While the engineer officer isresponsible for supply in the engineering department,this chapter is addressed to all engineeringsupervisors whether they are engineer officers or newchief petty officers. You need to know how the systemworks, and how NAVSEA uses the system to supplythe engineering departments in Navy ships. Thischapter provides only general information becausesupply officers are responsible for the logistics ofsupply. However, the supply officer cannot do the jobwithout the cooperation of all departments on the ship.The specific procedures are described in publicationsissued by NAVSUP, NAVSEA, and NAVELEX.

THE NAVY’S SUPPLY SUPPORTSYSTEM

The supply support system is responsible for theprocurement, storage, delivery, and accountability ofmaterials used in the Navy. It is part of a larger supplystructure called the Defense Logistics Agency (DLA)which is established at the Department of Defense (DOD)level. The DLA is responsible for centralized managementof specified common-use commodities or services for theentire DOD. It eliminates duplication and overlapping ofeffort, cuts costs, and improves the effectiveness of supplyservice operations throughout the DOD. The DLA and itsfield organizations manage categories of commonly useditems in the areas of subsistence, clothing and textiles,military general supplies, petroleum, military constructionand automotive equipment, the common services of trafficmanagement, and surplus sales.

The DLA owns and controls bulk stocks of adesignated commodity, and each service submits its

requirements for that commodity to the DLA. Aftermatching requirements against stocks on hand, the DLAcomputes the overall requirement for the Department ofDefense and buys accordingly.

For categories of material designated for DLAmanagership, the Navy establishes a retail office insteadof a supply demand control point (SDCP). This officeserves as inventory manager for Navy-owned stocks anddetermines Navy requirements for the designatedmaterial. Each Navy stocking activity reports its netrequirements for the material to the Navy retail office,which combines the reports received to establishNavywide requirements and submits them to DLA. Thefollowing lists summarize the division of functionsbetween the DLA and the individual services:

The DLA has the following responsibilities:

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Coordinate and determine total commodityrequirements to support the combined militaryservices

Procure stock

Manage large-scale stocks (called wholesalestocks)

Catalog (Federal Supply Catalog for thecommodity)

Set standard pricing

Coordinate standardization

Use excess material and sell surplus material

Each military service (Army, Navy, and Air Force)has the following responsibilities:

. Determine items within commodity groups thatare required

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Calculate its own requirements

procure its own material

Manage its own stocks (termed retail stocks)

Initiate research and development

Maintain technical and management control overuse of the commodity within its service

There are two parts of the Navy’s supply supportsystem: (1) The military commands that retain direct controlover certain major equipment and components known asmajor end items, and (2) the Navy Supply System(NAVSUP). We’ll discuss each in the following paragraphs.

MATERIAL CONTROLLED BY MILITARYCOMMANDS

One part of the supply support system consists ofthe material commands of the Navy Department whoretain direct control over certain major equipments andcomponents known as major end items. Thesecommands are responsible for the design, development,procurement, maintenance, and control of ships,aircraft, and missiles, and the major equipment installedin them or used in their support.

The Navy procures many of these major componentsand furnishes them to shipbuilders or aircraftmanufacturers for installation. This retention of control bya particular command or bureau permits better analysis ofthe effect of design changes on requirements and makessure that contract delivery schedules and shipments areadjusted to meet current needs.

Each individual command determines itsrequirements for major items of equipment where needis based on planned requirements rather than past issue.For example, NAVSEA controls major end items suchas deck winches and major electronic equipment.Because the mission of each material command isdistinctive, there is little duplication of function. TheNavy conducts frequent analysis of the major end itemsto be sure this type of control contributes to overalleffectiveness and economy.

THE NAVY SUPPLY SYSTEM

The other part of the supply support system,NAVSUP, is concerned with over a million itemsassigned to inventory control points (ICPs). These itemsinclude such categories of material as repair parts andconsumable supplies. NAVSUP is responsible for thepurchase, cataloging, receipt, storage, and distribution

of all required materials. To meet its responsibility,NAVSUP must have the data needed to predict answersto 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 helpNAVSUP personnel control the hundreds of thousandsof items at all stages. Those personnel must give theitems specific identification codes; coordinate supplyinformation to avoid duplication of authority,responsibility, and functions; and prevent pockets thatdo not clarify authority, responsibility, and functions.

The NAVSUP system works at four levels:department, bureau or command, SCDPs, andindividual activities.

The department chiefly determines broad policyand reviews overall operation and performance.

The Navy Supply System Command hasmanagement control over most kinds of materials. (Themost notable exception is a limited number of materialcommand-controlled items.) In other words, the bureauor individual command formulates policy for, andexercises general supervision over, cataloging,procurement, stock control, storage, transportation,accounting, issue, and disposal of various categories ofsupplies, equipment, and repair parts.

In addition to management control, NAVSUP hastechnical direction over certain categories of materials.In general, however, technical direction is vested insome other command or office. Technical directioninvolves the technical functions of research, design,inspection, and installation. For example, NAVSEA hastechnical direction of hull, mechanical, electrical, andordnance supplies; NAVELEX of electronic supplies;NAVAIR of aviation supplies; and BUMED of medicaland dental supplies and equipment.

NAVSUP has delegated to the supply departmentsestablished at Navy field activities the generalresponsibility to procure, receive, store, distribute, andcontrol the materials that are required by the particularactivity. These activity supply departments must alsomaintain the necessary accounts for materials,there is a separate fiscal department to do that.

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unless

TYPES OF MATERIAL

To satisfy the requirements of material reportingand accounting, the Navy divides material into fivecategories: (1) equipment, (2) equipage, (3) repair parts,(4) consumable supplies, and (5) services. We’ll explaineach one in the next paragraphs.

Equipment is any fictional electronic, ordnance,hull, mechanical, or electrical unit that is operated singlyor as a component of a system or subsystem and that isidentified by a Component Identification Descrip-tion/Allowance Parts List (CID/APL). Examples ofequipment are turbines, pumps, and electric motors.

Equipage is an item of a durable nature that is notaltered or consumed in use. The allowance of equipageusually is determined on an individual ship basis and iscontained in the Allowance Parts Lists (APLs),Allowance Equipage Lists (AELs), or other authoriza-tion issued by commands, bureaus, or offices. Equipageitems differ from equipment in that they are usuallyportable. Certain items of equipage are designated“controlled equipage” and require increased manage-ment control for the following reasons:

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High unit cost

Vulnerability to pilferage

Essentiality to the ship’s mission

Personnel safety

NAVSUPPub 485, appendix II, lists items designatedas controlled equipage. Those items requiring custodialsignatures are identified by asterisks.

A repair part is any item that appears in an APL, amanufacturer’s instruction book, technical manual, or asimilar parts list. Consumable materials such as gaskets,which have an equipment application, are alsoconsidered repair parts.

Consumable supplies are administrative andhousekeeping items, general-purpose hardware,common tools, or any other item not specifically definedas equipage or repair parts.

Services are nonmaterial requirements such as equipmentrental, commercial telephone, pilotage, and tug hire.

IDENTIFICATION OF MATERIAL

Rarely do any two persons see the same details ofthe same object, much less describe them in the samewords. This need for a brief, accurate means to identifyone specific item of material led to the Federal Catalog

System presently in use throughout the DOD and civilagencies of the government. This system requires thatonly one identification number be assigned to a specificitem of material used by and carried under centralizedinventory control of any civil or military agency of theFederal Government. The Federal Catalog Systemincludes the requirement to name, describe, classify, andnumber all items, and to publish catalogs and stock andidentification lists.

NATIONAL STOCK NUMBERS

The national stock number (NSN) consists of 13digits and is the common language of materialidentification. The first four digits of the NSN make upthe Federal Supply Classification (FSC), which has twoelements: group and class.

The FSC consists of 76 groups, some of which areshown in the following list. NAVSUP P-485 contains acomplete list of assigned groups.

GROUP TITLE

31 Bearings

43 Pumps and Compressors

48 Valves

59 Electrical and Electronic SystemComponents

79 Cleaning Supplies

The remaining nine digits of the NSN make up thenational item identification number (NIIN). The NIINconsists of a two-digit NCB (National CodificationBureau) code and seven digits, which, in conjunctionwith the NCB code, uniquely identifies each NSN itemin 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 31March 1975. In the following example of two items, thelast seven digits of the NIIN are identical, but the itemsare different. One has an NCB code of 00 and the otherhas an NCB code of 01. Errors in the use of 00 and 01can result in rejected requisitions or receipt of incorrectmaterial. (The COG column refers to cognizance whichwe’ll explain in the next paragraph.)

COGNIZANCE SYMBOLS

The Navy uses a two-part cognizance symbol toprovide supply management information. A number ofcognizance symbols are in use, but the majority of stocktransactions aboard ship are covered by 1H,1N, 9C, 9N,9G, 9Q, and 9Z. TIhe first digit of the symbol is a numberthat identifies the stores account (discussed later in thechapter) in which the material is carried in the supplysystem. The numbers in this position identify thefollowing locations:

1,3,5,7

9

2,4,6,8

0

Material held in the Navy Stock Account(NSA). When this material is issued, itmust be paid for by the requisitioner.

Material originally purchased by theDefense Stock Fund but now held inNSA. When this material is issued, it mustbe paid for by the requisitioner.

Material held in the AppropriationsPurchases Account (APA). This material iscurrently issued without charge to therequisitioner.

Material not carried in a stores account.

The second part of the cognizance symbol is a lettercode that identifies the inventory manager or inventorycontrol point (ICP) that has cognizance, or control, ofthe material. These inventory managers may be Navy orother DOD activities.

MATERIAL CONTROL CODES

A material control code (MCC) (formerly fractioncode) is a single alphabetic character assigned by theinventory manager to segregate items into moremanageable groupings (fast, medium, or slow movers)or to relate to field activities special reporting and/orcontrol requirements.

The special material identification code (SMIC) isa two-digit alpha or alphanumeric code that provides thefollowing information:

l Source of quality control

. Technical design or configuration control

l Special controls for procurement, receipt,inspection, test, storage, or issue

Level 1 material is an example of material requiringSMIC coding.

The following NSN illustrates all of the elementsthat have been discussed:

IDENTIFICATION PUBLICATIONS

The primary publications the engineeringdepartment uses to identify material are the CoordinatedShipboard Allowance List (COSAL), manufacturers’publications such as technical manuals and catalogs, andtechnical bureau or systems command publications.

Most identification publications have notes orintroductions that explain how to use them. Thesepublications can be complex. If you have troubledeciphering the codes or reference numbers, supplydepartment personnel will help you.

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Allowance Lists

Allowance lists include all nonconsumable itemsand supporting materials needed on the ship. They serveto limit the quantity and type of such items as equipment,controlled equipage, and repair parts that may be carriedaboard at any one time. Ships normally are required tocarry a full allowance but may not normally exceed theallowance. Exceptions occur when demand for repairparts warrants an increase and the type commanderapproves, or for specified categories of material whenthe type commander and cognizant systems commandor bureau approve.

The supply department uses allowance lists todetermine responsibility for materials and to maintaincustody records and accountability for items ofcontrolled equipage. Allowance lists also serve asauthority to procure and replace allowed equipment.

These lists provide valuable identification data notimmediately available from other sources. You shoulduse allowance lists as the first source of information onstock numbers of items known to be in the ship’sallowance.

Allowance lists for consumable supplies are merelyguides to the range and quantities of material thatprobably will be required to operate a given type of ship.A ship may exceed quantities of individual items shownin these lists without submitting a request for change inallowance.

COSAL.— The COSAL is a technical and supplymanagement document that enables ships to achievemaximum operating capability for extended periods oftime without external logistical support.

The COSAL is technical because it containsnomenclature, operating characteristics, specifications,parts lists, and other technical data on all installedequipment and machinery, and nomenclature andcharacteristics of the equipage and tools required tooperate and maintain the ship and its equipment.

The COSAL is a supply management documentbecause it tells the supply officer how much and whatkind of material to stock in the storerooms, and theallowance of equipage items that must be carried aboardship.

Supply personnel use computers to prepare theallowances of material to be carried in the storeroomsand material required in the operating spaces from thehundreds 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, thequantity of each item of that equipment, the failure rateof parts, and the relative importance of these parts to theoperation of the equipment. Of course, the COSAL willnot provide parts for every equipment breakdown. Thiswould require the ship to carry a spare set of allequipment and machinery, which is impossible.

The Ships’ Parts Control Center (SPCC) publishesthe COSAL, which covers hull, mechanical, electrical,ordnance, electronics, nuclear weapons, and nuclearpower plant equipment. The COSAL includes anintroduction section that gives detailed descriptions ofits various parts and their contents, and information thatwill be helpful when using them.

The COSAL does not include ship’s store stocks,resale clothing, bulk fuels, subsistence items,expendable ordnance, or repair parts for aircraft. Theseitems are covered by separate outfittings and load list.Allowance requirements for nuclear weapons, guidedmissiles, and certain fleet ballistic missile (FBM)equipment are included in special supplements to theCOSAL.

The COSAL is divided into parts and sections asfollows:

Part I

Summary of effective allowance parts/equipagelists (SOEAPLs)

Index-Section A, Noun Name

Index-Section B, Service Application

Index-Section C, APL/AEL to EquipmentIdentification Code (EIC)

Index-Section D, EIC to APL/AEL

Index-Section E, Work Breakdown Structure toAPL/AEL

Part II

Section A–APLs

Section B–Circuit symbol data for all electronicsAPLs (microfiche only)

Section C– AEL

Part III

Section A–Stock number sequence list–storeroomitems (SNSL–SRI)

Section B–Stock numberspace items (SNSL-OSI)

sequence list-operating

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Section C–Not used

Section CF–Maintenance module

Section CR–SNSL for ready service spaces

Section D–Alternate number cross reference tostock number

Old to new stock number cross-reference list (filedbetween sections B and D)

T H E S U M M A R Y O F E F F E C T I V EALLOWANCE PARTS/EQUIPAGE LISTS.— Thisis a numerical list of all APLs and AELs that are includedin the ship’s SPCC COSAL. Use this summary to checkpart II for missing APL/AELs when a new COSAL isreceived, and periodically thereafter. It is in numericalsequence and should be kept current by adding ordeleting identification numbers as changes are made toyour COSAL. The summary is illustrated in figure 5-1.

Sections A and B of the index contain exactly thesame information arranged to provide a cross-index ofall APL/AELs in part II. Figure 5-2 shows examples ofsections A and B, and the following list describes thecontents of the columns of sections A and B.

1. Equipage/component military essentiality code:Items of equipment that are essential to the ship’smission.

2.

3.

4.

5.

6.

7.

a.

b.

V–Vital. Failure of the equipment couldreduce the ship’s capability to perform itsmission.

N–Nonvital. Failure of this equipmentwould not adversely affect the ship’smission.

Equipment/component/equipage nomenclature/characteristics: The noun name and partialcharacteristics description of each APL andAEL.

Identification number: The APL or AEL identi-fication number.

Quantity: The quantity of each equipment/component per service aboard ship, covered bythe applicable APL. Column 4 will be blank forall AELs.

Column number: The applicable AEL columnnumber from which the allowance isdetermined. This column is blank for all APLs.

Notes: A code that indicates specificinformation about an APL/AEL entry. Thesecodes are listed and defined in the introduction.

Allowance support code: Reserved for futureuse. (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 1

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

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8.

9.

10.

11.

12.

13.

Service application/information: The service ormajor shipboard function in which theequipment, component, or equipagc operates orperforms a service.

Service code: A code to designate serviceapplication.

Ship type and hull number: The specific ship forwhich the COSAL is prepared.

Date: Date of preparation (may be expressed asJulian or month-day-year date).

Allowance Support Codes: Pertains to item 7.

Page: Consecutive page numbering from firstto to last. Page numbers proceeded by theletter H apply to hull, mechanical, and electrical(example H-1). Page numbers preceded by Zapply to ordnance (example Z-1 ).

Sections C, D, and E also contain cross-indexedinformation of APL/AEL, EIC, and work breakdownstructure (WBS). Figure 5-3 shows an example ofsection C, and the following list describes the contentsof the columns of section C.

1.

2.

Allowance parts Iist/allowance equiflagc listsnumber: Number of API/AEL.

Application/identification activity code:Identifies the activity responsible for the supply

3.

4.

5.

6.

7.

8.

9.

10.

management control or program support for

equipment, component, or item of supply, andthe type of allowance document to which it isrelated.

Equipment identification code: EIC ofAPL/AEL.

Work breakdown function group code:Identifies a hardware oriented breakdown of aship’s system including all subsystems to thecompartment level.

Service code: Designates service application.

Work center: Designates subdivision of ship’screw assigned to accomplish maintenancerequirements for specified installed equipment.

Component name: Noun name of APL/AEL.

Maintenancc index page: Coded page numberof the PMS manual that indexes a set ofmaintenance requirement cards for a specifiedinstalled piece of ship equipment.

Record idcntification number: Assigned bySPCC.

Quantity column: Quantity of each equipment. .component aboard ship and the applicablecolumn number for cquipagc.

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

5-8

11.

12.

13.

14.

15.

16.

Preliminary equipment location: Identifieslocation within ship of the installed component.

Service number/valve mark/electrical symbolnumber: Serial number identifies a specific unitof production. Valve mark/electrical symbolnumber identifies a specific valve or electricalcomponent used within a system when multipleapplications of the same component are presentwithin the same system.

Federal supply code for manufacturers:Identifies a specific manufacturer for anequipment/component.

Ship type and hull number: The specific ship forwhich the COSAL is published.

Date: COSAL publication date.

Page no.: Page number of index.

ALLOWANCE PARTS LIST (APL) .– The APLis a technical document prepared for a specific item orcomponent of equipment. It lists descriptive data andcharacteristics of the equipment, repair parts, and othertechnical and supply management information. TheCOSAL binder should contain an APL for every item orcomponent of equipment on board the ship.

Each APL is assigned a nine-digit identifyingnumber by SPCC. The first two digits identify theequipment/component category and are listed in anindex in the COSAL introduction. The APLs are filed innumerical sequence in part II of the COSAL.

You may find an APL number containing a letter Pprefix. This indicates an incomplete APL. The body ofthe APL usually tells why it is incomplete and the actionbeing taken or required to complete it.

An APL will not always cover a completeequipment; refer to the section B index (fig. 5-2). Thesecond entry is FEEDWATER SYSTEMS TESTINGEQUIPMENT. This is the name of a complete systemor equipment for the feedwater system test equipment.Column 2 lists the various feedwater test equipmentcomponents, each of which, in this case, has its own APLnumber. Therefore, the APL may cover a completeequipment or only one component of that equipment. Anexample of an APL page is shown in figure 5-4. Thedifferent data elements are numbered and refer to thenumbers in the following list.

1. Equipment/component nomenclature/characteristics: Name of equipment orcomponent and brief description. Thiscorresponds to the index entries.

Figure 5-4.-Example of an APL.

5-9

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

Manual/Plan: The Predominant technicalmanual or plan number. Additional numbers areshown in item 8.

Identification number: Nine-digit identifyingnumber assigned by SPCC to a particular itemor component of equipment. This number isshown at the top and the bottom of the page.

Date: COSAL publication date.

Page: Consecutive numbering of all pagesrequired to describe one equipment/componentthat is identified by a single APL number. Thisis shown at both the top and the bottom of thepage. APLs have the word END printed in thecenter of the page immediately following the lastline of data for that APL. This ensures that acomplete APL is available.

Characteristics: Complete nameplate data onthe equipment/component named in item 1.

Reference/symbol number: A number, otherthan an NSN, by which a part may be identified,arranged in alphanumeric sequence. It may bea manufacturer’s part, drawing, piece, or circuitsymbol number.

Additional data area: When additional technicalmanuals or plans apply, they are listed in thisarea under an appropriate caption. These are inaddition to those listed in items 2 and 6.

Item name: The name listing of repair partsand/or related accessory components for theequipment/component covered by the APL.

Stock number: The FSN assigned to a specificrepair part. When an FSN has not been assigned,the reference number from item 7 is repeated.

Accessory components applicable to a “parentequipment”: These are listed on the parent APL.

Federal supply code for manufacturing (FSCM):This code lists the manufacturer of the part.

Part militarv essentiality code (PART MEC):These are two codes. They are shown on the APLand the SNSL.

1. Failure of the part would have a major effecton the operation of the component.

2. Failure of the part would have little effect onthe operation of the component.

14.

15.

16.

17.

18.

19.

20.

21.

22.

23.

24.

25.

26.

AL

Source code: Shows the availability of repairparts and the method of procurement. Thesecodes are defined in the introduction.

Maintenance code: A three-digit code thatidentifies the maintenance activity authorized toreplace, repair, and condemn an item. Only thefirst digit is now used. These codes are definedin the introduction.

Recoverability/condemnation code: Indicatesthe recoverability characteristics of itemsremoved during maintenance.

Z - Repair Part

D - Spare Part

Allowance notes code: Provides necessary andimportant information about individual itemslisted on the APL. The introduction lists anddefines these codes.

Quantity in one equipment/component: Thetotal population of the part within theequipment/component described by the APL.

Unit of issue: The smallest quantity of a stockitem that can be issued.

Allowance item code: Reserved for futureCOSAL use.

On board allowance table: APLs published aspart of an allowance list for shipboard use willnot have quantities printed in these columns.Instead, SEE SNSL FOR ALLOW will beprinted. APLs received after the regular COSALwill have the quantities shown.

Ship type and hull number: The specific ship forwhich the APL is published.

Page: Consecutive page numbering from firstpage to last page of all APL pages contained inthe COSAL.

Identification number: Same as item 3.

Date: Same as item 4.

Page: Same as item 5.

LOWANCE EQUIPAGEAEL is similar in appearance tofollowing differences:

LIST (AEL).– Thethe APL with the

1. The APL provides maintenance and repairsupport for ship’s equipment, and the AEL providesallowances of equipage and supplies necessary tosupport the ship’s mission.

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2. The APL provides technical information for theperson maintaining a piece of equipment and tells thesupply officer what repair parts are necessary in thestoreroom to support it, and the AEL tells thecommanding officer, supply officer, and other heads ofdepartments what equipage and supplies are required tooperate the ship.

Equipage is defined as durable items that are notconsumed in use and that are essential to the ship’smission. Some examples are typewriters, portablepower tools (electric drills and pneumatic hammers, lifepreservers, special clothing, and test sets).

AELs may be used to tailor an equipage allowanceto fit the needs of a specific ship, and the commandingofficer is responsible for carrying the full allowance onboard. The consumable supplies listed on the AELs arenot mandatory allowances, but they help the supplyofficer and using department decide what to order.Figure 5-5 shows a typical AEL, and the following listexplains the data blocks and columns.

1. Equipage nomenclature/characteristics: Nameof equipage or the mechanical/electrical system.

2.

3.

4,

5.

Manual/Plan: The predominate technicalmanual and/or plan number. Items 6 and 7 mayshow additional numbers.

Identification number: the number assigned toidentify a specific AEL. The first digit followedby a (-) identifies the activity responsible forpreparation and maintenance of the AEL, andthe general significance of the equipage.

0–Ordinance material

1–Space/systems-related material

2–Miscellaneous material

3–Automotive, construction, and materialhandling equipment

4–Flag allowance material

5–Special project office material

6–Special propulsion plant

7–Portable electronic material

Date: COSAL publication date.

Page: Consecutive numbering of all pagesrequired to desccribc a system and covered by

Figure 5-5.-Example of an AEL.

5-11

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

one identification number. This is shown at boththe top and the bottom of the page. Each AELhas the word END printed in the center of thepage immediately following the last line of datafor that AEL. his ensures that a complete AELis available.

Characteristics: A general description, charac-teristics, and/or other identifying informationconcerning the equipage/system named in item1. This may include additional information asstated in the text.

Reference number/description data: Containssignificant information, manufacturer’s partnumbers, reference numbers, special commentsand references to other AELs, and so forth.

Item name: Arranged in alphabetical sequence,the name of each item; and when appropriate orapplicable, additional nomenclature,dimensions, and so forth, to describe the itemnamed.

Stock number: The FSN assigned to the items.When an FSN is not assigned, this positionshows a manufacturer’s part or catalog numberor other identifying number.

Security classification: Reserved for futureCOSAL use

Source code: Shows the availability of the itemsand the method of procuremcnt. These codes aredefincd in the introduction.

Maintenance code: Reserved for future COSALuse.

Recoverability code: Shows the recoverabilitycharacteristics of the item as follows:

R–Repairable

S–Salvageable

C–Consumable

Blank: Column reserved for future COSAL USC.

Allowance notes codes: Provides neccessary andimportant information about individual itemson the AEL. The introduction lists and definesthese codes.

Custody codes: Reserved for future COSALuse.

Unit of issue: Thc smallest quantity of a stockitem that can be issued.

18.

19.

20.

21.

22.

23.

24.

Quantity: Normally blank See the text foradditional information.

On board allowance table: Consist of eightnumbered columns in which quantities may beshown. In certain cases, the total shipboardallowance quantity is determined by the sumtotal of quantities appearing in designatedcolumns of several AELs. The COSAL indexwill show all applicable AEL numbers and theappropriate columns for each. The abbreviationAR (as required) may appear instead of aquantity. Information as to quantity allowed willthen be contained elsewhere in the AEL.

Ship type and hull number: The specific ship forwhich the AEL is published.

Page: Consecutive page numbering from firstpage to last page of all AEL pages published inthe COSAL.

Idcntification number: Same as item 3.

Date: Same as item 4.

Page: Same as item 5.

The Characteristics column (No. 6) may alsocontain information to help you determine allowancequantity, equipage type, and substitutions necessarybecause of differences in the installed equipment and thecharacteristics of the ship.

The Quantity column (No. 18) is normally blank,but when it is used, as in figure 5-5, it shows the quantityof 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 whatrepair parts to stock in the storerooms. They use theSNSL-OSI to determine the items required or generallyused to maintain engineering spaces and equipment. Wesaid earlier that the controlled equipage allowanceshown on the SNSL-OSI is mandatory, but theconsumable items are listed only as a guide.

ALTERNATE NUMBER CROSS REFER-ENCE TO STOCK NUMBER.– The cross-referencesection contains all of the reference numbers(specification, plan, catalog, part, or type number) in theAPLs. It cross-references them to the current NSN, ifone is assigned.

COSAL MAINTENANCE.– We said earlier thatthe COSAL is one of the primary publications to use

5-12

aboard ship to identify material and provide informationon how much of what material to stock aboard ship. TheCOSAL is generated directly from the ship’sconfiguration baseline, which lists all systems,equipments, and components aboard ship. Therefore,you must maintain the ship’s configuration baseline inthe ICP file from which the COSAL is generated. Otherlogistics support also depends on the accuracy of thisconfiguration baseline. Some examples are technicalmanuals, planned maintenance, and test equipmentallowances. Ship personnel are responsible for themaintenance and accuracy of the configuration baseline.OPNAVINST 4790.4 explains how to report changes inthe ship’s configuration baseline. Use the sameinstruction to report any errors in the COSAL. Someexamples are APL still in COSAL for equipment thathas been removed, equipment on board but notsupported by an APL, nameplate data in the APL doesnot agree with that represented by the actual equipmentconfiguration, and so forth.

Supply Publications

When you submit a requisition for supplies, it setsin motion a long chain of events involving procurementactions, movement of material, and maintenance ofstock records. You must submit accurate data if youexpect to get the supplies you requested. Refer to thefollowing sources for accurate information.

MANAGEMENT LIST NAVY.– The ML-N is amicrofiche aid that contains basic management data youneed to prepare requisitions. The ML-N contains stocknumber changes, units of issue, unit price, andassociated information (fig. 5-6).

MASTER CROSS-REFERENCE LIST(MCRL).– The MCRL is a cross-reference from areference number (manufacturer’s part number, adrawing number, design control number, and so forth)to its assigned NSN and from its NSN to its referencenumber. The format of the MCRL is shown in figure 5-7.The column titled Mfr. Code shows the federal stockcode for manufacturers (FSCM), which is theidentification numbers for each manufacturer doingbusiness with DOD. You need the FSCM because somemanufacturers will sometimes assign identicalreference numbers.

MASTER REPAIRABLE ITEM LIST(MRIL).– The MRIL helps identify Navy-managed,mandatory, turn-in repairable items; turn-in activities ofrepairable items; and pertinent movement prioritydesignators. The MRIL is published in microfiche by the

fleet material support office (FMSO) and is distributedeach month. The introduction to MRIL, NAVSUP P4000, chapter 5, is included in microfiche in the January,April, July, and October editions of the MRIL.

AFLOAT SHOPPING GUIDE (ASG).– The ASGhelps you identify items of supply not normally relatedto a part or reference number by relating them to anNSN. It also helps find substitutions in the generalhardware area through the use of illustrations,specifications, and narrative descriptions from whichyou may locate the applicable NSN. Sections of the ASGare republished when the volume of changes issignificant.

IDENTIFICATION LISTS (ILs).– The ILs aremicrofiche listings by group and class that provide itemdescriptions and related data required to identify orselect items of supply.

Other Sources of Identification

There will be times when a repair part is not listedin an APL. This may happen when the equipment orcomponent is not supported or when the part has beenomitted. Keep in mind that an APL may cover acomplete equipment or only a component of anequipment. Therefore, check the index to see if the partyou need is included in another APL. For example,couplings, switches, and valves may be listed in theAPLs for the components with which they are used oreach may be assigned a CID number and have its ownAPL.

To identify a repair part in sources other than theCOSAL, you must have complete information on theequipment. Several sources of this information aredescribed in the next paragraphs.

NAMEPLATES.– One of the most importantsources of information is the data shown on equipmentnameplates. This may include the manufacturer’s name,model or type, serial number, size or capacity, voltage,and so forth.

TECHNICAL MANUALS.– Technical manualsand instruction books published by the equipmentmanufacturer usually contain a complete description ofthe equipment as well as parts lists that relate the part toa manufacturer’s part number.

BLUEPRINTS AND DRAWINGS.– Installationand maintenance blueprints and drawings also containhelpful identifying information.

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

SUPPLY OVERHAUL needed. They will get any help they need from otherdepartments, and the engineering department will

An Integrated Logistics Overhaul (ILO) is the work probably be asked to provide one or more experiencedthat is done concurrently with the shipyard overhaul. petty officers for this purpose. A good ILO purifies theStorekeepers off-load repair parts, and they identify, selection of repair parts carried in supply departmentinspect, inventory, repackage, and preserve them as storerooms.

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Figure 5-7.-Format for the master cross-reference list(MCRL).

An ILO is the work that is done during a supplyavailability and it begins concurrently with the shipyardoverhaul. Storekeepers off-load repair parts, and theyidentify, inspect, inventory, repackage, and preservethem as needed. They will get any help they need fromother departments, and the engineering department willprobably be asked to provide one or more experiencedpetty officers for this purpose. A good ILO purifies theselection of repair parts carried in supply departmentstorerooms.

If the validation does not find equipment it shouldfind, it will delete those items from the ship’sconfiguration, which means deletion from the COSALand other support documents. Therefore, engineeringdepartment personnel should be sure the ILO team canlocate all equipment (or document its location) thatshould remain in the ship’s configuration, and theyshould certify all deleted equipment that will not bereplaced.

REPAIR PARTS PROCEDURES ANDPROCUREMENT

The supply department is expected to keep enoughrepair parts and consumables to meet the demands of theship, and that requires cooperation from otherdepartments. Today’s Navy requires morefor material received and consumed,

accountingand those

procedures are more complicated than they were a fewyears ago. The following paragraphs cover theprocedures commonly used to account for repair parts.We’ll discuss controlled equipage procedures later inthis chapter.

ISSUES FROM SUPPLY DEPARTMENTSTOREROOMS

NAVSUP form 1250 is used on all nonautomatedships for issues from supply department storerooms(ships not using electronic data processing equipment torequest material and record material consumption).Automated ships use the DD form 1348 as an internalissue document.

The head of a department must authorize persons todraw routine issues of repair parts and consumablesfrom supply. The authorization may be in a memo to thesupply officer that names persons authorized to drawmaterial. It may also be a locally developed “credit card”similar to the one shown in figure 5-8 and controlled bythe head of a department. It is best to limit the numberof persons authorized to draw material to keep bettercontrol of the department budget.

SPECIAL REQUIREMENTS

Most material carried on board is repair partsauthorized by the COSAL or consumables stocked onthe basis of past usage. Any others are specialrequirements and they include greater numbers ofcurrent items, or items not carried. Submit specialrequirements to the supply officer well ahead of the timeyou will need them.

Figure 5-8. –"Credit card" authorization to draw stores fromsupply department storeroom.

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PREPARATION OF NAVSUP 1250

Personnel on nonautomated ships should submitrequests for material on Single Line ItemConsumption/Management Document (Manual),NAVSUP 1250. This form was developed to (1) improvestock control procedures and (2) report consumptionunder the Maintenance Data System (MDS) of the NavyMaintenance and Material Management (3-M) System.

As your department’s representative, you maypresent a partially prepared NAVSUP 1250, or one thatis completely prepared by supply personnel. Thisdepends upon supply department instructions andexisting conditions aboard ship. In either case, you mustfurnish certain information. Figure 5-9 shows a partiallyprepared NAVSUP 1250 containing the minimum datayou must provide at the time you submit the form toSupply.

When material is received, the departmentrepresentative signs for receipt on the NAVSUP 1250and is given the yellow copy of the form.

When material is drawn from stock, the “Approvedby” signature (block 30) is not required since theengineer officer has already authorized certain personsto draw material either by memo or credit card.

USE OF NAVSUP 1348-6

Some repair parts do not have NSNs, and they arenot 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 notpractical to invest large sums of money in inventory thathas limited use.

When you need a repair part and it has no NSN, thesupply department will have to order the part with themanufacturer’s part or reference number as itsidentification. To ensure that the supply activity canprocess the requisition, complete the identification dataportion of the NAVSUP 1348-6 and submit it with theNAVSUP 1250. Supply then forwards the completedNAVSUP 1348-6 to the supply activity, which cancross-reference the part to an NSN, if one is assigned,or purchase it from the manufacturer. Figure 5-10 showsan example of NAVSUP 1348-6.

NOT IN STOCK/NOT CARRIED (NIsS/NC)TRANSACTIONS

We said earlier in the chapter that the storeroomcannot provide all repair parts. If an item is not carried(NC) or not in stock (NIS), the supply department usesthe NAVSUP 1250 to prepare a direct turnover (DTO)requisition for the material. A DTO requisition requiresan approval signature, and it requires that anurgency-of-need designator be assigned in block 3 ofNAVSUP 1250. We’ll discuss the urgency-of-needdesignator later in the chapter when we deal withpriorities.

An NIS/NC request offers an opportunity to verifythe accuracy of the COSAL. Block 17 of the NAVSUP1250 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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COSAL supports the equipment. If it does not, promptlyreport the full nameplate data of the equipment, itsservice application, and the quantity installed accordingto OPNAVINST 4790.4. Impress the importance of thisverification upon all personnel in the engineeringdepartment who are authorized to prepare requests.

You may order NC material only for DTO and onlywhen it is required for immediate use. You can orderrepair parts and consumables that are not allowed by the

COSAL and/or usage ONLY if you submit an in-excessrequisition via the type commander for approval. We’ll

discuss the criteria for in-excess and not-in-excessrequisitions later in the chapter.

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

MILITARY STANDARD REQUISITIONINGAND ISSUE PROCEDURE (MILSTRIP)

MILSTRIP provides the forms and procedures used

to requisition material. The Uniform MaterialMovement and Issue Priority System (UMMIPS)provides the method used to assign priorities for theissue and movement of that material; we’ll 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 writtenout is now converted to codes that provide a common

5-17

language between all of the armed forces and theGeneral Services Administration.

MILSTRIP REQUISITIONS

The ship’s supply department submits MILSTRIPrequisitions on DD form 1348 for nonautomated shipsand on DD form 1348m for automated ships. Materialreceived from a supply activity is invoiced on the DDform 1348-1 (Release/Receipt Document). The supplydepartment prepares the DD form 1348 for all materialrequirements with the exception of ammunition,medical supplies, and Marine Corps supplies, which areordered by the department concerned, and bulk fuelwhich is ordered on DD form 1149. We’ll discuss fueloil requisitions later in this chapter. You should submityour requests on NAVSUP form 1250 which will be thesource document for DD form 1348.

When the supply department receives a NAVSUPform 1250 and determines it is for NIS or NC material,they will return the yellow copy to you to notify you toprepare a DTO requisition. After they have receivedyour NAVSUP 1250 for the DTO requisition, they willprepare DD form 1348. Write the requisition number inblock B of NAVSUP 1250, and return the pink copy ofNAVSUP 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 neededmaterial that is available locally. After supply personnelprepare the DD form 1348, take it to the supply activity,walk it through the processing steps, and receive thematerial. This system is restricted to higher priorities;use it only when necessary.

Message and Defense Automated AddressingSystem (DAAS) Requisition

When air mail will not move a requisition quicklyenough, 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 ordistant 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 differenttypes of status, but the most common is exception status.This means the supply activity advises the requisitionerof 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, NSNchange, NSN substitution, and so forth. If you need toknow the complete status on a high priority requirement,ask the supply officer to use the appropriate code on therequisition. You may be notified of status via a DD form1348, DAAS, message, or speedletter. The status reportis normally filed with the requisition copy in theoutstanding material file in the supply office. Since therequisition number is entered on the pink copy of theNAVSUP 1250, you can easily determine the status of arequisition. When you have not received either status ormaterial by the priority delivery date, submit a follow-upto the last known holder of the requisition.

In-Excess Requisitions

The supply officer submits all in-excess requisitionsfor approval at least to the type commander, and forcertain designated items, to the cognizant bureau ormaterial command. The commanding officer delegatesresponsibility to the supply officer to decide whatrequisitions are in-excess, that they are so identified, andthat they are approved by the appropriate higherauthority. All department heads share this responsibilitysince they must justify any requisitions consideredin-excess. Requisitions for the following material areconsidered in-excess:

l

l

l

l

Controlled equipage not on the ship’s allowancelist

Controlled equipage on the allowance list but ingreater quantities than allowed

Nonstandard consumable supplies when similaritems are available in the supply system

Repair parts not listed in ship’s allowance forwhich a requirement cannot be justified

Not In-Excess Requisitions

Requisitions for the following material areconsidered as not in excess:

Controlled equipage on the allowance list not ina greater quantity than neccessary to bring theamount on order and on hand up to full allowance

Repair parts listed with or without quantities inthe ship’s allowance for which a requirement canbe justified above the quantity fixed by theallowance

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. Consumable supplies listed in the Navy stocklists, applicable allowance lists, or otherconsumable supplies except nonstandard items

. Material other than consumable suppliesrequired for immediate expenditure for repairs oralterations or to replace material so expended

l Services that cannot be accomplished by ship’sforce

. Equipage items that are not controlled equipage

Fuel Requisitions

The supply officer procures fuels, but the engineerofficer determines fuel requirements. The engineerofficer tells the supply officer how much fuel is requiredand when it should be delivered. Fuel is normallyprocured from one of the following sources:

Fleet oilers, station tankers, and yard oilers

Fuel depots and annexes

Commercial shore installations, both foreign anddomestic, under Defense Petroleum SupplyCenter (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 procurefuel from United States commercial ships, foreign navalships, foreign naval shore establishments, foreigncommercial ships, or foreign commercial shoreestablishments not currently under DPSC or local Navycontracts.

UNIFORM MATERIAL MOVEMENT ANDISSUE PRIORITY SYSTEM (UMMIPS)

UMMIPS ensures that material requests areprocessed according to the MILITARY IMPORTANCEof the requiring activity and the URGENCY of thatactivity’s needs.

In the movement and issue of material it is necessaryto have a common basis to decide priorities fortransportation, warehousing, introduction ofrequisitions for processing, and material assets.UMMIPS provides this common basis through a seriesof two-digit issue priority designators, which are shownin figure 5-11.

Material requests submitted to supply that are filledfrom storeroom stock do not require a priority

designator. However, all requisitions prepared by thesupply department must have a priority designatorassigned. The priority designator is derived from twofactors; one that classifies the military importance of theship and the second that rates the urgency of need. Themilitary importance factor is called the force/activitydesignator (FAD).

FAD is a Roman numeral (I through V) assigned bythe Secretary of Defense (SECDEF), the Joint Chiefs ofStaff (JCS), of a DOD component to indicate the missionessentiality of a unit, organization, installation, project,or program to meet national objectives. The FAD isbased on a DOD determination of activity/missionimportance or essentiality.

1.

2.

FAD I: Assigned by SECDEF, upon recom-mendation of JCS, for

a.

b.

c.

d.

U.S. Armed Forces in combat

Programs approved for national priority bythe President per BRICKBAT category ofthe latest DOD Master Urgency List

Declared emergencies

Other units or projects specificallydesignated

FAD II: May be assigned by fleet commanders-in-chief; Commander, Military SealiftCommand; commanders of Navy componentso f uni f ied or spec i f i ed commands ;Oceanographer of the Navy; Commander, NavalSecurity Group Command; Commander, NavalIntelligence Command; Chief of NavalEducation and Training; Chief of NavalReserve; and Commander, Naval Telecom-munications Command.

a.

b.

c.

d.

U.S. combat, combat-ready, and directcombat support forces deployed to oroperating outside the 50 states and adjacentwaters and other areas as maybe designatedby the JCS

Forces being maintained in a state of combatreadiness for immediate (within 24 hours)employment or deployment

DOD component programs and projectsvital to defense of national objectives that arecomparable

Specified combat-ready and direct combatsupport forces of foreign countries withcomparable importance to U.S. forces citedin items a. and b.

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Figure 5-11.-Issue priority designators.

3. FAD III. May be assigned by the commands d.

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 e.

support forces outside CONUS.

b. CONUS forces (including reserve forces)

maintained in a state of readiness for

deployment to combat. (The Chief of Naval f.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.

Specified combat-ready and direct combatsupport forces of foreign countries that areof comparable importance with forcespecified in items a. and b.

CONUS industrial and intermediatemaintenance/repair activities that providedirect logistic support for forces beingmaintained in a state of readiness fordeployment to combat.

