VOLUME V (REVISION-D) (WITH CHANGE-5), JOINT FLEET MAINTENANCE MANUAL VOLUME V QUALITY MAINTENANCE

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 v B Submarine Alteration Request Format......................................................... VI-3B-1 C Sample TEMPALT or OPALT Reporting Message .................................... VI-3C-1 D TYKIT Requisition Form ............................................................................ VI-3D-1 E Changes To Reactor Plant Configuration .................................................... VI-3E-1 F TYCOM Alteration Management System Interpretation Guide .................. VI-3F-1 G Liaison Action Request (LAR) Form .......................................................... VI-3G-1 H Sample Alteration Feedback Message and Email Format ........................... VI-3H-1 CHAPTER 4 - SHIPBOARD ELECTROMAGNETIC COMPATIBILITY 4.1 Purpose .......................................................................................................................... VI-4-1 4.2 Background ................................................................................................................... VI-4-1 4.3 Electromagnetic Compatibility Certification and EMI Surveys ................................... VI-4-2 4.3.1 Surface Ships and Aircraft Carriers Electromagnetic Compatibility Certifications ................................................................................................... VI-4-2 4.3.2 Submarine Electromagnetic Compatibility Certifications .............................. VI-4-3 4.4 Fleet Electromagnetic Compatibility Support Tools ..................................................... VI-4-4 4.5 Engineer Electromagnetic Interference Fixes ............................................................... VI-4-5 4.6 Shipboard Full-Scale Electromagnetic Compatibility Evaluations ............................... VI-4-5 4.7 Electromagnetic Compatibility Certification ................................................................ VI-4-5 4.7.1 System Electromagnetic Compatibility Certification ..................................... VI-4-5 4.7.2 Ship Electromagnetic Compatibility Certification .......................................... VI-4-6 4.8 Electromagnetic Compatibility Certification Maintenance ........................................... VI-4-6 4.9 Responsibilities ............................................................................................................. VI-4-6 CHAPTER 5 - DEFICIENCY DOCUMENTATION AND REPORTING 5.1 Purpose .......................................................................................................................... VI-5-1 5.1.1 Background ..................................................................................................... VI-5-1 5.1.2 Scope ............................................................................................................... VI-5-2 5.1.3 Definitions....................................................................................................... VI-5-3 5.2 Responsibilities ............................................................................................................. VI-5-5 5.2.1 Ship’s Force .................................................................................................... VI-5-5 5.2.2 Immediate Superior in Command ................................................................... VI-5-5 5.2.3 Maintenance Team .......................................................................................... VI-5-5 5.2.4 Type Commander............................................................................................ VI-5-5 5.2.5 Fleet Maintenance Activity ............................................................................. VI-5-6 5.3 Guidance ........................................................................................................................ VI-5-6 5.3.1 Generation of a Ship Maintenance Action Form OPNAV 4790/2K .............. VI-5-6 5.3.2 Generation of a Casualty Report ..................................................................... VI-5-7 Appendices A Equipment Operational Capability Range of Values and Definitions ......... VI-5A-1 CHAPTER 6 - INDUSTRIAL PLANT EQUIPMENT

