Field Artillery Battalions habitually focus on the readiness of their pacing items. Observations from NTC suggest that they struggle with maintaining their communications equipment. This is seen at both the battery and battalion level, regardless of the operating environment. These struggles include: FMR 7000–14RDOD Financial Management Regulation (Available at: http://www.dod.mil/comptroller/fmr/01/index.html.) Army modular unitsThis publication updates policies due to the conversion from Army of Excellence (AOE) force structure designs to theArmy Modular Force. The transition from AOE and, in some cases, Force XXI, into the Army Modular Force haschanged the Army from a division-focused organization to a brigade-centric force. Prior to this conversion, divisionshad unique brigades including airborne, air assault, heavy, mechanized, and light infantry, as well as the Force XXIand limited Force XXI designs. Army force managers designed each division headquarters and their respectivecapabilities by the few brigades they would command and control. The Army Modular Force, however, standardizesthe design of division headquarters and gives them the capability to have battle command of any type of brigade in theArmy inventory. This necessitates standardizing procedures to achieve interoperability. When OPCON of a unit istransferred to a new division, the receiving division G–4 must transmit any unique requirements to the incomingorganization. some phases, normally preoperations, can comprise days, weeks, or longer, while phases and subphases of the battlemay be hours or even a few days.

repair parts are protected from damage.(6) Ensure that partial parts received are controlled and stored in a secure area to prevent pilferage.Commander’s Responsibilities • As an Army leader, commander’s responsibilities include: • Protecting personnel, equipment, and facilities • Establishing accountability for safety and occupational health • Implementing safety and occupational health policies 8 Operators and crewsTo have a successful field maintenance program that supports mission accomplishment, leaders must start with theiroperators and crews. Operators and crews must know how to detect and report malfunctions as well as operateequipment properly and safely. An atmosphere of “pride” and “ownership” on the part of operators and crews forequipment enables that to happen. A disciplined routine and a self-motivated pursuit of excellence help to ensureoperators and crews performing PMCS achieve the Army Maintenance Standard. Do operators and crews-—

a. Know their responsibility in achieving the Army Maintenance Standard for their assigned equipment and, on ateamwork basis, for all unit equipment? (See para 2–1?)

Record Details for PAM 750-3

What the operator or supervisor/leader knowsa. The company (or unit) commander must verify what all equipment operators and their leaders know about the Roof Leaks May be common, yet still present a multitude of problems Slippery work surfaces Electrical hazards Health hazards Pests 41 SOP Development Considerations • Maintenance Operations • Safety and protection plans such as: • Fire Prevention Plan • Ground Pre-accident Plan • Past accidents • Lessons learned • Preventive measures 24 b) In-process inspections. Includes quality control. Technical inspectors report their findings of efficiencies/defi-ciencies to the commander.

support operations section’s readiness division.c. Ensure that maintenance records are recorded in SAMS–E and reported to LOGSA at least monthly as requiredStates, and the U.S. Army Reserve unlessotherwise stated. During mobilization, theproponent may modify chapters and poli-cies contained in this regulation. Applicability. This pamphlet applies tot h e A c t i v e A r m y , t h e A r m y N a t i o n a lGuard/Army National Guard of the United