New construction/modernization shipswithin 60 days of builder’s trials. FAD II canbe assigned only in specific cases ifapproved by the Chief of Naval Operationswhen it is anticipated that the ship will comeunder the operational command of theSIXTH or SEVENTH Fleets or equivalentoperational assignments within 90 days of itscommissioning.

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4. FAD IV. May be assigned by any commandauthorized to assign FAD II or III and isassigned to

a. U.S. forces being maintained in a state ofcombat readiness for deployment tocombat.

b. DOD component programs and projects thatare of comparable importance with item a.

c. Specified combat-ready and direct combatsupport forces of foreign countries withcomparable importance to U.S. forcesspecified in item a.

d. CONUS industrial and intermediate/repairmaintenance activities providing directlogistic support for forces being maintainedin a state of readiness for deployment tocombat.

5. FAD V. May be assigned by any commandauthorized to assign FAD II, III, or IV, and isassigned to

a. All other U.S. forces or activities

b. Approved programs of DOD componentsnot otherwise designated

6. Authorized use of a higher FAD.

a. To facilitate optimum material readiness,OPNAVINST 4616.1 series authorizes theassumption of the authorized higher FAD amaximum of 90 days prior to scheduleddeployment outside CONUS of otherauthorized elevation from a lower to higherFAD.

b. Activities performing work on ships duringrestricted availabilities are authorized to usethe FAD of the ship being worked on whenordering material for that work.

CONTROLLED EQUIPAGEPROCEDURES

Controlled equipage requires greater managementcontrol because the items are expensive, vulnerable totheft, and/or essential to the ship’s mission. Controlledequipage is listed in appendix 11 of NAVSUPPublication 485(P-485). The department head must signfor custody of all items marked by an asterisk in the listof equipage items.

The COSAL SNSL-OSI contains allowances ofcontrolled equipage used by the engineering

department. These sources provide the allowanceauthority, nomenclature, NSN, and allowed quantity fora ship.

EQUIPAGE STOCK CARD AND CUSTODYRECORD

The Equipage Stock Card and Custody Record,NAVSUP 306, serves a dual purpose as a custodyrecord and as an inventory control document. Its use ismandatory for all controlled equipage.

Figure 5-12 shows an example of a properlyprepared NAVSUP 306 with representative entries. Theform is prepared in duplicate. The supply officer keepsthe original, and the custodial department keeps thecopy. Supply is responsible for preparing the form, butthe following guidelines may help you understand itspurpose and use.

l

l

l

l

l

l

l

l

Items requiring custody signature are identifiedon the NAVSUP 306.

The responsible department is identified on eachcard.

When two or more departments are responsiblefor individual pieces of equipment listed on oneline of the allowance list, each department gets acard showing the numerical allowance for whichthe department is responsible.

The cards are numbered consecutively for eachdepartment.

Each card shows the numerical allowance foreach item as shown by the allowance list. Whenresponsibility is divided, the total of all cardsmust equal the total allowance.

The card shows the NSN and unit of issue, andthe unit price if it is available.

The card must show the allowance authority.

The card must contain a complete description ofthe item, including serial numbers if the item isso identified.

Keep the department copy of the NAVSUP 306current by posting all equipment receipts andexpenditures as they occur. Each time supply personnelpost additional transactions to the original NAVSUP306, the department head will attest to the new balanceby signing for items that require a signature.

The custody records within the department areoptional, 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 pettyofficer who has physical control of the item can sign thecard. When those persons issue controlled equipage toothers temporarily; they should ask forreceipts.

INVENTORY OF CONTROLLEDEQUIPAGE

memorandum

All items of controlled equipage must beinventoried annually during March. However, if theannual inventory, or an inventory for any of the reasonsshown in the following list, is held in the 6 months periodpreceding March, it will satisfy the annual inventoryrequirement.

l

l

l

The ship is commissioned, inactivated, orreactivated.

A department head is relieved and signs fordepartment equipage.

At a change of command, the relieving officermay ask for an inventory.

Department heads are responsible for the annualinventory 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 306provide a basis for the inventory. The inventorying

officer should take the following steps:

1.

2.

3.

4.

5.

See each item and inspect it for serviceability.

Check item serial numbers against the serialnumbers recorded on the custody cards.

As each item is inventoried, enter the date,

quantity, and signature on the reverse of thecustody card.

During or immediately after the inventory iscomplete, transcribe the inventory record to the

original NAVSUP 306 held by the supply officer.

Prepare survey requests for any missing or

unserviceable equipage items. The surveyrequests are very important because the supply

officer uses them to prepare a list of controlledequipage deficiencies and submits it to the typecommander. This deficiency list is used to fund

the replacement of

controlled equipage.unserviceable or missing

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When the engineer officer is relieved, the relievingand relieved officers should conduct a joint inventory ofcontrolled equipage in the engineering department andcomplete it before the relieved officer departs.Theyshould prepare a relieving letter stating that theycompleted the joint inventory, prepared surveys forshortages and unserviceable items, and submittedrequests to replace those items. If they cannot take a jointinventory, the relieving officer must complete theinventory as soon as possible after assuming the duties.The relieving officer should then submit a relievingletter showing surveys for shortages and unserviceableitems, and requests for replacements. In either case, acopy of the letter should go to the supply officer.

If you find excess controlled equipage duringinventory, report it to the supply officer, who maytransfer it to other departments or report it to the typecommander for disposition.

EXPENDITURE OF MATERIAL

Material is expended when it is issued from supplystorerooms, when it is transferred to another ship orstation, or when it is surveyed. We have alreadydiscussed issues, so we’ll cover transfers and surveys inthe following paragraphs.

TRANSFERS

You may not transfer stores or other governmentmaterial from a naval ship without the approval of thecommanding officer. The commanding officer mayauthorize the supply officer to approve transfers. In thatcase, the supply officer must authorize the transfer ofany material from the ship. The supply officer isresponsible for preparation of transfer documents andcompliance with transfer procedures contained incurrent instructions.

The engineer officer must report to the supplyofficer any excess equipment, equipage, or supplies inthe engineering department. The supply officer willnormally seek the advice of the engineer officer beforetransferring from supply storerooms any material that isused in engineering spaces.

One of the more common types of transfer is foremergency repair parts for deployed ships. When youhave the material another ship needs, you should decidewhether to make the transfer based on your past usage,how essential the material is to the equipment itsupports, the time needed to get a replacement, and thejudgment of the engineer and supply officers. Youshould make the transfer, if possible, since it helps

another ship get its equipment back into operation in theleast amount of time. It is also useful to have a reputationas a ship that will help out–you have a better chance ofgetting 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 actualloss to the government. Always try to get to the truth ofresponsibility. Thoroughly research the facts and do itas soon as possible. Do not limit your investigation toverifying the statements of interested parties; make itbroad enough to ensure that the interests of thegovernment as well as the rights of the individual(s) orNavy activities are fully protected. A good review willprove or refute statements of interested persons andplace responsibility where it belongs.

When you first discover government property thathas been lost, damaged, or destroyed, the departmenthead or division officer should determine if there isevidence of negligence, willful misconduct, ordeliberate unauthorized use. If there is no such evidence,the responsible officer will initiate a GovernmentProperty Lost or Damaged (GPLD) Survey Certificate,DD Form 2090. This form relieves individuals ofresponsibility and adjusts records to show the new statusof the material.

If the review does show evidence of negligence,willful misconduct, or unauthorized use, theresponsible officer will initiate a Report of Survey,DD form 200. This form will also be used wheneverthe receiving authority does not approve the DD form2090, or if the commanding officer or higher authorityso directs.

The appointing authority appoints the surveyingofficer. The appointing authority is usually thecommanding officer, designee, or officer in the chain ofcommand with jurisdiction over the individual who hascustodial responsibility for the property to be surveyed.The surveying officer will usually be a commissionedofficer, warrant officer, or petty officer in grades E-8 orE-9.

The commanding officer may appoint a surveyboard that will investigate reports of survey. This boardconsolidates the functions of the appointing authorityand the survey officer, and it relieves commandingofficers of the burdens involved in the report of surveyprocedures. One member of the board will be designatedas appointing authority. Survey boards furnish advice to

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the commanding officer and conduct investigations onsurveys submitted to him for action. A survey boardconsists of two or more persons, usually commissionedor warrant officers.

The surveying officer or survey board investigatesthe material or the circumstances under which materialis missing. The investigators try to determine thecondition of the material at the time of survey, and fixthe cause and responsibility for that condition. They alsonote when they could not fix responsibility or when thematerial wore out through normal use.

For more detailed information about the surveyprocess, see your ship’s survey instructions and chapter5 of NAVSUP P-485, which is available in the supplyoffice.

FINANCIAL CONTROL OF SHIP’SOPERATING TARGET (OPTAR)

In this section, we’ll explain briefly how the Navyis funded and the method it uses to finance theday-to-day operation of ships.

With few exceptions, such as shipbuilding andalteration, research and development, the Navy isfunded by annual appropriations included in theDefense Appropriations Act passed each year byCongress. The money is then appropriated by Congressand the Navy assigns it to the various systems

commands and bureaus that administer them. As anexample, appropriation 17-1804 is for operations andmaintenance of ships. NAVSEA administers it anddistributes it through the fleet commanders. The fleetcommanders then grant operating budgets to each typecommander under their command.

The type commanders grant obligational authorityto the ships within their commands so they can procuresupplies and equipage to meet the ship’s OPTAR. Thefleet accounting office performs the accounting requiredfor the operating budget. But the supply officer of eachship must maintain records to help the commandingofficer know the status and ensure the best use ofOPTAR funds. The TYCOM budgets for the initial grantand establishes the method each ship uses to request andjustify OPTAR funds.

We often use two terms when we speak about supplyoperations: Navy Stock Fund (NSF) and Navy StockAccount (NSA). The following paragraphs contain abrief explanation of those terms:

NSF is a revolving fund used to procure material.After procurement, the material is held in an inventoryaccount, NSA. The NSA inventory is stored at ashoresupply activities and on some supply ships. Therelationship of the NSF and NSA is shown in figure5-13.

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 materialis issued, the NSA is reduced. The cost of the issue ischarged to the ship’s OPTAR and credited to the NSF,which may then use the money to procure replacementinventory.

The Appropriations Purchases Account (APA) isanother inventory account that is used extensively. APAmaterial has been purchased with appropriated findsand is held in store awaiting issue. It is usually used formajor items such as NAVSEA controlled testequipment. When this material is requisitioned by theship, the OPTAR is not reduced since the material hasalready been charged to end use. A statistical charge ismade to help show the total operating cost within theNavy.

FUND CODES

Under current accounting procedures, operatingcosts are accumulated according to the purpose or typeof expenditure and are identified by fund codes. Thetype commander designates the fund codes each shipmay use and the circumstances under which they maybe used. Generally, those fund codes identifyexpenditures for equipage, repair parts, consumables,and services. The OPTAR grant may specify limits foreach of these categories. Assign fund codes carefully onthe NAVSUP 1250 (discussed earlier) to preventincorrect changes to these categories.

DEPARTMENTAL BUDGETS

Commanding officers distribute their OPTAR fundsin different ways, but one of the most effective ways isto assign department budgets. When departments havebudgets, the supply officer maintains budget recordswith the OPTAR funds records. The supply officermakes 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 eachNAVSUP 1250, which has been processed by supply

and charged to the engineering department budgetduring the preceding week, is included with thedepartmental copy of the budget report. This helps theengineer officer reconcile the department record withsupply records.

Engineer officers may or may not keep departmentbudget or expense records. If not, they will normallydepend on the periodic reports of expenditures andbalances issued by the supply officer. However,departmental records can be quite useful. For onereason, Navy directives call for periodic validation of

outstanding requisitions to justify the continueddemand. You’ll need accurate records of those

requisitions when the time comes. Figure 5-14illustrates 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 OFFICER’S RECORDS

Engineering department supply petty officers in thevarious work centers keep records of supplies requestedand received. These records are important sources ofinformation for the work center and for the entireengineering department. A little extra work at thebeginning can save a lot of work, confusion, andfrustration later. This is especially true when it preventsthe embarrassment of either wasting money on parts nolonger needed or of waiting a long time for needed partsonly to find out later that they were not properly ordered,or were ordered in insufficient quantity. Therefore, gooddepartmental supply petty officer records plus timelycoordination with the supply department can help ensureoperational readiness through the best use of supplyfunds. Figure 5-15 shows a sample of the proper entriesin the supply petty officer’s records, and the followinglist explains those entries based on numbers keyed to thesupply petty officer’s records.

1. Request date: The Julian date on which the issuerequest is submitted (from block 1 of form1250). This block is not completed on form 1250

2.

3.

4.

5.

until it is actually turned in to the supplydepartment.

Department number: The internal departmentalcontrol number for specific identification of theissue request, when wanted (from block 2 ofform 1250). You should use this block to providebetter document control and identification. It hasa ready serialized reference number for a quicklocation of a specific document in the supplypetty officer’s records.

Noun name: The noun name or referencesymbol number of the requested item (fromblock 8 of form 1250). Use the sameterminology as on form 1250 to eliminateconfusion.

National item identification number: The stocknumber (from block 22 of form 1250). Thisblock provides the only positive identification ofthe actual material requested.

Unit of issue: The unit of issue (from block 24

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

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6.

7.

8.

9.

10.

11.

Quantity: The quantity required (from block 25of form 1250).

Extended price: The extended price (unit pricetimes quantity) (from block 27 of form 1250).

Work center: The work center code (from block14 of form 1250).

Job sequence number (JSN): The job sequencenumber, with the work center code, identifies aspecific or nonspecific maintenance action(from block 15 of form 1250).

Requisition number: The requisition number(Julian date and serial number) whenprocurement is required. This occurs wheneverthe requested material is NC or the quantityissued is less than the quantity requested. Therequisition number is obtained from block B ofthe pink copy of form 1250 returned to thedepartment head every 10 days with thedepartmental report. This requisition number isthe key identifier of the material procurementaction. Use it when you contact supply for statusor for any other reason regarding thismaterial-supply office procurement tiles arearranged in requisition number order.

Requisition quantity: The requisition quantityshows the quantity of the material beingprocured by the ship. Take this data from blockA of the pink copy of form 1250. This allows thedepartment to perform a very important check.If the material was NC, the requisition quantityshould be equal to the quantity originallyrequested. If partial issue was made, therequisition quantity will normally be greaterthan the outstanding balance since the supplydepartment is replenishing its stock as well asmeeting the department’s outstanding demand.If the material is completely NIS, the requisitionquantity should be at least equal to the quantityrequested (it may occasionally be greater

because of losses by inventory, and so forth. Ifthe quantity issued (if any) plus the requisitionquantity is less than the quantity requested, thedepartment should check with the supplydepartment.

12. Status/remarks: The work center should use thiscolumn for information that does not fit into theother columns.

13. Quantity received: Use this column to show thequantity received as a result of this request.There may be only one entry (equal to theamount requested) if the total quantity wasissued from ship’s stock, or if the total quantitywas requisitioned and received by thedeportment at a later date. If supply sends apartial issue and requisitions the balance, recordthe partial issue quantity in the lower half of thespace and enter the remainder above it when youreceive it later.

14. Date received: The date you received thematerial. This is the Julian date that the quantityin column 13 was received. Again, in the case ofa partial issue followed by a later issue, enter twodates for the two quantity entries in column 13.

15. Completed: When the total quantity requested(column 6) equals the quantity received (totalentries in column 13 for that document), place acheck mark in column 15. This lets you see at aglance those issue requests that have and havenot been completed. Without this information,documents with no entries in blocks 13 and 14arc obviously still outstanding. Entries incolumns 13 and 14, however, do not neccessarilyindicate completion. The quantity received muststill be checked against the requested quantity todetermine if there was a partial issue. Thus, thesimple check mark in column 15 increases theeffectiveness 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 answerthe following learning objectives.

. Explain the basis for the Navy’s environmental l

policies.l

l Explain the procedures used in oil spills.

. Explain the methods used for shipboard wastel

disposal.

Describe the procedures used in fuel oil storage.

Explain the use of fuel oil piping systems.

Explain the procedures used in fueling.

The federal government continues to emphasizehow important it is that federal agencies do everythingpossible to prevent environmental pollution.Presidential executive orders and congressionallegislation support this emphasis. All facilities ownedby, or leased to, the federal government must bedesigned, operated, maintained, and monitored toconform to air, water, and noise standards establishedby federal, state, and local authorities.

The Navy will work to protect and improve thequality of the environment. We will follow allregulatory standards that apply to us, and we willinitiate actions to conserve natural resources, protecthistorical and cultural properties, and prevent or controlpollution. This chapter covers the policies andinstructions under which we work to protect andimprove the environment, and it provides an overviewof the procedures we use to do so.

POLLUTION CONTROL LAWS ANDREGULATIONS

The following paragraphs offer a brief overview ofthe more important laws and regulations we use toprotect the environment.

In 1899, Congress passed a law prohibiting thedischarge of refuse in navigable waters of the UnitedStates. The Oil Pollution Act of 1924 prohibits thedischarge of oil of any kind (fuel oil, sludge, oily waste,and so forth) into navigable waters. The Oil Pollution

Act of 1961 prohibits the discharge of oil or oilymixtures, such as ballast, within the prohibited zonesestablished by any nation, and those zones range from50 to 150 miles seaward from the nearest land. The1961 act ratified a 1954 international agreement knownas the Convention for the Prevention of Pollution of theSea by Oil. Proposed amendments would abolishprohibited zones and extend oil dumping prohibitions toall ocean areas.

The Oil Pollution Act of 1924 was repealed by theWater Quality Improvement Act of 1979. This actprohibits the noncasualty discharge of any type of oilfrom any vessel, onshore facility, or offshore facilityinto or upon navigable waters of the United States,adjoining shorelines, or waters of the contiguous12-mile zone. Other features of the act provide for thecontrol of hazardous substances other than oil and forthe control of sewage discharges from vessels.

The Clean Air Amendments of 1970 set goals forthe reduction of pollutant emissions from stationarysources and vehicles. New stationary sources that burnfossil fuels must conform to emission standardsdetermined by the Environmental Protection Agency(EPA).

In 1970, Congress also passed two acts thatdeclared a national policy to improve the environment.They were the National Environmental Policy Act of1969 andof 1970.

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the Environmental Quality Improvement ActThese acts require federal, state, and local

governments to create and maintain conditions whereman and nature can exist together.

The Navy’s environmental quality program is theEnvironmental and Natural Resources ProgramManual, OPNAVINST 5090.1. It contains guidelines toprevent, control, and abate air and water pollution. Ingeneral, we must ensure that all facilities, includingships, aircraft, shore activities, and vehicles, aredesigned, operated, and maintained to conform withstandards set forth in the 1970 and 1979 acts. Thefollowing paragraphs cover the most importantrequirements of the instruction.

Shore activities will use municipal and regionalwaste collection and disposal systems wheneverpossible. We will handle all materials such as solidfuels, petroleum products, and chemicals in ways thatprevent or minimize pollution of the air and water. Wewill reprocess, reclaim, and reuse waste materialwhenever feasible. Ships will use port disposal facilitiesfor all waste before they get underway and when theyreturn to port. We will not discharge oil products withinany prohibited zone, and we will not discharge trash andgarbage within 12 miles of shore. We will normallyburn waste material in open fires. We will not usesinking agents and dispersants to fight oil spills exceptwhen there is a substantial fire hazard or danger tohuman life.

To meet the requirements of the Clean Air andWater Quality Improvement Acts, the Navy hasinstituted several ongoing programs. Some of them arein operation and others are being tested and evaluated.For example, we now operate completely enclosedfirefighting training facilities from which no smokeescapes. Aboard ship, we have shifted from Navystandard fuel oil to distillate, which reduces airpollution because it has a low sulfur content and burnsmore cleanly than standard fuel oil. We are nowevaluating several models of self-contained shipboardsanitary treatment systems that eliminate the dischargeof polluted sewage.

You can see that the Navy is using time, money, andeffort to reduce environmental pollution. To supportthat policy, you should closely supervise all operationsthat involve fuel handling, waste disposal, and the useand disposal of toxic materials. Indoctrinate personnelon the causes of pollution and the necessity to reduce it.Be sure personnel under your supervision comply withregulations and operating procedures for pollutioncontrol devices.

In the rest of this chapter, we’ll cover theprocedures and facilities we use to help improve theenvironment.

PREVENTING OIL SPILLS

The preferred method to reduce and controlenvironmental pollution is to prevent the pollution. Wemust integrate prevention measures into any plannedindustrial process, operation, or product as part of thecost of daily operations. The following paragraphsdiscuss ways to prevent pollution caused by oil spills.

Before you start any fueling, defueling, or internaltransfer operation, check all machinery and pipingsystems for tightness and for signs of leaking glands,seals, and gaskets. When you change oil or add oil tomachinery, take care not to spill the oil into the bilge.Keep a drip pan and rags ready for use if needed. Keepa close watch on centrifugal purifiers when they are inoperation to make sure they do not lose the water sealand dump the oil into the bilge or contaminated oil tank.

When you deballast, keep a careful watch on theoverboard discharge to make sure that no oil is pumpedoverboard with the water from the ballast tanks.

Pump all oily waste from tank cleaning operationsinto a sludge barge.

Control of shipboard oil pollution is complicated bythe many and varied sources of oily waste. The Navy isincorporating oil pollution control systems andcomponents into its ships that will reduce oil pollutionby the following means:

1.

2.

3. .

4.

5.

Reduce the generation of oily waste.

Store waste oil and oily waste.

Monitor oil and oily waste.

Transfer or offload waste oil and oily waste toshore facilities.

Process oily waste.

The training officer must ensure that formaltraining is provided to key personnel who maintain andoperate pollution control equipment. The trainingofficer is responsible for training that achieves anacceptable level of expertise.

Figure 6-1 shows a schematic diagram of a typicalshipboard oil pollution control system.

As a supervisor, you should be sure that allengineering personnel are familiar with the sources ofoil 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 oilywaste that find their way into the water.

1. Lubricating oil

a. Leakage and drainage from equipment andsystems

b. Contaminated oil from centrifugal purifiers

c. Used oil removed from equipment during anoil change

2. Fuel oil

a. Spillage during fueling, defueling, andinternal transfer operations

b. Leakage through hull structures into bilges

c. Stripping from the contaminated oil settlingtank

d. Ballast water from fuel tanks ofnoncompensated fuel systems or bulk carriers

e. Ballast water from compensated fuel tanksystems during refueling, defueling, and internaltransfer operations

f. Tank cleaning operations

3. Hydraulic fluids

a. Leakage of hydraulic fluid from glands andseals into hydraulic pump room bilges

b. Spillage during system fil l ing orreplenishment

c. Spillage caused by hydraulic systemcasualties

HANDLING OIL SPILLS

All oil spills and slicks or sheens within the 50-mileprohibited 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 immediateremedial 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, aship may have to clean up the entire spill.

A cleanup kit has been developed for use by the

ship’s crew. The U.S. Navy Oil Spill Containment and

Cleanup Kit, NAVSEA 0994-LP-013-6010, contains adescription of the kit and instructions for its use. Themanual describes safety precautions for use of the kit aswell 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 WASTEDISPOSAL

The environmental harm caused by sewagedischarges into rivers, harbors, and coastal waters bynaval ships is of great concern. Secretary of Defenseregulations require the Navy to control sewagedischarges. Navy policies and responsibilities aredefined in the Environmental and Natural ResourcesProgram Manual, OPNAVINST 5090.1.

The Navy intends that all naval ships will beequipped with marine sanitation devices (MSD) thatwill allow them to comply with the sewage discharge

standards without compromising mission capability.However, sewage discharge regulations do not forbidoverboard discharge during an emergency when there isdanger to the health and safety of personnel. In the past,shipboard sewage has been discharged overboardroutinely. We changed that practice when evidenceshowed that concentrations of sewage in inland waters,ports, harbors, and coastal waters of the United Stateswere bad for the environment.

In 1972 the Chief of Naval Operations decided thatthe 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 sewagepollution control without serious reduction in militarycapabilities. The CHT system represented the least costand risk solution to the problem. Most operational fleetships of sufficient size have CHT systems.

Navy ships have two types of CHT systems. Thetype for a particular ship depends on the holding tankcapacity. Systems with tanks with a capacity of morethan 2000 gallons use a comminutor and aerationsystem. Smaller systems with capacities of less than2000 gallons use strainers. Figures 6-2 and 6-3 show thecomminutor-type and the strainer-type systems.

The goal for the CHT system is to provide thecapacity to hold shipboard sewage generated over a12-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 the3-mile restricted zone. Ships can get a waiver if theycannot reach the 12-hour holding time because ofserious impact on military or operationalcharacteristics. These ships are identified in DODDirective 6050-4 of April 1976. Chapter 997 of NavalShips’ Technical Manual discusses sewage dischargeprocedures for ships in drydock.

Figure 6-3.–Strainer-type CHT system

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The CHT system accepts soil drains from waterclosets and urinals, and waste drains from showers,laundries, and galleys. The three functional elements ofsewage collection, holding, and transfer make up theCHT system.

The collection element consists of soil and wastedrains with diverter valves. Depending on the positionof the diverter valves, the soil or waste can be divertedoverboard or into the CHT tank

The holding element consists of a holding tank. Thetransfer element includes sewage pumps, overboardand deck discharge piping, and deck discharge fittings.

The CHT system can be used in any of three distinctmodes of operation, depending on the situation.

1. When the ship passes through restricted zones,the CHT system is set up to collect and hold thedischarges from the soil drains only.

2. During in-port periods, the CHT system willcollect, hold, and transfer to a shore sewage facility alldischarges from the soil and waste drains.

3. When the ship operates at sea outside restrictedareas, the CHT system will be set up to divert dischargesfrom soil and waste drains overboard.

The Naval Ships’ Technical Manual, chapter 593,has more information on the operation and maintenanceof CHT systems.

FUEL OIL STORAGE AND HANDLING

Fuel oil systems aboard ship include fuel oil tanks,fuel oil piping, fuel oil pumps, and the equipment weuse to strain, measure, and burn the fuel oil.

FUEL OIL TANKS

Navy ships use four kinds of tanks that are part ofthe ship’s 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.We’ll explain their functions in the following pages.

Fuel oil tanks are vented to the atmosphere throughpipes leading from the top of each tank to a locationabovedecks. The vent pipes allow air to leave or enterthe tank as fuel is added or removed. Most fuel oil tanksare equipped with manholes, overflow lines, soundingtubes, liquid level indicators, and lines by which youmay fill, empty, and cross-connect the tanks.

Fuel Oil Storage Tanks

The main fuel oil storage tanks are part of the ship’sstructure. They may be located forward and aft of themachinery spaces or abreast of these spaces. They maybe in double-bottom compartments as long as thosecompartments are not directly under boilers. Sometanks have connections that allow them to be filled withfuel oil or with seawater from the ballasting system.

Fuel Oil Overflow Tanks

Fuel oil overflow tanks receive the overflow fromfuel oil storage tanks that are not fitted with independentoverboard overflows. Overflow tanks also serve asballast tanks because they can be filled with seawaterfrom the ballasting system.

Fuel Oil Service Tanks

Fuel oil is taken aboard by fueling trunks or specialconnections leading to the fuel oil storage tanks. Thefuel oil is then pumped to the fuel oil service tanks. Allfuel for immediate use is drawn from the service tanks.The fuel oil service tanks are considered part of the fueloil service system described later in this section.

Contaminated Oil Settling Tanks

The contaminated oil settling tanks hold oil that iscontaminated with water or other impurities. After theoil has settled, the unburnable material, such as waterand sludge, is pumped out through low suctionconnections. The burnable oil remaining in the tanks istransferred to a storage tank or a service tank.

The contaminated oil tanks also can receive andstore oil, or oily water, until it can be dischargedoverboard without violation of environmentalregulations. See OPNAVINST 5090.1 to learn whenyou may empty the contaminated oil settling tankseither overboard or to barges.

FUEL OIL PIPING SYSTEM

The fuel oil piping system includes the piping andpumps for three systems, each of which is connected atdifferent levels of the storage or service tanks for (1) thefuel oil filling and transfer system, (2) the fuel oilservice system, and (3) the fuel oil tank strippingsystem. The pipes are connected to the storage andservice tanks at different levels so the pumps can takesuction from any of these levels. The service system isconnected at the highest level, the filling and transfer

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system is connected at the next lower level, and the tankstripping system is connected at the lowest level. We’llexplain the function of each in the followingparagraphs.

Fuel Oil Filling and Transfer System

The fuel oil filling and transfer system receives fueloil aboard and (1) fills the fuel oil storage tanks, (2) fillsthe fuel oil service tanks, (3) changes the list of the shipby transferring oil between port tanks and starboardtanks, (4) changes the trim of the ship by transferring oilbetween forward and after tanks, (5) discharges oil forfueling other ships, and (6) in emergencies, transfersfuel oil directly to the suction side of the fuel oil servicepumps.

The fuel oil filling system of some ships consists ofa tank-filling and tank-sluicing arrangement. Otherships have pressure filling systems that are connected tothe transfer mains so the filling lines and deckconnections can be used both to receive and dischargefuel oil. The pressure filling systems operate with aminimum pressure of approximately 40 psi at the deckconnections.

In general, the filling and transfer system consistsof large mains running fore and aft. These are transfermains, cross-connections, mains to fuel oil booster andtransfer pumps, and risers to take on or discharge fueloil. Other lines and manifolds are arranged so the fueloil booster and transfer pumps can transfer oil from onetank to another and, when necessary, deliver fuel oil tothe suction side of the fuel oil service pumps.

Fuel Oil Tank Stripping System

The fuel oil tank stripping system can clear thetanks of sludge and water before oil is pumped fromthese tanks by the fuel oil booster and transfer pumps orby the fuel oil service pumps. The stripping system isconnected through manifolds to the bilge pump or, insome ships, to special stripping system pumps. Thestripping system discharges the contaminated oil,sludge, and water overboard or to the contaminated oilsettling tanks.

Fuel Oil Service System

The fuel oil service system used aboard any shipdepends partly on the type of fuel oil burners installedon the boilers. The fuel oil service system includes thefuel oil service tanks, a service main, manifolds, piping,and fuel oil service pumps.

Fuel oil service pumps take suction from the servicetanks through independent tailpipes, cutout valves ormanifolds, suction mains, and pump connections. Thesuction arrangements for fuel oil service pumps allowrapid changes in pump suction from one service tank toanother. The pump suction piping is arranged to keep toa minimum any contamination that might result if oneservice pump takes suction from a service tank that iscontaminated with water. The tank stripping system isconnected through stop-check valves to the servicesuction mains so these mains can be cleared of oil thatis contaminated with water. The service suction main iscommon to all pumps in one particular space. It hasconnections to the fuel oil transfer main throughstop-check valves that are normally locked in the closedposition.

Aboard some ships, JP-5 can be used as boiler fuelin emergencies. The JP-5 systems are arranged so theycan discharge to the fuel oil service system.

Two classes of fuel oil service pumps arecommonly used: (1) main fuel oil service pumps, and(2) port and cruising fuel oil service pumps. Both areusually screw-type rotary pumps that may be eithermotor- or turbine-driven, the difference is in size and ingallons delivered.

The fuel oil service system also needs fuel oilstrainers, burner lines, and other such items to deliverfuel oil to the boiler fronts at the required pressures.

PRECAUTIONS IN HANDLING FUEL OIL

All petroleum products, including fuel oil, arepotentially dangerous. Heated fuel oil may generatevapors that are flammable, explosive, and dangerous ifyou inhale them. The oil king must have thoroughknowledge of these hazards. The oil king also mustmake certain that all personnel in fuel oil details take thenecessary precautions. The following list covers themost important precautions:

1. Do NOT allow anyone to smoke or to carrymatches or lighters while handling fuel oil.

2. Use only approved types of protected lightswhen working near fuel oil.

3. Do NOT allow oil to accumulate in bilges,voids, and so forth. The vapor from even a small poolof heated fuel oil can cause an explosion.

4. NEVER raise the temperature of fuel oil above120°F in fuel oil tanks. If the tanks are next to amagazine, NEVER allow the oil to become hot enough

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to raise the magazine’s temperature above 100°F, nor tomaintain the magazine’s temperature at more than 90°F.

5. NEVER raise the temperature of the fuel oilabove the flashpoint in any part of the system before itenters the boiler.

6. NEVER exceed the designed pressure in anypart of a fuel oil system.

7. Do NOT allow smoking, open flame, or anyspark-producing object near fuel oil tank vent pipes.

8. Be sure the wire screen protectors in the ventpipes are intact. Do NOT allow the wire screenprotectors to be painted.

9. REMEMBER THAT FUEL OIL FUMESARE DANGEROUS IF INHALED. If your eyes stingor burn, you probably also are inhaling the fumes. Thesymptoms range from headache and dizziness tounconsciousness and suffocation. Give first aid to anyperson suffering from inhalation of fuel oil fumes; seechapter 3, Standard First Aid Training Course,NAVEDTRA 12081. Remember, also, that a person whois suffering only mild effects from inhaling fuel oilfumes may be confused or drowsy enough to cause aserious accident.

10. NEVER enter and do NOT allow anyone elseto enter any fuel oil compartment until the gas freeengineer declares it SAFE FOR PERSONNEL.Always get permission from the gas free engineer beforeany person enters a fuel oil tank.

11. Observe all safety precautions for closed orpoorly ventilated compartments. These are listed inchapter 074 of the Naval Ships’ Technical Manual.

12. When the ship is in drydock, be sure oil doesNOT drain from the ship onto the dock.

13. Do NOT heat distillate fuel by using the ship’sfuel oil heaters. In general, you will not need to heattanks, but severe cold weather may create a need to doso. If the transfer pump is having difficulty moving thefuel, and the fuel in the tank is below 50°F, you mayheat fuel oil to approximately 75°F to dissolve the waxyconstituents.

14. Use only the sprayer plates recommended foruse with the distillate fuel.

15. When burning a distillate fuel, do NOT allowa smoky, hazy stack. Improper combustion causesexcessive fuel consumption and a dangerous stackcondition, and it adds to air pollution.

16. When ships are refueled where the ambienttemperature is below 40°F, do not fill storage tanksabove 95 percent of capacity. If a tank exceeds thatamount, pump the oil down to 95 percent of capacity assoon as possible.

17. Be sure all personnel under your supervisionknow the provisions of the Oil Pollution Act and theFederal Water Pollution Control Act.

FUELING RESPONSIBILITIES ANDPROCEDURES

There are many preparations to be made before theship actually takes on fuel. The deck force or otherpersonnel are responsible for some of these, but the oilking is responsible for others. For simplicity, thissection will be addressed to you, the oil king, thoughsome others will supervise or perform some of theprocedures.

Deballast and strip oil tanks as soon as possibleafter you get word that the ship will take on fuel. If seaconditions make it impossible to deballast before theship enters port, get permission from port authorities todeballast into a barge after the ship enters port. Be surethe ballasted tanks are pumped out according to therecommended sequence tables so the ship will retain asmuch stability and maneuverability as possible. We willinclude more information on ballasting later in thischapter.

Before receiving fuel, order soundings or readingson all fuel oil storage tanks and all fuel oil service tanks.Then, submit a statement to the officer in charge offueling showing the amount and location of all fuel oilaboard. You always should know how much fuel isaboard, where it is located, how much more can betaken on, and the order in which the tanks should befilled.

Before taking on fuel, see that all service tanks andas many storage tanks as possible are topped off to the95 percent level. This will reduce the number of tanksthat must be filled. This requirement may be modifiedif it will reduce the time required for fueling; it may befaster to distribute the oil in the receiving ship soapproximately the same amount of time will be requiredto fill at each receiving station. A tank-loading schedulebased on previous experience is useful to meet this lastrequirement.

In some ships, such as destroyers, fuel oil isdelivered directly into a fuel oil service tank. When yourefuel this type of ship, take fuel oil service suction from

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the receiving service tank until just before the approachalongside the delivering ship, then shift suction to a fullstandby service tank. Never take fuel oil service suctionfrom the service tank that is receiving fuel oil.

Post a fueling watch list well in advance of fuelingtime, and be sure all personnel involved in the operationknow their stations and duties. A fueling detail includesmessengers, pneumercator personnel and tanksounders, personnel at the forward and after hoseconnections, personnel at the manifolds, and telephonetalkers. Be sure all fueling detail personnel areexperienced and capable.

As a rule, man fueling stations one-half hour beforefueling time. Assign only the number of personnelrequired to handle the fueling. Additional personnelmay get in each other’s way.

After the fueling stations are manned, but beforefueling is started, test the phone circuits, connect the airhoses to the fueling connections, and screwthermometers and pressure gauges into the fuelingconnections if they are required.

Before starting fueling, check equipment at allstations. Equipment required for fuel tank soundingstations includes graduated sounding rods or tapes (ifused), rags, and tee wrenches. Equipment required fortopside fueling stations (depending on the type ofrefueling rig used) includes sledge hammers, axes, ballpeen hammers, bolt cutters, hose coupling spannerwrenches, rags, and end fittings.

When fuel oil is received from a naval source ofsupply such as a naval ship, a naval storage tank, or anaval fuel barge, the activity supplying the oil mustfurnish the commanding officer of the receiving shipwith an analysis of the oil. If possible, you and an officerof the receiving ship should witness soundings and thedrawing of samples from the tanks of the supplyingactivity. The samples must be taken from the suctionlevel of the tank from which the oil is to be drawn. Onesample should be taken before the unloading is started,and another after the loading is completed. Bothsamples must be centrifuged to determine thepercentage of sediment and water.

When fueling is done at sea, it may be impossiblefor the delivery ship to furnish a complete analysis ofthe oil and for the receiving ship to send representativesto witness the soundings and samplings. In this case, thesupplying vessel furnishes a statement of the AmericanPetroleum Institute (API) gravity and water andsediment content of the oil. The receiving ship mustthen take samples during delivery and make tests to

determine the percentage of water and sediment. Takethe samples with a dipper from the tank that is beingfilled, or draw them through connections in the deliverypipeline. Take enough small samples to make a totalsample of at least 5 gallons. Then, take smaller samplesfrom the total sample for the test. Before you take thesamples, clean all the containers you will use for thatpurpose.

When fuel is coming aboard, keep a constant checkon all tanks that are receiving fuel. In large ships, inparticular, you must follow a systematic procedure toget all tanks properly filled without unnecessary loss oftime. You also must be sure the stability of the ship isnot impaired.

When there are several tanks in each overflowgroup, initially open one or two tanks in each group.When these have been filled to approximately 85percent capacity, start filling the others in the group andclosing down the valves to the tanks that are almost full,topping them off slowly. Fill the overflow tank in eachgroup last.

Each tank has a sounding rod or a tank-capacityindicator of the pneumercator type. There may be othersystems in use, which will not be covered, but you canget information about them from the manufacturer’stechnical manual. As oil is being received, assignsomeone to each tank that is receiving fuel. If you areusing a sounding rod, sound the tank every 3 or 4minutes until it is nearly three-fourths full. From thispoint on, take continuous soundings. Fill tanks to the 95percent level You can fill to slightly above this mark toallow the oil to foam, but be sure the FINAL level of oilin any tank is at the 95 percent mark.

As each succeeding tank is filled, be sure personnelat the remaining tank sounding stations are even morealert than before. As the last tank is being filled, notifythe delivery ship to drop the pump pressure or to slowdown the pump, as appropriate.

After you have determined the amount of fuel oilbeing received per minute, you can give the deliveryship a “stop pumping” time. If your calculations arecorrect, all tanks will be full when the pump is stopped.

You must keep the fueling officer informed as to theamount of oil received as a percentage of the total to bereceived and the probable time required to complete thefueling. The fueling officer keeps the commandingofficer posted on the progress of the fueling.

When all tanks are full, empty the fuel hose by oneof 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 thefueling connection, or (2) have the supplying ship takea back suction, which also requires that the air valve beopened. As soon as the fuel hose has been cleared,IMMEDIATELY uncouple the hose and return it to thedelivery ship.

You also must be familiar with the procedures usedto discharge fuel. The following list shows some of thesteps typically used to discharge fuel oil:

1. Be sure the tanks from which fuel is to bedischarged are filled and topped off to the 95 percentlevel.

2. If necessary, heat the oil to the temperaturerequired to produce a viscosity of 450 SSU. Thisprocedure is not usually required with distillate fuel.

3. Sound all tanks that will be used.

4. Couple the fuel hose and rig it according toprescribed 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 thefueling stations.

7. Be sure the officer of the deck has draftreadings 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 thefueling officer.

9. Man fueling stations about one-half hourbefore the expected time of approach of the ship to befueled. Be sure personnel at the fueling stations testsound-powered phone circuits, connect air hoses to thefueling connections, screw in thermometers andpressure gauges, warm up the fuel pumps, and openvalves to the fuel tanks. When the fueling detail is readyand has made all required checks and preparations,report to the fueling officer. The fueling officer willinform the bridge and request that the smoking lamp beout.

10. When you get word to start discharging fuel,start the pumps and operate them slowly at first, thenbring them up to full-rated capacity. Bui!d up a pressureof approximately 40 psi at the fueling connections.

11. Continue pumping at the rated pump capacityuntil a tank is down to approximately 35 percent of itscapacity; then shift pump suction to another tank. Slowthe pumps and stop them upon a request from thereceiving ship,

12. Remove fuel oil from the fuel hose by blowingair through it, or the delivery ship may take a backsuction. Disconnect the hose and rig and handle themaccording to prescribed procedures.

13. Sound the tanks and compute the amount offuel discharged.

BALLASTING SYSTEM

Whenever a liquid is shifted from one place toanother aboard ship, there is an effect on the ship’s list,trim, or stability. One of your routine jobs is to reduceany instability. To do that, you should keep as many fueloil tanks as possible filled with fuel oil to the 95 percentlevel. There may be other times when you may have touse the ballasting system to move seawater to or fromempty tanks. Normally, you will need to do that only incase of damage or when the ship has an unusually smallstore of fuel oil that brings on instability.