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 x 10.5 Motor Gasoline Assessment Program ......................................................................... VI-10-5 CHAPTER 11 - MAINTENANCE, REPAIR AND OVERHAUL OF SERVICE CRAFT, LANDING CRAFT AND SMALL BOATS 11.1 Purpose ........................................................................................................................ VI-11-1 11.2 Material Readiness ...................................................................................................... VI-11-1 11.3 Maintenance of Landing Craft and Small Boats Assigned to Afloat Units ................ VI-11-2 11.4 Landing Craft and Small Boat Repairs During Chief of Naval Operations Maintenance Availability ............................................................................................ VI-11-3 11.5 Maintenance of Service Craft, Landing Craft and Small Boats Assigned to Shore Activities, Group and Squadron Commanders ............................................................ VI-11-3 11.5.1 Unit Level Maintenance ................................................................................ VI-11-3 11.5.2 Fleet Maintenance Activity Level/Contractor Assist Maintenance .............. VI-11-4 11.5.3 Overhaul of Service/Landing Craft and Small Boats ................................... VI-11-4 11.6 Responsibilities ........................................................................................................... VI-11-5 11.6.1 Type Commander.......................................................................................... VI-11-5 11.6.2 Immediate Superior In Command ................................................................. VI-11-5 11.6.3 Commanding Officers of Parent Commands ................................................ VI-11-6 11.7 Repair and Overhaul of Small Boat Engines .............................................................. VI-11-6 11.8 Boat Alterations ........................................................................................................... VI-11-6 11.9 Operation of Small Boat Engines ................................................................................ VI-11-6 CHAPTER 12 - DEGAUSSING 12.1 Purpose ........................................................................................................................ VI-12-1 12.2 Degaussing Definitions ............................................................................................... VI-12-1 12.2.1 Check Ranging .............................................................................................. VI-12-1 12.2.2 Degaussing Folder ........................................................................................ VI-12-1 12.2.3 Degaussing System ....................................................................................... VI-12-1 12.2.4 Degaussing System Calibration .................................................................... VI-12-2 12.2.5 Deperming..................................................................................................... VI-12-2 12.2.6 Magnetic Compass Compensation ................................................................ VI-12-2 12.3 Surface Ships and Submarines With Degaussing Systems ......................................... VI-12-2 12.3.1 Check Ranging .............................................................................................. VI-12-3 12.3.2 Responsibilities ............................................................................................. VI-12-3 12.4 Submarines Without Installed Degaussing Systems ................................................... VI-12-4 12.4.1 Check Ranging .............................................................................................. VI-12-4 12.4.2 Responsibilities ............................................................................................. VI-12-5 12.5 Surface Ships Without Degaussing Systems ............................................................... VI-12-5 CHAPTER 13 - SURFACE SHIP CORROSION CONTROL

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 xi 13.1 Purpose ........................................................................................................................ VI-13-1 13.2 Background ................................................................................................................. VI-13-1 13.3 Policy ........................................................................................................................... VI-13-2 13.4 Responsibilities ........................................................................................................... VI-13-2 13.4.1 Type Commanders ........................................................................................ VI-13-2 13.4.2 Fleet Maintenance Activity/Regional Maintenance Center .......................... VI-13-3 13.4.3 Surface Force Ships and Aircraft Carriers .................................................... VI-13-3 CHAPTER 14 - CANNIBALIZATION 14.1 Purpose ........................................................................................................................ VI-14-1 14.2 Policy ........................................................................................................................... VI-14-1 14.2.1 Commander Naval Surface Force Ships ....................................................... VI-14-1 14.2.2 Naval Air Force Ships ................................................................................... VI-14-2 14.2.3 Submarine Force Ships ................................................................................. VI-14-2 14.3 Definitions ................................................................................................................... VI-14-2 14.3.1 Self-Cannibalization ..................................................................................... VI-14-2 14.3.2 System Cannibalization ................................................................................ VI-14-2 14.3.3 Active Ship Cannibalization ......................................................................... VI-14-2 14.4 Criteria for Authorization (Active Ship Cannibalization) ....................................................................................................................... ..................................................................................................................................... VI-14-2 14.5 Request Procedure (Active Ship Cannibalization) ...................................................... VI-14-3 14.5.1 Requesting Ship ............................................................................................ VI-14-3 14.5.2 ISIC (Surface Force Only) ............................................................................ VI-14-3 14.6 Cannibalization Authorization and Execution (Active Ship Cannibalization) ........... VI-14-4 14.6.1 Type Commander.......................................................................................... VI-14-4 14.6.2 Type Commander/Immediate Superior In Command................................... VI-14-4 14.6.3 Requesting Ship ............................................................................................ VI-14-4 14.6.4 Cannibalized Ship ......................................................................................... VI-14-4 Appendices A Sample Cannibalization Request Message (Aircraft Carriers and Surface Force Ships Only) ......................................................................... VI-14A-1 B Cannibalization Request ............................................................................ VI-14B-1 CHAPTER 15 - AMMUNITION OFF-LOAD 15.1 Purpose ........................................................................................................................ VI-15-1 15.2 Policy ........................................................................................................................... VI-15-1 15.2.1 Chief of Naval Operations Scheduled Maintenance Availabilities .............. VI-15-1 15.2.2 Fleet Maintenance Availabilities .................................................................. VI-15-1 15.3 Action .......................................................................................................................... VI-15-1 15.4 Notification .................................................................................................................. VI-15-2