To keep the fuel oil tanks at 95 percent capacity, youshould accumulate leftover fuel oil from partly usedtanks so only those tanks actually in use are less than 95percent full. This prevents free surface effect that occurswhen a liquid only partly fills a tank and moves freelyback and forth as the ship moves. There is some freesurface effect when a tank is filled to the 95 percentlevel, but the effect is limited because the overheadinterferes with the free movement of the liquid beyonda certain point. There is more danger of serious loss ofstability from tanks that are half-full than from tanksthat are 95 percent full.

The ballasting system allows controlled flooding ofcertain designated tanks to control the ship’s stability.You can use the ballasting system to flood all tanks thatare designated as fuel oil and ballast tanks and to floodcertain voids. The ballasting and deballasting systemsare arranged so all designated compartments and tankscan be ballasted either separately or together anddrained either separately or together. Seawater is usedas ballast, and it may be taken from the firemain ordirectly from sea chests. Use drainage pumps oreductors to remove the ballast water. Handle allballasting and deballasting according to the sequencetables furnished for each ship or class of ship.

Ballasting empty fuel oil tanks helps controlstability by maintaining a low center of gravity in theship and by keeping off-center tanks full to preventoff-center flooding. Ballasting also contributes totorpedo protection—it provides a layer ofnonflammable liquid at the shell of the ship to absorbfragments 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 offuel oil before you add ballast. After you have usedwater ballast in any tank, remove as much water aspossible before you fill it with fuel oil. Use the lowerlevel suction lines for that purpose.

If your ship suffers collision or battle damage, the

damage control aspects of the your job may suddenlybecome vital. To make stability calculations, damage

control central must have accurate information on thedistribution of all liquids carried on board. To maintainor improve stability, they may order the immediatetransfer of fuel oil, feedwater, or other liquids. If you arethe oil king during such an emergency, you will not havetime to learn your job or to catch up on details you mayhave forgotten or overlooked. You must ALWAYSknow how much liquid is in all tanks and exactly howthe fuel oil or feedwater transfer systems must be linedup 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 answerthe following learning objectives:

Describe the roles of the higher level naval l

organizations that oversee ship maintenance andrepair. l

Describe casualty reporting (CASREP) andcasualty correction (CASCOR) programs. l

Explain the monitoring and follow-up programswithin the CASREP program.

Explain the Detection, Action, and ResponseTechnique (DART program.

Describe the Fleet Modernization Program(FMP).

Describe the Ship Alteration Status (SAS) andthe Ship Alteration Return Cost Analysis(SARCA) programs.

This chapter covers the various organizations andfunctions that affect ship engineering operation andmaintenance at all levels of organization. We will lookfirst at the several echelons of management above theindividual ship level. Each of these higher levelechelons includes an engineering, maintenance, orlogistics subdivision, depending on its purpose in theNavy organization. Generally, they formulate and fundrepair and overhaul functions and promulgate and/orimplement the basic policies and procedures thatgovern those activities.

ENGINEERING MANAGEMENT

Before we can understand the overall managementof naval ship engineering, we need to know how theechelons above the ship level function and what effectthey have on ship engineering departments. In thissection, we’ll discuss the roles of those organizationsand activities.

NAVAL SEA SYSTEMS COMMAND

The Commander, Naval Sea Systems Command(COMNAVSEASYSCOM), is responsible to the Chiefof Naval Material (CNM) for the design, acquisition,maintenance, and repair of ships and craft assigned tothe operating forces according to Navy regulations and

directives. COMNAVSEASYSCOM may carry outthose duties by assigning work to naval shipyards orprocuring from private industry. For the latter purpose,he is designated as a contracting officer with authorityto make and administer contracts for materials andservices. He, in turn, delegates that authority to theDirector of Contracts and to individuals within thedirector’s office. The Superintendent of Shipbuilding(SUPSHIP) is delegated authority to award contractsfor repair and alteration of vessels and to issue joborders for those purposes. The Ship Repair ContractingManual (Repair Manual), NAVSEA 0900-079-5010,explains this authority. These contracts are known asmaster ship repair (MSR) contracts. OnlyCOMNAVSEASYSCOM and those he delegates cancommit the government to any contract for the Navy.

COMNAVSEASYSCOM also acts as coordinatorof shipbuilding, conversion, and repair for theDepartment of Defense (DOD). He acts in a similarcapacity for the Department of Commerce on shiprepair and conversion.

NAVAL SHIP ENGINEERINGCENTER

The Naval Ship Engineering Center (NAVSEC)was established in 1966 to “split out” functional

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engineering from broad management and policyplanning within NAVSEASYSCOM. NAVSEC has sixfield divisions strategically located across the UnitedStates. The following paragraphs summarize theirresponsibilities.

The Norfolk division is responsible for shipboardinstallation and maintenance engineering. This includesresearch, development, testing, and evaluation(RDT&E) for shipboard electronic equipment andsystems and for the small craft program. this divisionalso provides marine and mechanical engineeringtechnical assistance to the operating forces.

The Philadelphia division is responsible forRDT&E; installation; and quality assurance andmaintenance engineering on shipboard hull, mainpropulsion, mechanical, electrical, and auxiliarysystems, equipment, and components. This divisionalso provides technical assistance to operating forcesand field activities in the operation and maintenance ofthe systems listed in this paragraph.

The Great Lakes division provides technicalrepresentation for NAVSEC to provision electronicequipment. The division also provides engineeringservices to the electronic supply office for shipboardelectronic equipment and systems.

The Mechanicsburg division provides engineeringsupport to the Ship’s Parts Control Center (SPCC) forhull, mechanical, and electrical systems and equipmentunder NAVSEA’s control.

The San Diego division is the west coastcounterpart of the Philadelphia division for hull,mechanical, and electrical matters, and of the Norfolkdivision for electronic matters.

The Port Hueneme division is responsible forsystem design, procurement, installation, and test ofrange instrumentation and special-purpose ships; andthe development of design and installation data forgovernment-furnished equipment required for shipdesign and test.

NAVSEC’s responsibilities lie in “total shipengineering.” This means they are concerned with aship from concept through inactivation. NAVSEC isorganized into two departments: the Ship MaterialDepartment and the Ship Systems Engineering andDesign Department.

The Ship Material Department plans, programs,initiates, and coordinates action to procure newequipment and restore and repair material on hand. To

help them, the field divisions at Great Lakes andMechanicsburg also provide logistical support.

The Ship Systems Engineering and DesignDepartment is the larger of the two departments and isthe heart of NAVSEC. It is charged with nearly all navalarchitecture and engineering functions and it tasksNAVSEC’S other four field divisions. The departmentdistributes its functions among four in-house divisionsand five staff offices. First, we will explain the roles ofthe divisions, and then of the five staff offices.

The Ship Concept Design Division does allpreliminary and conceptual design work in thedevelopment of new ships. At the same time, the HullDivision handles the structural aspects of these ships,including weight control, stability assurance, minedefense, and systems integration.

The Machinery Systems Division is responsible forthe propulsion systems of new ships and those now inthe fleet. It also handles the Navy’s distillate fuelproject, the pollution control program, life supportfunctions, and underway replenishment systems.

The Command and Surveillance Division hasbecome more important as we plan for a smaller butmore mobile fleet. It will work to meet heavieroperational requirements by advancing the state of theart in electronic warfare systems.

The five staff offices under COMNAVSEC performthe following functions:

The Materials Development Office develops thematerials required for naval service in the marineenvironment.

The Engineering Services Office implementsquality assurance, human engineering, shipboardmanning, and computer-aided ship design andconstruction (CASDAC) techniques.

The Technical Administration Office monitors thedepartment’s program formulation and review project.

The Ship Safety, Damage Prevention, and ControlOffice develops engineering criteria, standards, andpolicies on safety, damage control, and ship protectionin the design of total ship systems.

The Fleet Support Office is responsible forNAVSEC’S role as the strong technical right arm ofNAVSEA’S Fleet Maintenance and Logistics SupportDirectorate, 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 orderpriorities to resolve those problems through the best useof all headquarters and field resources.

NAVSEC and its field divisions use their expertisein every step of the fleet support process, and aNAVSEC engineer visiting a ship may be the first toreceive a problem. Ships nearly always need NAVSECtechnical assistance to investigate, evaluate, and definethe problems. Under NAVSEA direction, NAVSECengineers often develop and become managers of largeand small programs to solve the operators’ materialproblems.

AFLOAT STAFFS

A fleet is usually divided into forces, flotillas,squadrons, groups, and wings for administrativepurposes. Forces are called type commands(TYCOMs). For example, the COMMANDERSURFACE FORCE shown in figure 7-1 is a TYCOM.The TYCOM is responsible for all of the ships withinhis force, which may include flotillas, squadrons,groups, and wings. This general organizationalstructure applies to both the Atlantic and Pacific Fleets,but may vary from staff to staff.

Service squadrons under the surface forcecommander handle the mobile supply and logisticsresponsibilities for the surface and submarine forces. Tohelp you better understand a TYCOM organization, we

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

will discuss the TYCOM’S responsibilities in thefollowing section.

RESPONSIBILITIES OF TYPECOMMANDERS

TYCOMs issue any necessary instructions for theoperation, maintenance, and administration of ships ofthe type. These instructions amplify manuals,regulations, and other directives issued by higherauthority. TYCOMs exercise operational control ofships and units until they assign control to othercommanders. They also maintain standards by holdingadministrative, operational readiness, and materialinspections.

TYCOMs supervise the allowance of personnelwithin the type, and they plan and recommendpersonnel policies to the fleet commander. Theyestablish training requirements in the offensive anddefensive use of all armament and equipment for shipsand aircraft within the type.

TYCOMs are responsible for material matterswithin their commands. In logistic matters, they areresponsible for all areas of readiness and performanceof their forces. However, the service squadron, airforce, marine force, and sea frontier commands havespecial overall logistic responsibilities.

The Atlantic and Pacific Fleets respectively issueregulations that explain the TYCOM’s general andspecific ship maintenance responsibilities. Theregulations of both fleets are similar, but not identical.In general, the TYCOM’s have the followingresponsibilities:

l Ensure the material readiness of ships assignedto them. Maintain the ship’s hull, propulsion machinery,guns, and other equipment so the ship can carry out anyassignment within its capacity.

. Hold material inspections of ships under theTYCOM’s administrative command; use personnel whoarc not attached to the ship being inspected for thispurpose. The ship disassembles a large amount ofmachinery for this inspection to give the inspectors anin-depth look at conditions.

. Establish effective procedures and programs forprogressive self-maintenance, and enforce compliance.Hold special inspections of specific machinery orequipment, prepare routine maintenance checkoff lists,monitor all material failures to detect possible troubleareas and take corrective action, review routine reports,

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and issue information bulletins and directives for . Review ships’ repair requests that are madeguidance and assistance. before shipyard availabilities. Decide on the necessity

. Recommend to the fleet commander schedulesof the work and, if approved, whether the ship’s force,

for regular overhauls by a naval or commercial shipyard.a tender, or a shipyard will do the work. Consider the

The frequency and duuration of an overhaul depend uponavailability of funds and the size of the job in approving

the type and size of ships.individual work items,

l Maintain records of ship alterations and. Make designated ships available to meet regular improvement programs.

overhaul schedules.

l Assign restricted and technical availabilities. Userestricted availabilities for repairs that cannot bedeferred until the next regular overhaul, usually causedby collision, grounding, and breakdowns. Usetechnical availabilities for repairs when the ship does notneed to be at the repair activity.

. Authorize variations in starting dates of 2 weeksor less, extensions of availability of up to 2 weeks, orearly termination of overhauls.

. Assign and supervise upkeep periods alongsidetenders and repair ships under their command.

l Administer funds allotted for maintenance of

l Review and take final fleet action on “in-excess”requisitions, requests for changes in allowance (exceptwhere changes in military characteristics are involved),and surveys of equipment.

Each TYCOM has a slightly different organization,but all organizations are reasonably parallel inoperation. It is difficult to show the organization of atypical staff since each one is governed by its own setof instructions. The following staff instructionsgenerally define the organization and responsibilities ofeach officer. Also, there is usually a set of staffinstructions and notices that govern details or specialcontingencies not covered in the general staffinstructions. These are equally important.

ships under their command.

. Recommend to the fleet commander how andDUTIES OF STAFF PERSONNEL

when to complete items in the Material ImprovementPlan (Ships) and the Naval Ship Systems CommandOrdinary Alteration Plan. The Material ImprovementPlan is a priority list of alterations that affect the militarycharacteristics of ships. Thc Atlantic and Pacific Fleetcommanders review the priority lists, then each submitsa single integrated priority list to CNO. The Naval ShipSystems Command Ordinary Alteration Plan is apriority list of alterations that do not affect militarycharacteristics. It uses review procedures similar tothose of the Material Improvement Plan.

. Take final fleet action on proposed alterationsthat do not affect military characteristics. Ships’commanding officers propose these alterations andsubmit them to the TYCOM. The TYCOM reviews theproposed alterations and how they may apply to shipsof the class in the force. The TYCOM approves thosealterations that are equivalent to repairs and adds themto the alteration and improvement program.

. Make recommendations on alterations that affectmilitary characteristics to CNO via the fleetcommanders. Either the ships’ commanding officers orTYCOM staff may originate these recommendations.The reviews for these recommendations arec similar tothose for ordinary alterations.

In the absence of the TY’COM, members of the staffhandle all routine matters and matters of importancewhen they know the wishes of the TYCOM. In urgentcases, they should take immediate action on the premisethat considered action is preferable to delay. If thematter is important, they should inform the TYCOMand his chief of staff as early as possible.

The following section covers only staff billets thatare of primary concern to the engineering duty officer.For example, the TYCOM’s chief of staff is notincluded.

Assistant Chief of Staff for Logistics

The Assistant Chief of Staff (ACS) for Logisticsprepares the logistic plans for the material andmaintenance support of the command and supervisesthe discharge of those plans. He recommends logisticsdecisions to the TYCOM, and he prepares upkeepschedules and procedures and holds frequentinspections to ensure those standards. To carry out hisresponsibilities, he keeps close liaison with navalshipyards, the reserve fleet, locally assignedcontractors’ representatives, and supply depots. TheACS for logistics has the following responsibilities:

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. Ensure the material maintenance of ships in acondition of readiness, and advise in matters that affectthe state of readiness or operating ability of any unit ofthe command.

l Recommend overhaul schedules.

. Prepare and administer all budgets.

. Prepare recommendations on proposedalterations affecting the military characteristics of ships.

l Prepare final action on ships’ allowance lists.

. Prepare final action on proposed alterations notaffecting the military characteristics of ships.

. Prescribe detailed methods of operation,maintenance, tests, and inspection of machinery andequipment.

. Ensure compliance with command and fleetdirectives.

l Review ships’ repair request before navalshipyard overhaul and approve required repairs.

. Assign alteration priorities according todirectives, when required.

s Recommend emergency availabilities.

. Recommend the use of repair ship or tenderservices, facilities, and materials.

. Supervise alteration and improvement programs.

. Advise the personnel officer on requirements fortechnical ratings.

Staff Assistants

Officers with titles such as supply officer,maintenance officer, electronics officer, armamentofficer, and missile officer may assist the ACS forlogistics. The number of assistants depends on the sizeof the command. The following paragraphs list theduties of representative staff assistant billets:

l Logistics and maintenance officer:

1.

2.

l

Supervise and evaluate the performance ofassigned units.

Help the training officer with engineering andcasualty control exercises.

Material officer:

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1.

2.

3.

4.

5.

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2.

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Help the logistics and maintenance officer in thefollowing areas:

a.

b.

c.

Oversee the material, maintenance,operations, and efficiency of all shipequipment under NAVSEASYSCOM.

Prepare correspondence, operating, andmaintenance instruction manuals. Deviseand supervise tests of the equipment andmaterials covered in those manuals.

Supervise repair ship, tender, navalshipyard, and ship’s force repairs.

Prepare overhaul schedules.

Consult and advise unit operation engineers.

Prepare budgets for overhauls and emergencyrepairs.

Administer NAVSEA budgets.

Assistant material officer (engineering):

Help the material officer perform duties in thefollowing areas:

a.

b.

c.

d.

Ensure material maintenance, operation, andefficiency.

Ensure maintenance, operation, andefficiency of all ships’ engineeringequipment under NAVSEASYSCOM.

Prepare correspondence, operation, andmaintenance instructions manuals. Deviseand supervise tests of the equipment andmaterial in those manuals.

Supervise tender, naval shipyard, and ship’sforce repairs.

Consult with and advise unit operatingengineers.

Assistant material officer (Engineering-operating):

1. Help the material officer perform duties in thefollowing areas:

a.

b.

c.

Observe the operation of equipment inservice.

Observe and inspect all physical facilities,material, and equipment to ensure that thecondition, operation procedures, and usagewill not endanger personnel or material.

Prepare correspondence and instructions onsafety measures required to operate and

maintain the hull, engineering plants,related structures.

2. Consult with and advise all units ofcommand on safe engineering practices.

POLICY AND PROCEDURES FORFLEET CASUALTY REPORTS (CASREP)

and

the

This section describes the implementing policies,responsibilities, and procedures governingNAVSEASYSCOM response to the Consolidated FleetCasualty Report (CASREP) Program. All elements ofNAVSEA usually respond promptly to fleet CASREPswhere NAVSEA material is involved. This helpsNAVSEA keep the operating forces at the highestpossible level of readiness.

A CASREP is a message from the officer in chargeof a naval ship, craft, shore activity, or overseas basereporting that the command has incurred a casualty thataffects missions and tasks. CASREP is the primarymeans used to report the status of a unit with reducedcombat readiness caused by a casualty. The regularreview and analysis of CASREP data can identifyoperational, maintenance, and supply problems.Therefore, the CASREP system is a key element in theimprovement of the fleet’s material condition.

CASREP includes follow-up situation reports(SITREPs) or amplifying messages and casualtycorrection reports (CASCORs) that are made followinga casualty. CASREP is also used to report accidents anddisasters that include a loss of capability, materialdamage, 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 sourceto help them improve overall design and logisticmanagement as explained in the following paragraphs.

Ship acquisition project managers (SHAPM)review casualties to new construction and conversionships and craft that are within their guarantee periods.

Ship maintenance and modernization managersevaluate equipment deficiency, review repairprocedures, develop and review repair and overhaulcriteria, and review and revise periodic maintenanceservices.

Technical/procurement/production managersevaluate equipment deficiency and failure trends,review the reliability of supply sources, work toimprove quality control, carry out equipmentstandardization studies, make liaison visits, investigateproblem areas and propose improvements, and validatemaintenance requirements and procedures.

Equipment and fleet support managers computerequirements and develop allowances for repair parts.

SPECIFIC PROCEDURES

This section covers the specific procedures used bybranches, divisions, and individuals responsible forhandling CASREPs.

NAVSEA 048 (Fleet Maintenance SupportDivision)

NAVSEA 048 coordinates CASREP monitoringand follow-up programs for all NAVSEA activitiesexcept those involving reactor plants, which will becovered later in this chapter. NAVSEA 048 uses ADPsummary reports of all CASREPs to identify problemareas and recommend improvements to NAVSEA orNAVSEC. NAVSEA 048 represents NAVSEA in thecontrol group established by NAVMAT INSTRUC-TION 4000.23, The head of NAVSEA 048 has thefollowing responsibilities:

l Serve as liaison officer and coordinator for theCASREP data collection system at the U.S. Navy FleetMaterial Support Office (FMSO), Mechanicsburg,Pennsylvania, The Mechanicsburg office handlescentral collection, processing, and ADP coding ofCASREP data. It is also the NAVSEA control center fordistribution of CASREP ADP reports to all elements ofNAVSEA.

. Prepare and maintain any necessary CASREPanalyses, reports, and displays, and use them to identifytrends for use by the NAVSEA ManagementInformation Center (NAVSEAMIC).

. Direct and coordinate the distribution ofCASREP summary reports to the NAVSEA units thatneed them to support miantenance or designresponsibilities.

. Acquire correlations of data from the CASREPand the 3-M systems’ MDCS and other sources andprovide it to NAVSEA units that need it.

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NAVSEC 6260 (Provisioning, Allowance,Outfitting and Miscellaneous MaterialSupport Division)

NAVSEC 6260 directs the review and analysis ofengineering trends and problem areas identified byCASREPS. This data helps ensure that shipboardallowance lists support material readiness of the fleet.

NAVSEA 07 (Industry and FacilityManagement)

NAVSEA 07 coordinates any action that should betaken to relate CASREPs to shore activities.

SUPSALV (Supervisor of Salvage)

SUPSALV coordinates NAVSEA CASREP actionon collisions, strandings, sinkings, fires at sea, salvage,port/channel blockages, missing and sunkensubmarines, and natural disasters. SUPSALV mustapprove all NAVSEA actions on CASREPS if theyaffect salvage operations.

SNEP(PMS 301) (Ship Acquisition Project)

The SNEPs carry out the following functions for allNAVSEA activities except those involving nuclearreactors, which will be discussed later in this chaptcr:

. Serve as the focus point for CASREP action onnew construction and conversion ships and craft that arewithin their guarantee periods. Review and approve alloutgoing CASREP messages for those purposes.

l Direct technical, procurement, or productionmanagers to provide information or take the appropriateaction required by a CASREP message.

Ship Maintenance Managers(Maintenance-Type Desks)

Ship maintenance managers are responsible for thefollowing NAVSEA functions except for thoseinvolving nuclear reactors, which will be discussed laterin this chapter:

l Serve as a focal point for CASREP action onships in the active fleet.

. Direct the appropriate technical, procurerment, orproduction managers to provide information or takeappropriate action as required by the nature of aCASREP message.

. Review and approve all outgoing CASREPmessages for actions concerning active fleet ships forwhich they have responsibility.

DETECTION, ACTION, ANDRESPONSE TECHNIQUE (DART)

PROGRAM

The DART program grew out of a need to improvethe way the Navy focuses attention and resources forthe best material readiness. CNM assigned the task toNAVSEASYSCOM, which developed the DARTprogram. It was promulgated in 1971 byNAVMATINST 4790.10. It establishes procedures andassigns responsibilities within the Naval MaterialCommand to identify and correct the most seriousshipboard equipment problems. It includes the analysisof information and identification of the problemconcerning a particular type of equipment or system,proposed solutions, and the necessary resources infunds and manpower to carry out the program.

The DART program includes all shipboardequipment except that under the Strategic SystemsProject Office (SSPO) and NAVSHIPS Code 08, andaviation equipment under NAVAIR. However, aviationequipment is included if it is an integrated part of theship.

The equipment under the DART program isrestricted to the fleet’s most serious problems to helpconcentrate the management and resources at the placesthey are most needed. As problem equipment isidentified and remedial programs are developed andfunded, other problem equipment is nominated forDART management in a continuing process. The DARTprogram does not supersede or cancel any existinginstructions or procedures that provide logistic supportto the fleet, or respond to fleet equipment and supportproblems.

DART used existing reporting systems and data sothe program could get started immediately and avoidthe need for a new data collection system. The principaldata source is the opcrating forces. The data comes fromCASREPs and the 3-M systems’ MDCS.

DART PROCEDURES AND REPORTFORMATS

The DART process passes through the followingphases: problem identification, verification andapproval, scoping, progressing, and evaluation. We’llexplain each of them in the following paragraphs.

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Problem Identification Phase

This phase starts with the assembly and analysis ofdata from the fleet and other sources. This data showsthe performance and support of shipboard equipment,and helps identify the equipment that needs the mostattention. The Fleet Maintenance Support Office andthe Maintenance Support Office work together to rankthe most serious equipment problems. They useinformation from the fleet and other sources to producereports of those rankings. They depend especially ondata from the Consolidated CASREP System and the3-M systems’ MDCS.

The DART program director (DPD) uses thereports and past experience to nominate equipment forthe DART program. CNO, SYSCOMs, fleetcommanders, and program managers (PMs) mayrecommend equipment to be added to the DARTprogram. If the recommendation is justified, the DPDprepares an Equipment Nomination Report. Theequipment in the DART program must be kept to anamount that does not exceed resources, so the DPDalways considers that when he recommends additions.

The DPD submits the equipment nomination reportfor review to the SYSCOM or PM who is responsiblefor the equipment under consideration. Based upon

comments received from the SYSCOM or PM, theDPD recommends the equipment to CNM for approvalor disapproved as DART equipment.

Figure 7-2 shows the format of the equipmentnomination report. The DPD prepares all line items ofthe report, except for CURRENT EFFORTS, which arecompleted by the SYSCOM or PM.

Verification and Approval Phase

The equipment nominated for the DART programis submitted to the fleet. The fleet may concur orrecommend substitutions with supporting justification.The Deputy Chief of Naval Material (DCNM) forLogistics Support then makes the final selection andapproves the equipment to be added to the DARTprogram. This phase may also be known as theverification and screening phase.

Scoping Phase

In the scoping phase, the responsible SYSCOM orPM for each approved DART equipment assigns aDART equipment manager (DEM) who will isolate anddefine the specific problem. We cannot overemphasizethe importance of problem definition. It helps avoidfalse 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 enough improvement to offset the cost. When thatfailure rate, time to repair, material condition index happens, the SYSCOM or PM should recommend to(MCI), costs, and support delay time. (The MCI is a CNM via the DPD that the equipment be deleted fromcomputerized index that considers the number and the DART program. This kind of recommendation mustseverity of casualties reported within a given period of include justification.time, and averages the time needed to correct the The scoping phase must include a realistic course ofcasualty.) Use all available sources of information todefine the problem. If fleet data is not adequate, call in

action that includes resources in finds and manpower to

observers who are technically qualified rather thanimplement the improvement program. Most solutions

impose special data collection systems on the fleet. Thewill be a combination of changes in design andhardware, personnel allowances and training, technical

priority of the DART program justifies these actions tosave time and provide complete, factual, and

publications, maintenance or operating policies and

comprehensive data.procedures, and funding.

Sometimes, the scoping phase will show that youThe SYSCOM or PM will submit a description of

need more resources than you can justify to fix athe improvement program to the DPD in the following

particular kind of equipment problem. As an example,three plans:

the most common situation occurs when there is not 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 identifymilestones for major independent efforts. As anexample, make one plan to procure an improved designand another plan to improve existing technical manuals.

3. Funding plan (see fig. 7-5, views A and B)

The implementation and major milestone plansshould project the best reasonable solution assumingideal funding. The funding plan should then show funddeficits, if any, between those available and thoserequired for the recommended solution. Theresponsible SYSCOM or PM should try to resolvefunding deficits in the current fiscal year, withoutcompromising the solution, and before he submits theproposal to the DPD. After the DPD reviews theprogram, the SYSCOM or PM must remove anyfunding deficit for the following fiscal years byreprogramming funds.

The improvement program for each DARTequipment must be submitted to the DPD as soon aspossible, but not later than 90 days after the equipmenthas been approved for DART by CNM.

The DEM will brief the DPD on the submittedimprovement plan upon request. At that time, the DEMshould be prepared to address the time, cost, andimprovement goals of alternative solutions.

The DEM should be sure that the improvementprogram he discusses with the DPD is backed up by adetailed management plan. That plan should includedetailed milestone and funding information for studies,tests, procurements, installation schedules, and actionsrelated to integrated logistic support (ILS).

Progressing Phase

In the progressing phase, the SYSCOM or PMsubmits 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 inout-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 programelements include procurement of spare parts (OPN), procurement of SHIPALT material (OPN), accomplishment of SHIPALTs underFMP (OPN), test of prototypes (RDT&E), improvement of documentation (O&MN), equipment refit programs (O&MN), installationof 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, thereshould be zero deficit after midyear review unless funds are expected at rollback time. For the budget FY, the deficit represents additionatfunds required beyond those currently in the DOD budget submitted to Congress. After apportionment time, this deficit should reduceto zero unless a decision is made to defer funding until midyear review. For the out-years, the deficit represents the difference betweenthe 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 DPD’s distributionrequirements:

1. Implementation plan: An update or revision ofthe report shown in figure 7-3, originally submitted inthe scoping phase.

2. Major milestone plan: An update or revision ofthe report shown in figure 7-4, originally submitted inthe scoping phase. If more than one major milestone

plan was submitted in the scoping phase, the SYSCOMor PM may elect to submit a composite of those, or toupdate each plan.

3. Milestone plan: An expansion of the majormilestones for the current fiscal year (see fig. 7-6, views

A and B). The milestone plan is first submitted as partof the first quarterly report, then updated quarterlythereafter. 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 towardestablished milestones for a single CURRENT fiscal year. The chart will reflect an expansion of the keymilestones contained on the MAJOR MILESTONE chart for the budget execution year. The milestones will belisted on the left side of this chart, starting with significant milestones upon which the CURRENT plan is basedand finishing with the final significant milestone denoting PLANNED accomplishment of the project for thefiscal year indicated at the bottom of the chart. After the significant milestones have been indicated, plot pointsrelated to the existing milestones should be placed in the time frame area of the chart. These plots will beconnected 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 PROJECTEDcumulative funding status of a particular item. The charts normally will be updated monthly. Separateappropriations such as OPN, O&MN, and RDT&E, less fleet apportionments, may be combined forTOTAL 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 year’s 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 manager’s plan at the beginning of the execution fiscal yearto 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 In addition to the progress report formatsPM may elect to submit a composite of those, or update mentioned earlier, the DEM briefs the DPD informally.each one. The DPD sets the frequency of the briefings depending

4. Equipment improvement program funding (see upon progress and upon the activity and complexity of

fig. 7-7, views A and B): These figures are initially the improvement program. They will start off meetings

submitted at the first quarterly progress report, and monthly, until the DPD decides more or fewer meetingsupdated quarterly thereafter. arc needed. During the briefing, the DEM reports any

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difficulties in the program and recommends solutionsfor them.

Evaluation Phase

The DPD prepares an evaluation report on the basisof plots and backup data provided by the Navy’sMechanicsburg complex (fig. 7-8, views A and B). Heforwards the report to the SYSCOM or PM forconcurrence and inclusion in the quarterly update andbriefing material. The SYSCOM or PM is responsiblefor evaluation reports on goals for which the DPD hasno data.

RESPONSIBILITIES OF PERSONNEL

The Deputy Chief of Naval Material, LogisticSupport, is responsible for the DART program. Thatincludes the responsibility to (1) coordinate andmonitor the DART program in NMC organizations toensure standard procedures are followed and tominimize duplication of effort, and (2) make the finalselection of DART problem equipment.

COMNAVSEASYSCOM is the executive directorof the DART program. He establishes the position andfunction of the DPD, who is directly responsible for the

operation and refinement of the DART program. TheMaintenance Management Branch provides staffing forthe DPD. The DPD has the following responsibilities:

l

l

l

l

l

l

l

l

Develop the equipment nomination list forSYSCOM review and comment.

Screen final equipment nominations.

Submit approved nominations to the FleetCommanders-in-Chief (FLTCINCs) and CNMfor review, approval, and/or comment.

Review each remedial program submitted by aSYSCOM or PM.

Review progress on corrective actions andrecommend to the CNM ways to solve problemsthat cannot be solved at the SYSCOM or PMlevel.

Evaluate the effectiveness of corrective action tomeet specific goals.

Act as the single point of contact among theSYSCOMs on DART program matters.

Produce final DART procedures and reportformats 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 goalsestablished in the IMPLEMENTATION PLAN versus completion datesto evaluate progress toward goals. These goals are Mean Time BetweenFailures (MTBF), Mean Time To Repair (MITR), OperationalAvailability (&], Delay Time Awaiting Parts, Average Repair Time, andso forth. These plots should be shown on a single chart, using appropriatescales on the Y-axis for the corrective goals and the X-axis for theappropriate time phase. The EVALUATION OF GOALS chart willnormally come into play after return information is available showingprogress toward goals.

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

The commanders o f NAVAIRSYSCOM,NAVSUPSYSCOM, and NAVSEASYSCOM (or theirdesignated representatives) have the following generalresponsibilities in the DART program:

Q

l

l

l

l

l

l

Review problem equipment nominations forconcurrence.

Develop and submit remedial programs to theDPD to solve problems for equipment for whichthey are responsible and that has been approvedfor DART program management.

Be sure adequate resources are provided toaccomplish the corrective actions.

Manage the remedial programs.

Provide progress reports to the DPD.

Nominate problem equipments.

Provide inputs to the CNM to help in the finalselection of problem equipment. -

In addition to these general responsibilities, variouscommands are assigned the following responsibilities:

. All three SYSCOMS issue implementingdirectives to satisfy their general responsibilities,which were described earlier. Each of them

l

l

1.

2.

3.

4.

designates a single point of contact within theircommands for matters related to the DARTprogram.

COMNAVSEASYSCOM establishes necessarystaffing and develops procedures to satisfy theresponsibilities of the DPD.

The Chief of Naval Personnel (CHNAVPERS) isassigned the following responsibilities:

Designate a single point of contact withinNAVPERS to interface with the SYSCOMpoints of contact described in the previousparagraph.

Find solutions to personnel problems that affectequipment, such as too few personnel orinadequate training. Such problems can beexpected as a result of SYSCOM analysis ofselected problem equipments.

Develop and submit to the DPD a timely andrealistic course of action to resolve identifiedpersonnel problems.

The Deputy Commander, Fleet Maintenance andLogistic Support Directorate, is designated as the DPD.In addition to the responsibilities mentioned earlier

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under COMNAVSEASYSCOM, the DPD has thefollowing responsibilities:

1.

2.

3.

4.

5.

Prepare equipment nomination reports to addapproved equipment to the DART program.

Recommend to CNM the approval ordisapproval of nominations for new DARTequipments.

Recommend to CNM that he remove equipmentfrom the DART program list when SYSCOM orPM recommend and justify removal.

Brief CNM and the executive director for DARTquarterly on the status of the DART program andDART equipment.

Disseminate the initial and quarterly update ofeach approved equipment approvementprogram.

SYNOPSIS OF DART IMPROVEMENTPROGRAM PROGRESS

This section is addressed to the engineer officer anddiscusses some of the more important DART programsnow in operation. You can find additional informationabout other DART programs in the current quarterlyprogress report on improvement programs for DARTequipment.

THE 1200 PSI BOILER PROGRAM

This program has been designated as the No. 1 fleetmaterial problem. The major problems are prematurefailure of boiler components, unreliable boiler controlsand instrumentation, lack of operational experience,inadequate maintenance equipment, poordocumentation, and lack of spare parts. The programcovers over 90 ships and about 375 boilers. All 1200-psiboilers and related equipment and the feedwater andcombustion control systems are included. We havestarted some corrective action to reach some short-,intermediate-, and long-term goals. These will reducethe material condition index, average repair time, andaverage time awaiting parts.

The milestones that show slippage are mostlycaused by funding delays or a temporary lack ofmanpower, but we are making satisfactory progress.Most procurement actions are now in the contractingstage and several contracts have already been signed,Ninety percent of the RDT&E efforts are now working.We have completed many SHIPALT proposals whileothers are in process and probably will be completed

shortly. PMS-301, the 1200-psi steam propulsion plantproject office, has assumed management control of thisDART program.

THE FIRE PUMP IMPROVEMENTPROGRAM

The goal of this program is to increase thereliability of fire pumps on all surface ships and the timeneeded to repair them. Most of the problems are inmaintenance rather than design. Because fire pumps areused in severe and continuous service, a comprehensivemaintenance program is required. We plan correctiveaction to increase parts support at the stockingactivities, fill onboard allowance lists, and graduallyupgrade pump-part material. We will measure successin terms of increased operating time between failuresand less time waiting for parts.

THE AIR COMPRESSOR IMPROVEMENTPROGRAM

This program covers about 3500 ship’s service aircompressors in the active fleet. The problems arerecurring failures, high repair cost, repeated overhaul,and logistic problems in getting repair material. Theprincipal causes are obsolescence, mandatorymaintenance requirements to prevent fires andexplosions, severe duty cycles, short compressor life,and shortage of replacement compressors and parts. Tocorrect the problems, we plan to replace obsolete anddefective compressors earlier and to correctdeficiencies in design and material support. We arecontinuing research and development andstandardization work that produces useful elements thatwe key into the compressor improvement program. Weare getting replacement compressors at no cost to thefleet. We hope the TYCOMs will bear the installationcosts.

THE FORCED DRAW BLOWERPROGRAM

This program covers about 2000 forced draftblowers in the active fleet. The problems are recurringfailures, high cost of repairs, and erratic performance ofcontrols. The principal causes are difficulty in makingrepairs, high cost of maintenance, and lube oilcontamination of vertical barrel-type blowers. Also, wehave identified various design deficiencies in thecontrol and lubrication systems. We are finding specificdeficiencies, and we are developing and implementingcorrective actions at a rapid pace. The program provides

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water separators to be installed in vertical blowers whenthey are needed, and we are developing standardizedblower controls for future horizontal blowers.

THE FEED PUMP IMPROVEMENTPROGRAM

We expect this program to increase the reliability ofmain feed pumps on all steam, or active surface, ships.The problems are in maintenance rather than design.This equipment is critical, so we require acomprehensive maintenance and repair program. Weplan corrective action to improve overhauls, increaseparts support, improve technical documentation, andreplace obsolete main feed pumps. We measure thesuccess of the program in terms of increased operatingtime between failures and a decrease in time waiting forparts.

FLEET MODERNIZATION PROGRAM(FMP)

All active fleet ship alterations are under oneprogram called the Fleet Modernization Program(FMP). The FMP is the CNO-approved program tomodernize and improve ships of the fleet.

The FMP works through the collective action of thefleets, the TYCOMs, the PMS, the SYSCOMs, andCNO. They review SHIPALTS in the active fleet andestablish a realistic plan to accomplish them. Thisincludes a review of technical and material feasibility,cost estimates, and ship configurations to balanceimprovements in combat capabilities against availableresources. The FMP generally contains all programmedand unprogrammed ship alterations for specific shipsduring a 6-year period.

. Title K SHIPALTs require depot-level expertiseand centrally provided material (CPM), and areconsidered the most complex.

. Title D SHIPALTs require depot-level, IMA, orship’s 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, donot require CPM, and are considered the least complex.

PROGRAMMED ship alterations are those thatwill be done within one of the fiscal years according toa projected overhaul schedule.

UNPROGRAMMED ship alterations are newSHIPALTs or those without a high-enough priority to bePROGRAMMED alterations.

PROVISIONAL alterations are for X–militaryimprovement or Y–technical improvement. Eachrequest for a provisional alteration should be submittedvia the responsible NAVSEA Ship Logistics Divisions(SLD). Provisional ship alterations, will be excludedfrom FMP execution and budget years. Therefore, theSLD must convert the provisional alterations toapproved SHIPALTs before it can be included in thebudget and execution years of the FMP. The requestsshould include program material, estimated productionman-days, and estimated installation cost. The requestwill be considered for FMP programming sometimeduring the 4 years following the budget year and whenpriority dictates. CNO will authorize exceptions on anindividual basis.

EXECUTION OF THE FMP

CNO directs execution of the FMP, and NAVSEAis the executive agent for NAVMAT. NAVSEA issues amaterial supplement along with each semiannual FMPthat covers all years of the FMP. The materialsupplement identifies time-phased materialrequirements for support of the FMP. NAVSEAauthorizes planning and engineering for repairs andalterations (PERA) overhaul yards to do advanceplanning as required to support overhauls. PERA isdescribed in chapter 9 of this publication. Design andother engineering work related to overhauls andavailabilities will be funded.

ARRANGEMENT OF THE FMP

The FMP constitutes a ship improvement programfor each ship of the active fleet. Outstanding alterationsare grouped in the following categories: programmedtitle K SHIPALTs, unprogrammed title K SHIPALTs,mandatory title D and F SHIPALTs, and the packageSHIPALT program.

The TYCOMs include in the FMP thoseprogrammed ordnance alterations (ORDALTs) and titleD and F SHIPALTs that are mandatory and that mayrequire engineering drawings and/or special programmaterial support. By including SHIPALTs in this list,TYCOMs ensure that drawings will be prepared andmaterial procured for D SHIPALTs subject to prioritiesand available funds. The F SHIPALTs should beaccomplished before, or along with, other overhaulwork. Outstanding ORDALTs are included especailly to

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ensure that the SHIPALTs that support the ORDALTsare promulgated by NAVSEA. When the FMP ispublished, NAVSEA is authorized to provide funds,conduct advance planning, and procure material neededfor the ship improvements.

FMP CHANGES

Forces afloat, PMs, and other authorities mayrequest changes to the approved FMP via theresponsible type and fleet commanders, withinformation copies to NAVSEA. NAVSEArecommends to CNO for or against the requestedchanges in terms of their effect on the technicalschedule, material, cost, and funding feasibility.

AUTHORIZATION FOR ALTERATIONS(180-DAY LETTERS)

During the year in which the money becomesavailable, the SLD authorizes the actual alterationsprogrammed in the FMP by issuing the 180-day letters.These letters are completed and forwarded in time to bereceived by the ship and the overhauling activity notlater than 180-days before the start of the ship overhaulor conversion. The overhaul activity can be either anaval shipyard or a SUPSHIP that deals with privateshipyards. The commanding officer should notify theTYCOM, NAVSEA, and the overhaul activity of theauthorized SHIPALTs that have been completed on hisship, and those for which material is on board.

ADVANCE PLANNING AND LONG LEADTIME (LLT) MATERIAL

NAVSEA is authorized to provide funds to PERAsand to overhaul shipyards to finance advance planningand prepare for authorized SHIPALTs. These funds payfor design services, procurement of LLT incidentalinstallation material, prefabrication, and intensiveoverhaul management.

SHIPALT COMPLETION STATUS (SACS)AND SHIPALT RETURN COST ANALYSIS(SARCA)

The FMP requires timely and accurate feedbackreports. Those responsible for planning must knowwhen SHIPALTs are completed so they can identify anyout standing alterations that will be considered forupcoming availabilities. They also need SHIPALT cost

returns from departure reports to update FMPdollar/man-day estimates. To get this information,SACS was implemented for CNO as the officialreporting charnel for the completion of SHIPALTs. Theinput data for SACS comes from the 3-M (MDCS)systems. When the SACS report is published anddistributed, interested commands or agencies shouldreconcile any differences by direct contact with theirTYCOMs.

F AND D SHIPALTS

We said earlier in this chapter that titles F and DSHIPALTs are automatically added to the FMP, but thatTYCOMs assign their priorities. All TYCOMalterations must be screened carefully because somealterations are prerequisite for other work that may haveto be done before the overhaul start date. For economicreasons, other TYCOM alterations should be donealong with title K SHIPALTs. The TYCOM shouldreview SHIPALT packages that have not been installedbecause of operational commitments and considernominating them for installation during regularoverhauls. All alterations, regardless of finding source,should be supported with material and drawings.Planning or design agents may have to check the shipbefore they can make these drawings. Also, TYCOMsmay need to make the ship available for further shipchecks so the overhauling activity can preparesupplemental drawings. Frequently, a preoverhaulinspection will identify a need for alterations. Apreoverhaul inspection should be conducted well inadvance of the overhaul to allow time to processSHIPALTs needed to correct defective items.

CORRECTION AND UPDATING OFDOCUMENTATION

Between regular overhauls, a planning agentcorrects and updates documentation on the ship’scondition. During an overhaul, the shipyard mustprovide or revise documentation that reflects the ship’scondition as it leaves the shipyard. The end users of theproduct are forces afloat. They will validate technicalmanuals, drawings, and selected record data anddrawings. The planning agent can correct errors foundin the ship drawing index and in selected record dataand drawings. Other errors may be corrected by pen andink pending the next overhaul update. When fleetpersonnel find differences between the documentationand 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 thefollowing learning objectives:

Define the quality assurance program. l

Explain the quality assurance organization.

Identify the levels of responsibility for qualityl

assurance. l

Explain the quality assurance training required

for personnel.

Define the terms used in quality assurance.

Identify the various quality assurance forms and

records.

The quality assurance (QA) program provides auniform policy of maintenance and repair on ships andsubmarines. It improves discipline in the repair ofequipment, safety of personnel, and configurationcontrol. It is essentially a program to ensure that all workmeets specifications or that any departure fromspecifications is approved and documented. You, thesupervisor, are expected to carry out the QA program.This chapter will give you the broad knowledge youneed to understand how it works.

CONCEPTS OF QUALITY ASSURANCE

The ever-increasing technical complexity ofpresent-day surface ships and submarines has pointed toa need for special administrative and technicalprocedures known collectively as the QA program. Thefundamental QA concept is that all maintenancepersonnel have the responsibility to prevent defectsfrom the beginning to the end of each maintenanceoperation. You must consider QA requirementswhenever you plan maintenance, and you must applythe fundamental rule, MEET TECHNICALSPECIFICATIONS AT ALL TIMES.

Quality control (QC) means you regulate eventsrather than being regulated by them. It means you traincompetent sailors and supervise them so they work withproper methods, material, and tools. In other words,knowledge is the key, and knowledge comes fromfactual information. The QA program provides away todocument and maintain information on the keycharacteristics of equipment. It helps you base decisionson facts rather than intuition or memory. It provides

comparative data that will be useful long after you haveforgotten the details of a particular time or event. Youcan get knowledge from data, ship’s drawings, technicalmanuals, material references such as APLs, and manyother sources. As you use these sources, you willdevelop the special skills you need to analyzeinformation and supervise QA programs. A good QAprogram provides enough information so you canchange the workplace or procedures to accomplish thefollowing goals:

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Improve the quality, uniformity, and reliability ofthe total maintenance effort.

Improve the work environment, tools, andequipment used in maintenance.

Eliminate unnecessary man-hour and dollarexpenses.

Improve the training, work habits, andprocedures of maintenance personnel.

Store, locate and distribute required technicalinformation more effectively.

Plan realistic material and equipment/maintenance tasks.

THE QA MANUALS

The Navy’s fleet commanders in chief (CINC)publish and update QA manuals that set forth minimumQA requirements for both the surface fleets and thesubmarine 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 theseCINC and TYCOM manuals apply to a wide range ofship types, equipment, and resources, the instructionsare necessarily general in nature. Therefore, eachactivity must implement its own QA program that meetsthe intent of the latest versions of the fleet CINC andTYCOM QA manuals. If higher authority imposes morestringent requirements, they will take precedence. TheNavy’s QA program applies to maintenance doneaboard ship by the ship’s force, in intermediatemaintenance activities (IMAs), shore intermediatemaintenance activities (SIMAs), ship repair facilities(SRFs) and shipyards. However, this chapter willconcentrate on QA work done by the ship’s force.

QA PROGRAM COMPONENTS

The QA program includes administrative and jobcomponents. The administrative component includesthe requirement to train and qualify personnel, monitorand audit programs, and complete the QA forms andrecords. The job component includes the requirement toprepare work procedures, meet controlled materialrequirements, requisition and receive material, conductin-process control of fabrication and repairs, test andrecertify equipment, and document any departure fromspecifications.

THE QA LINK TO MAINTENANCE

The Navy has a long-standing requirement thatmaintenance work must meet technical specifications.The person doing the maintenance is directlyresponsible for that requirement. Therefore, any workerwho is expected to do the job properly must be properlytrained, provided with correct tools and parts, familiarwith the technical manuals and plans, and adequatelysupervised. These elements continue to be the primarymeans to assure that maintenance is performedcorrectly.

Once there is a decision to proceed withmaintenance, you must apply QA requirements at thesame time you plan the maintenance and supervise itscompletion. You will find technical information in avariety of sources, and you must decide whatinformation fits a particular job. This may be the mostdifficult part of your planning effort. Once you decide,the maintenance objective becomes two-fold: (1) besure the maintenance work meets all specifications, and(2) be sure the documentation is complete and accurateand can be audited.

THE QUALITY ASSURANCEORGANIZATION

The Navy’s QA program organization begins withthe fleet CINCs, who provide the basic QA programrequirements. The TYCOMs provide instruction,policy, and overall direction to implement and operatethe force QA program. Each TYCOM assigns a forceQA officer to administer the force QA program. Theships’ commanding officers (COs) are responsible to theTYCOM, via the chain of command, for QA on theirships. The CO organizes and implements a QA programwithin the ship to carry out the provisions of theTYCOM’s QA program, and he assigns key QApersonnel for that purpose. In most cases, these keypersonnel are on collateral duty assignments. We willgive you a brief description of the responsibilities ofeach of these positions followed by a discussion of theirtraining and qualifications in the following pages.

THE COMMANDING OFFICER

The CO is responsible for the quality of materialwithin a command, but he depends on the fullcooperation of all hands to help meet this responsibility.The CO cannot maintain high standards of qualityworkmanship by merely creating a QA organizationwithin a maintenance organization. The organizationmust have the full support of everyone within it. It is notthe inspection instruments and instructions that bringhigh standards of quality; it is the attitudes of those whodo the work. In the following paragraphs, we will lookat the training and responsibilities for the key QApersonnel previously described.

THE QUALITY ASSURANCE OFFICER

The quality assurance officer (QAO) is usually acollateral duty with the following responsibilities for theship’s QA program:

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Coordinate the QA training program as anintegral part of the ship’s overall trainingprogram.

Maintain ship’s QA records and test andinspection reports.

Maintain departure-from-specifications recordsthat can be audited, and review procedures andcontrolled work packages prepared by the ship.

Conduct QA audits as required and follow up oncorrective action to comply with the QAprogram.

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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 divisionpersonnel receive the necessary QA training andqualifications for their positions and that they carry outtheir QA responsibilities.

THE QUALITY ASSURANCECOORDINATOR

The quality assurance coordinators (QACs) aresenior petty officers on collateral duty. If you areappointed to this position, you will train other QApersonnel, conduct interviews for prospective QApersonnel, and administer written examinations for QAqualifications.

THE SHIP QUALITY CONTROLINSPECTOR

If you are a work center supervisor, you will mostoften be appointed and trained in the collateral duty ofship quality control inspector (SQCI). In those roles,you will be deeply and directly involved in QA Youmust be familiar with all aspects of the QA program andthe QC procedures and requirements of your specialty.As an SQCI, you should act as an inspector or assign acollateral duty inspector at the same time you assignwork to be sure the work is inspected in progress and oncompletion. Do not allow anyone in your shop to do afinal inspection on his own work. Inspections normallyfall into one of the following three inspection areas:

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RECEIVING OR SCREENING INSPEC-TIONS apply to material, components, parts,equipment, logs and records, and documents.They determine the condition of material, properidentification, maintenance requirements,disposition, and correctness of related recordsand documents.

IN-PROCESS INSPECTIONS are specific QAactions that are required in cases where youcannot know whether the job was done rightwithout the inspections. They includewitnessing, application of torque, functionaltesting, adjusting, assembling, servicing, andinstallation.

FINAL INSPECTIONS are done after a task orseries of tasks is completed. An example is an

inspection of work areas after several personnelhave completed tasks.

Most commands that have a QA program will issueyou a special ID number that will identify you as aqualified SQCI. In addition, the QAO will assign apersonal serial number to each shop SQCI as proof ofcertification. Use the number on all forms and tags thatrequire initials as proof that certified tests andinspections were made. This will provide documentedproof and traceability to show that each item or lot ofitems meets the material and workmanship for that stageof workmanship. Personnel who serve as SQCIs havethe following responsibilities:

Develop a thorough understanding of the QAprogram.

Train all work center personnel until they arefamiliar with the QA/QC requirements that applyto your work.

Be sure all level A shop work done by your workcenter personnel meets the minimumrequirements in the latest plans, directives, andspecifications of higher authority and thatcontrolled work packages (CWPs) are properlyused on repair work.

Inspect all level I work for conformance tospecifications and witness and document all testson level I systems.

Maintain records and files to support the QAprogram and be sure they follow the QA manual.

When your people do acceptance tests, be suretest personnel use measuring devices,instruments, inspection tools, gauges, or fixturesthat have current calibration stickers or records.

When an inspection is beyond the capability ofthe ship’s QA inspector, be sure a qualifiedinspector accepts the work before the ship installsthe product.

Report all deficiencies to the ship’s QAC andkeep the division officer informed. Help thedivision officer and QAO conduct internal auditsand correct discrepancies.

WORK CENTER CONTROLLEDMATERIAL PETTY OFFICER

If you supervise a work center that has level Imaterial, you must be sure the procedures that governcontrolled material are followed. You will usually

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appoint a controlled material petty officer (CMPO) tohandle these responsibilities in the work center. Aftertraining, that person will inspect, segregate, stow, andissue controlled material in the work center.

SHOP CRAFTSMEN

Shop craftsmen are not normally trained in specificQA functions as are the key QA people. Still, they mustdo their work under QA guidelines if they apply. Theywill work closely with their shop supervisors and QAinspectors to be sure the work is done according to QAguidelines and procedures.

QUALITY ASSURANCE TRAININGAND QUALIFICATION

The following paragraphs cover the responsibilitiesfor training as well as training and qualifications of keyQA personnel and others with less specific QAresponsibilities.

THE QUALITY ASSURANCE OFFICER

The QAO coordinates the ship’s QA trainingprogram and makes sure it is an integral part of the ship’soverall training program. The QAO qualifies keypersonnel to serve in their collateral duty QA positions.

THE DIVISION OFFICER

Division officers ensure that their divisionalpersonnel are trained and qualified in the QA processesand that they maintain those qualifications.

QUALITY ASSURANCE COORDINATORS

QACs are senior petty officers who have beenproperly qualified according to the QA manual. Theyhelp train all SQCIs and CMPOs and ensure theirrecertification when necessary. QACs also administerwritten examinations to prospective SQCIs and toSQCIs who require recertification.

SHIP QUALITY CONTROL INSPECTORS

The QAO interviews SQCIs to determine generalknowledge of QA and attitude toward the QA discipline.If they are accepted, the QAO and QAC will qualifythem in the requirements set forth in the QA manual andthe command’s QC requirements. Qualificationsinclude formal instruction and OJT, a writtenexamination on general requirements, and may includea practical examination on specific requirements in the

SQCI’s specialty and in knowledge of records, reports,and filing. The shop qualification program course forSQCIs will answer this requirement.

CONTROLLED MATERIAL PETTYOFFICERS

On ships with level I systems, the QAO interviewsE-4 and E-5 petty officers as prospective CMPOs. Forthose who pass the interviews, the QAO and QAC willtrain and qualify them as CMPOs. This includes writtentests to be sure they are familiar with controlled materialrequirements as outlined in the QA manual and materialidentification control (MIC) manual.

OPERATION OF A QUALITYASSURANCE PROGRAM

An effective, ongoing QA program is an all-handseffort. It takes the cooperation of all shop personnel tomake the program work. As a key group supervisor, youwill be responsible for keeping the program rolling.

PERSONNEL ORIENTATION

One of your first steps is to get the support of yourpersonnel. Some of them will oppose the program butthat is usually true of any new approach. The best wayto overcome opposition is to show them how aneffective QA program will help them personally.Explain how it will eliminate or reduce prematurefailures in repaired units and introduce high-reliabilityrepairs. These improvements will reduce the workload,lower frustration, and improve the shop’s or workgroup’s reputation.

QUALITY ASSURANCE TERMS ANDDEFINITIONS

You need to talk to your personnel about QA interms they understand. Use words and phrases thatsuggest quality, and relate them to familiar programs.This should improve the clarity in your communicationwith them about QA. To do this, you need to understandthe terms frequently used throughout the QA program.Each TYCOM’s QA manual and MIL-STD-109 has acomplete list of these terms. We have listed the ones usedmost frequently in the next paragraphs, and we willdiscuss the more important ones in more detailfollowing the list.

Quality assurance: A system that ensures thatmaterials, data, supplies, and services conform to

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technical requirements and that repairedequipment performs satisfactorily.

Quality control: The management practices thatpromote quality repairs.

Acceptance: When an authorized representativeapproves specific services rendered such as arepair or manufactured part.

Calibration: The comparison of two instrumentsor measuring devices, one of which is a standardof known accuracy traceable to nationalstandards. The purpose is to detect, correlate,report, or eliminate by adjustment anydiscrepancy in the accuracy of the instrument ormeasuring device being compared with thestandard.

Inspection: The examination and testing ofcomponents and services to determine whetherthey conform to specified requirements.

In-process inspection: An inspection doneduring the manufacture or repair cycle tomeasure results. It is also done to identifyproduction problems or material defects thatcannot be detected when the job is complete.

Inspection record: Contains the data compiledduring an inspection.

Specifications: Any technical or administrativedirective, such as an instruction, a technicalmanual, a drawing, a plan, or a publication, thatdefines repair testing or performance criteria.

QA audit: A periodic or special evaluation ofpractices, plans, policies, procedures, products,directives, and records necessary to determinehow work is being done. The audit results are atool for improvement.

Level I material: Material that has been certifiedas to its material and physical properties as wellas traceability to the manufacturer by a qualifiedcertification activity. This material has a MICnumber assigned along with a certificationdocument. It is destined for a level I system, asdefined in the MIC manual, and requires specialhandling.

Controlled material: Any material that must beaccounted for and identified throughout themanufacturing or repair process.

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Controlled work package (CWP): An assemblyof documents identified by a unique serialnumber that may contain detailed workprocedures, purchase documents, receiptinspection 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.)

Levels of assurance: A systematic review ofquality control records and all production actionsto provide accountability that work performed ormaterial manufactured will perform as expectedand that there is documentary evidence to supportthat expectation. (See more information later inthe chapter.)

Departure from specification: A lack ofcompliance with any authoritative document,plan, procedure, or instruction. (See moreinformation later in the chapter.)

Procedure: A written instruction used inproduction and repair, giving all essentialelements and guidance necessary to produceacceptable and reliable products.

Process: A set of actions written in a specialsequential order by which a repair ormaintenance action, a test, or an inspection isdone using specific guidelines, tools, andequipment.

Reliability: The probability that an item willperform its intended function for a specifiedinterval under stated conditions.

SUBSAFE: An acronym for the SubmarineSafety Program that provides a high level ofconfidence in the material conditions of the hullintegrity boundary.

The Controlled Work Package

The CWP provides QC requirements andprocedures to help ensure that fabrication or repair willproduce a quality product. These requirements orprocedures include both TYCOM and localcommand-generated information for processing andsign-off. The typical CWP will have QA forms,production task control forms, QC personnel sign-offrequirements, and hydro or test forms. Each CWPcovers the entire scope of the work process and is ableto 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 CWPdocuments adherence to specified quality standards.

You must ensure that the CWP is at the job siteduring the performance of the task. If the workprocedure requires the simultaneous performance ofprocedure steps that are done in different locations, uselocally developed practices to control each step.

Immediately after a job is completed, each assignedwork center and the QAO will review the CWPdocumentation to be sure it is complete and correct. Ifyou and your workers have been doing the assignedsteps as stated, this should not be a problem. Be sure allverification signature blocks are signed. Make sure allreferences, such as tech manuals or drawings, arereturned to the appropriate place.

Levels of Assurance

To provide your customers both repair quality andquality assurance, you and your maintenance personnelmust understand and appreciate your customers andtheir operational environment. This will require that yougive serious thought and consideration to how asystem’s nonperformance may endanger personnelsafety and threaten the ship’s mission. For example, youwill not be aboard the submarine as it does its deep diveto test hull integrity and your hull packing work. QA isdivided into levels A or C, which are defined in the nextparagraphs. Each level refers to the total of qualitycontrols, tests, and/or inspections for an individual’sfabrication or repair work.

. Level A: Assurance provides for the moststringent or restrictive verification techniques.This normally will require both quality controlsand test or inspection methods.

l Level C: Assurance provides for minimum or “asnecessary” verification techniques. Thisnormally will require very little quality controlor tests or inspections.

Departure from Specification

Specifications are engineering requirements such astype of material, processes, dimensional clearances, andphysical arrangements, by which ship components areinstalled, tested, and maintained. Be sure your personnelmaintain all ship systems and components according tospecifications where possible. There are sometimessituations when you cannot meet specifications. In thosecases, you must control the system or component with

a departure from specification, which must be recordedand approved.

A departure from specification is a lack ofcompliance with an authoritative document, plan,procedure, or instruction. As a minimum, departuresfrom specifications are or are not required in thefollowing situations:

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Submit a departure from specification whenmaintenance does not comply with technicaldocuments, drawings, or work procedures thatwill not be corrected before the ship getsunderway or puts the equipment in service. Anexample is a hydrostatic test made to less thanrequired pressure.

Submit a departure from specification whenmaintenance does not comply with specificationsfor “as found” conditions where there is noprevious approval (such as a shipyard waiver),and the condition will not be corrected before theship gets underway. An example is an excessiveleak caused by vibration.

Do not submit a departure from specification fornoncomplying conditions discovered and notcaused by maintenance or a maintenanceattempt. As an example, you need only a CSMPentry for items that routinely fail and for whichcorrective action is planned.

SUPERVISOR’S REPORTING RESPON-SIBILITIES.– The person who finds a departure has theresponsibility to report it to his supervisor, who must inturn submit a departure from specification if thesituation calls for it. Stress to all of your workers thatany deviation from specifications must be recorded,reviewed, and approved by the proper authority. Be alertfor any number of reasons some workers may deviatefrom specifications. Sometimes they simply do notunderstand the specification requirements, andsometimes they do not have the skills needed to meetspecifications. At other times there is not enough timeto plan and procure parts; therefore, a worker may makea temporary emergency repair that does not meetspecifications. Whatever the reason, there are risks inoperating outside specifications. You need to involve thechain of command in any decision to do so.

REPORTING PROCEDURES.– Who reports adeparture from specification? The QA manual says thatthe person who discovers or causes the departure mustinitiate the departure from specification. However, doesthis mean that each time you cause a departure you

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immediately start the paperwork? No! You must be sure When you have identified a departure, what do you

the departure is identified during fabrication, during do with it? First, be sure the form in figure 8-1 is filled

testing, or during inspection of the completed work. out and forwarded via the chain of command to the

Make every effort to correct each deficiency before you QAO.

initiate the departure request. Do not continue work until The originator also must retain a copy of theyou correct the deficiency or get approval for the prepared departure request until he or she receives the

departure. 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 paragraphs. When using these forms, remember the ruledisapproved. Be sure the originator has an approved that all QA forms must be completed and signed in thecopy of the departure request accompanying the proper sequence.completed work and that the original copy is retained inthe CWP. QA FORM 1, THE MATERIAL

RECEIPT CONTROL

QA FORMS AND RECORDSRECORD

The titles and descriptionsrecords you will use the most

of the QA forms and The CMPO uses this record (fig. 8-2) to documentare listed in the next the proper receipt and inspection of items that have been

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 MATERIALIN PROCESS CONTROLTAG

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.

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.

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 controlledmaterial to be repaired in an IMA. Attach the tag to the

item to be repaired. It is a good idea to stamp the threesections of the tag with a control number and log it inyour shop log (as described in chapter 1). This appliesonly 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 QA FORM 17, TEST AND INSPECTIONINVENTORY/RECORD FORM-OTHER THAN NDT

Your CMPO uses this form (fig. 8-6) to provide a QA Form 17 (fig. 8-7) lists all the tests andstandard inventory record of controlled material inspections that must be performed at each step.received and issued. This applies only to ships withlevel I systems. QA FORM 34, TORQUE/CONTROLLED

ASSEMBLY REPORT

This form (fig. 8-8) consists of two enclosures: thetorque 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, ANDSHIP TRIALS

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

l Describe the kinds of ship availabilities. intermediate maintenance activities (SIMAs), shiprepair facilities (SRFs), naval shipyards, and private

l Explain the difference between alterations and shipyards.repairs.

. Identif y and explain the purpose of the kinds of. Identify and explain the functions of inter- ship trials.

mediate maintenance activities (IMAs), shore

A ship’s effectiveness depends on its ability tofunction well; therefore, we have to keep it in primecondition. That means that the ship’s crew routinelyhandles normal maintenance and repairs and that wehave a dependable system for those the ship’s crewcannot handle.

This chapter deals mostly with those jobs the ship’screw cannot handle and which are done by the followingrepair activities, which we will explain in greater detailin this chapter:

l An intermediate maintenance activity (IMA) is arepair ship (AR), destroyer tender (AD), or submarinetender (AS).

. A shore intermediate maintenance activity(SIMA) is based on land and offers services similar tothose of an IMA.

l A ship repair facility (SRF) is similar to a navalshipyard but on a smaller scale and is usually basedoutside the continental United States.

. A shipyard is any full service naval shipyard or acivilian shipyard contracted for Navy work.

The engineering department officers and enlistedsupervisors have an interest in nearly all of the work arepair activity does on their ship. You should be familiarwith the procedures that will ensure the best job withinthe funds available. This chapter will help you

understand what happens when a repair activity workson your ship.

TYPES OF AVAILABILITIES

An availability is the period of time a ship isassigned to undergo maintenance or repair by a repairactivity. Only the authority granting the availability canchange the allotted period of time. However, a repairactivity may recommend a completion date to thegranting authority or request an extension of time tocomplete work already underway. There are severaltypes of ship availabilities that we will define in the nextparagraphs. For example, restricted and technicalavailabilities differ in whether the ship is or is not readyto carry out its mission.

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A restricted availability (RA) is used to completespecific items of work in a shipyard or SRF; theship is NOT available to perform its missionduring that time.

A technical availability (TA) is used to completespecific items of work in a shipyard or SRF; theship IS available to perform its mission duringthat time.

Other types of availabilities identify the type ofwork to be done and where it will be done.

. A regular overhaul (ROH) availability is used tocomplete general repairs and alterations in a navalshipyard or other shore-based repair activity. The

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schedule for an ROH for a given ship varies between 2and 5 years according to an established cycle. Anoverhaul can take as little as 2 months for small shipsand as much as 18 months for larger ships. ROHplanning begins about 18 months before the scheduledoverhaul.

. A voyage repair availability is used for repairswhile the ship is underway. These are emergency repairsthat are necessary if the ship is to continue on its mission,and they can be done without changing the ship’soperating schedule. These repairs will be done by theship’s force if possible, or if necessary, by personnelfrom an IMA, SIMA, or SRF.

. A regular IMA availability is used for generalrepairs and authorized alterations that are notemergencies. This work is usually beyond the capabilityof the ship’s force and is normally scheduled in advance.

l An emergency IMA availability is used to repairspecific casualties and generally takes first priority at afleet IMA.

. A concurrent availability is used for ship-to-shopwork by the shore IMA, tender, or repair ship. Theseavailabilities are usually scheduled to take place justbefore a regular shipyard overhaul or restrictedavailability.

Before we get into the personnel and proceduresrelated to repair activities, it will be helpful to definerepairs and alterations.

REPAIRS AND ALTERATIONS

Corrective maintenance and repairs to ships may bedivided into the general categories of repairs, alterationsequivalent to repairs, and alterations.

REPAIRS

A repair is defined as the work necessary to restorea ship or an article to serviceable condition withoutchange in design, in materials, or in the number,location, or relationship of parts. Repairs may be doneby ship’s force, by repair ships and tenders, by SRFs, orby naval or civilian shipyards.

ALTERATIONS EQUIVALENT TO REPAIRS

Before we discuss alterations, we need tounderstand that NAVSEASYSCOM may determine thatsome work requested as an alteration may be betterdefined as an alteration equivalent to repair. In that case,

NAVSEASYSCOM forwards the request to theappropriate type commander (TYCOM) to be handledas a repair. An alteration is considered to be an alterationequivalent to a repair if it meets one or more of thefollowing conditions:

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Materials that have previously been approved forsimilar use and that are available from standardstock are substituted without other change indesign.

Worn out or damaged parts, assemblies, orequipment requiring renewal will be replaced bythose of a later and more efficient design that hasbeen previously approved.

Parts that require repair or replacement toimprove reliability of the parts and of the unit willbe strengthened, provided no other change indesign is involved.

Equipment that requires no significant changesin design or functioning but is consideredessential to prevent recurrence of unsatisfactoryconditions 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 changein design, materials, number, location, or relationship ofthe component parts. This is true regardless of whetherthe SHIPALT is undertaken separately from, incidentalto, or in conjunction with repairs. NAVSEASYSCOM,the forces afloat, or CNO may originate requests forSHIPALTs.

One of NAVSEASYSCOM’s prime responsibilitiesfor ship maintenance is to administer SHIPALTs underits technical control. NAVSEASYSCOM keepsinformed of technical developments in its day-to-dayrelations with the forces afloat, the naval shipyards,private industry, and research centers.NAVSEASYSCOM may determine that a particularship or class of ships should be altered to bring them toa more efficient and modern state of readiness. Thesealterations may include changes such as those in thefollowing examples: Changes to the hull maystrengthen bulkheads or change deck arrangements toprovide space for machinery. New machinery may beadded or old machinery made more efficient. Equipmentmay be replaced with more efficient types or newdesigns.

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When the commanding officer of a ship believes aSHIPALT is necessary, he sends a request toNAVSEASYSCOM via the administrative chain ofcommand. Copies of the request are sent to all ships ofthe type within the fleet with requests to comment onthe value of the SHIPALT for other ships of the type.

The reports of the Board of Inspection and Survey(INSURV) are another source of recommendedSHIPALTs. When the board completes each materialinspection of a ship, it’s report includes a list ofrecommended repairs, alterations, and design changes.NAVSEASYSCOM normally will not act on thoserecommendations until the commanding officer of theinspected ship requests the changes, and the TYCOMapproves.

TYCOMs (or other administrative commanders)must endorse all requests for SHIPALTs addressed toNAVSEASYSCOM. Their endorsements must includerecommendations for or against approval,classification, and applicability to other ships of thetype. Copies of the basic request and endorsements areforwarded to other concerned TYCOMs with requeststo comment on them for the information ofNAVSEASYSCOM.

SHIPALTs fall into two broad categories: militarySHIPALTS and technical SHIPALTs. A militaryalteration is one that changes the ship’s operational andmilitary characteristics and improves the ship’soperational capabilities. Only CNO can approve amilitary SHIPALT. A technical SHIPALT is one thatimproves the safety of personnel and equipment and/orimproves reliability, ease of maintenance, andefficiency of equipment. Technical SHIPALTs areapproved at the NAVSEA level. If there is a question asto whether a proposed SHIPALT is military or technical,NAVSEA will forward the proposal to CNO fordetermination. Approved military and technicalSHIPALTs are ranked in order of priority on an annualbasis in the Amalgamated Military and TechnicalImprovement Plan. The decision to install a SHIPALTis based on the priority of the alteration in theAmalgamated Military and Technical ImprovementPlan, funding, ship availability, and whether material isavailable to complete the SHIPALT. When a decision isreached to install a SHIPALT during a given fiscal year,the alteration is entered into the Fleet ModernizationProgram (FMP). Approved SHIPALTs are authorized byletters issued not less than 180 days before the ship isscheduled to begin overhaul.

REPAIR ACTIVITIES

Repair activities are set up to do work the ship’sforces cannot handle. Repair activities are IMAs,SIMAs, SRFs, and shipyards, and they were defined atthe beginning of this chapter. The type of work andavailable funds govern the assignment of repair work torepair activities. The office of the Supervisor ofShipbuilding (SUPSHIP) places and administerscontracts for the repair or overhaul of naval ships atprivate shipyards, and contracts for civilian work to bedone in IMAs, SIMAs, and SRFs. We will explainSUPSHIP in more detail later in the chapter.

Fleet and type commanders usually may call onIMAs or SIMAs to handle repairs and alterations underregular, emergency, and concurrent availabilities. Ifwork is beyond an IMA’s or SIMA’s capability, otheractivities ashore, such as an SRF or a shipyard, will doit. We will discuss work done by the ship’s 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.

SHIP’S FORCE MAINTENANCE ANDREPAIRS

Each ship’s force should be able to make its ownnormal repairs. To do that, each ship should have thenecessary materials, repair parts, tools, and equipment.The most competent and experienced personnel shouldsupervise these repairs. If ship’s personnel are notfamiliar with the needed repairs and tests, or cannothandle a problem for any reason, the CO should requestan IMA or shipyard availability. Supervisory personnelwho are not familiar with these repairs and tests shouldlearn from personnel who are familiar with them whilethe ship is in an IMA or SIMA availability. If the ship’sforce needs technical assistance, they should request itfrom the local TYCOM’s maintenance representatives.

The ship’s force should follow a regular schedule ofpreventive maintenance to be sure that equipment andmachinery are always ready for service. This includescleaning, inspections, operations, and tests to ensuretrouble-free operation and to detect faults before theybecome major problems. Some inspections and tests arequite simple; others require planning so they can be doneduring upkeep or overhaul periods.

INTERMEDIATE MAINTENANCEACTIVITIES

You learned earlier in the chapter that IMAs arerepair 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 Fleet’s FleetMaintenance Assistance Group (FMAG) and the PacificFleet’s Development and Training Center (DATC). Forconvenience, we will refer mostly to IMAs in thissection, but the information will normally refer to bothIMAs and SIMAs.

While each type of IMA has its special purpose, allof them have many characteristics and facilities incommon that make them suitable for general repairwork on most ships. Repair ships and tenders performbattle and operational damage repairs on ships in theforward areas, and they provide logistic support to shipsof the fleet. They also can provide other services,including medical and dental treatment, for the shipsthey tend. Their shops can handle hull, machinery,electrical, and ordnance work and they stock parts tohelp them deal with most of the repairs they perform.Ships are assigned to IMAs with a flexible approach thatconsiders unusual repair requirements and operationalcommitments, particularly for ships outside thecontinental United States.

Ships are scheduled for regular IMA availabilitiesor upkeep periods at certain intervals of time that varywith different types of ships. The availability periods areusually planned in advance and they depend upon thequarterly employment schedule of each ship.

A ship’s commanding officer sends a request for anIMA availability with a forwarding letter to the TYCOMor his representative. The request must include jobsequence numbers (JSNs) for work requests in theCurrent Ship’s Maintenance Project (CSMP) and alisting of TYCOM master job catalogue work items.

A reviewing officer with TYCOM will review therequest and make any necessary corrections to conformto established policies and procedures. Most of theship’s work list items will be approved, but the ship mayhave to furnish more detailed information on certainwork requests. The reviewing officer will forward theapproved ship’s work requests to the appropriate IMA.He does this well in advance of the period of availabilityso the IMA repair department personnel can prepare forthe work. You should know something about thesepersonnel before you learn about the arrival conference,the shops, and the ship maintenance procedures, so wewill 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 andresponsibilities of IMA departments. Also, TYCOMsissue standard ship organizations for their type thatdescribe the organization for every routine functionand most emergency conditions that can exist aboardship.

The IMA’s commanding officer is assisted by theexecutive officer who also acts as the CO’s directrepresentative. The XO is responsible for the dailyfunctions that affect the IMA as a whole and hecoordinates the activities of the IMA’s departments anddivisions. The following pages explain the roles of therepair officer, the assistant repair officer, the repairdivision officers, the diving and salvage officer, the gasfree engineer, and enlisted personnel.

Repair Officer

The repair officer is head of the repair departmenton an IMA. He oversees the upkeep, operation, andmaintenance of the equipment assigned to the repairdepartment, and the training, direction and coordinationof its personnel. He keeps up with production andensures efficient and economical operation of theproduction process.

Assistant Repair Officer

The assistant repair officer assumes the repairofficer’s responsibilities in his absence and carries outresponsibilities the repair officer delegates. This officerusually handles the internal administration of thedepartment and specifically keeps progress records onall work.

Division Officers

The division officers have both administrative andproduction responsibilities for the actual work that isdone in shops under their supervision. Theiradministrative responsibility is in the administration ofpersonnel in their respective divisions, including theassignment of berths and watches, and all training andtraining records. Their production responsibilitiesinclude oversight of all work requests and review ofprogress, requisitions for material, proper operation ofdivision 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 aseparate assignment or a collateral duty for an officer in

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the repair department. In either case, the diving andsalvage officer is responsible for the supervision of alldiving operations, the maintenance of diving andsalvage equipment, and compliance with divinginstructions and precautions.

Gas Free Engineer

The hull repair officer is generally assignedadditional duty as the gas free engineer. His primaryresponsibility is to ensure compliance with allprecautions set forth by NAVSEA; U.S. SafetyPrecautions For Shore Acclivities, NAVMAT P-5100;ship’s regulations; and other regulations issued byhigher authority. He determines whether there is dangerto personnel or equipment from noxious or explosivegases during any operation aboard ship or during workon ships alongside, and stops such work whennecessary.

Enlisted Personnel

Navy enlisted personnel provide the technical skillsrequired aboard IMAs. The Occupational Standards,NAVPERS 18068, contain detailed information on theenlisted rating structure.

ARRIVAL CONFERENCE

An arrival conference is usually held immediatelywhen a ship begins an IMA availability or an upkeepperiod. Representatives of the ship, of the repairdepartment, and usually of the TYCOM attend theconference. They discuss the relative needs of the shipand the urgency of each job and approve/disapprovework requests, clarify uncertainties, and arrange fortemporary services such as electricity and steam.

SHIP/IMA WORK COORDINATION

Ship’s engineering personnel must know the statusof work underway during an IMA availability whetherthat work is being done by the ship’s force or the IMA.You need this information to coordinate your own workwith that being done by the IMA. There are three basickinds of work that require coordination: (1) Equipmentremoved by the ship’s force to be delivered to the IMAfor repair, (2) equipment dismantled by the ship’s crewso they can send parts to the IMA for repair (also knownas ship-to-shop jobs), and (3) repairs the IMA force ismaking on the ship.

The IMA usually appoints a ship superintendent, achief petty officer who should always know the status

of all jobs on the ship and on the IMA. If the IMA doesnot appoint a ship superintendent, then the ship shouldappoint a petty officer for that purpose. The person inthis position is liaison between the ship and the IMA forall work in progress and completed, and all testsrequired and completed. He keeps a daily runningprogress report of each job and reports that informationdaily to the ship’s representative.

REPAIR DEPARTMENT

You need a general idea of the shops composing therepair department and their functions. In this section, wewill describe the shops as they are organized in thedivisions on a destroyer tender (AD), which isrepresentative of all IMAs.

Hull Repair Division

The hull repair division consists of the shipfittershop, the sheet metal shop, the pipe and copper shop,the weld shop, the carpenter shop, the diving locker, andthe canvas shop. We will explain each of them in thefollowing sections.

SHIPFITTER SHOP.— These personnel makerepairs on the hull, test pad eyes and structures with adynamometer, and handle alterations designated forforces afloat.

SHEET METAL SHOP.— These personnel makeall types of repairs and fabrications on light gauge sheetmetal and handle alterations designated for forces afloat.

PIPE AND COPPER SHOP.— These personnelfabricate and repair most pipe and tubing, test completedwork hydrostatically, and handle alterations designatedfor forces afloat.

WELD SHOP.— These personnel weld mostmetals including high-pressure welding on boilers. Theyrepair castings, stress relieve castings and forgings,forge special tools and hull fittings, and case hardenlow-carbon steel. (NOTE: The nondestructive testinglaboratory performs all nondestructive testing used totest the quality of the welds.)

CARPENTER SHOP.— These personnel repairand fabricate most items made of wood; test damagecontrol air test equipment, flame safety lamps, andexplosion meters; lay linoleum tile, magnetite, andterrazzo covers on decks; and fill C02, bottles. Thepattern shop functions under the carpenter shop andfabricates patterns of wood, metal, and plastic fortemplates and foundry castings.

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CANVAS SHOP.— These personnel fabricatemiscellaneous canvas covers, awnings, and boat cloths,and they repair furniture using leather and cloth fabrics.

DIVING LOCKER.— These personnel inspect theunderwater portion of the hull and prepare theunderwater hull reports for the repair officer. They alsoreplace propellers on destroyers and small ships andrepair or replace other items underwater as needed. Theyclean propellers, sonar domes, sea chests, and largeinjection valves; clear fouled propellers and sea chests;and maintain the diving boat and diving equipment inrepair and operational readiness.

Machinery Repair Division

The machinery repair division consists of the insidemachine shop, the outside machine shop, the boilershop, and the foundry shop. We will explain each ofthem in the following paragraphs.

INSIDE MACHINE SHOP.— These personnelrepair or fabricate mechanical parts that require workdone on machine shop tools and equipment. They dometal plating and engraving, and they test metals todetermine their characteristics. They also handlealterations designated for forces afloat.

OUTSIDE MACHINE SHOP.— These personnelshop test and repair all types of machinery used in navalships. They also handle alterations designated for forcesafloat.

BOILER SHOP.— These personnel shop test,inspect, and repair boilers of naval ships.

FOUNDRY SHOP.— These personnel pourcastings of various metals to produce repair parts andwhole items used on the ship.

Electrical Repair Division

The electrical repair division consists of the electricshop, the gyro shop, the printing shop, and the photoshop.

ELECTRIC SHOP.— These personnel inspect,test, repair, and make adjustments to nearly all electricalequipment, and they also handle electrical alterationsdesignated for forces afloat.

Electronics Repair Division

The electronics repair division consists of theelectronics shop and the calibration shop.

ELECTRONICS SHOP.— These personnel alignand repair all types of electronic equipment, make fieldchanges, and maintain an electronics publicationslibrary.

CALIBRATION SHOP.— These personnel repairand calibrate most test equipment used on naval ships.

SHIP REPAIR FACILITIES

Most SRFs are located outside the continentalUnited States. They are supervised by naval officerswho are assisted by enlisted and U.S. civilian personnel.Other personnel are citizens of the country where theSRF is located. An SRF has drydocks and shops that canhandle nearly all ship repair work. They normallyhandle voyage repairs and overhauls of ships that arebased in the area. They do not do new construction.

SRF organization is based on standard navalshipyard organization modified for local conditions.Figure 9-1 shows a typical SRF organization.

ADMINISTRATION AND CONTROL

An SRF is under the control of a commandingofficer, usually a captain. It is part of a fleet orshore-based activity that exercises military command.The SRF staff includes a planning officer, anadministrative officer, a management engineeringofficer, and sometimes a general manager for civilianpersonnel who acts only as an advisor. An SRF provideslogistic support including drydock overhaul, repair,alteration, and conversion of naval ships and servicecraft, and ships and craft of other U.S. governmentdepartments as assigned. They also perform voyagerepairs and related work and they install and maintainshore-based electronic equipment and provide technicalassistance to assigned naval activities.

PLANNING AND ESTIMATING (P&E)

The planning department is under the direction ofthe planning officer who is a senior engineering duty(ED) officer. It does all planning, estimating, designing,scheduling, and reporting. It is patterned after those innaval shipyards but on a smaller scale.

The P&E superintendents’ billets are tilled by EDofficers. They include a senior P&E superintendent,assistant superintendents for material and finance, andother related military and civilian positions dependingon the amount of work done at the SRF. The planningdepartment is the first point of contact for a customership.

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Figure 9-1.-Typical ship repair facility organizational chart.

The service squadron or local mobile support groupassigns the work to be done on the ship. The assignmentis based on funds allotted by the TYCOM, and the SRFmay not do work that exceeds that limit. The planningdepartment estimates the work that can and cannot bedone within the set funding limit. This estimate servestwo purposes: It helps the ship and the SRF plannersdecide on priorities, and it helps the planners assign alist of work requests that the shops will not exceed.

PRODUCTION DEPARTMENT

The production department is under a senior EDofficer called the production officer. It is generallypatterned after a naval shipyard except that it does notdo new construction. Personnel include superintendentsand assistant superintendents, who are mostly EDofficers, civil service personnel, and local personnel. We

will explain the duties of key personnel in the followingpages.

Repair Division

This division is headed by the repair superintendent,who is usually an ED officer. He is responsible for thecompletion of all work requests. He supervises a staffof military and civilian specialists who in turn supervisethe various shop masters. The military staff of the repairdivision may have a parallel civilian staff made up ofcivilians. These civilians provide liaison with local shoppersonnel, furnish continuity to bridge rotation ofofficers, 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 aretheir lower-level supervisors. These shop masters areassistant repair superintendents who supervise all workdone in their specialties whether in their shops or on theships. (NOTE: Some fleet activities have a ship repairdepartment, or SRD, rather than a repair division.)

The assistant superintendent who is responsible forhull work is also responsible for drydocking. The actualdrydocking is supervised by a docking officer who isusually an ED officer with special dockingqualifications. Navy Regulations and the Naval Ships’Technical Manual require that the docking officer takeresponsibility for the ship when it starts to cross the sillof the drydock, and give responsibility back to the ship’sCO when the ship clears the sill on the drydock on itsway out. We will discuss docking in more detail later inthe chapter.