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 xii CHAPTER 16 - HABITABILITY 16.1 Purpose ........................................................................................................................ VI-16-1 16.1.1 Policy ............................................................................................................ VI-16-1 16.1.2 Discussion ..................................................................................................... VI-16-2 16.2 Habitability Improvement Programs ........................................................................... VI-16-2 16.2.1 Ship’s Force Habitability Improvement Projects .......................................... VI-16-2 16.2.2 Habitability Programs Under the Technical Sponsorship of Naval Sea Systems Command........................................................................................ VI-16-3 16.3 New Construction Ships .............................................................................................. VI-16-7 16.4 Naval AIRPAC and AIRLANT Specific Habitability Improvement Programs ......... VI-16-7 16.4.1 Aircraft Carrier Climate Control Improvement Team .................................. VI-16-7 16.4.2 Food Service and Laundry (Commander, Naval Air Force Pacific) and Enhanced Quality Of Life Program (Commander, Naval Air Force Atlantic) ........................................................................................................ VI-16-8 Appendices A Table of Habitability Project Technical Requirements and Actions ......... VI-16A-1 B Sample Habitability OPTAR Augment Funding Request ......................... VI-16B-1 C Advance Planning Milestones.................................................................... VI-16C-1 CHAPTER 17 - IMPRESSED CURRENT CATHODIC PROTECTION 17.1 Purpose ........................................................................................................................ VI-17-1 17.2 Cathodic Protection Logs ............................................................................................ VI-17-1 17.2.1 Surface Force Ships ...................................................................................... VI-17-1 17.2.2 Naval Air Force Ships ................................................................................... VI-17-1 17.2.3 Submarine Force Ships ................................................................................. VI-17-1 17.3 Post Drydocking Activation ........................................................................................ VI-17-1 CHAPTER 18 - INFLATABLE LIFE RAFTS 18.1 Purpose ........................................................................................................................ VI-18-1 18.2 Fleet Life Raft Program ............................................................................................... VI-18-1 18.3 Types of Inflatable Life Rafts ..................................................................................... VI-18-1 18.4 Commercial Life Rafts ................................................................................................ VI-18-1 18.5 Recertification ............................................................................................................. VI-18-2 18.6 LRU 13/A Life Rafts ................................................................................................... VI-18-2 18.7 Automated Tracking System ....................................................................................... VI-18-2 18.8 Responsibilities ........................................................................................................... VI-18-2 18.8.1 Commanding Officer or Officer In Charge .................................................. VI-18-2 18.8.2 Fleet RMC, SRF, and FMA Life raft Repair Facility ................................... VI-18-2 18.8.3 TYCOM Life raft Program Manager ............................................................ VI-18-3

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 xiii 18.9 Unserviceable or Rejected Life Rafts .......................................................................... VI-18-4 18.10 Departures from Specifications ................................................................................... VI-18-4 18.11 Records ........................................................................................................................ VI-18-4

CHAPTER 19 - MAINTENANCE AND MATERIAL MANAGEMENT 19.1 Purpose ...................................................................................................................... VI-19-1 19.2 Policy ........................................................................................................................ VI-19-1 19.3 Scope……………… ................................................................................................. VI-19-1