Shop Division

This division maintains and supports the equipmentand structures in the shops. It is headed by a shopsuperintendent, usually a LCDR, who may be an EDofficer or line officer. The division also handlesproduction methods, safety, stores, and housekeeping.In a naval shipyard, this division would also beresponsible for industrial supervision, but the repairdivision handles it in an SRF. The shop superintendentusually has a junior officer as assistant shopsuperintendent and safety officer.

Ship Superintendent

The repair superintendent also supervises a groupof officers called ship superintendents. They are juniorED officers or line officers whose duties parallel thoseof the ship superintendents in IMAs, SIMAs, and navalshipyards. When a ship is assigned an availability, therepair superintendent assigns a ship superintendent forthat ship. The ship superintendent gets copies of all workrequests that are sent to the ship and the shops to helpthem keep track of all work in progress on the assignedship. The ship superintendent is liaison between the shipand the repair superintendent. He directs all work on theship and coordinates all work done in the shops. Hecoordinates all tests, changes in work requests, orderingof material, and sign-offs of work orders for his assignedship.

NAVAL SHIPYARDS

Naval shipyards are under the control of the NavalSea Systems Command (NAVSEASYSCOM). Each

ship in the active fleet is assigned a home yard and aplanning yard. The home yard is the naval shipyard atwhich a ship usually gets its regular overhaul. CNOassigns the home yard based upon the geographicassignment of the ship and NAVSEASYSCOMrecommendations.

NAVSEASYSCOM assigns the planning yard Onenaval shipyard or other activity is assigned as a planningyard for each ship type. The planning yard providesdesign services and keeps up-to-date tiles of workingdrawings and selected records and data. The planningyard usually does the design work for the class of shipassigned and provides the required drawings to each ofthe other shipyards working on ships of the class. Theplanning yard also may handle central procurement ofmaterial.

Shipyard management is responsible for all phasesof naval shipyard activity. The line of authority andcontrol passes from the shipyard commander throughthe heads of departments, divisions, and offices to theadministrative units. See the U.S. Navy Regulations andNavy Department directives for additional informationon naval shipyard management and organization. Figure9-2 shows the organization of a typical U.S. navalshipyard.

A ship’s engineer officer will be most concernedwith the planning and production departments. Theplanning department prepares plans and orders material,and the production department is made up of the shopsthat do the actual repair work on the ship. We’ll discussboth in the next paragraphs.

PLANNING DEPARTMENT

Before a ship begins an overhaul, the shipyard’splanning department usually receives a copy of theship’s worklist and the amount of funding, bothapproved by the TYCOM. The planning departmentuses that information to develop preliminary estimatesof the work that can be done with the available funds. Itsends them to the production department where theproduction control branch of the repair division uses theestimates to schedule the workload. Next, the planningdepartment prepares requisitions for material requiringlong lead time, and issues a preliminary work bookletfor repairs. Figure 9-3 shows the organization of atypical planning department.

When a ship is to be overhauled, the shipyard triesto send representatives to inspect the ship before itreaches the shipyard. They check plans against actualconditions and make any adjustments before the ship

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reaches the shipyard, and they hold a pre-arrival conferencewith the ship’s officers and the TYCOM’s representative.

When the results of a pre-arrival inspection, or otherfirm information, are available, the planning departmentprepares job orders based on ship work requests. It alsoprepares a list of the materials needed to do the job or abudget figure if no list is available. Then they send thejob order and material list to the production departmentwhere the repair division adds key operation dates andmaterial required dates (MRD).

Sometimes there is a need for work that could notbe foreseen and the planning department issues workrequest supplements to cover those situations. Thesesupplements are restricted and should be used onlywhen necessary.

The planning department prepares allowance lists,such as the COSAL, for newly constructed ships, andcorrects existing allowance lists for ships for which theshipyard is the home yard. These are lists of equipmentcomponents, repair parts, or material needed to operate,maintain, and repair the ship for specified periods oftime. They are based on plans, material requisitions, orindividual job orders related to the ship’s equipment.

The planning department’s design division issuesprocedures to carry out tests of equipment and work.

(The combat systems office and nuclear engineeringdepartment conduct their own tests.) The proceduresinclude any special measures and safety precautions andan outline of the reports to be made on the test results.Each ship undergoing overhaul assigns inspectors andrepresentatives from each department to inspect workand witness tests, since these are a responsibility of thecommanding officer as outlined in U. S. NavyRegulations.

PRODUCTION DEPARTMENT (SHOPS)

The production department is made up of all of theshops in a naval shipyard and is supervised by theproduction officer. Each shop is a unit that is assignedspecific work, usually by trade. Most shops are assignedto the production department, but they usually do workfor the entire yard. (The transportation, power plant, andmaintenance shops are assigned to the public worksdepartment.) Figure 9-4 shows the organization of atypical production department.

Each shop in the production department is assignedto a shop group consisting of one or more shops. Eachshop group has a civilian superintendent who isresponsible for the organization, administration,personnel training, and general supervision of his shopgroup. 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 The following list shows the numbers and names of thesuperintendent. Figure 9-5 shows the organization of a shops that are common to all shipyards. Many of thesetypical shop group. shops were described in a little more detail under the

Figure 9-6 shows a typical shop organization. Eachsection on Intermediate Maintenance Activities earlier

shop is assigned a number and a name. Some shipyardsin this chapter.

do not have all shops, but all shipyards have some shops 06 Central toolin common, and some shops may have combined trades. 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 patternshop)

67 Electronics shop

71 Paint shop

72 Riggers and laborers shop (may include 74 sailloft)

74 Sail loft

99 Temporary service shop

The following list shows the numbers and names ofproduction department shops located only in certainshipyards:

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 tomost repair facilities; his major role is as liaison betweenthe ship and the repair facility. In this case, he representsthe shipyard repair superintendent who, in turn,represents the production officer. The shipsuperintendent is responsible for completion of allauthorized work on a given ship while it is in theshipyard. He keeps an office on board the ship and actsas liaison between the ship and the shipyard.

It is customary to assign a ship superintendent wellbefore the ship enters the yard to give him time toprepare. Between the time he is assigned and the time

the ship arrives, the ship superintendent reviews allavailable information on the condition of the ship andthe plans for work in the shipyard. He learns who willprepare the plans and coordinates progress on any workthat must be done before the ship arrives. The shipsuperintendent meets the ship when it arrives and makessure the required services are furnished promptly. Hedelivers to the commanding officer (or executiveofficer) copies of orders and regulations that coverpoints that affect the ship and the shipyard. He also triesto hold a meeting with the ship’s department heads toreview plans for the overhaul and begin coordination.

The ship superintendent attends the frequentprogress review conferences the shipyard commanderholds with the commanding officer of each ship in theshipyard. He also holds frequent conferences with shoppersonnel, ship personnel, the cognizant type deskofficer, and other yard personnel to ensure the timelycompletion of all authorized work.

At least one day before the end of the overhaul, theship superintendent holds a departure conference withthe ship’s representatives. They agree on last-minuteadjustments or corrections, sign work requests that werenot previously signed by the ship’s representatives as“completed,” or “completed, subject to final test.” If anywork is found to be unsatisfactory, the responsibleofficer records the reasons. This conference determinesstatus of all authorized work including uncompletedwork that should be done during the ship’s nextavailability. The ship superintendent reports the statusof all job orders to the planning department, which thenprepares the departure report.

Work Requests

In nearly all cases, any work done in a shipyard musthave a work request, OPNAV 4790-2K, whether the jobis the overhaul of a single piece of equipment thatrequires one work request or a major SHIPALT thatrequires any number. You will find the procedures usedto submit work requests in OPNAV instructions. Submitthe work requests to the TYCOM with enough advancetime to allow his review and approval and to reach theshipyard at least 60 days before the work will be done.While most work requests originate on the ship, othersmay come from other sources, such as an INSURVinspection that recommends an alteration.

When work requests originate on the ship, the CO,XO, and department heads hold a conference to setpriorities. They will use those priorities to prepare awork list that includes brief statements of the work to be

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done and submit it to the TYCOM for review. TheTYCOM forwards the approved requests either to thenaval shipyard or SUPSHIP.

Ship Alterations

Each year the TYCOMs send NAVSEA a list of theSHIPALTs recommended for completion during the nextfiscal year overhaul. NAVSEA reviews the lists and usesthem as the basis for its own list of authorized SHIPALTthat it publishes in the Fleet Modernization Program (FMP).

Some SHIPALTs are planned by a Planning andEngineering for Repairs and Alterations (PERA), andthose plans reach the shipyard by other routes that wewill not discuss here. For our purposes, NAVSEA sendsa 180-day letter to the TYCOM and to the shipyard’splanning department. The letter contains a priority listof SHIPALTs to be completed during the scheduledoverhaul and a funds grant to cover the cost of the work.

About 90 days before the ship arrives at theshipyard, NAVSEA sends the shipyard, the TYCOM,and the ship a 90-day material status letter. This lettercontains a list of approved alterations in priority orderfor each ship and any changes in the work that wasauthorized in the 180-day letter.

SUPERVISOR OF SHIPBUILDING,CONVERSION AND REPAIR

Each naval district has a Supervisor of Shipbuilding,Conversion and Repair, USN (SUPSHIP) under theNAVSEASYSCOM. SUPSHIP might be called thecommercial arm of naval ship construction, conversion,alteration, overhaul, and repair. It alone can contract withprivate repair organizations for work on Navy ships inprivate shipyards, naval shipyards, IMAs, SIMAs, orSRFs. Its major role is to procure private contractingrepair services where Navy repair services are notequipped to handle the job. Civilian contractors mayprovide these services entirely, as in new shipconstruction or overhauls in a civilian shipyard. Theyalso may work in conjunction with naval personnel innaval shipyards, IMAs, SIMAs, and SRFs. An officer incharge heads the Office of the Supervisor ofShipbuilding. This officer has many of the sameoversight responsibilities as a shipyard commander in anaval shipyard. SUPSHIP is responsible for thefollowing tasks and functions:

. Administer Department of the Navy and otherDepartment of Defense shipbuilding, design,conversion, and facility contracts at private shipyards.

. Procure and administer overhauls, repairs,alterations, activations, and inactivations on naval shipsunder master contracts with private shipyards.

. Provide contract administration services for allDOD contracts awarded to plants according to the plantcognizance program.

. Carry out mobilization logistic planningfunctions, which include responsibility to (1) performplanning assigned in the NAVSEA Logistic SupportPlan (LSP), and prepare and maintain a subsidiarymobilization logistic support plan; (2) do IndustrialMobilization production Planning (IMPP); (3) serve asArmed Services Procurement Planning Officer(ASPPO); and (4) maintain the Register of PlannedEmergency Procedures (RPEP) for assigned facilities.

. Supervise the installation of ordnance equipmenton merchant ships at private yards.

. Carry out NAVSEA’s marine salvage dutieswithin the naval district.

. Provide technical guidance in the matters in thislist to all naval activities in the assigned naval district,to the area coordinator, and to the Military SealiftCommand (MSC).

. Provide administrative support services toperform other tasks as directed.

ORGANIZATION OF SUPSHIP

Figure 9-7 shows the organization of SUPSHIP.NAVSEA must approve any deviation from thisstandard organization. SUPSHIP is the directrepresentative of the command(s) for whom SUPSHIPis acting in official transactions with contractors.SUPSHIP reviews all correspondence betweencontractors and NAVSEA and recommends to NAVSEAthe proper course of action. SUPSHIP administrationensures proper placement and administration of MasterContracts for Repair and Alteration of Vessels and joborders, timely and economical completion of overhauland repair work, conformance of such work withspecification requirements, maintenance of acceptablequality standards, and safe practices.

SUPSHIP STAFF

SUPSHIP delegates duties and responsibilities tothe assistant officer-in-charge. In districts whereSUPSHIP is the commander of a naval shipyard or thehead 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 asthe administrative head of the SUPSHIP organization.The assistant officer-in-charge also administers publicrelations matters and ensures effective use of SUPSHIPpersonnel.

Another assistant, the assistant for weapons, isprimary liaison for ordnance between SUPSHIP andNAVSEA. He is the principal advisor to SUPSHIP onweapons systems matters and the related technicaldirection. His broad responsibilities are to reviewspecifications on weapons drawings, exercisetechnical control over weapons tests and designchanges, procure and issue weapons, and controlallowance lists and incomplete weapons work lists forthe INSURV board.

The Product assurance engineer administers theSUPSHIP’s Quality and Reliability Assurance Program.His responsibilities are to determine how wellcontractors conform to quality standards. Hecoordinates the quality assurance efforts of all SUPSHIP

departments; provides liaison between SUPSHIP,NAVSEA, and the contractor to develop and applyquality and reliability assurance techniques; anddevelops and administers training programs for qualityand reliability assurance.

The ship acquisition project manager (SHAPM)technical representative is used only in conjunction withmajor projects. The incumbent in this position works forSUPSHIP but receives supervision and technicaldirection from the project manager.

SUPSHIP DEPARTMENTS

The following sections deal with the majorfunctions of the typical departmentsorganization shown in figure 9-7.

The Administrative Department

of a SUPSHIP

This department serves the SUPSHIP in naval andcivilian personnel matters, industrial relations, public

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relations, security, and office services. Theadministrative officer (military and civilian) serves assecurity officer for the activity and establishesprocedures for internal and industrial securityadministration for the SUPSHIP organization. He is alsoresponsible for administrative matters concerningprecommissioning detail. This department contains thefollowing divisions:

The military personnel division is optional. If it ispresent, it administers military personnel matters.

The civilian personnel division administers civilianpersonnel matters and provides local public relationsservices.

The security division is optional. If it is present, itadministers the internal security program for SUPSHIP.

The administrative services division provides officeservices and administers the SUPSHIP civilian payrolland fiscal records.

The Planning Department

This department provides work planning and designservices needed to administer contracts. There are threemajor functions in planning for ship overhaul and repair:(1) planning coordination, (2) job planning, and (3)support functions, as we’ll explain in the followingparagraphs:

1. Planning coordination may be broken down intothe following (1) external and (2) internal functions:

a. External coordination is the planning doneby SUPSHIP personnel with outside activities. Someexamples are to arrange availabilities, receive anddistribute work requests and authorizations foralterations, schedule and coordinate SUPSHIP planningand bidders inspections with ships forces, and arrangefor firm funding.

b. Internal coordination is in two parts: (1)work requests are distributed to job planners, and (2)planning personnel assemble and review theinformation from the job planners and others, such asfinal work items, cost estimates, requests for drawingsand technical information, and government furnishedmaterial (GFM), before distributing them to otheractivities that will act on them.

2. Most SUPSHIP planning is carried out by jobplanners. These are specialists in the major trade areasof hull, mechanical, electrical, ordnance, andelectronics. They receive and evaluate work requestsand alterations documents; inspect the ship; request

drawings, technical information, and GFM; and preparework orders and cost estimates.

3. SUPSHIP support services include services,some of which may be located outside the SUPSHIPoffice, such as typing and duplicating, drawings, andtechnical information.

The planning department is made up of thefollowing divisions:

The P&E division provides engineering andtechnical design services to SUPSHIP and NAVSEAand coordinates with contractors and other activities toexchange technical plans and data. This divisionadministers the Value Engineering Program.

The design division provides the necessarydrawings, technical information, and design services foroverhaul and repair work.

The Quality Assurance Department

This department determines the progress of workand oversees the contractors’ systems for the control ofquality in the production phase. This includes oversightof inspection, final testing, trials, and deliveries of workunder contract to ensure compliance with approveddrawings, contract specifications, and compietion dates.The quality assurance department consists of thefollowing divisions:

The planning and process control division developsand coordinates the quality assurance program for thedepartment; prepares, schedules, and monitors auditplans; administers the Defect Prevention ReportProgram; coordinates test memo review anddocumentation; analyzes feedback information andfollows up on the corrective action; and maintainsservices such as blueprints, technical manuals, test calls,and central files.

The inspection division witnesses inspections andtests and records inspection data, oversees thecontractors quality assurance programs, administersqualifications of special process operators, inspectsGFM, initiates defect prevention reports (DPRs),administers safety and fire protection programs, andvalidates contractor technical data.

The ship progress division assembles anddisseminates information on all SUPSHIP shipbuilding,conversion and repair work, originates and maintainsschedules and progress charts; and submits requiredreports 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 primecontracts. It awards and administers all master shiprepair (MSR) contracts and job orders for repair andoverhaul work.

The department contains the following divisions:

The contract administration division reviews andconsents to subcontracts, prepares final settlementdocuments, procures all repair and overhaul servicesunder the MSR contract, administers job orderterminations, and requests advisory audit reports.

The proposal evaluation division coordinates allchanges and requests for changes on each ship.

The financial division certifies vouchers forpayment and keeps accounting records of work fundsallocated to SUPSHIP.

The Material Department

This department oversees SUPSHIP’s fitting-outresponsibilities. It controls delivery and disposal ofGFM, administers property, prepares and maintainsallowance lists, conducts pre-award surveys, andadministers facilities contracts. The departmentcontains the following divisions:

The material division oversees the acquisition of allmaterial needed by the contractors.

The allowance division oversees each ship’sallowance list for new construction or conversion.

The facility division oversees the administration ofall contracts for facilities required to handle shipoverhauls.

REGULAR OVERHAUL

All ships of the fleet are assigned regular overhaulperiods that last from 2 to 18 months depending on thesize and complexity of the ship. The interval of timebetween regular overhauls varies from 2 to 5 yearsdepending on need. During the overhaul, work is doneby the ship forces and shipyard forces depending oncapability and advance planning.

An analysis of the problems of building,overhauling, or converting ships reveals the followingfactors in common:

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The ship’s availability must be for theuninterrupted period of time needed to completeyard work.

There must be a decision on the work that needsto be done and upon the priorities in which it willbe done, and there must be an authorization to dothe work.

The necessary funds, material, and personnelmust be available.

ADVANCE PLANNING

There are two kinds of advance planning. The firstis the continuing Navywide development of long-rangeschedules for the overhauls of all Navy ships, and thesecond is the long-range planning for a specific ship thatis due for an overhaul.

Navywide Planning

Long-range planning for all Navy ships includesconsideration of the following points: (1) the homeports of all ships and their nearest shipyards, (2)previous overhaul availabilities of ships compared withproposed overhauls, (3) shipyards that can do specialkinds of work and ships that need that work, (4)providing enough work in all shipyards to avoid layingoff personnel intermittently, (5) the availability ofcritical material on important jobs, and (6) any specialproblems that may arise. The final approved schedulerepresents the best compromise possible. The materialcommands, the yards, and the force afloat use it as thebasis for their long-range planning. From time to time,the schedule may need changes and adjustments, and inthose cases CNO evaluates and approves or disapprovesproposed changes in the long-range schedule. TheTYCOM may change start or completion dates subjectto agreement by the shipyard commander or SUPSHIPwhen the change is 3 weeks or less from the assigneddate.

Individual Ship Planning

The advance planning for an individual ship that isscheduled for overhaul begins about 18 months beforethe overhaul. During that time, plans progress from arough stage to a definite schedule of work to be doneand the time, materials, personnel, facilities, and fundsneeded to do it. These advance plans include preparationfor the factors listed here and discussed in the followingparagraphs: (1) work to be done by the ship’s force, (2)

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training of persomel, (3) security of the ship, and (4) aleave schedule.

SHIP’S FORCE WORK.– Before the ship entersthe yard, and in some instances while it is in the yard,the ship’s force will do all work within its capability. Aschedule of ship’s force work should include names ofpersons responsible for each job, estimated date ofcompletion, estimated number of man-hours required,and the assistance in way of materials or tools requiredfrom the yard. Copies of the ship’s force work item listmust accompany the ship’s repair requests and workitem lists.

TRAINING DURING OVERHAUL.– Makeplans and develop schedules to train personnel duringthe overhaul. Use local training facilities and fleetschools as much as possible where such training doesnot interfere with a good overhaul. Take advantage ofthe overhaul to involve junior ratings in OJT experienceunder qualified seniors. Develop an objective to be metby the end of the period and an outline of the training tobe completed.

SECURITY OF SHIP’S SPACES.– Planningshould cover the security of ship’s spaces, includingprotection against fire, flooding, theft, and sabotage.The shipyard is prepared to help with security, but theship is responsible. Schedule fire watches, and scheduleregular inspections to look for flooding, theft, orsabotage.

LEAVE SCHEDULES.– Try to clear backlogs ofleave during regular overhaul periods. schedule anequitable distribution of leave while maintaining a forceof inspectors and other personnel to be sure inspectionsand ship’s force work will be done on schedule.

ASSIST-SHIP’S-FORCE FUNDS

During an overhaul period (and certain restrictedavailabilities) a portion of the repair funds may bedesignated as an assist-ship’s force fund. This fund isunder the local control of the ship’s commanding officer.It allows the CO to get minor shipyard help (services,labor, or special tools and equipment) to help ship’spersonnel complete work. These funds may be used onlyfor work in which the ship’s force participates.Generally, the engineer officer and the shipsuperintendent administer the assist-ship’s force fund.

DOCKING

Naval ships are docked in drydocks or marinerailways to paint the ship’s hull, examine the underwater

fittings, or repair damage. Docking for painting and hullexaminations is usually done routinely during regularoverhaul periods. Damage repairs often requireemergency docking that must be done as needed.

A docking officer in a naval shipyard and a dockmaster in a private shipyard, are in charge of the generaloperation of their respective drydocks. The dockingofficer normally visits the ship about 1 week before theactual docking and discusses detailed dockingarrangements. As soon as a ship arrives at the Shipyard,the ship superintendent gets its docking plan and checksthe draft and the list of the ship. He then checks the ship’sdocking plans against the shipyard’s file copy of thedocking plan (if there is one) to make any correctionscaused by work done elsewhere.

In laying out a drydock, the ship is generally locatedas close to one end of the drydock as possible to allowthe setting of blocks for the following ship. Dimensionsare ordinarily taken from the after edge of the ship’smain deck to the after edge of each block. Thisdetermines the fore and aft location of the blocks. Theshipwrights determine the fore and aft centerline of thekeel block and measure the athwartship locations of theblocks from this line. Vertical heights are measured froma plane established by a public works engineer. After thedock has been set and before it is flooded, the dockingofficer checks the dock to be sure the blocks are locatedproperly and that the ship will not be damaged.

Before the ship enters the dock, the docking officerinstructs the working party in its duties. Thecommanding officer of the ship being docked is incharge until the bow (or stem) reaches the dock sill andthe ship is pointed fair to enter. The docking officer thentakes formal charge until the ship has been landed, thebilge blocks hauled, and the dock pumped down. Thedocking officer ensures that all lines are handled tocontrol the ship until it is safe in the dock.

After the dock has been completely checked, thedocking officer gives the order to flood the dock, andremains at the dock until all the blocks are well coveredto ensure that no blocks are torn loose or misplacedduring flooding.

When the ship is settled in the dock work begins onthe overhaul, which is discussed in the section of thischapter on Shipyards. In addition, the ship’s forcecarries on its scheduled repair work when it does notinterfere with the shipyard work.

Within 10 days before a ship is undocked, theshipyard sends a report to NAVSEASYSCOM withcopies 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, andany problems not resolved.

When work in the drydock has progressed to thepoint that its completion can be accurately forecast, theship is scheduled to be undocked. The docking officerdirects all arrangements for undocking. Whenpreparations are complete, the docking officer orders thedock flooded to a point that lacks about 2 feet of liftingthe ship from the blocks. Flooding is stopped. Each shopthat worked on underwater parts of the ship checks itswork for tightness, and the ship’s personnel make anoverall check of the watertight integrity. Reports ofsatisfactory condition are made to the docking officerbefore he will resume flooding. The docking officer isin direct charge of the undocking until the bow crossesthe sill.

INCLINING EXPERIMENTS

We will explain inclining experiments at this pointbecause they are often done when the ship is floatingsteadily in a flooded drydock. These experiments alsomay be done in any calm water where heavyweight-moving equipment is available. The experimentconsists of moving known weights certain specifieddistances across the deck and recording the angles ofheel produced. The data are then used to calculate thevertical position of the center of gravity.

When a ship is constructed, all components used inconstruction are weighed and the data are used tocalculate the vertical position of the center of gravity.The data are then confirmed by an inclining experimentcarried out on the first completed ship in the class. Theexperiments are then repeated periodically on typicalships of that class throughout the life of the class.

NAVSEASYSCOM orders inclining experimentson certain ships to learn whether the center of gravityhas shifted since the ship was commissioned, and why.The purpose is to determine any rise in the center ofgravity due to added weight over a period of years andto compute the effect of this rise on the stabilitycharacteristics of the ship.

DOCK AND SEA TRIALS

The section on Ship Trials that appears later in thischapter gives more information on trials. We willdiscuss dock trials and sea trials here because they arenormally carried out following most major repairs oralterations.

The ship’s CO directs the engineer officer toconduct a dock trial as soon as possible after repairs oralterations have been completed. The purpose is todetermine the condition of the electrical and mainpropulsion plants. The ship superintendent witnesses thetrial. If there are any problems, the ship superintendentmust have them corrected and hold another trial. Theyrepeat this process until all problems are resolved.

A sea trial is held as soon as possible after the docktrial has been completed if the shipyard commander (orSUPSHIP) and the ship’s CO consider it necessary. Theship’s CO conducts the sea trial on those repairs oralterations he feels should be tested. A sea trial includesa full-power trial unless the ship’s CO wants to wait untilnew machinery parts have been run in and crew trainingwill support the trial without fear of damage.

READINESS FOR SEA

The TYCOM normally allots the ship a readinessfor sea (RFS) period immediately after the overhaul iscompleted. The ship’s force uses this time to return theship to unlimited operational status. The RFS periodnormally will be less than 7 days, and it may be omittedif there is an immediate operational need for the ship.The shipyard may not use this time to completeunfinished overhaul work. If the shipyard needsadditional time, it must ask the TYCOM for anextension, and it must finish the work before the RFSperiod begins.

DEPARTURE REPORT

The planning department of SUPSHIP or the navalshipyard submits a departure report within 60 days afteran overhaul is completed. This report tells all interestedactivities what overhaul work was scheduled, how muchwas completed, and what it cost. A departure reportserves the following purposes: (1) The ship can correctrecords showing its material condition (2) TYCOM canevaluate the overhaul and adjust accounts allotted to itsadministration, and (3) the responsible SYSCOM canlearn what alterations were done and what they cost.

SHIP TRIALS

The Navy requires ship trials to determine suchthings as performance characteristics, readiness forservice, the extent of needed repairs, the adequacy ofcompleted repairs, and the most economical rate ofperformance under various conditions of service. Thisinformation on ship trails is quite broad. If you expectto take part in any of the trials, study the general

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procedures and instructions for these trials in theshipbuilding specifications and in special instructionsissued by CNO and INSURV. Those who may beinvolved with ship trials should have a thoroughunderstanding of OPNAV Instruction 4700.8 andINSURV Instructions 9080.2, 9080.3, and 4730.11.Another good reference is Total Ship Test Program forShip Production, NAVSEA 0900-LP-095-2010.

Those instructions usually explain who willconduct, observe, and evaluate the trials; who mayattend as unofficial observers and for training; and theprocedures required to conduct the trials. This chaptercontains information on the following broad types ofship trials, some of which include more specializedtrials:

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Contract trials

Special trials

Pre-inactivation or pre-overhaul trials

Recommissioning trials

CONTRACT TRIALS

New ships and conversions done in naval or privateshipyards must undergo ship trials before they areaccepted by the Navy. These trials are held to show thatthe ship is seaworthy and satisfies the operational andtechnical criteria established by CNO, the SYSCOMs,and the shipbuilding plans and specifications. Contracttrials include builder’s trials, acceptance trials, and finalcontract trials, some of which may be combined undercertain conditions. We will explain each of them in thefollowing pages.

When a conventional ship is built or converted in aprivate shipyard, contractor personnel operate the shipthrough the ship’s CO during the builder’s andacceptance trials. SUPSHIP inspection officers observethe trials and evaluate results. The SUPSHIP inspectionofficer signs a completed test or trial memorandum toshow acceptance of a satisfactory trial. He then forwardsthe memorandum with the trial data to the SUPSHIPplanning department for approval before it is includedin the Ship Information Book.

A ship constructed or converted in a naval shipyardis usually commissioned several months in advance ofsea trials; therefore, the ship’s force usually carries outdock and sea trials. The shipyard’s ship superintendentobserves and evaluates the trials for the shipyardcommander.

For nuclear ships, the private contractor or navalshipyard conducts dock trials up to the time the reactoris made critical. The officer in charge then conducts theremainder of the dock and sea trials under the overalldirection of the shipyard commander or SUPSHIP.

During the final weeks of work when the builder ispreparing for and conducting ship trials, and before theacceptance trial, the engineer officer should submit tothe ship’s CO lists of incomplete or unsatisfactory workand lists of alterations and improvements essential to theship’s mission. The CO should resolve the discrepancieswith SUPSHIP or the shipyard commander, and submitrequests for additional work to NAVSEA or INSURVwhere the shipyard is not responsible for corrections.

Builder’s Trials

The builder of a new ship or major conversion mustconduct enough dock and sea trials to be reasonably surethe ship will meet the contract requirements just beforeit undergoes its acceptance trial. In a private shipyard,the contractor conducts these trials on conventionalships and a SUPSHIP representative and the prospectiveship’s CO observe them. (See the preceding paragraphfor nuclear ship trials.) For submarines, theshipbuilder’s specifications contain requirements forthe builder’s trial.

DOCK TRIALS.– When the installation andtesting of all machinery in the engineering spaces areabout complete, the builder conducts dock trials to showthe SUPSHIP and the prospective engineer officer thatthe ship is ready for sea trials. When personnel otherthan the ship’s force conduct dock or sea trials, theengineer officer should arrange to have his operatorsobserve the operations at the watch stations they will beexpected to man after the ship is commissioned.

SEA TRIALS.– The builder’s sea trial should takeplace as soon as possible after the builder’s dock trial.It should show that the ship is seaworthy and that all itsmachinery and equipment are ready for the acceptancetrials. A sea trial also shows the proper operation ofelectronics installations (such as air search radars, sonar,and similar equipments) that require land-free area anddeep water to operate properly. The sea trial shouldinclude all tests that cannot be performed with the shipmoored. When the sea trial has been completed,SUPSHIP or the shipyard commander notify INSURVof the results and any deficiencies that cannot becorrected before the acceptance trials.

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Acceptance Trial

An acceptance trial is conducted to show that theship was constructed or converted according to contractspecifications. Members of an INSURV regional boardor subboard inspect the work and witness the acceptancetrial, and INSURV Instructions 9080.2 and 9080.3describe the required tests and demonstrations. TheINSURV board may call for other tests anddemonstrations if it sees a need INSURV may authorizeacceptance of the ship for restricted service, or requireanother trial after deficiencies have been corrected.Also, it may accept the ship contingent upon thecompletion of some work before delivery. Whenacceptance is conditional, the INSURV board generallydelegates to the SUPSHIP or the shipyard commanderthe authority to decide when the conditions have beenmet. SUPSHIP or the shipyard commander then notifiesthe accepting authority, if it is impractical for theINSURV board to meet again.

Just before the acceptance trial, the responsibleSUPSHIP office or the planning department of the navalshipyard compiles the list of trial items for the INSURVboard. These include unsatisfactory items found duringconstruction or conversion, testing, inspections, orearlier trials. The INSURV board may require any or allof the following trials and tests during the acceptancetrial: 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 interestedSYSCOMS, the ship, and the contractor) passes on thetrial items submitted. INSURV officially classifies eachitem according to INSURV Instruction 4730.11, andadds any items resulting from the boards observationsand inspections.

When the acceptance trial has been completed, theINSURV board decides whether to accept the ship as ofthe scheduled end of the construction or conversionperiod, or at a later time. They decide on the basis of theresults of the trial and the material inspection, theseriousness of the work recommended, and the adviceof the SUPSHIP or the shipyard commander concerningthe time needed to do the work. The board may find thatthe deficiencies are serious enough to require anothertrial after they have been corrected. If so, they directSUPSHIP or the shipyard commander to recommend adate for the next trial and a new delivery and acceptancedate.

When INSURV decides that the deficiencies reducethe ship’s fitness for naval service but do not justifyrejection of the ship, they may recommend conditionalacceptance for restricted service. The restricted servicelimitations may be removed when the deficiencies havebeen corrected to the satisfaction of the TYCOM andapproved by CNO. Under special circumstances, theTYCOM may request a waiver with approval by CNO.

Final Contract Trial

INSURV normally conducts the final contract trialand material inspection about 6 months afteracceptance, or conditional acceptance, of the ship andbefore the end of the guarantee period. The object of thetrial is to determine if there are any defects that thecontractor caused and has not corrected. The engineerofficer must ensure that certain reports, test data, andpublications are available for inspection by the INSURVboard members immediately upon their arrival. SeeINSURV instructions for a list of these items. The ship’sCO also must submit to INSURV the work items thatwere unfinished at the preliminary acceptance trial, orwere authorized later, and which are not yet completed.

The ship’s force conducts the final contract trialunder the supervision of the INSURV board. The trialnormally includes a full-power trial. As soon as possibleafter the trial, the engineer officer or INSURV boardmembers make a thorough examination of thosemachinery parts that INSURV selects. When theengineer oficer does it, he reports the results to thecommanding officer, who forwards the report withcomments and recommendations to INSURV and toNAVSEA. Any defects must be corrected as soon aspossible after the final contract trial.

If INSURV finds the ship is acceptable, thePresident of INSURV recommends to the Secretary ofthe Navy that the ship be accepted as of a certain date.For ships constructed or converted at a private shipyardthe date usually coincides with the date the guaranteeexpires. If there are defects, INSURV recommendscorrective action. The Navy will correct these defectsand deduct their cost from the final payment to thecontractor for ships built in private shipyards. When theSecretary of the Navy accepts the ship, it is assigned tooperations with the fleet.

SPECIAL TRIALS

NAVSEA requires that trials be conducted on oneship from each class of ships, either new construction ormajor conversion, to determine various characteristics.

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The results of the trials supply the data for thedevelopment of operational information furnished to allships of the class. Other trials may be experimental toget data for design purposes. Trials also may beconducted on ships not considered as new constructionor major conversion to determine the effect of newlydesigned equipment, such as a propeller or rudder. Thesetrials require special instruments and are conducted byexperienced technical personnel.

NAVSEA selects the ship for a special trial andsubmits a letter to the CNO asking for the use of the ship.When CNO approves, the TYCOM makesarrangements with NAVSEA to conduct the trials.NAVSEA outlines procedures for the trials and assignsresponsibilities. Members of the ship’s engineeringdepartment usually act as engineering observers andrecord data during the trials.

In addition to miscellaneous experimental trials andtests, there are standardization trials, tactical trials, plantefficiency trials, vibration trials, and noise trials. We wiIlexplain each of them briefly in the followingparagraphs.

Standardization Trials

In this trial, the ship is operated over a measuredtrial course at both heavy and light displacement. Thepurpose is to determine the ship’s speed, shaft rpm,propeller thrust, and shaft horsepower characteristics.Test personnel use the data to prepare standardizedcurves for the displacement conditions of the trials, andissue them to all ships of the same class and to interestedfleet and shore activities. The Naval Ships’ TechnicalManual and the trial agenda prescribe additionalconditions for the standardization trials. The ship’sunderwater log is usually calibrated concurrently withstandardization trials.

Tactical Trials

The tactical trials usually consist of operationalprocedures to determine characteristics of the shiprelative to normal turning circles, acceleration anddeceleration in a straight path, maneuvering, and specialturns. Observations are made from stations aboard shipand ashore. NAVSEA will furnish personnel andinstrumentation for these trials, and will analyze andprepare the data for distribution.

ECONOMY TRIALS

NAVSEA may conduct economy trials to determinethe efficiency of the propulsion plant of a representativeship. The trial will depend on the type of propulsionplant in the representative ship and will be prescribed inthe trial agenda.

Fuel data obtained during the plant efficiency trialsare plotted directly on the standardization trial curves.The data represent the performance characteristics ofthe ship under ideal conditions and should not be usedfor logistics purposes.

NOISE TRIALS

The trial agenda prescribes the procedures used toconduct noise trials in a representative ship. Foradditional information, refer to NAVSEA0900-004-3000, Ship Acoustical Survey. The trialsconducted generally include one or more of thefollowing surveys or tests:

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Airborne noise surveys determine the characterof the noise in certain compartments and theremedial action required to reduce the noise toacceptable limits.

Underway radiated noise trials determine thecharacter and magnitude of the noise radiatingunderwater from the ship under variousoperating conditions.

Self-noise trials determine the interference of theship’s noise with its sonar equipment.

Overside noise tests determine the character ofnoise radiating underwater from individualequipments installed throughout the ship.

Structural-borne noise trials determine thesource and path of transmission of machineryvibrations to the water.

VIBRATION TRIALS

The trial agenda prescribes procedures used toconduct vibration trials in a representative ship. Theymay include one or more of the following tests:

l Hull vibration tests determine the character ofvibrations in the hull structure resulting frompropeller and wave action.

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l Propulsion system vibration tests determine . Component, system, and structural vibrationlongitudinal and torsional vibration tests determine the character and source of localcharacteristics of the ship’s propulsion vibrations in specific units, systems, and

system. structures.

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CHAPTER 10

OCCUPATIONAL HEALTH

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

. Describe the Navy’s asbestos control program. . Describe the Navy’s sight conservation program.

l Describe the Navy’s hearing conservation . Describe the Navy’s respiratory protectionprogram. program.

. Describe the Navy’s heat stress program. . Describe the Navy’s hazardous material and

hazardous waste program.

This chapter will give you broad coverage of thematerial described in the learning objectives. If you havedefinite responsibilities in any of the programsdiscussed, refer to those subjects in the NavyOccupational Safety and Health (NAVOSH) ProgramManual, OPNAVINST 5100. 19B.

THE ASBESTOS CONTROL PROGRAM

Asbestos is a fibrous mineral that can be used toproduce a fireproof material with high tensile strength,good heat and electrical insulating properties, andmoderate to good chemical resistance. Because of thesecharacteristics, asbestos is normally found aboard olderships in insulation (lagging) for high temperaturemachinery, boilers, and piping and in certain deck tilesand decorative paneling. Most new ships commissionedthrough 1976 contain some asbestos thermal insulation.Since 1974, most thermal insulation has been replacedwith nonasbestos material.

Asbestos is a known health hazard if it is absorbedinto the body. Asbestos materials used aboard ship arenormally not health hazards when they are in goodcondition, secured in place, and unlikely to be disturbed.Bound asbestos materials, such as gaskets, floorcoverings, and cements are not normally health hazardsunless you punch, grind, machine, or sand them, or whenthe material deteriorates. Our primary concern isasbestos that may become airborne through disturbance,damage, or friability. (Friable asbestos is loosely boundand the fibers may easily be crumbled or pulverized.)

Exposure to asbestos causes no known acute,immediate effects—most effects appear years after

exposure. This can cause carelessness, so be sure yourpeople understand the long-term effects. There is onlyone way to prevent the possibility of asbestos-relatedillness, and that is to avoid exposure. The Navy hasinstituted a program to control the use of asbestos andto replace any removed asbestos with a nonasbestossubstitute wherever possible.

The feasibility of evaluating the risk of specificexposures varies from ship to ship. Some tenders andrepair ships have devices to collect samples of airborneasbestos and personnel trained to use those devices andinterpret the results. Those ships should apply themeasurement procedures outlined in this chapter. Otherships should assume that all thermal insulation containsasbestos unless they know otherwise. They should thenadopt the protective measures that are required whereasbestos materials are worked.

The guidance in this chapter applies to afloat units.All ships should limit the removal of asbestos toemergency or operational readiness repairs to piping orequipment. Replace insulation with nonasbestosmaterials. Handle all other asbestos work according tothe Current Ship’s Maintenance Plan (CSMP), whichcalls for work to be done by a trained and equippedpersonnel at an intermediate maintenance activity(IMA) during repair availabilities.

PROGRAM ELEMENTS

An industrial hygienist is usually the best person tounderstand and deal with asbestos hazards. Few shipshave industrial hygienists, but some will have acorpsman trained to work with asbestos hazards. The

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asbestos control program consists of the followingelements:

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Identify asbestos hazards.

Control asbestos in the workplace.

Follow prescribed work practices.

Properly dispose of waste materials containingasbestos.

Use the Asbestos Medical Surveillance Program(AMP).

Train personnel to recognize asbestos hazardsand use precautions.

IDENTIFYING ASBESTOS HAZARDS

An industrial hygienist is required to survey allworkplaces at least once every 18 months to identifyasbestos hazards and recommend ways to eliminate orminimize them.

Each time you plan to remove or repair thermalinsulation, you should try to determine whether itcontains asbestos. Ships such as tenders usually havelaboratory facilities to identify asbestos, and the onlyacceptable identification is that done with polarizinglight. You cannot identify asbestos only by visualinspection, and you should never depend on anymanufacturer’s marking that identifies insulation ashaving no asbestos. If you cannot have the insulationtested properly, always assume it contains asbestos,especially on ships that were built before 1976.

CONTROL OF ASBESTOS IN THEWORKPLACE

There are five basic means to control asbestoshazards in the workplace: (1) substitute less-hazardousmaterials, (2) use engineering controls such as isolationor ventilation, (3) use administrative controls, (4) usepersonal protective equipment, and (5) rotate personnelin hazardous spaces to keep their exposure below thepermissible exposure limit (PEL). The ship shouldprepare asbestos control procedures that set forth itsengineering and work practice controls and have themready for review.

Whenever possible, an IMA or shore facility shouldrepair or remove asbestos insulation, using personnelwho are part of an ongoing AMP. When this work mustbe done at sea, the CO should authorize it and assign an

officer or petty officer trained in asbestos removal tosupervise the work.

Each ship that has asbestos thermal insulation onboard must have a three-person team trained to removethe asbestos and to use protective equipment needed forthe work. The team should be made up of a supervisor,a cutter, and a cleaner. The cutter moistens, cuts, andremoves insulation. The cleaner vacuums continuouslynear the repair to minimize the spread of dust and helpsmoisten the cut surfaces. The ship’s allowance list(AEL) includes the necessary protective equipment.