CHAPTER 19-1 – NAVAL AIR FORCES 19-1.1 Applicability ......................................................................................................... VI-19-1-1 19-1.2 Roles and Responsibilities .................................................................................... VI-19-1-1 19-1.3 Qualifications ...................................................................................................... VI-19-1-22 19-1.4 Planned Maintenance .......................................................................................... VI-19-1-22 19-1.4.1 Minimum Standards .............................................................................. VI-19-1-22 19-1.4.2 Functional Components ......................................................................... VI-19-1-24 19-1.4.3 PMS Functional Operations .................................................................. VI-19-1-28 19-1.4.4 Related Maintenance ............................................................................. VI-19-1-30 19-1.4.5 Inactive Equipment Maintenance .......................................................... VI-19-1-31 19-1.4.6 Scheduling ............................................................................................. VI-19-1-34 19-1.4.7 SKED ..................................................................................................... VI-19-1-34 19-1.4.8 SKED Server Failure ............................................................................. VI-19-1-35 19-1.4.9 Accomplishing PMS .............................................................................. VI-19-1-35 19-1.4.10 Non-Accomplished PMS Categories ..................................................... VI-19-1-36 19-1.4.11 Accountability ....................................................................................... VI-19-1-37 19-1.4.12 Force Revision Implementation ............................................................ VI-19-1-37 19-1.4.13 Planned Maintenance System Feedback Reports .................................. VI-19-1-41 19-1.4.14 Assessment Procedure MRCs ............................................................... VI-19-1-49 19-1.4.15 Self-Assessments ................................................................................... VI-19-1-49 19-1.5 Zone Inspection Program .................................................................................... VI-19-1-52 19-1.5.1 Purpose .................................................................................................... VI-19-1-52 19-1.5.2 Background ............................................................................................. VI-19-1-52 19-1.5.3 Zone Designation .................................................................................... VI-19-1-52 19-1.5.4 Zone Space Assignment .......................................................................... VI-19-1-52 19-1.5.5 Procedures ............................................................................................... VI-19-1-53 19-1.5.6 Inspection Criteria ................................................................................... VI-19-1-55 19-1.5.7 Repair Priorities ...................................................................................... VI-19-1-55 19-1.5.8 Program Assessment ............................................................................... VI-19-1-56 19-1.6 3-M Assists, Training, Assessments, and Inspections ........................................ VI-19-1-56 19-1.6.1 Accommodations and Transportation ..................................................... VI-19-1-56 19-1.6.2 3-M Assist Visit ...................................................................................... VI-19-1-57 19-1.6.3 3-MTT Training Visit ............................................................................. VI-19-1-57

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 xiv 19-1.6.4 3-M Assessment ..................................................................................... VI-19-1-57 19-1.6.5 3-M Inspections ..................................................................................... VI-19-1-60 19-1.7 Engineering Trouble Call ................................................................................... VI-19-1-64 19-1.7.1 Purpose .................................................................................................... VI-19-1-64 19-1.7.2 Background ............................................................................................. VI-19-1-64 19-1.7.3 Policy ...................................................................................................... VI-19-1-64 19-1.7.4 Duties and Responsibilities ..................................................................... VI-19-1-64 19-1.8 Repair Service Organization ............................................................................... VI-19-1-67 19-1.8.1 Purpose .................................................................................................... VI-19-1-67 19-1.8.2 Background ............................................................................................. VI-19-1-67 19-1.8.3 Aircraft Carrier CNO Availability Repair Teams ................................... VI-19-1-68 19-1.8.4 Engineering Repair Mission ................................................................... VI-19-1-68 19-1.8.5 Meetings .................................................................................................. VI-19-1-68 19-1.8.6 Maintenance Screening and Repair Organization................................... VI-19-1-69 19-1.8.7 Program Assessment ............................................................................... VI-19-1-73 Appendices A 3-MTT Grade Sheets............................................................................. VI-19-1-A-1 B 3-M Inspection Criteria ......................................................................... VI-19-1-B-1 C Zone Inspection Deficiency List, Zone Inspection Material Guide and Flow Charts .................................................................................... VI-19-1-C-1 D SKED 3.2 Settings and Preferences ...................................................... VI-19-1-D-1 E Format for Reporting 3-M Inspections ..................................................VI-19-1-E-1 CHAPTER 19-2 – NAVAL EXPEDITIONARY COMBAT COMMAND 19-2.1 Roles and Responsibilities .................................................................................... VI-19-2-1 19-2.2 Qualifications ........................................................................................................ VI-19-2-9 19-2.3 Planned Maintenance ............................................................................................ VI-19-2-9 19-2.3.1 Minimum Standards ................................................................................ VI-19-2-9 19-2.3.2 Functional Components ......................................................................... VI-19-2-11 19-2.3.3 Related Maintenance ............................................................................. VI-19-2-13 19-2.3.4 Inactive Equipment Maintenance .......................................................... VI-19-2-14 19-2.3.5 Scheduling ............................................................................................. VI-19-2-16 19-2.3.6 SKED ..................................................................................................... VI-19-2-17 19-2.3.7 Accomplishing PMS .............................................................................. VI-19-2-18 19-2.3.8 Non-Accomplished PMS Categories ..................................................... VI-19-2-18 19-2.3.9 Accountability ....................................................................................... VI-19-2-19 19-2.3.10 Force Revision Implementation ............................................................ VI-19-2-19 19-2.3.11 Planned Maintenance System Feedback Reports .................................. VI-19-2-24 19-2.3.12 Assessment Procedure MRCs ............................................................... VI-19-2-32 19-2.4 Maintenance and Material Management Afloat and Ashore Evaluation Criteria ............................................................................................................................ VI-19-2-32 19-2.4.1 Self Assessments ..................................................................................... VI-19-2-32 19-2.4.2 Inspections .............................................................................................. VI-19-2-35