General Workplace Control Practices

Each ship should implement the following generalpractices to protect personnel from asbestos hazards:

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Use substitute materials approved by NAVSEAin place of asbestos-containing materials. Set ahigh priority on the replacement of materialcontaining friable asbestos.

Always try to wet asbestos before you work withit to prevent airborne fibers from exceeding thePEL.

Do not eat, drink, smoke, chew tobacco or gum,or apply cosmetics in the area where asbestoswork is underway.

Develop procedures to minimize theaccumulation of asbestos-laden waste dust andscrap materials. These should include wetting thematerial and using high-efficiency particulate air(HEPA) vacuum cleaning.

Collect and dispose of asbestos waste, scrap,debris, containers, equipment, andasbestos-contaminated disposable clothing insealed impermeable bags or other impermeablecontainers. Be sure these containers are coloreddistinctively for easy recognition. Double-bagasbestos waste before you dispose of it.

While at sea, try to limit asbestos work to smallscale, short duration repair or maintenanceactivities such as those in the followingparagraphs:

Make minor repairs of insulation on pipes. Aminor repair means you may remove andreinstall less than 3 linear feet of pipeinsulation or less than 3 square feet ofinsulation on surfaces other than pipe.

Replace asbestos-containing gaskets.

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– Install or remove electrical cables through ornear asbestos-containing materials.

Personal Protective Clothing

Personnel who handle asbestos-containingmaterials where the concentration of airborne fibers islikely to exceed the PEL should wear protectiveclothing. Be sure all openings are closed and that thegarment fits snugly around your neck wrist, and ankles.Tape the junctions at the wrist, ankles, and collar asnecessary to prevent skin contamination. The followingparagraphs list recommended items and precautions:

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Wear a full-body, one-piece, disposable coverallpreferably made of Tyvek or a comparablesubstitute. Use a Tyvek coverall with attachedhood if possible.

Hoods should extend beyond the collar of theoverall and completely protect the neck. Thehood should be made of Tyvek or a comparablesubstitute.

Wear medium-weight rubber gloves and a thincotton “under glove” to absorb perspiration.

Wear slip-resistant plastic shoe covers or heavypolyethylene shoe covers with slip-resistantsoles or lightweight rubber boots.

Wear face shields, vented goggles, or otherappropriate eye protection equipment wheneverthere is a possibility of eye irritation.

Respiratory Protection

When you are doing asbestos work and theconcentration of airborne fibers is unknown, wear afull-facepiece, continuous-flow coupled air respirator.The Ambient Air Breathing Apparatus meets thisrequirement. Personnel who are not working onasbestos but are in the space for other reasons shouldwear at least a half-mask air purifying respiratorequipped with a high-efficiency filter.

Warning Signs and Labels

The command should display warning signs at eachlocation where concentrations of airborne asbestosfibers may exceed the PEL. Post the signs at a distancefrom the area to warn anyone who may be approaching.The signs may include a list of the protective equipmentrequired for the area. The sign should contain at leastthe following information:

DANGER, ASBESTOS. CANCER ANDLUNG DISEASE HAZARD. AUTHORIZEDPERSONNEL ONLY. RESPIRATORS ANDP R O T E C T I V E C L O T H I N G A R EREQUIRED IN THIS AREA.

There may be conditions where containers of rawmaterials, mixtures, scrap, waste, debris, and otherproducts containing asbestos could increase thesurrounding levels of airborne asbestos fibers. If so,place warning labels on the containers in letters that arevisible and legible. The labels should contain at least thefollowing information:

DANGER, CONTAINS ASBESTOSFIBERS. AVOID CREATING DUST.CANCER AND LUNG DISEASEHAZARD.

Workplace Release Criteria

There are a few simple but necessary guidelines youshould follow before you reoccupy a space whereasbestos work has been done. Conduct a critical visualinspection after clean-up to be sure the area is clean andfree of visible asbestos dust. The safety officer mustconduct the inspection after emergency or operationalreadiness repairs at sea. Do not release an asbestoscontrolled area for unrestricted access nor for airsampling until the area has first been thoroughly cleanedand inspected. Use local exhaust ventilation if necessaryto be sure the atmospheric levels of asbestos do notexceed PELs.

DISPOSAL PROCEDURES

There are a few simple but important guidelines youshould follow to dispose of asbestos waste. Be sure thewaste is wet if conditions justify. Double-bag the wastein heavy-duty plastic bags or other suitableimpermeable containers that are color-coded for easyrecognition. Be sure all bags or containers have standardasbestos warning labels. Be careful that bags and othercontainers do not rupture when they are transported toa shore activity for disposal.

For guidance concerning specific health-relatedprecautions to be used for specific operations, consultthe cognizant industrial hygienist.

ENVIRONMENTAL PROTECTION LAWS

Repairs done at sea are not subject to theEnvironmental Protection Agency’s (EPA) emission

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standards for asbestos. However, tenders and repairships that do asbestos work in port in other thanemergency conditions must comply with EPA standards.

TRAINING

Shipboard asbestos removal teams should betrained through a formal course of instruction at a fleettraining center, at a ship repair facility, or at a shipyardlagging shop. All hands who work in areas that containasbestos insulation should be trained to recognize andreport damaged asbestos material. Copies of traininghandouts should be available to personnel upon request.Training records should identify the individuals anddates of training. All personnel who are now exposed ormay be exposed to asbestos (such as an emergencyrepair team) and their division officer and work centersupervisors should receive training in the followingsubjects at or before their initial assignment and eachyear thereafter:

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An overall review of the command’s andactivity’s asbestos program

The health effects and hazards of asbestos

The association between the smoking of tobaccoproducts and exposure to asbestos in producinglung cancer

The engineering controls and work practicesassociated with an individual’s work assignment

The purpose, proper use, and limitations ofprotective equipment

The purpose and description of the AMP

The description of emergency and clean-upprocedures

THE HEARING CONSERVATIONPROGRAM

The Navy recognizes hearing loss as anoccupational hazard that requires considerableattention. It is more common in ratings where personnelare exposed to high-intensity noise, such as gunfire ormissile fire, and intermittent noise, such as jet orpropeller aircraft, engineering machinery, andequipment. This section gives a broad view of thehearing conservation program, but there may be uniquenoise conditions that do not fall under currentinstructions and guidelines. In those cases, theresponsible party should request guidance and approval

from the Navy Environmental Health Center(NAVENVIRHLTHCEN).

PROGRAM ELEMENTS

The goal of the hearing conservation program is toprevent occupational hearing loss among Navypersonnel as far as possible. The program includes thefollowing elements:

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Survey work environments to identify hazardousnoise levels and personnel at risk.

Modify areas and equipment that producehazardous noise and reduce noise levels toacceptable limits. Use personal hearingprotective equipment as an interim measurewhile exploring engineering methods to reducenoise. Use administrative controls whereengineering controls are not feasible. Usehearing protective devices as a permanentmeasure only if engineering or administrativecontrols are not feasible.

Conduct periodic hearing tests to monitorprogram effectiveness and to detect earlychanges in hearing before permanent hearingloss develops. Provide follow-up diagnosticevaluation and treatment for all personnel foundto have loss of hearing.

Train all personnel who are exposed to hazardousnoise environments to understand that permanentloss of hearing is possible unless they protectthemselves. Train them in the command’sresponsibility to protect against hearing loss, andthe individual’s responsibility to followcommand procedures. Train them to use hearingprotective devices both on and off duty if they arein a noise hazard area.

NOISE MEASUREMENT AND EXPOSUREASSESSMENT

Before we can control noise, we must measure itaccording to standard procedures and then evaluate itagainst accepted criteria. Industrial hygienists or otherstrained in the procedures will normally measure thenoise throughout the ship at each 18-month baselineindustrial hygiene survey. They also will do a follow-onsurvey but they need not take actual measurements atthat time unless there is doubt about the baselinemeasurements. The safety officer should keep a copy ofthe record of noise measurements until it is supersededby a later survey. An industrial hygienist or other trained

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person will use the baseline noise measurements toassess the noise and recommend modifications ifnecessary. This is a complex task and may requirespecialized acoustical instruments. If the ship does nothave access to a formal noise assessment, you shouldassume personnel who work in noisy areas are at riskand protect them as well as possible under the guidanceof this program.

In some cases, industrial hygienists may decide thathearing protective devices do not give enoughprotection in a particular location. They will thenanalyze noise levels at that location from 84 dBcontinuous or intermittent noise to 140 dB peak soundpressure for impact or impulse noise. They willdetermine the potential hazard and recommendmodifications in noise reduction or hearing protectionto reduce it. They will resurvey within 30 days after anymodification that might alter the intensity of noise andrecommend action based on the results.

In areas where there is a strong potential for hearingdamage, a medical officer or audiologist will conducthearing medical surveillance on personnel who work inthe areas. They will use their findings to decide if andunder what circumstances personnel may continue towork there. They may recommend a reduction in noise,better hearing protective equipment, or both.

It may not be necessary to apply all hearingprotection measures in every case, but qualifiedprofessionals using approved methods should make thatdecision. For example, personnel who sometimes enternoise hazard areas may have to wear hearing protectiveequipment, but they will not need to have their hearingtested. At other times, noise may be intermittent and maynot require personnel to wear hearing protectiveequipment. These waivers must be justified anddocumented.

HEARING TESTS AND MEDICALEVALUATION

All personnel will receive a baseline hearing testwhen they enter the Navy. The results will serve as areference for further testing as long as they are in theNavy. Hearing tests done at military entrance stationswill not be used for this purpose.

Personnel who are assigned to duties in designatednoise hazardous areas or who operate noise hazardousequipment will be included in the hearing conservationprogram. An MDR will give these personnel a hearingtest annually for as long as they remain in a noisehazardous environment and will enter the results in their

medical files. The MDR will give additional hearingtests if anyone in the program develops hearingproblems.

PERSONAL HEARING PROTECTIVEDEVICES

Personal hearing protective devices should reducenoise to a level where it does no harm to hearing.However, only an industrial hygienist or othercompetent person can decide which device orcombination is suitable in each noise hazard situation.Normally, the correct devices will have been selectedand they should be available to you whenever you enterdesignated noise hazard areas. You should wear them atall times when the noise sources are operating,especially if you are subject to the noise of gun or missilefiring. When sound levels exceed 104 dB, you shouldwear double protection; a combination of insert-typeand muff-type hearing protection devices.

LABELING HAZARDOUS NOISE AREAS

Label all hazardous noise areas and equipment thatproduce hazardous noise with approved decals or labels.The labels are NAVMED 62602, Hazardous NoiseWarning Decal (8” x 10-1/2”), NS0105-LF-206-2605,and NAVMED 6260/2A, Hazardous Noise Label (1” x1-1/2”), NSN0105-LF-21 2-6020. Normally, you shouldpost the outside of doors and hatches leading into a noisehazardous area, but this does not include weathersurfaces. If a noise hazardous area has an entrance froma weather deck post the warning on the inside of theweather deck door or hatch. Do not label exteriors ofmilitary combat equipment, but notify the personnelwho operate and maintain the equipment about anynoise hazards. All hands are expected to comply withhazardous noise labels wherever they appear.

REDUCING NOISE

Most work to reduce or eliminate noise will be donewhen the ship and its equipment are designed,constructed, and tested, or following post-overhaulbaseline surveys. Any hazardous noise areas notidentified during those times are most likely due tomalfunctioning equipment. Other recommendations fornoise reduction may come from industrial hygienists orother workplace inspections, such as zone, INSURV,ISIC, or TYCOM. The CO should correct theseproblems as soon as possible.

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TRAINING

Personnel in the hearing conservation programshould receive 1 hour of training on the program beforethey go to work, and annually thereafter. The trainingshould include the following topics:

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The elements and rationale for the program

Designated noise hazardous areas and equipment

Proper use and maintenance of hearingprotective devices, including the advantages anddisadvantages of each type

The necessity for periodic hearing testing

Individual responsibilities

Off-duty hearing conservation

The effects of hearing loss on career longevity,promotion, and retention

The incidence of hearing loss within theindividual’s work spaces

RECORDS

Noise measurement data, including audiometricrecords and information in a person’s health recordshould be retained as required by current directives. Thefollowing specific records should be kept:

The MDR should record the results of hearing testsand exposure assessments in each person’s healthrecord. This includes reference audiograms,evaluations, dispositions, and referrals. Referencehearing tests should be recorded on form DD 2215 andmonitoring tests on form DD 2216. Individual exposurelevel data should be recorded on the DD 2215 or DD2216 in the Location-Place of Work section. The firstcopy of each of these forms should be sent toNAVENVIRHLTHCEN. The second copy should bekept for local use and may be destroyed when no longeruseful.

The MDR should keep a roster of personnel whoroutinely work in noise hazardous areas and update it asneeded and at least annually. The MDR should use thistickler file to schedule annual audiometric examinationsof these personnel.

THE HEAT STRESS PROGRAM

Heat stress is caused by certain combinations of airtemperature, thermal radiation, humidity, airflow, and

workload that reduce the body’s ability to adjust. Bodytemperature increases cause fatigue, severe headaches,nausea, and reduced physical and mental performance.If exposure is prolonged, the body’s temperature mayincrease and lead to heat exhaustion or heatstroke. Theseinjuries can be life threatening if they are not treatedimmediately. However, heat exposure occurs gradually,and the effects are reversible if you follow precautions.This section will cover the procedures we use to preventheat stress.

CONDITIONS LEADING TO HEAT STRESS

Heat stress can occur in most places throughout aship. However, the worst conditions are usually foundin areas that generate extra heat, such as machineryspaces, laundries, sculleries, and steam catapult rooms.The most common correctable causes of heat stress aresteam and water leaks, boiler air casing leaks, missingor deteriorated thermal insulation, ventilation systemsdefects, and weather conditions of high heat andhumidity. You can help reduce these conditions withproper maintenance on equipment that contributes tohigh 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 workstation before there is danger of heat stress. Morestrenuous work reduces stay time. Conduct heat stresssurveys at work or watch stations under any of thefollowing conditions: (1) when dry-bulb temperatureexceeds 100°F, (2) when heat or moisture is unusuallyhigh, and (3) before engineering casualty control drills.The next paragraphs describe the basic procedure usedin a heat stress survey; always refer to the instructionsbefore you begin.

1. First, use a WGBT meter to measure dry bulb,wet bulb, and globe temperatures at your watch or workstation and convert the readings to a WGBT index.

2. Next, enter the WGBT index on a PHEL chart.The PHEL chart contains six physiological heatexposure limits, or PHEL curves, that show the averagestay time in a given work environment before you arein danger of heat stress, The curves range from lightwork (PHEL curve 1) to heavy work (PHEL curve VI).

3. The WGBT index entered on the appropriatecurve on the PHEL chart will give you the maximumtime (stay time) you should remain at your station beforeresting.

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4. Add any notes on conditions in the space thatincrease heat.

5. When results show that personnel will beexposed to heat stress in less than 4 hours, send theresults to the CO promptly.

When stay time is greater than the duration of awatch or work period (normally 4 hours), conduct thenext survey during the hottest time of the day. If the staytime is greater than the normal watch or work period atthe hottest time of day, then you need only two surveyseach day.

When stay time is less than the watch or workperiod, conduct a survey at least once per stay-timeperiod. If you conduct more than one, conduct them atabout equal intervals. In these cases, be sure to recordthe outside weather dry-bulb and wet-bulbtemperatures. Compare those temperatures with thoseat work or watch stations to learn how much moistureis being added to the space due to steam and/or waterleaks.

RECOVERY TIME

When personnel leave a heat stress environmentbecause they have reached or exceeded their stay time,they should stay in a cool, dry area that will help a rapidrecovery. The length of recovery time in a cooled spaceshould be twice the exposure time, or 4 hours, whicheveris less. If there is evidence of cumulative fatigue, therecovery time should be longer. When personnel whocomplete recovery periods are often unable to carry outnormal work, or have frequent health disorders, theyshould be sent to the ship’s medical department forevaluation.

PRECAUTIONS AGAINST HEAT STRESS

Learn the symptoms of heat injury and take actionif you see the symptoms in yourself or others. Gettreatment in sickbay for heat rash or heat cramps. Reportvictims of heat exhaustion for treatment. Heatstroke isa medical emergency; cool the victim by any possiblemeans and get medical help immediately. If you areoften exposed to heat stress environments, take thefollowing precautions:

. Eat three well-balanced meals daily.

. Drink plenty of water.

. Do NOT take salt tablets.

Do NOT drink commercial electrolytesupplements instead of water.

Get at least 6 hours continuous sleep every 24hours.

Do NOT wear starched clothing.

Wear clean clothing made of at least 35 percentcotton (more natural fiber content means moreevaporation).

SIGHT CONSERVATION PROGRAM

Navy policy requires eye protection for personnelwho work in or visit areas or operations where there isdanger of injury to the eyes. This section will give youan overview of the sight conservation program thatimplements the policy. Refer to instructions for moredetailed information.

PROGRAM ELEMENTS

Each command will implement a sight conservationprogram that will include at least the followingelements:

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Use zone inspections and industrial hygienesurvey results to designate eye hazardous areas,processes, and operations.

Implement a ship’s vision screening programusing shore-based medical facilities.

Maintain sight protection equipment.

Establish procedures for the use of temporary eyewear.

Establish emergency eyewash facilities.

Follow approved safety standards that requireprotective eye wear.

Establish training and program enforcementprocedures.

EYE HAZARD AREAS

Responsible personnel will conduct a survey of allwork areas, processes, and operations to identify thosethat may be hazardous to the eyes. This survey will bepart of the workplace inspection and industrial hygienesurvey. 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-inchstrip of black and yellow checkerboard pattern on thedeck and a warning sign. The warning sign will bedirectly mounted on the hazard, component, machinery,boundary bulkhead, or door in a conspicuous locationand will read:

WARNING

EYE HAZARD

The word WARNING will be in yellowletters on a black background, and the wordsEYE HAZARD will be in black letters on ayellow background.

EYE PROTECTION DEVICES

Some examples of devices for eye protection aresafety glasses, chipper’s goggles, welder’s goggles,chemical goggles, face shields, and prescription safetyglasses. All such devices must be selected according toNavy Occupational Safety and Health (NAVOSH)Program Manual, OPNAVINST. 5100.19B. They mustbe adequate for the specified hazards, be reasonablycomfortable, fit snugly, and not interfere withmovement any more than necessary. They must bedurable, easy to clean, and capable of being disinfected.Trained personnel will issue personal eye wear and fit itat the time of issue. Eye wear furnished under the sightconservation program is Navy property and will berepaired or replaced if it is damaged.

All personnel who enter hazardous areas shouldwear protective eye wear. This includes crew members,visitors, supervisors, or personnel passing through. Thecommand will procure enough heavy-duty gogglesand/or plastic eye protectors for anyone entering an eyehazard area.

The ship’s supply department will order eye andface protection devices through the supply system. Theyshould check each item as it is received to be sure it islabeled “Z87.” This shows that the device complieswith American National Standards Institute (ANSI)Z87.1-1979.

Each person is expected to keep eye protectionequipment clean and fully operational and to use itproperly at all times. If eye protection equipment willbe reissued to a different person, it should first besanitized with hot, soapy water and rinsed of all tracesof soap or detergent. It should then be immersed for 10

minutes in a chlorine bleach solution, then rinsed andair dried.

EMERGENCY EYEWASH FACILITIES

The ship should have a combination of emergencyshower and eyewash or eye/face wash units in all areaswhere the eyes of crew members may be exposed tocorrosive materials. Self-contained eyewash units willbe provided where potable water and drainage is notavailable. The units should be of a type to treat the eyedamage that might occur in the particular area. Eachstation should be clearly marked with a safetyinstruction sign of white lettering against a greenbackground. Signs should be posted in a visible locationclose to the eyewash unit to identify it as an emergencyeyewash station. No unit will be more than 10 secondsor more than 100 travel feet from the hazard. Anyonewho uses an emergency eyewash should be examinedby medical personnel.

Each eyewash station located in remote orminimally manned areas should have a visual andaudible alarm that will be activated when the unit isused. The alarm should be located in an area where itcan always be seen and/or heard. A label plate should belocated at eye level in the immediate vicinity of thevisual alarm and should contain the following words:

WARNING

When the emergency shower (eyewash,eye/face wash) in (shop or space location) hasbeen activated, provide immediate personnelassistance and notify sickbay.

THE RESPIRATORY PROTECTIONPROGRAM

Many repair and maintenance operations generateair contaminants. Engineering controls, such as localexhaust ventilation, are the most effective means toprotect personnel against these contaminants. However,when engineering controls are not practical or feasible,respirators are necessary to assure the protection ofpersonnel. This section gives you an overview ofrespirators. Always read the instructions for a given typeof respirator before you use it.

NOTE: Military gas masks and medical/dentalsurgical masks may NEVER be used as air-purifyingrespirators. Gas permeable and soft contact lenses maybe worn with all respiratory protection.

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PROGRAM ELEMENTS

This section explains respirator programrequirements. It applies to all personnel and visitors whoenter an area where respiratory protective equipment isnecessary. This section does not address damagecontrol, gas free engineering, or underwater protection.The respiratory protection program includes thefollowing elements:

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Written standard operating procedures

Proper, hazard-specific selection of respirators

User training in the proper operation andlimitations of respirators

Regular cleaning and disinfecting of respirators

Convenient, clean, and sanitary storage ofrespirators

Inspection, repair, and maintenance ofrespirators

Industrial hygiene surveys to identify operationsrequiring respirators and recommend specifictypes of respirators

Use of only those respirators approved by theNational Institute for Occupational Safety andHealth (NIOSH) and Mine Safety and HealthAdministration (MSHA)

TYPES OF RESPIRATORS

The two basic types of respirators are air-purifyingand atmosphere-supply. We will explain each in thefollowing paragraphs.

Air-Purifying Respirators

This type of respirator removes air contaminants byfiltering them or by absorbing them as the air passesthrough the cartridge. In all cases when usingair-purifying respirators, the atmosphere must containenough oxygen, at least 19.5 percent by volume. Theyare available with different types of facepieces fordifferent levels of protection, and they come indisposable and reusable models. The cartridges, filters,and prefilters must be a type that is effective against thecontaminant present at the time of use. Air-purifyingrespirators may be either nonpowered or powered. Thenonpowered type depends on the user’s lungs while thepowered 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 protectsagainst particulate and the other protects against gas andvapor.

PARTICULATE AIR-PURIFYINGRESPIRATORS.– These respirators use cartridges,filters, and prefilters to protect against aerosols, that is,solid or liquid particles dispersed in air. They removetoxic and nontoxic dust, fog, fumes, mist, smoke, andsprays either singly or in combination.

GAS AND VAPOR AIR-PURIFYINGRESPIRATORS.– These respirators use cartridges andcanisters to remove contaminants through absorption.Most cartridges remove a specific type of gas or vapor,such as organic vapors, acid gases, ammonia, or carbonmonoxide.

FILTERS, CARTRIDGES, ANDCANISTERS.– Some manufacturers of air-purifyingrespirators combine the removal capabilities of two ormore type cartridges in a single cartridge. Others allowyou to screw together cartridges and combine theircapabilities. All manufacturers allow you to attach aprefilter to a cartridge and combine different degrees ofparticulate removal. Always follow the manufacturer’srecommendations when you combine filters, cartridges,and canisters.

Federal regulations require that each type ofrespirator cartridge/canister be color-coded to identifyits intended use. See the Navy Occupational Safely andHealth (NAVOSH) Program Manual, OPNAVINST1500. 19B, for information on color coding.

Each cartridge/canister is labeled with thecontaminant(s) it protects against and theNIOSH/MSHA approval number. Some labels mayprovide more information about the cartridge’scapabilities and limitations.

Atmosphere-Supplying Respirator

These types of respirators are used when thecontaminant has no warning property (odor), when thecontaminant’s concentration is too high to use anair-purifying respirator, or when the environment isimmediately dangerous to life and health (IDLH). Thetwo types of atmosphere-supplying respirators aresupplied-air respirators and self-contained breathingapparatuses (SCBA). We will explain each of them inthe following paragraphs.

SUPPLIED-AIR RESPIRATORS.– These arefurther divided into hose masks and air-line respiratorsdescribed in the next paragraphs.

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Hose Mask Respirators.– These consist of afacepiece, breathing tube, harness, and large diameter,thick wall, nonkinking, air supply hose. The air may besupplied by a blower, either motor or hand driven.

Air-Line Respirators.– These consist of afacepiece, hood, helmet or suit, breathing tube,regulator, and small diameter hose provided with somemeans to attach the hose to the user. Air is provided bya compressor, ambient air breathing apparatus (AABA),or compressed air cylinders. There are three types ofair-line respirators.

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Demand: Available only with a facepiece, itsupplies air to the user on demand (when heinhales).

Pressure Demand: Available only with afacepiece, it maintains a continuous positivepressure within the facepiece.

Continuous Flow: Available with facepiece,hood, helmet, or suit, it provides a continuouspositive pressure and flow of air.

SELF-CONTAINED BREATHING APPARA-TUSES.– These consist of a facepiece, helmet or hood, abreathing tube, and a source of air or oxygen, all of whichare carried by the wearer. SCBAs are divided into thefollowing closed- and open-circuit types:

Closed Circuit.– In closed circuit, or rebreathing,SCBAS, carbon dioxide (CO2) in the exhaled breath isremoved by a chemical canister, and the remaining airis rebreathed. There are two types: In one type theoxygen is provided by either high-pressure gaseousoxygen or gaseous oxygen converted from liquidoxygen. In the other type the water vapor in the exhaledbreath reacts with a chemical in the canister to releaseoxygen. The Navy oxygen breathing apparatus (OBA)is an example of the second type. The OBA is notapproved by NIOSH/MSHA for commercial use, and itis only authorized for damage control and fire-fightingoperations aboard ship. OBAs MUST NOT be used inflammable atmospheres because of the heat generatedby the canister.

Open Circuit.– In this type of SCBA, the exhaledair is expelled to the atmosphere, and air is provided tothe user from a compressed air cylinder. This type ofrespirator is available in either a demand orpressure-demand model.

Emergency Escape Breathing Device(EEBD).– This a special type of SCBA developedspecifically 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 byNIOSH/MSHA. If there is any doubt as to the respiratorrequired to protect against a particular contaminant, askan industrial hygienist.

Different respirators protect against differentcontaminants and concentrations of contaminants, soyou must select one that protects you from specificcontaminants. The industrial hygiene surveys will giveyou information on how to match contaminants andrespirators. Or if you need new information, ask anindustrial hygienist for help. Before you select arespirator, always ask the following questions about theconditions where you plan to use it:

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What are the warning properties of thecontaminant (smell, eye irritation, or respiratoryirritation)? Some contaminants do not haveenough warning properties to alert you torespirator failure. Vapor- and gas-removingrespirators are not approved for somecontaminants that include carbon monoxide,hydrogen cyanide, isocyanates, and methylalcohol.

Is the contaminant absorbed through the skin?

Are any of the contaminants IDLH, or will theycause ill effects after prolonged exposure?

What is the concentration of the contaminant inthe atmosphere?

What are the NAVOSH standards for maximumlevels of contamination in a given environment?

Is the atmosphere oxygen deficient or oxygenrich or will such conditions be created?

What is the nature, extent, and frequency of theduties to be performed in the work area?

What degree of protection is provided by theparticular respirator?

USING RESPIRATORS

Before you may use a respirator, you must meet thefollowing requirements:

. Be certified by the MDR as medically qualifiedto use each type of respirator required.

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. Pass a fit-test with each type of respirator youmay use.

. Be trained to use the respirator(s).

Checking Facepiece Seals

Complete the following seal checks on thefacepiece when you first put on a respirator:

POSITIVE PRESSURE CHECK.– Place yourpalm or thumb over the exhalation valve and presslightly. Exhale gently. The respirator is properly sealedif no air leaks around the edges and you feel a slightpositive pressure inside the facepiece.

NEGATIVE PRESSURE CHECK.- Place yourpalm(s) over the cartridge(s) or canister inlet. Inhalegently. The respirator is properly sealed if no air leaksaround the edges and you feel a slight negative pressureinside the facepiece as it collapses slightly towards theface.

Inspecting Respirators

Inspect all respirators routinely before and after use.Inspect emergency use respirators after each use and atleast monthly. Inspect SCBAs before and after each useand at least monthly. In all inspections, look for anydefects in fit; seal; material; filter, cartridge, or canisterselection; cleanliness; and function.

THE HAZARDOUS MATERIAL/WASTEPROGRAM

Navy ships require hazardous material (HM),therefore they produce hazardous waste (HW). Thehazardous material/waste program was developed tomanage both HM and HW. This chapter will cover thegeneral requirements for HM and HW, both of whichare a chain of command responsibility that begins withthe individual sailor and extends to the commandingofficer.

PROGRAM ELEMENTS

The following elements are needed to carry out aneffective HM/HW program:

l Designate adequate storage for HM/HW.

l Control purchasing, receipt, and issue to avoidaccumulation of excess HM.

. Follow approved safety standards for the use ofHM.

l

l

l

l

Collect, segregate, and dispose of HW.

Respond to HW emergencies.

Obtain material safety data sheets (MSDSs) foronboard HM.

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 theenvironment when purposefully released oraccidentally spilled. The most common HM areflammable/combustible materials, toxic materials,corrosive material (including acids and bases),oxidizing materials, aerosol containers, and compressedgases.

There are other HM that we will not cover in thismanual because the engineering department is seldominvolved with them. They are ammunition, weapons,explosives, explosive-actuated devices, propellants,pyrotechnics, chemical and biological warfarematerials, medical and pharmaceutical supplies,medical waste and infectious materials, bulk fuels, andradioactive materials.

HAZARDOUS WASTE

HW is any discarded material (liquid, solid, or gas)that meets the definition of HM and/or is designated asa hazardous waste by the EPA or state authority. Theterm hazardous material turned into store (HMTIS)refers to usable HM in excess of a ship’s needs andawaiting transfer to a shore activity. The term hazardousmaterial turned into disposal (HMTID) refers tononusable HM awaiting transfer to a shore activity fordisposal.

MATERIAL SAFETY DATA SHEETS

MSDS are technical bulletins that containinformation about material such as composition,chemical and physical characteristics, health and safetyhazards, and precautions for safe handling and use.MSDSs are required for every HM and they must bereadily available to personnel who use or handle HM.The Naval Safety Center assigns numbers to all MSDSsused by forces afloat. MSDS numbered stickers areprovided to help correlate the MSDS to the product labelfor ready reference, recognition of hazardous material,and training. All personnel using HM must be trained to

10-11

read and understand the dangers and precautionsdescribed on the MSDS before they actually use thematerials.

STORING HM/HW

Material normally thought to be safe may behazardous under certain conditions. Therefore, it mustbe stowed so incompatible chemicals are separated.Store all large quantities of flammable and combustibleliquids with a flash point less than 200°F, and coolants,hydraulic fluids, lubricants, and aerosols in flammableliquid storerooms, ready service storerooms, or issuerooms. When flammable liquids are used frequently,store limited quantities in flammable liquid cabinetsnear the work space. Do not use these cabinets to storemore than 30 gallons of flammable liquid per space.

The HM/HW coordinator should keep a list of allstowage locations for HM/HW, the capacity of each, andthe type of material for which each is designated. TheXO, safety officer, and department heads should reviewthe list annually to find ways to minimize storagelocations by consolidating compatible materials. Thegas free engineer, damage control assistant, and MDRshould get a copy of the list. If the ship does not haveenough protected, ready service stowage for HM, theCO should request a SHIPALT to provide the space.

Equip HM stowage locations other than cabinetsand lockers with supply and exhaust ventilation. Theindustrial hygiene officer will decide if ventilation isadequate. Restrict access to HM stowage locations topersonnel authorized by the responsible division officer.The gas free engineer must approve entry to confinedlocations.

Hold weekly and quarterly inspections of all HWstorage spaces. Look for loosely fitted closures,corrosion, leakage, improper or inadequate labeling,and expired shelf life. Report any dangerous situationsto the responsible division officer and the HM/HWcoordinator.

Post stowage cabinets with warning signs to showthe type of HM stored. If lockers and cabinets containflammable and combustible liquids, attach apermanently mounted label with the following words:

FLAMMABLE/COMBUSTIBLELIQUIDS

DURING STRIP SHIP CONDITION, THECONTENTS OF THIS CABINET SHALL BERELOCATED TO A FLAMMABLE LIQUIDS

STOREROOM, ISSUE ROOM, OR READYSERVICE STOREROOM.

CONTROLLING HM/HW

When your ship receives HM through the supplysystem, check all containers to be sure they contain amanufacturer’s label; you may refuse the item if it hasno label. If the ship receives containers of HM throughopen purchase, accept them only if they contain amanufacturer’s label and the ship has an MSDS for thematerial. When HM containers are accepted and broughtaboard, immediately place them in an appropriatestowage location based on the hazard identification.

Marking HM Containers

Manufacturer’s labels for shipboard identificationof HM containers must clearly identify the materialname, the manufacturer’s name and address, and thenature of the hazard presented by the HM. When youdispense hazardous material from the shippingcontainer to an unmarked container, mark the receivingcontainer with the same information.

Issuing HM

Issue HM from the flammable liquids storeroom orother issue rooms in amounts you need to satisfyimmediate needs during a work shift. Generally, youshould not keep more than a week’s supply of a routinelyused item in or near the user compartment.

Open Purchase of HM

COs may authorize open market purchases of HMwhen the stock-numbered product is clearly inferior orwhen supply cannot meet an urgent need. Get an MSDSfrom the manufacturer or supplier before buying thenew product, and be sure the new product is NOT morehazardous than the stock item. When you believe thestock item is inferior, you must justify your position tothe supply officer, who will then submit a COSALfeedback form.

Inventorying HM

In addition to an up-to-date running inventory ofHM, your ship must hold an annual inventory of all HMaboard. The inventory will be compared with the ship’shazardous material list (SHML) and presented to thesupply officer, the responsible division officer, and the

10-12

HM/HW coordinator, who will decide if any action isneeded to satisfy operational requirements.

HM and Combat Readiness

Each ship should establish procedures to identify,mark, evaluate, and eventually remove HM inpreparation for battle (a strip ship bill). Most HM canbe dangerous to personnel and the ship if they areopened or set on fire during battle. Give priority to HMthat supports or accelerates fires or produces toxiccombustion products.

Removing Excess HM

Turn over any excess HM to the supply departmentfor off-loading to the appropriate shore activity asHMTIS. Label each container and include a DD form1348-1.

COLLECTING AND DISPOSING OFHAZARDOUS WASTE

Controlled disposal of shipboard HW is animportant element in the Navy’s HM/HW managementprogram. Carefully follow the shipboard HW disposaland off-loading practices to keep down the workloadand to comply with HW regulations. The disposalrequirements we have explained in the next paragraphsdo not preclude the discharge of HM/HW during anemergency situation where there is danger to the healthor safety of personnel or danger of damage to the ship.

Collecting Hazardous Waste

When you collect HW, segregate it, place it incontainers used for the original material or inimpervious containers specified for that material. Labelit to show contents and store it in appropriate locations.Follow the stowage precautions used for oil pollutionabatement including the segregation of oily wastes, usedoil, and waste oil. If your ship has oily waste holdingtanks, direct all shipboard oily waste to those tanks.Collect used lube oil separately, store it, and label it tobe recycled ashore. Also collect synthetic lube oils andhydraulic oils separately from other used/waste oils. Ifyour ship does not have a system to collect usedsynthetic 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 NavyOccupational Safety and Health (NAVOSH) ProgramManual, OPNAVINST 5100-19B, for instructions onthe emergency response to and disposal of HM/HW.

Shore Requirements for Off-loading HW

Give HW to the supply department, which willcollect all the ship’s HW and off-load it to theappropriate shore facility (usually the public workscenter) as HMTID using the following procedures:

l

l

l

The supply officer contacts the appropriate shoreactivity to ask for a pickup and learn localrequirements.

The providing ship’s department packs anyturn-in material in approved DOD containersprovided by the supply department and labelsthem as to contents. Do not mix differentsubstances in the same container. If you do, theshore facility may charge your ship for the costof laboratory analysis to identify the HW.

Complete a DD form 1348-1 for each type ofHW.

HM/HW TRAINING

Work center supervisors will train all newlyreported personnel on HM/HW when they report onboard, and annually thereafter in the following subjects:

The types of HM in their work area and aboardship

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 acopy 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 tohandle HM/HW emergencies will receive annualtraining on HM/HW emergency procedures. This willinclude at least one drill.

10-13

APPENDIX I

REFERENCES USED TO DEVELOPTHE TRAMAN

NOTE: Although the following references were current when thisTRAMAN 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 Subjectldentifcation 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 June1991.

Standard Organization and Regulations of the U.S. Navy, OPNAVINST 3120.32B,Office of the Chief of Naval Operations, Washington, D.C. 20350-2000, 26September 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 5450Ser 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 February1989.

Ships’ Material and Maintenance (3-M) Manual, OPNAVINST 4790-4B, Officeof the Chief of Naval Operations, Washington, D.C. 20350, 13 August 1987.

AI-1

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 ofNaval 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 July1988.

CHAPTER FOUR

Awards for Intratype Battle Efficiency Competition and Insignia to Certain Weaponand Operation, OPNAVINST 3590.4F, Office of the Chief of NavalOperations, Washington, D.C. 20350-2000,4 April 1990.

Engineering Operational Sequencing System (EOSS), OPNAVINST 9200.3, Officeof 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 ForcesAfloat, OPNAVINST 5100.19B, Volumes 1 and 2, Office of the Chief of NavalOperations, Washington, D.C. 20350-2000, 11 April 1989.

Propulsion Examining Board for Conventionally Powered Ships, OPNAVINST3540.F, Office of the Chief of Naval Operations, Washington, D.C. 20350, 22August 1988.

Ship Exercises FXP-3(E) NOTAL, OPNAVINST 9094.1A, Office of the Chief ofNaval 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, NAVSEAS0752-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 October1990.

AI-2

Naval Ships’ Technical Manual, S9086-T8-STM-000, Chapter 593, “PollutionControl,” Naval Sea Systems Command, Washington, D.C. 20362, June 1980.

Naval Ships’ Technical Manual, S9086-7G-STM-000, Chapter 997, “DockingInstructions 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. 25November 1985.

Quality Assurance Terms and Definitions, MIL-STD-109B, Naval Ships SystemsCommand, Washington, D.C., 4 April 1969.

Submarine Force Quality Assurance Manual, COMNAVSUBLANT/COMSUBPACINST 4855.2, Commander Submarine Force, United StatesAtlantic Fleet, Norfolk, Va., 16 September 1986.

Submarine IMA Planners Handbook, S9002-AG-HBK-010/IMA Plan, Naval SeaSystems Command, Washington, D.C., September 1986.

Surface Ship IMA Planner's Handbook, S9AAO-AC-HBK-010/IMA Planner,Naval Sea Systems Command, Washington, D.C., 21 July 1986.

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 andSurvey, Washington, D.C. 20372, 15 April 1986.

Reports of Trials, Material Inspections and Surveys Conducted by the Board ofInspection and Survey, INSURVINST 4730.8G, Board of Inspection andSurvey, Washington, D.C. 20372, 28 November 1984.

Ship Construction Test and Trials Manual, NAVSEA 0900-LP-095-2010, Naval SeaSystems 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 Inspectionand Survey, Washington, D.C. 20372, 18 June 1985.

CHAPTER TEN

Navy Occupational Safety and Health (NAVOSH) Program Manual for ForcesAfloat, 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/equipagelists, 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

B

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

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 ship’s 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

evaluation phase, 7-6

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

Engineering records–ContinuedDegaussing 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 officer’s night order book, 2-24

Engineering department organization, 1-4

directives, 1-22

division personnel, 1-13

divisions, 1-11

engineer officer, 1-6

ship’s 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

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

Engineer’s 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 ship’s operating target (OPTAR),5-24

departmental budgets, 5-25

supply petty officer’s 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 king’s 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

engineer’s 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

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

NAVSUP 1250,5-15

NAVSUP 1348-6,5-16

NAVSUP 306,5-21

O

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

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

INDEX-4

Propulsion steam turbine and reduction gear operatingrecord, 2-8

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

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-ship’s 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

Repair activities, 9-3

intermediate maintenance activity (IMA),9-3

naval shipyard, 9-8

ship repair facility (SRF), 9-6

ship’s 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

S

Securing schedules, 4-6

Shakedown and refresher training, 3-2

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

Ship’s bills, 1-23 T

Ship’s 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 officer’s records, 5-26

Supply publications, 5-13

afloat shopping guide (ASG), 5-13

identification lists, 5-13

management list-Navy, 5-13

master cross reference list (MCRL), 5-13

master repairable item list (MRIL), 5-13

Survey of material, 5-23

3-M systems, 2-23

current ship’s maintenance project, 2-24

feedback form, 2-23

planned maintenance schedules, 2-23

ship’s 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

W

Watch organization, 1-15

Warming-up schedules, 4-16

INDEX-6

Assignment Questions

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

ASSIGNMENT 1

Textbook Assignment: “Engineering Organization,” chapter 1, all .

1-1. What o f f i cer has the respons ib i l i tyto organize the off icers and crewof a ship?

1. The type commander (TYCOM)2. The squadron commander3. the commanding officer4 . the execut ive o f f i cer

1-2. What o f f i cer has the respons ib i l i tyto ass ign indiv iduals to batt lestat ions?

1. The commanding officer2. The execut ive o f f i cer3. The department head4 . The d iv is ion o f f i cer

Figure 1A

IN ANSWERING QUESTIONS 1-3 THROUGH 1-10,CHOOSE THE ORGANIZATIONAL TERM IN FIGURE1A THAT IS DEFINED IN THE QUESTION.

1-3. The basis for the organization ofcombat ships.

1. A2 . C3. D4. E

1-4 . A task that must be completed bythe engineer o f f i cer ass igned to anewly commissioned ship.

1. B2. C3. G4. J

1 -5 .

1-6.

1 -7 .

1-8.

1 -9 .

A clear path of delegatedauthor i ty .

1. A2. B3. F4. H

The concise relationship betweenand among the individuals in anorganizat ion .

1. A2. B3. D4. H

The basic relationship between thecomponents of an organization.

1. A2. B3. G4. H

The means through which anengineering department maintainsi t s e f f e c t i v e n e s s .

1. A, B, D, F2. B, D, F, J3. D, G, H, I4. F, H, I, J

The requirements that any personreceives orders from only oneperson, one person controls onesegment of the organization, andall persons know to whom they arerespons ib le .

1. C2. F3. H4. J

1

1-10.

1-11.

1-12.

The degree of complexity andrespons ib i l i ty in an organizat ion ,the number of persons supervised,and the way the supervisor shoulduse time.

1. C2. E3. F4. I

The engineer o f f i cer i s d i rect lyresponsible to which of thefo l lowing o f f i cers for a l l mattersconcerning the engineeringdepartment?

1. The TYCOM2. The commanding officer3. The execut ive o f f i cer4. The OOD

When a division officer wants todisable equipment that willadverse ly a f fec t the sh ip ’ smission, the action must beapproved by the engineer off icerand what other off icer(s)?

1. The execut ive o f f i cer2. The EOOW and the executive

o f f i c e r3. The commanding officer and the

TYCOM only4 . The commanding officer and the

TYCOM or the fleet commander

In answering questions 1-13 through@ 1-15, assume the engineer officer is

about to be detached and his replacementhas reported on board the ship.

1-13. What officers must jointly sign theengineering department’s materialand records?

1.

2.

3 .

4 .

The departing engineer off icerand the engineering divisiono f f i c e r sThe commanding officer and thearr iv ing engineer o f f i cerThe main propulsion assistantand the departing engineero f f i c e rThe departing engineer off icerand the arriving engineero f f i c e r

1-14.

1-15.

What officer determines the actualcondition of the engineeringdepartment and fixes responsibil ityfor any de f i c ienc ies?

1. The arriving engineer officer2 . T h e e x e c u t i v e o f f i c e r3. The commanding officer4. The departing engineer off icer

What officer prepares surveys onmissing equipment?

1. The main propulsion assistant(MPA)

2. T h e d e p a r t i n g e n g i n e e r o f f i c e r3. The arr iv ing engineer o f f i cer4. The execut ive o f f i cer

Figure 1B

IN ANSWERING QUESTIONS 1-16 THROUGH 1-22,CHOOSE FROM FIGURE lB THE OFFICER THAT HASTHE RESPONSIBILITY DESCRIBED IN THEQUESTION.

1-16. Direct ly respons ib le for theoperation, care and maintenance ofthe ship’s propulsion machinery.

1. A2 . B3. D4. H

1-17. Direct ly respons ib le for thepreparation, submission, anddisposition of the Engineering Logand Engineer’s Bell Book.

1. A2. C3. E4. H

2

1-18.

1-19.

1-20.

1-21.

1-22.

Serves as the CBR officer and gas-free engineer.

1. B2. C3. E4. G

Acts as A & R division officer whenn o o f f i c e r i s a s s i g n e d , s u p e r v i s e shul l repairs , and establ i shes andm a i n t a i n s t h e d a m a g e c o n t r o lorganizat ion .

1. A2. B3. C4. E

Oversees the ship ’ s c losed-c i rcui ttelevision entertainment.

1. D2. F3. H4. I

Serves as e lec tr i ca l o f f i cer whenthe ship cannot assign a full-timeo f f i c e r t o t h a t p o s i t i o n .

1. C2. E3. H4. I

Is NOT a special assistant to theengineer o f f i cer .

1. B2. D3. E4. G

Figure 1C

IN ANSWERING QUESTIONS 1-23 THROUGH 1-28,CHOOSE THE DIVISION FROM FIGURE 1-C WHOSERESPONSIBILITIES ARE DEFINED IN THEQUESTION.

1-23.

1-24.

1-25.

1-26.

1-27.

1-28.

Has no responsibil ities on shipspowered by gas turbine engines.

1. A2. B3. C4. D

Maintains forced draft blowers,fuel oil storage tanks, and thefue l o i l tes t laboratory .

1. A2. B3. C4. E

Maintains emergency generators, aircondi t ioning and re fr igerat ionsystems, winches, and cranes.

1. A2. B3. D4. E

Maintains engine room uptakespaces, engineering storerooms, andshaf t a l leys .

1. A2. B3. C4. D

Operate(s) and maintain(s) thes h i p ’ s e l e c t r i c a l d i s t r i b u t i o nsystems, sh ip ’ s serv ice generatordrive units, engine roomauxiliaries, the dead reckoninganalyzer, and degaussing systems.

1. A and C2. A and D3. C and M4. C only

Maintain(s) repair party lockers,f irefighting equipment, personalprotective clothing, underwater logsystems, and CCTV systems.

1. A and B2. C and E3. D and E4 . E only

3

1-29. A division officer does NOT havewhich of the followingr e s p o n s i b i l i t i e s ?

1. Direct the operation of thed i v i s i o n

2. Punish for minor offenseswithout court martial

3. Recommend personnel foradvancement

4. Establish and maintain divisionorganization manuals

1-30. What officer(s) must approvetrans fer o f en l i s ted personnelbetween departments?

1.2.3.4.

1-31. The

The commanding officerThe execut ive o f f i cerThe concerned department headsThe concerned division heads

technical and materialassistant does NOT have which ofthe fo l lowing respons ib i l i t i es?

1. Review maintenance documents2. Ensure proper maintenance of

equipment and systems3. Submit supply status reports to

the commanding officer4 . Review accuracy of all

completed maintenance datacollection systems (MDCS)documents

1-32. The engineer officer assignspersonnel to divisions on whatbas is?

1. Training2. Performance3. Ship’s personnel assignment

b i l l4. S e n i o r i t y

1-33. What is the primary tool for Navyenl is ted c lass i f i cat ion (NEC)coding?

1. NAVMEDINST 23002-A2. NAVPERS 18068-F3. NAVPERSMILSPEC 69701-B4 . BUMEDINST 64701

Figure 1D

IN ANSWERING QUESTIONS 1-34 THROUGH 1-40,CHOOSE THE RATING(S) FROM FIGURE lD WHOSEDUTIES ARE DESCRIBED IN THE QUESTION.

1-34. Ensures that fuel and water used inthe propulsion plant meets p e c i f i c a t i o n s .

1. A2. E3. G4. J

1-35. Operates diesel engines on atugboat.

1. E2. G3. H4. I

1-36. Ensures that the ship’s telephonesystems are in good working order.

1. D2. E3. F4. I

1-37. Most often train other personnel inCBR defense.

1. A and E2. B and C3. G and H4. Hand I

1-38. Stands cold iron and fire watches.

1. A2. C3. E4. J

4

1-39. Manufactures a replacement for apump shaft.

1. B2. C3. G4. H

1-40. Repairs a de fec t ive re f r igerat ionsystem.

1. C2. F3. H4. I

1-41. What is the primary objective ofthe ship’s watch organization?

1. To maintain accountability ofpersonnel

2. To ensure the ship’s security3. To get the ship underway4. To maintain control and

d i s c i p l i n e

1-42. What condition watches require someor all armament to be ready forimmediate use?

1. I , I I , I I I , IV , and V2. I , IE , I I , and I I I3. I I , I I I , IV , and V4 . I, IE, IV, and V

1-43. In most ships, the engineeringdepartment operates under the samerequirements in what conditionwatches?

1. I and II2. II and III3. III and IV4 . IV and V

1-44. To ensure a smooth transition amongwatches III, IV, and V, each watchis divided into how many sections?

1 . O n e2. Two3. Three4. Four

1-45. Which of the following is NOT arequirement for condition V?

1. Secure the engineering plant2. Do not man weapons batteries3. Set condition YOKE4. Man the CIC

1-46. The fifth general degree ofreadiness is also known as

1. wartime cruising2. peacetime cruising3. general quarters4. emergency response

1-47. A ship in port during peacetimewith no need for armament is inwhat condition of readiness?

1. I2. II3. IV4. V

Figure 1E

IN ANSWERING QUESTIONS 1-48 THROUGH 1-52,CHOOSE THE OFFICER FROM FIGURE lE WHO HASTHE WATCH RESPONSIBILITIES DESCRIBED INTHE QUESTION.

Questions 1-48 through 1-55 refer to at-sea watches.

1-48. For safe navigation and generaloperation of the ship, the OODreports to what off icer?

1. A2. B3. D4. J

5

1-49.

1-50.

1-51.

The ship’s material condition ofreadiness and the operation of thevarious hull systems are the directresponsibility of what officer?

1. B2. C3. F4. I

On matters of watertight integrity,s tabi l i ty . t r im, and othercondi t ions that a f fec t the sa fetyof the ship, the damage controlwatch officer reports to whato f f i c e r ?

1. A2. B3. C4. G

The decision as to whether ano f f i c e r o r s e n i o r p e t t y o f f i c e r i squalified for EOOW is made by whato f f i c e r ?

1. A2. B3. C4. E

1-52. The safe arid efficient performanceof the engineering departmentwatches (except damage control) isthe d irect respons ib i l i ty o f whato f f i c e r ?

1. C2. E3. H4. I

1-53. When a ship does not have enoughofficers to man all positions, whatranks and/or rates may serve asEOOW?

1. Officers LTJG and above only2. Officers LTJG and above and

master ch ie f pet ty o f f i cersonly

3. All officers and master chiefpet ty o f f i cers on ly

4. Al l o f f i cers and a l l ch ie fp e t t y o f f i c e r s

1-54. The structure of the engineeringwatch organization aboard ship isdetermined by which of thefollowing conditions?

1. The type of ship2. The number of engineering

personnel3. The type and configuration of

engineering machinery4. The qual i f i cat ions o f

engineering personnel

1-55. You can find the engineering watchorganization and instructions inwhat document?

1. The functional guide2. The watch coordinator’s guide3. The engineering department

organization and regulationsmanual

4 . The structural organizationchart

Questions 1-56 through 1-66 refer to in port watches.

In answering questions 1-56 through 1 -59 , choose the o f f i cer f rom f igure

lE who has the watch responsibil itiesdescribed in the question.

1-56. What officer will sometimes assumethe duties of the EOOW in port?

1. F2. G3. I4. J

1-57. What off icer is assigned as deputyto the execut ive o f f i cer to carryout the routine duties of a ship inport?

1. F2. G3. H4. J

6

1-58. W h e n t h e e n g i n e e r o f f i c e r i sabsent , the EDO makes h is reportsto which o f the fo l lowing o f f i cers?

1. A or B2. B or J3. E or G4. G or H

1-59. The engineering department’scondition V watch organization isthe d irect respons ib i l i ty o f whato f f i c e r ?

1. C2. E3. F4. I

1-60. What ship’s officer(s) may serve ascommand duty officer?

1. A l l o f f i c e r s2. A l l o f f i c e r s e l i g i b l e f o r

command at sea only3. The execut ive o f f i cer on ly4. The engineer off icer only

1-61. When the ship receives power fromthe dock, what watch mans theengineering spaces?

1. Auxi l iary2. c o l d i r o n3. Fireroom4. S e c u r i t y

1-62. After the daily engineering watchbill has been approved, it may bechanged only with the approval ofwhat person(s)?

1. The CDO2. The EOOW or OOD3. The engineer officer or his

representat ive4. The engineer off icer only

1-63. What o f f i cer or pet ty o f f i cer hasdirect respons ib i l i ty to be sure

A. DirectiveB. InstructionC. Military procedureD. Military orderE. Military policyF. Military regulationG. Navy instructionH. Navy noticeI. Ship’s bill

properly to their watch stations?

1. EOOW2. EDO3. Division duty petty officer4. Leading chief petty officer

( LCPO )

engineering personnel report

1-64.

1-65.

1-66

The d iv is ion duty pet ty o f f i cers inengineering report to what off icer?

1. The execut ive o f f i cer2. The CDO 3. The EDO4. The LCPO

When the division officer isabsent, what person oversees thebus iness o f the d iv is ion?

1. The LCPO2. The d iv is ion duty pet ty o f f i cer3. The EDO4. The CDO

What watch uses the ship’sequipment to furnish power in port?

1. Auxi l iary2. Fireroom3. Engine room4. c o l d i r o n

Figure 1F

IN ANSWERING QUESTIONS 1-67 THROUGH 1-72,CHOOSE THE DOCUMENT FROM FIGURE 1-F THATIS DEFINED IN THE QUESTION.

1-67. A series of coordinated steps inthe performance of a function.

1. A2. C3. F4. H

7

1-68. Has a long-term reference value andmay be canceled only by theo r i g i n a t o r .

1. A2. E3. G4. H

1-69. Describes a course of actionfor ag iven s i tuat ion .

1 . C2 . D3 . E4 . F

1-70. Used by a command to prescribepolicies, organization, procedures,

1-71. Used for a short term, usually lessthan 6 months, and canceledautomatically.

1. D2. E3. G4. H

1-72. A guide for the assignment ofpersonnel to duties or stations.

1. B2. G3. H4. I

and methods.

1. A2. B3. F4. G

8

ASSIGNMENT 2

Textbook Ass ignment : “Record System,” chapter 2 , a l l , and “Training , ” chapter 3 , a l l .

2-1. As coordinator of administrative2 -6 . The Engineering Log will be

maintained on board for what

2 -2 .

2-3.

2-4

matters of ships assigned, theTYCOM issues directives accordingto what publication?

1. SECNAVINST P5212.5C2. OPNAVINST 5120.2E3. OPNAVINST 5214.2B4. NAVOSHINST 5119.C

What manual provides guidance forrecord handl ing respons ib i l i t ies?

1. The department manual only2. The division manual only3. The department and divisional

organization manuals4. The 3-M manual

You will f ind up-to-date andcurrent forms issued to forcesafloat in what publication?

1. NAVSUP 20022. GENSPEC 5130.2B3. OPNAVINST 51OO.19F4. NAVSUPUB 5800.2

When a ship is removed from thelist of naval ships, what is thedisposition of the Engineering Logand Bell Book?

1. They are retained on boardunt i l the ship i s react ivated

2. They are forwarded to thenearest records managementcenter

3. They are released for disposal4. They are forwarded to NAVSEA

2-5 . When the commanding officer hassigned the Engineering Log, it maybe changed only under which of thefo l lowing condi t ions , i f any?

1. With the engineer o f f i cer ’ spermission

2. If it has been completed inp e n c i l

3. With the CO’s permission ord i r e c t i o n

4. None

minimum number of years?

1 . One2 . T w o3. Three4 . F o u r

2-7 . The throttleman’s assistant maymake entries in the Engineer’s BellBook under which of the followingcondi t ions?

1. While being relieved for chowin condi t ion I

2. During special evolutions thatinvolve frequent speed changes

3. Whenever an assistant ispresent

4. When conducting ECC drills

2 -8 . When the last entry has been madein the Engineering Bell Book beforethe watch changes, it should besigned by which of the followingpersons?

1. The upper levelman2. The EOOW3. The engineer o f f i cer4 . The MPA

2-9 . General operating records arenormally retained on board for whatminimum period of time?

1. 1 year2. 2 years3. 3 years4 . 4 years

2-10. When the EOOW is NOT stationed inthe engine room, which of thefollowing persons may sign theEngineer’s Bell Book?

1. The throttleman2. The senior person assigned to

the space3. T h e s p a c e s u p e r v i s o r4 . T h e d i v i s i o n o f f i c e r

9

Figure 2A

IN ANSWERING QUESTIONS 2-11 THROUGH 2-21CHOOSE THE RECORD FROM FIGURE 2A THAT ISUSED FOR THE PURPOSE SHOWN IN THEQUESTION.

2-11. Maintained for one or more mainengines in operation.

1. A2. B3 . C4. I

2-12. Maintained for main and auxiliarydiesel-powered engines.

1. A2. B3 . C4. G

2-13. Maintained to record operating datao f a l l f i reroom operat ingmachinery.

1. A2. B3. E4. K

2-14. Used to monitor all water producingequipment on board.

1. D2. G3. H4. K

2-15.

2-16.

2-17.

2-18.

2-19.

2-20.

2-21.

Maintained to show voltages andmajor currents for motor generators e t s .

1. D2. G3. H4. J

Bell signal automatically logged bycomputer.

1. A2. B3. E4. H

Used to record operating propulsiongenerators.

1. B2 . C3. D4. I

U s e d t o r e c o r d o p e r a t i n g s h i p ’ ss e r v i c e g e n e r a t o r s ?

1. D2. F3. H4. I

Used to record re fr igerat ion andair-conditioning systems andequipment operating parameters.

1. B2. D3. F4. H

Locally prepared and containsoperating data for the gyrocompass.

1. D2. F3. I4. J

Maintained for the operation ofHP/LP air-producing equipment.

1. C2. E3. G4. K

10

2-22.

2-23.

2-24.

2-25.

Fuel tanks are fil led to 95% oftheir volumetric capacity for whatreason?

1. To allow for expansion andprevent sp i l lage

2. To ensure proper fuelatomization

3. To ensure proper suction forthe fue l o i l serv ice t ransfersystem

4. To conserve unburnable fuel

When a ship is fueled to 100% ofits volumetric capacity, how is theburnable 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 isassumed to be at what percentage ofburnable fuel?

1. 95%2. 100%3. In excess of 100%4. 90%

Which of the following conditionsis NOT indicated on the fuel andwater report?

1. The amount of fuel on hand asof midnight the previous day

2. The amount of water on hand asof midnight the previous day

3. The steaming hours on boilerf i res ides and waters ide

4. The amount of fuel and watertransferred as of midnight theprevious day

Figure 2B

IN ANSWERING QUESTIONS 2-26 THROUGH 2-30,CHOOSE THE RECORD •IN FIGURE 2B THAT ISUSED FOR THE PURPOSE SHOWN IN THEQUESTION.

2-26.

2-27.

2-28.

2-29.

2-30.

Shows the fuel capacity in gallons,the fuel on hand, and theapproximate fuel consumption onboats .

1. A2. D3. E4. F

Shows the receipt, use,expenditure, and transfer of eachf u e l o i l , d i e s e l o i l , a n dlubricating oil tank throughout theship .

1. A2. C3. D4. F

Shows a graphical layout of theapprox imate s tatus o f fue l , ba l lastwater, reserve feedwater, andpotable water.

1. C2. D3. E4. F

Shows the feedwater for boilers,deaerating feed tanks, and potablewater tanks throughout the ship.

1. A2. B3. D4. E

Shows the fluid levels in tanksconta in ing fue l o i l , ba l last water ,potable water, and standbyfeedwater.

1. B2. D3. E4. F

11

2-31. Spec i f i c instruct ions concerningthe care and maintenance of variousboilerwater/feedwater tests andtreatment logs and records arefound in what instruction?

1. NSTM 0972. NSTM 5043. NSTM 2204 . NSTM 222

Figure 2C

IN ANSWERING QUESTIONS 2-32 THROUGH 2-36,CHOOSE THE 3M SYSTEM DOCUMENT FROM FIGURE2C THAT SERVES THE PURPOSE SHOWN IN THEQUESTION.

2-32. Used to monitor and assign PMS taskby work center personnel.

1. A2. C3. D4. E

2-33. Provides a means to reportdeficiencies and request PMS

1. B2. D3. E4. F

2-34. Provides PMS requirements for aspecific 3-month period.

1. A2. B3. C4. E

coverage for equipment.

2-35,

2-36.

2-37.

2-38.

Used to list deferred maintenanceand alterations reported in MDCS.

1. B2. D3. E4. F

Used to report deferred andcompleted maintenance.

1. A2. C3. E4. F

The engineer’s night order book isprepared and maintained accordingto instructions issued by which ofthe fo l lowing o f f i cers?

1. The commanding officer2. The TYCOM3. The MPA4. The d iv is ion o f f i cer

In the absence of the engineero f f i cer in port , which o f thefollowing persons maintains thenight order book?

1. The duty department pettyo f f i c e r

2. The EOOW3. The EDO4. The MPA

Figure 2D

IN ANSWERING QUESTIONS 2-39 THROUGH 2-44,CHOOSE THE DOCUMENT IN FIGURE 2D THAT ISDESCRIBED IN THE QUESTION.

12

2-39. Lists the readiness of majormachinery in the engineeringdepartment based upon the time theship was underway.

1. A2. D3. E4. F

2-40. Provides information on tests,repairs , and inspections of alls h i p ’ s c o i l c u r r e n t s .

1. A2. B3. D4. E

2-41. A record o f inspect ions , repairs ,and tests on the sh ip ’ s d i rect ional

2-42.

2-43.

2-44.

equipment.

1. A2. B3. C4. D

Provides information on ship’sdes ign and ab i l i t ies .

1. A2. D3. E4. F

Describes the condition of eachpropulsion turbine.

1. A2. D3. E4. F

Lists fa i led or rep laced bo i lerpressure parts.

1. AD

3. E4. F

2-45. Which of the following is the bestdescr ipt ion o f a bo i ler tuberupture?

1.

2.

3.

4 .

A separation where there is noapparent tube enlargementOpenings other than cracks thatare not related to tubeexpansionAll openings related to tubeenlargementsLongitudinal andcircumferential openingsgreater than 1/16 of an inchonly

2-46. When it is necessary to submit aboiler tube sample for analysis,the sample should be marked by whatmeans?

1. A scribe2. Paint3. Chalk covered with clear

a c r y l i c p a i n t4 . Tags ident i fy ing the re lat ive

position to the furnace

2-47. Which of the following is the bestway to submit a sample of a tubedepos i t ?

1.

2.

3.

4 .

QUESTIONS

Remove the deposit with a wirebrushRemove the deposit with acleaning solvent and identifysolvent usedSubmit the tube upon requestafter the deposit has beeni d e n t i f i e dSubmit a section of the tubewith the depos i t s t i l l in p lace

2-48 THROUGH 2-65, REFER TOCHAPTER 3, “TRAINING.”

2-48. The training cycle for each shipcovers what period of time?

1. T h e t i m e b e t w e e n s h i p y a r doverhauls

2.

2 . 1 yr3. The time between deployments4 . 18 mo

13

2-49. The TYCOM does NOT have which ofthe fo l lowing tra in ingr e s p o n s i b i l i t i e s ?

1. Prescr ibe tra in ing exerc isesduring intertype competition

2 . Se lec t exerc ises to meettraining requirements

3. Require that ships performexerc ises e i ther wi th otherships or separately

4 . Maintain records of the overallperformance of each ship

2-50 . The grade awarded for a TYCOMtraining exercise is planned toestablish which of the followingcondi t ions?

1. An effective chain of command2. A well-trained crew3. Proven combat readiness4 . Uniformity within the type

2-51. A ship will undergo shakedowntraining when it is in which of thefo l lowing s tatuses?

1. Newly commissioned2. Recently overhauled3. Newly reactivated4. Recently repaired

2-52 . A fleet training group (FTG) useswhat type of evaluation todetermine a ships readiness tobegin re fresher t ra in ing?

1. ORE 2. TRE 3. TYCOM4. A r r i v a l

Figure 2D

IN ANSWERING QUESTIONS 2-53 THROUGH 2-56,SELECT THE MEMBER OF THE TRAININGORGANIZATION IN FIGURE 2D WHOSE DUTIES AREDESCRIBED IN THE QUESTION.

2-53. Members of the planning board fortra ining .

1. A, C, and E2 . A, B, and C3. B, C, and E4. C, E, and F

2-54 . Administer (s ) the ship ’ s t ra in ingprogram.

1. A and B2. A and C3. A only4. C only

2-55. Develop the engineering departmenttraining program.

1. A and B2. B and C3. B and D4. C and D

2-56. Coordinate training within thed i v i s i o n .

1. B and E2. C and F3. E and F4. C, D, and E

2-57. What type of training is nearlyalways offered as a refresher onboard ship?

1. Indoctr inat ion2. Pro fess ional3. M i l i t a r y4 . Leadership

2-58. What type of training is most oftenadjusted to fit the experience ofthe person to be trained.

1. Indoctr inat ion2. Pro fess ional3. M i l i t a r y4. Leadership

2-59. Operat ional t ra in ing i s o f tencalled the application phase ofwhat type of training?

1. Indoctr inat ion2. Pro fess ional3. M i l i t a r y4, Leadership

14

2-60 . What type of training is most oftenbased on qual i f i cat ions foradvancement?

1 . Indoctr inat ion2 . Pro fess ional3. M i l i t a r y4 . Leadership

2-61. A course to qualify a person in anNEC is what type of training.

1. Indoctr inat ion2. Pro fess ional3. M i l i t a r y4 . Leadership

2-62. The “average crew” concept referst o

1. a genera l descr ipt ion o f a l lship ’ s crews

2. a description of an idealship ’ s crew

3 . a method used in performanceevaluat ions

4 . a s tat is t i ca l p i c ture o f theaverage sa i lor

2 -63 . What training record contains allof the ship’s training plans andoperating schedules?

1. The quarterly training plan2 . The monthly training plan3 . The long-range training plan4 . The TYCOM-required training

e x e r c i s e s

2 -64 . What training record contains plansfor training required by higherauthority as well as drills andexerc ises with in the d iv is ion?

1. Quarterly training plan2 . Monthly training plan3 . Long-range training plan4 . Division training schedule

2 -65 . What training record shows a recordo f schoo ls required for a l lpersonnel in spec i f i c j obs .

1. Formal school training record2. PQS record of progress chart3 . Record o f qual i f i cat ions at

watch /batt le s tat ions4 . Div is ion o f f i cer ’ s 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.

3 -2 .

3 -3 .

3 -4 .

What term best describeso p e r a t i o n a l r e l i a b i l i t y , f u e l , f e e dand freshwater performance, and thea b i l i t y t o c o n t r o l c a s u a l t i e s ?

1.2.3.4.

The

Engineer ing tr ia lsSound engineering practiceEngineering readinessTechnical knowledge

operation of the engineeringplant at normal pressures andtemperatures with minimal speedchanges achieves what benefit?

1. Overall plant performance,r e l i a b i l i t y , and e f f i c iency

2. Fewer casualties3. Smaller watch teams4. Improved teamwork throughout

the engineering department

The engineer officer should requirethat a tabular record of normalfeedwater and potable waterconsumption be kept for readyreference in what part of the ship?

1.2.3.4.

The log roomMain engine controlDamage control centralThe ship ’ s o f f i ce

Prescr ibed acce lerat ion tab lesshould be strictly adhered to inorder to

1. maximize control of the ship2. save fuel and extend machinery

l i f e3. allow maximum flexibility of

machinery configuration at allspeed changes

4 . prolong the period betweenboi ler c leaning

3-5 . You can best maintain proper wateranalysis and prevent scaleformation by which of the followingmeans?

1. Blow tubes weekly2. Backf i l l the bo i ler as required3. Surface blow the boiler as

needed4 . Bottom blow the boiler weekly

3 -6 . Fireside cleaning of the boiler maybe delayed until overhaul by whicho f

1.

2.

3.

4.

the following means

Use d is t i l la te fue l on ly andmaintain proper water chemistryUse d is t i l la te fue l on ly ,conduct per iod ic inspect ions o fr e f r a c t o r y , and be surerefractory has few deposits at1800 hoursConduct bottom blows andchemically treat as necessaryaf ter secur ing the bo i lerMaintain proper fuel/airmixture, inspect atomizers, andprevent air casing leakage

3-7 . Combustion efficiency within aboiler is reduced by which of thefo l lowing condi t ions?

1. Excessive superheater outlettemperatures

2. Excess air entering the fuelr e g i s t e r

3. Improper fuel\air ratios4 . Excess air entering the boiler

any place other than at theburner register

16

3-8 . You can determine the truecombust ion e f f i c iency o f a bo i lerby which of the following means?

1.

2.

3.

4 .

Watch the condition of the fireand stackInspect bo i ler for a i r cas ingleaksConduct bottom and surfaceblows and maintain properbo i ler chemistryMaintain proper fuel oilpressure

3-9 . Excessive bearing wear can best beprevented by which of the followingmeans?

1. Mainta in lube o i l coo ler out le ttemperature between 120° and130”.

2. Inspect bearing wear accordingto prescribed PMS procedures

3 . Purify lube oil storage tanksweekly

4 . Sample lube oil daily

3-10. The efficiency of a condenser andits component auxiliaries will bereduced by which of the followingact ions?

1. Use minimum amounts of coolingwater

2. Maintain a unifom flow ofsteam to the air ejectors

3. Recirculate condensatee x c e s s i v e l y

4 . Maintain minimum operationalspeeds for auxiliary pumps

3-11. When, if ever, are you permitted todisable a safety device onoperating machinery?

1. When training personnel2. Whi le l ight ing o f f the

engineering plant3. While conducting ECC drills4 . Never

3-12. The posting of engineeringdepartment safety precautions in aconspic ious and access ib le p lace i s

the respons ib i l i ty o f whato f f i c e r ( s ) ?

1. The engineer off icer2. T h e d i v i s i o n o f f i c e r s3 . T h e s a f e t y o f f i c e r4 . The commanding officer

3-13. When engineering personnel workoutside the engineering department,who has the responsibility to trainthem and enforce safetyprecautions?

1. The engineering divisiono f f i c e r

2. The LCPO3. The MPA4. The department head controlling

the operation

3-14. What is the purpose of securingschedules?

1. They provide a time effectiveway to secure the engineeringplant

2. They ensure the engineeringplant is not secured tooquickly

3. They provide a means todetermine watch qualif ications

4 . They increase the l i f e cyc le o fmachinery

3-15. Warm-up and securing schedules areNOT required for which of thefo l lowing sh ips?

1. Noncombatant ships2. Reserve combatant ships3. Auxi l iary ships4. Ships covered by EOSS

1 7

QUESTIONS 3-16 THROUGH 3-27 REFER TO ENGINEERING READINESS TRIALS.

3-16. Self-observation of full power andfuel economy trials is permittedunder which of the followingcondi t ions?

1. When directed by NAVSEA2. When it is not practical to

provide observers from anothership

3. When recommended by TYCOM4. During independent operations

Figure 3A

IN ANSWERING QUESTIONS 3-17 THROUGH 3-21,CHOOSE FROM FIGURE 3A THE PERSON OR PARTYTHAT HAS THE RESPONSIBILITY DESCRIBED INTHE QUESTION.

3-17.

3-18.

3-19.

Reviews fuel soundings, counterreadings, logs, and records.

1. A2. B3. C4. D

Instructs , organizes , and stat ionsthe observing party.

1. A2. B3. C4. D

Requests a system that ensuressimultaneous signals of fuelsoundings, counters, and meters tobe taken.

1. A2. C3. D4. E

3-20. Ensures that all incorrectrecording are corrected.

1. A2. C3. D4. E

3-21. Verifies and includes within thetrial report any violation of trialinstructions or sound engineeringp r a c t i c e s .

1. A2. B3. C4. E

3-22. During the fu l l -power tr ia l , i f therpm is not held constant or isinterrupted, you should take whata c t i o n ?

1.

2.

3.

4 .

I f the interrupt ion i s f orminor equipment failure,cont inue the tr ia lIf the cause can be determinedand corrected within 5 minutes,resume when readyRecord as unsatisfactory andbegin new trialExtend the length of trial tocover the lost time

3-23. The engineer off icer should reportthe condition of the engineeringplant to the commanding officerwithin what maximum number of daysbe fore the t r ia l date?

1. One2. Two3. Three4. Four

3-24. What authority furnishesrequirements for engine speed atvarious displacements and injectiontemperatures?

1. The engineer off icer2. The CNO3. The TYCOM4. The Deputy Chief of Naval

Operations for Fleet Operationsand Readiness

18

3-25.

3-26.

3-27,

During a full-power trial , readingsmust be recorded at what intervalsof time?

1. 15 min2. 30 min3. 45 min4 . 60 min

The o f f i c ia l fu l l power t r ia lshould NOT officially begin untilwhich of the following conditionsis/are met?

1. The ship is up to full powerand steaming independently

2. The ship is within 15 rpm ofdesigned full power

3. The ship is at full power andall readings are constant

4 . Two sets of readings have beentaken and verified correct bythe ch ie f observer

What is the purpose of theengineer ing p lant acce lerat iontab le?1. To ensure proper coordination

throughout the full-power trial2. To demonstrate the ship’s

ability to answer all emergencyb e l l s

3. To prevent boilers fromoverloading

4 . To set and check boiler f iringrate to des ign spec i f i cat ions

QUESTIONS 3-28 THROUGH 3-39 REFER TO READINESS INSPECTIONS, PEB, AND INSURV

INSPECTIONS.

3-28. Engineering readiness inspectionchecklists are divided into whatthree sect ions?1. Machinery, administration,

and auxiliary2. Electr ica l , machinery ,

and auxiliary3. Damage control, machinery,

and e lec tr i ca l4 . Administration, damage control,

and machinery

Figure 3B

IN ANSWERING QUESTIONS 3-29 THROUGH 3-33,CHOOSE THE INSPECTION IN FIGURE 39 THAT ISDESCRIBED IN THE QUESTION.

3-29. Performed on ship’s returning froma fore ign s tat ion , a t 3 -yearintervals, or when the fitness ofthe ship is in doubt.

1. A2. C3. E4. F

3-30. Verif ies adherence to propulsionplant readiness standards andensures proper operation ands a f e t y .

1. B2. D3. E4. F

3-31. Evaluates the actual materialcondition of a ship’s equipment,machinery, and fittings.

1. C2. D3. E4. F

3-32. The inspections that are includedin readiness inspections.

1. A, B, and C2 . B, C, and F3. B, D, and E4 . C, E, and F

19

3-33.

3-34.

3-35.

3-36.

3-37.

Evaluates the ship’s administrativeprocedures.

1. A 2. B 3. C4. E

Engineer ing casual ty contro l dr i l l sare not required for which of thefollowing inspections?

1.2.3.4.

An

Material readinessOperational readinessLOEOPPE

INSURV inspection is scheduledabout how many months before thenext scheduled overhaul?

1. Two to three2. Two to four3. Three to six4. Four to six

When does an official INSURVinspection begin?

1.

2.

3.

4 .

Promptly upon the arrival ofthe board if the ship is mooredto a pier or dockWhen the chief observerreceives all pertinent logs andreports of machinery conditionsDuring the first week of thescheduled upkeepWhen the engineering plant hascorrected a l l majordiscrepancies observed by theadvanced INSURV team

The INSURV board senior membersends the inspection results andfindings to which of the followingauthor i t ies?

1. The appropriate TYCOM2. NAVSEASYSCOM3. The president of Surface

Warfare Readiness Group4. The president of the INSURV

3-38. When a ship is found to have amajor operational discrepancy, thesenior member of an INSURVinspection board reports that factto what person?

1. The Chief of Naval Operations2. The President of the Board of

Inspection and Survey3. The TYC0M4. The commanding officer

3-39. EOSS has how many major subsystems?

1. One2. Two3. Three4 . Four

3-40. The development of the EOP includeswhich of the following parameters?

1. Not all engineering equipmentis made operational

2. Written operational steps areprepared for under-instructionwatch standers to stand watchunder emergency condition

3. Only authorized weapons supportsystems alterations arerecognized

4 . Valves are labeled according toSIB

3-41. EOSS was established as the basicguide for operational proceduresand casualty control for theengineering plant by whati n s t r u c t i o n ? -

1. OPNAVINST 9000.12. SECNAVINST 5430.113. OPNAVINST 9200.34 . OPNAVINST 4790.11

board

2 0

3-42. EOSS provides the propulsion plantwatch stander procedures toidentify and correct which of thefo l lowing casual t ies?

1. All engineering plantc a s u a l t i e s

2. The most common occurring andcomprehensive casualties

3. Simultaneous casualtiesoccurring in the fireroom andengine room

4 . Cascading casualties within thespace the casualty occurs

In answering questions 3-43 through3-7I , re fer to text chapter 5 , pages

5-1 through 5-13.

3-43. Specified common use commodities orservices for the Department ofDefense are controlled and managedby what authority?

1. The Ship Configuration andLogistics Support Agency

2. The Defence Logistics Agency3. The Navy Supply System4. The Supply Control Demand

Agency

3-44. The Navy supply support system isdivided into which of the followingparts?

1. Material Commands and NavySupply System

2. NAVSEA and Central ControlPoint Agency

3. NAVSUP and Direct AcquisitionsAgency

4 . Primary End-use Item controlAgency and Statistical DefenseLogistics Control Agency

3-45 . Technica l d i rect ion over suppl ieso f spec i f i c interest to them isusually controlled by which of thefo l lowing organizat ions?

1. NAVSEA, NAVSUP, NAVELEX, BUMED2. NAVEDTRA, NAVSYS, NAVSUP,

NAVSEA3. NAVSEA, BUMED, NAVELEX, NAVAIR4. NAVSUP, NAVSEA, NAVINST,

NAVSYSCOMH

3-46. The first four numbers of anational stock number provide whatinformation?

1. The FSC2. The FSC group3. The FSCN class4. The repair part control number

Figure 3C

IN ANSWERING QUESTIONS 3-47 THROUGH 3-51,SELECT FROM FIGURE 3C THE TYPE OF MATERIALTHAT IS DESCRIBED IN THE QUESTION.

3-47. Functional equipment(s), systems,or sub-systems that are identifiedby a (CID/APL)

1. A2. B3. D4. E

3-48. They appear in an APL,manufacturer ’ s tech / instruct ionmanual, or similar parts list.

1. A2 . B3. C4. D

3-49. High cost items, vulnerable top i l ferage , essent ia l to sh ipsmission, and personnel safetyhazards.

1. B2. C3. D4. E

3-50. Operational requirements such ascommercial telephone, pilotage, andequipment rental.

1. B2. C3. D4. E

21

3-51. Common tools, administrative,supplies, and housekeeping items.

1. B2. C3. D4. E

3-52. The last nine digits of the NIINidentifies the NSN in whatorganizat ion?

1. The Navy Supply System2. The Defense Logistics Agency3. The Federal supply distribution

system4. The material commands

3-53. The requirement to name, classify,describe, and number all items, andto publish catalogs, stock andi d e n t i f i c a t i o n l i s t s i d e n t i f i e swhat organization or system?.

1. The Naval supply system2. The Equipage Allowance List3. The Federal Catalog System4. The Defense Logistics Agency

3-54. The first number of the cognizantcode provides what information?

1. The transaction account2. The stores account3. The location parts not carried

onboard4. The de fense a l locat ion pr ior i ty

3-55. The source o f qual i ty contro l , atechnica l des ign or conf igurat ionmodel, and special controls forr e c e i p t , i n s p e c t i o n , t e s t , s t o r a g e ,or issue are identif ied in whatcode number?

1. NCB2. NSN3. FSC4. SMIC

3-56. To identify material used byengineering personnel, you shouldprimarily use what publication?

1. NAVSUP 4852. NAVSEA 09-13483. COSAL4. MSDS

3-57. Ships can achieve maximum operatingcapabi l i t i es f or extended per iods

3-58.

3-59.

3-60.

3-61.

o f t ime without external log is t i ca lsupport because of what document?

1. The Material Maintenance Manual2. The Coordinated Shipboard

Allowance List3. The Equipage Allowance List4 . The Federal Material Management

and Procurement Manual

The respons ib i l i ty for mater ia l ,custody records, and accountabilityfor items of controlled equipageare determined by what l ist(s)?

1. Allowance Lists2. Inventory Control Lists3. Accountability and Procurement

L i s t4. Control Material Maintenance

L i s t

The COSAL is divided into how manyparts?

1. One2. Two3. Three4. Four

The Summary of Effective AllowanceParts/Equipage List is used tocheck what part of a new COSAL?

1. I2 . I I 3. I I I4. I I I -Sect ion A

What sections of the COSAL, part11, contain the exact sameinformation to provide a cross-index of all APL/AELs?

1. A and C2. B and C3. C and D4. A and B

22

3-62. The prefix “P” on an APL numberprovides what information about theAPL?

1. I t i s be ing d iscont inued2 . It has been assigned a

priority end-point user requestcode

3. I t i s incomplete4. It has been assigned a

designator control number

3-63. The primary difference between anAPL and an AEL is that the AELlists the equipage and suppliesneeded to operate the ship, whilethe

1.

2.

3.4.

APL provides what information?

Statistical data on equipmentuseTechnical data on equipment andident i f i cat ion o f repair partsAn inventory of equipmentAn inventory of repair parts

Figure 3D

IN ANSWERING QUESTIONS 3-64 THROUGH 3-71,SELECT FROM FIGURE 3D THE DOCUMENT THAT ISBEST DESCRIBED IN THE QUESTION.

3-64. Used to update the ship’sconf igurat ion base l ine .

1. A2. B3. C4. D

3-65.

3-66.

3-67.

3-68.

3-69.

3-70.

Used by the supply officer todetermine what repair parts tostock?

1. A2. B3. C4. D

Provides a means to submit accuratedata to ensure you receive thesupplies you requested.

1. C2. D3. E4. F

A microfiche l isting that providesitem descriptions and related datarequired to ident i fy or se lec titems of supply?

1. B2. F3. H4. I

Provides a means to locate anitem’s assigned NSN from amanufacturer’s part drawing number?

1. B2. E3. F4. G

Helps identify Navy-managed,mandatory turn-in repairable itemsand pertinent movement prioritydes ignators?

1. F2. G3. H4. I

Contains basic management dataneeded to prepare requisitions?

1. B2. D3. E4. F

23

3-71. Relates an item of supply to theNSN that is NOT normally related toa part or reference number?

1 . C2. D3. H4. 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 whattime?

1. During a regularly scheduledoverhaul

2. 6 months before an overhaul3. 3 to 6 months before a major

a v a i l a b i l i t y4. When excess stores are located

onboard

4-2 . What document is used onnonautomated ships to issue repairparts from supply?

1. DD 13052. DD 47903.. NAVSUP Form 12504. DD Form 1348

4-3 . If an item you request is not instock, the supply department takeswhat action to get it for you?

1. Submits a DD form 12502. Prepares a direct turn over

r e q u i s i t i o n3. Submits an urgency of need

request4. Orders the item through open

purchase

4-4 . NAVSUP 1348-6 is used to order apart under which of the followingc r i t e r i a

1. An urgency of need designatoris ass igned to the requis i t ion

2. The part has no NSN3. The storeroom is out of the

part4 . The part is new and not yet in

s t o c k

4-5 .

4 - 6 .

4 -7 .

4 - 8 .

4 - 9 .

Electric accounting machines andautomatic data processing systemsare used to process requisitions inwhich of the following programs?

1. MILSTRIP2. MILSTRAP3. UMMIPS4 . M A M s

When you send the supply departmenta NAVSUP 1250, it returns whatcolor copy to notify you to preparea DTO requisition?

1. Pink2. Beige3. Yellow4. Green

Urgently needed material that isavailable locally in port should bepurchased with what requisition?

1.2.3.4.

An

In-excessNot in-excessDAASBearer

in-excess requis i t ion i s i ssuedfor which of the following types ofmaterial?

1. Controlled equipage on an AEL2. Repair parts on an APL3. Controlled equipage not on an

AEL4 . Common consumable supplies

What officer determines the amounto fbe

1.2.3.4.

fuel required and when it shouldde l ivered?

The supply o f f i cerThe main propulsion assistantThe engineer off icerThe fue l ing o f f i cer

25

4-10 . What system ensures that materialrequests are processed according tomilitary importance and urgency ofneed?

1. MILSTRIP2. UMMIPS3. NAMMS4. FADS

Figure 4A

IN ANSWERING QUESTIONS 4-11 THROUGH 4-16,SELECT FROM FIGURE 4A THE FAD NUMBER THATIS BEST DESCRIBED IN THE QUESTION,

4-11.

4-12.

4-13.

Assigned by fleet commanders-in-chief for forces being maintainedin a state of combat readiness forimmediate deployment.

1. A2. B3. C4. D

Based on DOD determination ofact iv i ty /miss ion importance ore s s e n t i a l i t y .

1. A2. B3. C4. D

Assigned by commanders who canassign FAD II and any other commandthat is designated a major claimantfor budget purposes.

1. B2. D3. E4. F

4-14 .

4-15.

4-16.

4-17.

4-18.

4-19.

Assigned by SECDEF for U.S. ArmedForces in combat.

1. A2. B3. C4. D

Assigned to all other U.S. forcesor activities and approved programsof DOD components not otherwisedesignated.

1. C2. D3. E4. F

Assigned to DOD component programsand projects that are of comparableimportance to U.S. forces beingmaintained in a state of combatreadiness for deployment to combat.

1. C2. D3. E4. F

When using the controlled equipagel is t , i tems that require s ignedcustody of the department head areidentified by what means?

1. An asterisk2. A l l c a p i t a l l e t t e r s3. Brackets4. Underlining

What NAVSUP form is used as acustody record and inventorycontrol document?

1. 1348.12 . 1250.23. 3064. 1305

Department heads must complete thecontrolled equipage inventorywithin what maximum number of daysafter the inventory began?

1. 102. 203. 304. 45

2 6

4-20 . The controlled equipage inventoryshould take place (a) how often,and (b) in what month?

1. (a) Semiannually; (b) January2. (a) Annually; (b) March3. (a) Quarterly (b) April4 . (a) Semiannually; (b) May

4-21. The transfer of stores or othergovernment material from a navalship must be approved by whato f f i c e r s ?

1. The commanding officer and thes u p p l y o f f i c e r

2 . The supply officer and theaccount ing o f f i cer

3. The commanding officer and theaccount ing o f f i cer

4 . The type commander and thecommanding officer

4-22. A survey of naval property isrequired in which of the followingcondi t ions?

1. When store accounts are inexcess

2. When equipment is lost ordamaged only

3. When expected theft hasoccurred only

4 . When property is lost, damaged,or destroyed except in incomings t o r e s

4-23. OPTAR funds provided by the DefenseAppropriation Act 17-1804 areadministered by what off icer(s) ororganization’?

1. TYCOMS2 . NAVSEA3. Commanding officers4. MSC

4-24 . What is the primary differencebetween the Navy Stock Fund (NSF)and the Navy Stock Account (NSA)?

1. The NSF is used to procurematerial and the NSA is aninventory account

2. The NSF is a revolving fund andthe NSA adjusts budgetrequirements according to need

3. The NSF is funded by NAVSEA andthe NSA is funded by MSC

4 . The NSF is controlled by TYCOMand the NSA is controlled byMSC

4-25 . The fund codes each ship may useand the circumstances under whichthey may be used are designated bywhat Officers

1. Fleet commanders2. TYCOMS3. Commanding officers4 . Supply o f f i cers

4 -26 . The supply officer reports thebudget status of the OPTAR fund tothe commanding officer how often?

1. Weekly2. When requested by the CO3. Every 10 days4. Quarterly

4 -27 . Why is it important to keep andmaintain up-to-date work centerrecords of supplies requested andrece ived?

1. They are important sources ofinformation that save time,money and embarrassment to thework center and engineeringdepartment

2 . They verify proper use of thesupply system

3. They provide stores accountl o c a t i o n

4 . They indicate data not normallyassociated with themanufacturer

27

Questions 4-28 through 4-68 refer to chapter 6 in the text.

4 -28 . What acts require federal and localgovernments to create and maintainenvironmental improvement?

1. The Federal Anti-Pollution Actsof 1966 and 1974

2. The Water Quality Act of 1923and the amended EnvironmentalProtection Act of 1964

3. The National EnvironmentalPolicy Act of 1969 and theEnvironmental QualityImprovement Act of 1970

4. The Oil Pollution and WaterManagement of Navigable WatersActs of 1987

4-29. The noncasually discharge of anytype of oi l from any vessel oro f f shore fac i l i ty wi th in thecontiguous 12-mile zone isprohibited by what act?

1. The Water Quality ImprovementAct of 1979

2. The National EnvironmentalPolicy Act of 1969

3. The Environmental QualityImprovement Act of 1970

4. The Oil Pollution Act of 1923

4-30. The U.S. Navy changed from standardf u e l s t o d i s t i l l a t e - t y p e f u e l s f o rwhat reason?

1. They are cheaper to produce2. They are international grades

o f f u e l3 . They are produced with higher

grades of petroleum, whichgenerate higher heatcoe f f i c ient rat ios andincreased economy

4. They contain low sulfur contentand burn cleaner

4-31 . Guidelines to prevent, control, andabate air and water pollution arefound in what manual?

1. The NAVOSH Program Manual2. The Water and Air Pollution

Support Agency ProgramManagement Manual

3. The Environmental and NaturalResources Program Manual

4. The Environmental ProtectionManagement Program Manual

4 -32 . As a supervisor, it is yourrespons ib i l i ty to reduceenvironmental pollution by which ofthe following means?

1. Strictly enforce the proper useo f a l l too ls and sa fe ty dev ices

2. Train personnel on the causesand prevention of environmentalhazards

3. Use only your most seniorpersonnel for any potentiallyhazardous environmentaloperat ion

4 . File all required reports andrecords before beginningoperations that may causep o l l u t i o n

4-33. What is the preferred method ofreducing pollution?

1. Prevent po l lut ion2. Control and minimize the

p o l l u t i o n3. Train personnel on the types of

p o l l u t i o n4 . Indoctrinate personnel on the

proper use of containmentequipment

4-34. What person is responsible forensuring that formal training isprovided to key personnel whomaintain and operate pollutioncontrol equipment?

1. The execut ive o f f i cer2. The commanding officer3. The tra in ing o f f i cer4 . The damage control assistant

28

4-35. Which of the following is NOT acommon source of oil contamination?

1. Leakage or drainage fromequipment and systems

2. Misalignment of the lube oiltransfer system

3. Contaminated oil from purifiers4. Used oil removed from equipment

during an oil change

4-36. What instruction provides reportingprocedures for o i l sp i l l s wi th inthe 50-mile prohibited zone?

1. OPNAVINST 5090.12. OPNAVINST 5100.19B3. OPNAVINST 5100.2B4. NAVSEAINST 4790.4

4-37. What publication contains adescr ipt ion and instruct ions forthe oil spill containment andcleanup kit?

1. NAVSEA 0994-CP-041-70102. NSTM 2623. NAVSEA 0994-LP-013-60104. OPNAVINST 5100.1

4-38. The shipboard CHT system wasdesigned for which of the followinggoals?

1. To reduce shipboard sewagedischarge

2. To prevent environmentalhazards at sea

3. To hold sewage generated over a12-hour period

4. To comply with guidelinesidentif ied in DOD directives

4-39. The Navy uses how many types of CHTsystems on its ships?

4 -40 . What manual has guidelines forsewage discharge procedures forships in dry dock?

1. NAVOSH 5100.32. N S T M 0 9 03. CHT Systems Disposal Manual4. N S T M 9 9 7

4-41 . What is the primary designdifference between comminutor-typeand strainer-type CHT systems?

1. The number installed needed toaccommodate waste disposal

2. Capacity3. Design features4 . E f f i c i e n c y

4-42 . Soil and waste drains aredischarged overboard by what means?

1. Automatic CHT pump overflowsensors

2. Installed overflow check valves3. Proper alignment of the

diverter va lves4 . Manually

4-43. Vent pipes are installed on fueloil tanks for what reason?

1. To provide early detection off u e l o i l s p i l l s

2. To allow air to escape or enterwhi le f i l l ing or emptying

3. To allow proper aeration andprevent stagnation

4. To contro l f ree sur face e f fec twithin the tank

1. One2. Two3. Three4. Four

29

Figure 4B

IN ANSWERING QUESTIONS 4-44 THROUGH 4-52,CHOOSE FROM FIGURE 4B THE PART OF THE FUELOIL SYSTEM THAT IS BEST DESCRIBED IN THEQUESTION.

4-44. Allows natural forces to separatethe oil from water and otherimpuri t ies .

1. A2. B3. C4. D

4-45. Contains the piping and pumps thatd is tr ibute fue l o i l f or use .

1. C2. E3. F4. G

4-46, Contains connections that can beused both to receive and dischargef u e l o i l .

1. C2. E3. F4. G

4-47. Also serve as ballast tanks becausethey can be f i l led with seawaterfrom the ballasting system.

1. C2. D3. H4. I

4 -48 .

4-49.

4-50.

4 -51 .

4-52.

Used to receive, hold, andd i s t r i b u t e f u e l o i l .

1. A2. B3. C4. H

May be located forward and aft ofthe machinery spaces and in double-bottom compartments as long as theyare not directly under the boiler.

1. A2. B3. C4. D

Contains all fuel oil for immediateuse in the bo i lers .

1. B2. C3. D4. E

Inc ludes fue l o i l serv ice tanks , aservice main, manifolds, piping,and fuel oil service pumps.

1. F2. G3. H4. I

Clears the fuel oil tanks of sludgeand water before usable oil ispumped from them by the fuel oilbooster , t ransfer , and serv icepump.

1. F2. G3. H4. I

4 -53 . What type of pumps are usually usedas main, port , and cruis ing fue lo i l

1.2.3.4.

service pumps?

Gear typeCentrifugal typeScrew typeLobe type

30

4-54.

4-55.

4-56.

4-57.

4-58.

The fuel oil in a tank should NEVERbe allowed to exceed what maximumtemperature?

1. 125°F2. 120°F3. 100°F4 . 90°F

Before entering a fuel oil tank orvoid, you should take which of thefollowing precautions?

1. Ensure the space is certifiedgas free by the gas-freeengineer

2. Ensure the space is free ofs tanding fue l o i l

3. Establish communications4 . Observe the two-man rule

What i s the e f fec t , i f any , o f ahazy smoke condition in the stack?

1. It creates a dangerous stackcondition and contributes toa i r p o l l u t i o n

2 . It shows that the proper fueland air ratio is present

3. It shows that contaminated fuelo i l i s be ing sent to the bo i ler

4 . None

What chapter of the NSTM listssa fety precaut ions for c losed orpoorly ventilated compartments?

1. 5042. 0903. 0744. 221

As a rule, fueling stations shouldbe manned at least how many minutesbe fore rece iv ing fue l?

1. 152. 303. 454. 60

4-59. When ballasting the ship, youshould use the recommended sequencetables for what purpose?

1. To coordinate ballast soundingsof tanks and voids being fil led

2. To prov ide a deta i led l i s t o ftanks and voids full or empty

3. To be sure the ship will retainas much stability andmaneuverability as possible

4. T o l i s t a l l r e c e n t l y f i l l e d o remptied tanks and voids

4 -60 . You are refueling underway and youcannot get an oil analysis from thesupplying ship or send arepresentative to witness samples.The supplying ship must providewhat information?

4-61.

1.

2.

3 .

4 .

The source of the fuel and thestorage tank number from whichthe fuel is being takenThe time, date, and number ofbarrels expected to bedelivered, the actual amountdelivered, and the time pumpingbeganA statement of the API gravityand water and sediment contento f t h e o i lThe results of an analysis of asample of the fuel oi l 15minutes before delivery

After fue l o i l tanks are 3 /4 fu l l ,they should be sounded how often?

1. Continuously2. Every 3 to 4 minutes3. Once for each 50 barrels of

fue l de l ivered4. Once every 15 minutes

31

4-62. When the supplying ship cannotfurnish an analysis of the fuel oilit delivers, you should takesamples from the tank being fil ledby what means?

1. From gauge cutout valves2 . With a dipper from the tank or

through sample connections onthe tank piping

3. Col lec t o i l that i s l eaking atfue l o i l connect ions

4. Stop pumping, break theconnect ion , and co l lec t thesample

4-63. Af ter a l l fue l o i l tanks are fu l l ,you should c lear de l ivery fue l o i lhoses by what means?

1. Allow the remaining fuel togravity feed back to the tank

2. Disconnect hoses veryc a r e f u l l y , drain them to alarge drip pan, and then capthe hose

3. Have the supplying ship take aback suction or blow back theoil with compressed air

4. Al ign the fue l o i l t rans fersystem and transfer theremaining fuel to a waste tank

4-64. Which of the following is NOT atypical step used to discharge fuelo i l ?

1. Sound all tanks that will beused to de l iver fue l o i l

2. Line up fuel oil systems andcheck fuel oil pump operations

3. Ensure the OOD has draftreadings taken forward and aftbefore and after fueling

4. Heat the oil to produce aviscosity of 250 SSU

4-65. Liquid is shifted from one place toanother on the ship to producewhich o f the fo l lowing e f fec ts?

1. Fuel economy2. Attainable speed3. Crew comfort4. S t a b i l i t y

4-66. The free surface effect within afue l o i l serv ice tank i s l imited bywhich of the following means?

1. Maintain as close as possibleto 95% fue l l eve ls in fue l o i lsystem

2. Flood the fue l o i l serv icetanks with seawater

3. Provide proper ballastingthroughout the ship

4. Ballast all unused tanks andv o i d s

4-67. The ballasting system on board aship is used for which of thefollowing purposes?

1. To reduce instabi l i ty in caseof damage or small store off u e l o i l

2. To flush out tanks and voids3. To move liquids to calibrate

inc l inometers4. To transfer fuel from one

service tank to another

4-68. What is meant by the term “freesur face e f fec t ” wi th respect tore fue l ing?

1. The amount of free movement aliquid has in a tank or void

2. The e f fec t o f o i l be ingdischarged on water

3. The ability of water tod i s s o l v e f u e l o i l

4 . The emulsification that takesplace when oil and water aremixed

32

ASSIGNMENT 5

Textbook Assignment: “Maintenance Administration,” chapter 7, all , and “Quality Assurance,"chapter 8 , a l l .

5-1.

5 -2 .

According to Navy regulations, the 5-4 .design, maintenance, acquisitionand repair of ships and craft isthe respons ib i l i ty o f whatauthor i ty?

1. The CNO2. The contract o f f i cer3. The Chief of Naval Material4 . The COMNAVSEASYSCOM

To split out functional engineering 5-5 .from broad management and policyplanning in NAVSEASYSCOM, which ofthe following organizations wereformed?

1. SPCC2. NAVSSES3. NAVSEC4. NAVSAFCEN 5-6 .

5 -7 .

Figure 5A

IN ANSWERING QUESTIONS 5-3 THROUGH 5-8,SELECT THE DIVISION FROM FIGURE 5A THATHAS THE RESPONSIBILITIES DESCRIBED IN THEQUESTION.

5 -8 .5 -3 . System design, procurement,

insta l lat ion , and test o f rangeinstrumentation and special-purposeships .

1 . C2. D3. E4. F

RDT&E, installation, QA, andmaintenance on shipboard hull, mainpropuls ion , mechanica l , e lectr i ca land auxiliary systems, equipment,and components.

1. A2. B3. C4. D

Engineering support to SPCC forhul l , mechanical , e lectr ica l , andelectronic matters .

1. A2. B3 . C4. D

Shipboard installation andmaintenance engineering.

1. A2. B3. C4. D

Technical representation for NAVSECto provision electronic equipment.

1. B2. D3. E4. F

The counterpart of the Philadelphiadiv is ion for hul l , mechanica l , andelectrical matters and the Norfolkdiv is ion for e lec tronic matters .

1. C2. D3. E4. F

33

5-9 .

5-10.

5-11.

5-12.

What NAVSEC department isresponsible for procuring newequipment and restoring repairmaterial on hand?

1. Ship Concept Design Department2. Command and Surveillance3. Ship Systems Engineering and

Design4. Ship Material

Or ig inal operat ional contro l o fships and units, personnelallowances, material matters, andgeneral log is t i cs matters withinthe ir forces are the respons ib i l i tyof what authority?

1. Fleet commanders2. TYCOMS3. Task force commanders4. Squadron commanders

Recommendations for alterationst h a t a f f e c t s h i p s ’ m i l i t a r ycharacter is t i cs are or ig inated bywhat officer(s) within a TYCOM’Sf o r c e s ?

1. The commanding officer only2 . The ship ’ s senior inspector3. The TYCOM staff and commanding

o f f i c e r4. The engineer officer and

commanding officer

Recommendations for overhaulschedules, emergencyavai lab i l i t ies , and the use o frepair facil ities are made by whatTYCOM staff member?

1. The mater ia l o f f i cer2 . The Chief of Staff for

l o g i s t i c s3. The s ta f f ass is tant4. The Assistant Chief of Staff

5-13. The oversight of materialmaintenance operations, preparationof maintenance instruction manuals,and supervision of ship repairs areresponsibilities of what TYCOMstaff member’?

1. The logistics and maintenanceo f f i c e r

2. The mater ia l o f f i cer3. The ass is tant mater ia l o f f i cer

(engineering)4. The ass is tant mater ia l o f f i cer

(engineering-operating )

5-14, A message reporting that a ship,craf t , shore act iv i ty , or overseascommand has incurred a casualtythat affects its mission and taskis part of what program?

1. FITREP2. CASCOR3. SITREP4. CASREP

5-15. What manager uses CASREP data toevaluate equipment deficiency,review repair procedures, anddevelop and review and repair andoverhaul cr i ter ia?

1. The acquisition project manager2. The technical/procurement

manager3. The ship maintenance and

modernization manager4 . The ship superintendent

34

Figure 5B

IN ANSWERING QUESTIONS 5-16 THROUGH 5-21,SELECT FROM FIGURE 5B THE ORGANIZATIONALUNIT THAT HAS THE CASREP RESPONSIBILlTYDESCRIBED IN THE QUESTION.

5-16.

5-17.

5-18.

5-19.

Serves as control center for thedistribution of ADP reports to allelements of NAVSEA.

1. A2. C3. D4. E

Serves as a focal point for CASREPaction on ships in the activef l e e t .

1. B2. C3. D4. F

Coordinates CASREP action onco l l i s ions , s tranding , s inkingsf i res at sea , sa lvage , port / channelblockage, and natural disasters.

1. A2. B3. C4. D

Directs technical and procurementinformation required by a CASREPmessage.

1. B2 . C3. D4. E

5-20.

5-21.

Directs review and analysis ofengineering trends and problemareas identified by CASREPS.

1. A2. C3. D4. F

Coordinates any action that shouldbe taken to relate CASREPS to shorea c t i v i t i e s . .

1. A2. B3. C4. D

Questions 5-22 through 5-29 refer to the DART program.

5-22. The DART program gets its datamostly from what source?

1 . T h e 3 - M m a n a g e r s2. The CASREP coordinator3. The operating forces4. ADP facilities

5-23. When, i f ever , i s av iat ionequipment included in the DARTprogram?

1. When it is an integrated partof the ship

2. When requested by higherauthor i ty

3. When a class D CASREP issubmitted

4 . Never

35

Figure 5C

IN ANSWERING QUESTIONS 5-24 THROUGH 5-27.SELECT THE DART PROCESS PHASE FROM FIGURE5C THAT IS DESCRIBED IN THE QUESTION.

5-24.

5-25.

5-26.

5-27.

7-28.

The DCNM for logistics supportapproves equipment to be added tothe DART program.

1. A2. B3. C4. D

DART data is assembled andanalyzed.

1. A2. B3. C4. D

A DEM is assigned to define theproblem.

1. B2. C3. D4. E

The implementation, majormilestone, and milestone plans aresubmitted.

1. A2. C3. D4. E

The DPD submits the approvedequipment nomination report forreview to what authority(ies)?

1. NAVSEA2. CNO3. The appropriate SYSCOM or PM4. The Fleet Commanders-in-Chief

5-29. What authority is responsible forthe DART program?

1. Deputy Chief of Naval Material,Logistics Support

2. Chief of Naval Operations3. Commander, Naval Ship Building

F a c i l i t y4 . Commander, Naval Supply Center

5-30. The number one fleet materialproblem is being dealt with by whatDART improvement program?

1. Feed pump2. Forced draft blower3. Fire pump4. 1200 psi boiler

5-31. The Fleet Modernization Program(FMP) reviews SHIPALTS for allEXCEPT which of the followingf a c t o r s ?

1. Cost estimates2. Technical and material

f e a s i b i l i t y3. Ship configuration4. Combat readiness

5-32. The FMP generally contains allprogrammed and unprogrammedSHIPALTS for what period of yearson spec i f i ed sh ips?

1. Five2. Two3. S i x4. Four

5-33. What o f f i c ia l i s respons ib le forthe execution of the FMP?

1. NAVSEA2. CNO3. Fleet commanders4. Individual commanding officers

5-34. Completed and outstanding SHIPALTSare ident i f i ed for p lanningpurposes in which of the followingprograms?

1. S A C S2. NAVSEA3. 180-day letter4. SARCA

36

5-35. X and Y alterations are in whatcategory o f a l terat ions?

1. programmed2 . unprogrammed3. prov is ional4. Deferred

5-36. Pr ior i t ies for t i t le F and DSHIPALTS are assigned by whatauthority?

1. DART program directors2. The COs of the requesting ship3. TYCOMS4. CNO

Questions 5-37 through 5-66 refer to chapter 8 , "Qual i ty Assurance . "

5-37. What is the fundamental rule of thequality assurance (QA) program?

1. Provide a uniform policy ofmaintenance and repair

2. Improve discipline in equipmentr e p a i r

3. Document all departures froms p e c i f i c a t i o n s

4 . Meet technica l spec i f i cat ionsat a l l t imes

5-38. The QA program applies to work doneby what repair groups?

1. IMAs only2. IMAs, SIMAS, and SRFS only3. Ship ’ s forces only4. IMAs, SIMAS, SRFS, and ship’s

f o r c e s

5-39. Each activity’s QA program must bebased on QA manuals issued by whichof the fo l lowing author i t ies?

1. NAVSEA2. Fleet commanders only3. TYCOMs only4 . TYCOMs and fleet commanders

5-40. The division officer has orderedmaintenance work to be completed inhis d iv is ion . The respons ib i l i ty toensure that work meetsspec i f i cat ions be longs to which o fthe following persons?

1. The individual workers2. The leading chief3. The work center supervisor “4 . The d iv is ion o f f i cer

5-41. Most key QA assignments arec o l l a t e r a l d u t y .

1. True2. False

Figure 5D

IN ANSWERING QUESTIONS 5-42 THROUGH 5-54,SELECT THE POSITION IN FIGURE 5D WHOSEDUTIES ARE DESCRIBED IN THE QUESTION.

5-42. Assigned to administer the QAprogram for TYCOM.

1. A2. B3. E4. F

5-43. Qualifies key personnel in the QAprogram.

1. A2. C3. E4. F

5-44. Responsible for the quality ofmaterial within the command.

1. A2. B3. C4. F

37

5-45. Conducts QA audits and follows upon correct ive act ion .

1. A2. B3. C4. D

5-46. Interviews, trains, and administerswritten examinations for QApersonnel.

1. C2. D3. E4. F

5-47. Makes sure division personnel arequalif ied in QA.

1. C2. D3. E4. F

5-48. Inspects and issues controlledmaterial in the work center.

1. E2. F3. G4. H

5-49. Ensures that work is inspected inprogress and upon completion.

1. E2. F3. G4. H

5-50. Witnesses and documents all testsof level I systems.

1. C2. D3. E4. F

5-51. Uses knowledge of shop supervisorsto ensure QA guidelines arefo l l owed .

1. E2. F3. G4. H

5-52. Uses a personnel serial number onal l forms and tags that cert i fytests and inspections.

1. C2. E3. F4. G

5-53. Coordinates the ship’s QA trainingprogram,

1. A2. C3. E4. F

5-54. Administers written examinations toprospective SQCIs.

1. B2. C3. E4. F

Figure 5E

IN ANSWERING QUESTIONS 5-55 THROUGH 5-62,SELECT THE TERM FROM FIGURE 5E THAT ISDEFINED IN THE QUESTION.

5-55.

5-56.

A tool for improvement used toevaluate pract i ces , p lans ,po l i c ies , products , records , andrelated documentation.

1. A2. B3. D4. E

A co l lec t ion o f qual i ty contro l(QC) requirements and proceduresused to ensure a quality product.

1. A2. B3. D4. E

38

5-57. Covers the entire work process anddocuments adherence to qualitystandards.

1. A2. B3. D4. E

5-58. Requiredapproval

when there is no previousfor maintenance that does

NOT comply with technicaldocuments.

1. B2. C3. D4. E

5-59. Identif ies production problems ormaterial defects that cannot bedetected in f inished work,

1. B2. C3. D4. E

5-60, NOT required for noncomplyingconditions such as items thatr o u t i n e l y f a i l .

1. A2. C3. D4. E

5-61. Provides for the most stringent orr e s t r i c t i v e t e s t s a n d / o rinspect ions .

1. A2. B3. D4. E

5-62. Prov ides for “as necessary” testsand/or inspect ions .

1. B2. C3. D4. E

5-63. What QA form lists the tests andinspections required at each stepof maintenance?

1. 12. 33. 74. 17

5-64. What QA form is attached to the tagof an item to be repaired at anIMA?

1. 22. 43. 74. 34

5-65. What QA form traces controlledmaterial from receipt through finalacceptance for level I systems?

1. 12. 23. 44. 17

5-66. What QA form shows that controlledmaterial must be replaced orreinspected before use?

1. 22. 33. 44. 7

39

ASSIGNMENT 6

Textbook Assignment: “Ship Avai lab i l i t ies , Repair Act iv i t ies , and Ship Tr ia ls , ” chapter 9 ,all , and “Occupational Health,” chapter 10, all .

6 -1 . When a ship is undergoing shipyardrepairs and i s s t i l l ab le toperform its mission, it is in whattype o f avai lab i l i ty ’ ?

1. Restr i c ted2. Technical3. Regular overhaul4. Regular IMA

Figure 6A

IN ANSWERING QUESTIONS 6-2 THROUGH 6-8,SELECT FROM FIGURE 6A THE TYPE OF REPAIROR AVAILABILITY DESCRIBED IN THE QUESTION.

6 -2 . Restores a sh ip or art i c le toserviceable condition without achange in design, materials,number, location, and relationshipof the parts.

1. B2. C3. D4. E

6-3 . Used for general repairs andauthorized alterations that are notemergencies.

1. A2. B3. C4. D

6-4 . Parts require repair or replacementto improve re l iab i l i ty , and theunit will be strengthened, providedthere are no other changes indesign.

1. D2. E3. F4. G

6-5 . Generally takes priority at thef leet IMA to repair spec i f i cc a s u a l t i e s .

1. A2. B3. C4. D

6-6 . Involves changes to strengthenbulkheads or change deckarrangements to provide space formachinery.

1. D2. E3. F4. G

6-7 . Used for ship-to-shop work by ashore IMA, tender, or repair shipand usually takes place just beforea regular shipyard or restricteda v a i l a b i l i t y .

1. D2. E3. F4. G

6 - 8 . Emergency repairs while underwaythat affect the ship’s mission andcan be done without changing theship’s operating schedule.

1. A2. B3. C4. D

40

6-9 . Improvement in the safety ofpersonnel and equipment and/orre l iab i l i ty , ease o f maintenance ,and efficiency of equipment areaccomplished in what type ofSHIPALT?

1. Class “D” a l terat ion2. Military alteration3. Technical alteration4 . Type “K” alteration

6-10. Contracts for the repair oroverhaul of naval ships at privateshipyards, and contracts forcivilian work to be done in IMAs,SIMAs, and SRFS are placed andadministered by what off ice?

1. Inspector General2. COMNAVSUPSYS3. Maintenance Material Manager4 . Supervisor of Shipbuilding

6-11. Ship’s forces can handle their ownrepair work most effectivelythrough which of the followingp r a c t i c e s ?

1.

2.

3.

4 .

Be sure the ship is adequatelysupplied with repair parts,tools, and test equipmentConduct regular tests,inspections and cleaningoperat ions to detec t poss ib leweaknessesEnsure proper repair proceduresare followedUpdate the CSMP at regulari n t e r v a l s

Questions 6-12 through 6-24 refer to I M A s .

6-12. SIMAs were developed from which ofthe

1.2.3.4 .

f o l l o w i n g a c t i v i t i e s ?

FMAGs and ARDLsDATCS and FMAGsDATC and ARMSTenders and repair ships

6 -13 . The upkeep, operation, andmaintenance of repair departmentequipment and the training,d irect ion , and coord inat ion o f i t spersonnel are the responsibility ofwhat o f f i cer?

1. The2. The3. The4 . The

m a t e r i a l o f f i c e rt r a i n i n g o f f i c e rr e p a i r o f f i c e re x e c u t i v e o f f i c e r

6-14. When requesting an IMAavailability, the CO must providewhat information to the appropriateTYCOM?

1. JSNS and priority2. JSNS and a listing of the TYCOM

master job catalog work number3. JSNS and present status of

repair4. Nameplate data and description

of repairs needed

Figure 6B

IN ANSWERING QUESTIONS 6-15 THROUGH 6-19,SELECT FROM FIGURE 6B THE PERSON(S) WHOHAS\HAVE THE RESPONSIBILITY DESCRIBED INTHE QUESTION.

6-15. Has the administrative andproduct ion respons ib i l i ty for workdone in the shops under hissuperv is ion .

1. A2. B3. C4, D

41

6-16.

6-17.

6-18.

6-19.

6-20.

6-21.

Determines whether there is dangerto personnel or equipment fromnoxious or explosive gases duringany operation aboard ship or duringwork on ships alongside.

,1. B2. C3. D4. E

Supervises all diving operationsand ensures compliance with divinginstructions and precautions.

1. A2. B3. C4. D

Provides technica l sk i l l s andperforms maintenance requiredaboard IMAs.

1. B2. C3. D4. E

Usually handles the internaladministration of the departmentand specifically keeps progressrecords on all work.

1. A2. B3 . C4. D

Which of the following shops makeshull repairs and tests pad eyes andstructures with a dynometer?

1. Shipf i t ter shop2 . Inside machine shop3. Weld shop4. Sheet metal shop

The inside/outside machine shopsand foundry shop are a part of whatrepair d iv is ion?

1. Machinery2. E l e c t r i c a l3. Engineering

6-22. Logistic support including drydockoverhaul , repair , a l terat ions , andconversion of naval ships areprovided by what SRI’ department?

1. Planning and Estimating2. Administration and Control3. Production4 . Repair

6-23. An SRF service squadron assignswork to be done on a ship based onwhich o f the fo l lowing cr i ter ia?

1. Time requirements2. Type o f ava i lab i l i ty3. Funds allotted by the TYCOM4. Planning pr ior i ty

6-24. Which of the following personnelreceive copies of all work requestsand tracks and coordinates workdone in the shops?

1. D i v i s i o n o f f i c e r s2. Ship superintendents3. Repair superintendents4. Shop supervisors

Question 6-25 through 6-29 refer to n a v a l s h i p y a r d s .

6-25. Design services and up-to-datefiles of working drawings, records,and data is the responsibility ofwhat type of shipyard?

1. Naval2. Home3. Planning4. SRF

6-26. When, if ever, does the planningdepartment issue supplemental workrequests?

1. When requested by shoppersonnel

2. At the pre-arrival conference3. When unforeseen work is needed4. Never

4. Hull

42

6-27. The naval shipyard transportation,power plant, and maintenance shopsare usually assigned to which ofthe following departments?

1. Production2. Planning3. Procurement4. Public works

6-28. The ship superintendent holds adeparture conference for whatpurpose?

1. To verify that all jobs werecompleted

2. To set budget requirements forother ships of the same class

3. To ver i fy the s tatus o f a l lauthorized work and work thatshould be done during thes h i p ’ s n e x t a v a i l a b i l i t y

4. To be sure the ship is readyfor overseas deployment

6-29. The TYCOM and shipyard planningdepartment rece ive a pr ior i ty l i s tof SHIPALTS to be completed and afunding grant to cover the cost ofthe work how many days before ascheduled alteration?

1. 60 days2 . 120 days3. 160 days4. 180 days

Questions 6-30 through 6-35 refer toSUPSHIP.

6-30. Pr ior i t ies for work requestsoriginating on the ship are set bywhich o f the fo l lowing o f f i cers?

1. CO and engineer officer2. CO, XO, and department heads3. CO and XO only4. Engineer officer and department

heads

Figure 6C

IN ANSWERING QUESTIONS 6-31 THROUGH 6-35,SELECT FROM FIGURE 6C THE SUPSHIPDEPARTMENT DESCRIBED IN THE QUESTION

6-31. Serves naval and civil ian personnelmatters, industrial and publicr e l a t i o n s , secur i ty and o f f i cematters.

1. A2. B3. C4. D

6-32 . Oversees inspect ion , f ina l test ing ,t r ia ls , and de l iver ies o f workunder contract to ensure compliancewith approved drawings, contractspec i f i cat ions , and complet iondate.

1. A2. B3 . C4. D

6-33. Arranges avai lab i l i t ies andreceives and distributes workrequests and authorization fora l t e r a t i o n s .

1. A2. B3. C4. D

6-34. Controls delivery and dispositionof GSM, administers property,prepares and maintains allowancelists, conducts pre-award surveys,and administers fac i l i t iesc o n t r a c t s .

1. B2 . C3. D4. E

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6-35.

6-36.

6-37.

6-38.

6-39.

Awards and administers all master 6-40.ship repair (MSR) contracts and joborders for repair and overhaul.

1. B2 . C3. D4. E

The interval between regularoverhauls depends on which of thefo l lowing condi t ions?

1. The size and complexity of theship

2. The last overhaul completed3. The need for an overhaul4 . The assigned mission

Plans progress from a rough stageto a definite schedule of work tobe done and the time, materials,personnel, f a c i l i t i e s , and funds tocomplete an overhaul in what typeof ship planning?

1. Navywide2. Indiv idual3. Training4. Advanced

Painting and hull inspections areusually done during which of thefollowing scheduled times?

1. Regular overhaul2 . Emergency upkeep3. Regular avai lab i l i t ies4. Emergency availability

Dock and sea trials normally arecarried out after which of thefollowing events?

1. Minor re f i t s2. A major hull inspection.3. Most major repairs or

a l t e r a t i o n s4. Drydocking

6-41.

6 -42 .

What is the purpose of an incliningexperiment?

1. To test ship character is t i cs2. To va l idate s tores capac i ty3. To determine if the center of

gravity has changed4. To determine whether further

equipment modifications orupgrades can be made

The departure report furnishes allinformation after an overhaulEXCEPT which of the following?

1. Work scheduled2. Work completed3. Actual cost4. Trials completed

When work or alterations have NOTbeen accomplished during thecontract per iod , requests foradditional work are submitted toNAVSEA or INSURV by what person?

1. The shipyard commander2. The SUPSHIP3. The TYCOM4. The CO

Figure 6D

IN ANSWERING QUESTIONS 6-43 THROUGH 6-51,SELECT FROM FIGURE 6D THE SHIP TRIALDESCRIBED IN THE QUESTION

6-43. Shows that the ship was constructedor converted according to contracts p e c i f i c a t i o n s .

1. A2. D3. E4. H

4 4

6-44.

6-45.

6-46.

6-47.

6-48.

6-49.

Conducted just before acceptancetrials and shows that the ship willmeet the contract requirements.

1. A2 . B3. C4. D

Normally conducted by INSURV about6 months after the acceptancet r i a l .

1. D2. E3. F4. G

Shows that the ship is seaworthyand that all equipment andmachinery are ready for theacceptance tr ia l .

1. B2. C3. D4. E

Shows the SUPSHIP and theprospect ive engineer o f f i cer thatthe sh ip i s ready for sea t r ia ls .

1. A2. B3 . C4. D

Consists of operational proceduresto determine characteristics on thehandling of the ship.

1. D2. F3. G4. H

Determines the ship’s speed, shaftrpm, propeller thrust, and shafthorsepower character is t i cs .

1. D2. F3. G4. H

6-50. Determines airborne, radiated,structural, and overside audiblecharacter is t i cs o f a ship .

1. D2. G3. I4. J

6-51. Determines propulsion systemv i b r a t i o n .

1. G2. H3. I4. J

Questions 6-52 through 6-75 refer to“Occupational Health,” chapter 10.

6-52. Acute danger to health caused byexposure to asbestos normallyoccurs after what period of time?

1. Hours2. Days3. Months4. Years

6-53. Your crew is about to do necessaryrepairs on shipboard insulation andyour ship has NOT been properlytested for a i rborne asbestos . You

should make which of the followingdec is ions?

1. Defer the work until the shipcan be tested

2. Rotate personnel to reducedanger

3. Defer the work until the nextoverhaul

4. Complete the work using therequired protective measures

6 -54 . What is the most dependable way toconfirm that asbestos has beeninstalled on the ship?

1. The age of the ship2. P o l a r i z i n g l i g h t3. The manufacturer’s markings4 . Visual inspect ion

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6-55. Asbestos waste must be stored fordisposal in what type of sealedcontainer as a minimum?

1. Impermeable metal containers2 . P last i c containers3. Plast i c bags4. Impermeable double bags

6-56. A large, open container of asbestosinsulation scraps has been storedin a space to await packaging fordisposal, but exposure probably isless than the PEL. You shouldplace warning labels on thecontainers with which of thefollowing warnings as a minimum?

1. “Danger” only2. “Cancer and lung disease

hazard” only3. “Danger, contains asbestos

f ibers . Avo id creat ing dust .Cancer and lung disease hazard”only

4. “Danger, contains asbestosf i b e r s . Cancer and lungdisease hazard . Respiratorsand protective clothingrequired”

6-57. Personnel working on insulation inan area where exposure to airbornefibers probably exceeds the PELshould wear which of the followingprotective gear as a minimum?

1. Protect ive c lo th ing only2. A half-mask respirator only3. Protective clothing and goggles4. Protect ive c lo th ing and a fu l l -

face resp irator

6-58. Your crew has completed emergencyrepairs on insulation, cleaned thearea, and you have done a visualinspect ion . What o f f i cer , i f any ,also must inspect the area beforeit may be used again?

1. The sa fety o f f i cer2 . The gas-free engineer3. The engineer off icer4. None

6-59. What noise protective measure is alast resort in the event others arenot effective enough?

1. Hearing protective devices2. Administrat ive contro ls3. Engineering controls4. Warning signs

6-60. Baseline measurements of noisethroughout a ship normally aretaken at what intervals of time?

1. 12 months2. 18 months3. 24 months4 . 30 months

6-61. All personnel will be given whattype of hearing test when theyenter the Navy?

1. Preliminary2. Comprehensive3. Baseline4 . Diagnost i c

6-62. You should wear double hearingprotection when the noise level inyour area exceeds what maximumd e c i b e l l e v e l ?

1. 62 dB2. 104 dB3. 116 dB4. 128 dB

6-63. Personnel who work continuously innoise hazardous areas will be givenhearing tests at least how often?

1. Every year2. Every 2 years3. Every 6 months4. Every month

6-64. Heat stress surveys are used todetermine what information about agiven area?

1. The safe limits of humanexposure to heat

2. The amount of heat3. The changes in temperature over

a period of time4. The number of persons who

suffer from heat stress

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6-65. A person who has worked in a heatstress area for a stay time of 3hours should have at least how manyhours of recovery time?

1. 42. 63. 84. 12

6-66. Emergency eyewash facilities shouldbe a minimum of how many feet fromeach eye hazard area?

1. 252. 503. 1004. 150

Figure 6E

IN ANSWERING QUESTIONS 6-67 THROUGH 6-71,SELECT FROM FIGURE 6E THE TYPES OFRESPIRATORS DESCRIBED IN THE QUESTION.

6-67. Removes contaminates by fi lteringor absorbing them.

1. A and B2. B and C3. C and D4. D only

6-68. Known as “atmosphere supplying”r e s p i r a t o r s .

1. A and B2. A and C3. B and D4. C and D

6-69. Removes solid or l iquid particlesfrom the air supply.

1. A2. B3. C4. D

6-70, Use cartridges and canisters toremove contaminates throughabsorption.

1. A2. B

6-71.

6-72.

6-73.

6-74.

6-75.

3. C4. D

NOT approved for protection againstcarbon monoxide.

1. A and B2. A and C3. A and D4. B and D

Flammable liquids that are usedfrequently should be stored inwhich of the following locations?

1. Liquid storerooms2. Ready service storerooms3. Issue rooms4. Flammable liquid cabinets

What bulletin contains informationon each type of HM and must be readby anyone working with HM or HW?

1. HMTID2. HMTIS3. MSDS4. SHML

You must have an MSDS and amanufacturer’s label before you canaccept HM that comes from whatsource?

1. Another ship2. The Navy supply system3. Open purchase4. Another department

A str ip sh ip b i l l descr ibes theprocedures used to remove HM fromthe ship for what event?

1. Overhaul2. Decommissioning3. Batt le4. HM/HW inventory

47