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 xv Appendices A 3-M Inspection Criteria ......................................................................... VI-19-2-A-1 B Format for Reporting 3-M Inspections ................................................. VI-19-2-B-1 CHAPTER 19-3 – NAVAL INFORMATION FORCE 19-3.1 Roles and Responsibilities .................................................................................... VI-19-3-1 19-3.2 Qualifications ...................................................................................................... VI-19-3-10 19-3.3 Planned Maintenance .......................................................................................... VI-19-3-12 19-3.3.1 Minimum Standards .............................................................................. VI-19-3-12 19-3.3.2 Functional Components ......................................................................... VI-19-3-15 19-3.3.3 Related Maintenance ............................................................................. VI-19-3-16 19-3.3.4 Inactive Equipment Maintenance .......................................................... VI-19-3-17 19-3.3.5 Scheduling ............................................................................................. VI-19-3-20 19-3.3.6 SKED ..................................................................................................... VI-19-3-21 19-3.3.7 SKED Server Failure ............................................................................. VI-19-3-22 19-3.3.8 Accomplishing PMS .............................................................................. VI-19-3-22 19-3.3.9 Non-Accomplished Categories .............................................................. VI-19-3-23 19-3.3.10 Accountability ....................................................................................... VI-19-3-24 19-3.3.11 Force Revision Implementation ............................................................ VI-19-3-24 19-3.3.12 Planned Maintenance System Feedback Reports .................................. VI-19-3-29 19-3.3.13 Assessment Procedure MRCs ............................................................... VI-19-3-37 19-3.4 Maintenance and Material Management Afloat and Ashore Evaluation Criteria ............................................................................................................................ VI-19-3-37 19-3.4.1 Self Assessments ..................................................................................... VI-19-3-37 19-3.4.2 Inspections .............................................................................................. VI-19-3-43 19-3.4.3 Programmatics ........................................................................................ VI-19-3-46 19-3.4.4 Inspections and Training Assist Visits .................................................... VI-19-3-47 Appendices A Inspection Criteria ................................................................................. VI-19-3-A-1 B Division Inactive Equipment Maintenance (IEM) Plan ........................ VI-19-3-B-1 C Format for Reporting 3-M Inspections ................................................. VI-19-3-C-1 CHAPTER 19-4 – NAVAL INSTALLATION COMMAND 19-4.1 Roles and Responsibilities .................................................................................... VI-19-4-1 19-4.2 Qualifications ........................................................................................................ VI-19-4-9 19-4.3 Planned Maintenance ............................................................................................ VI-19-4-9 19-4.3.1 Minimum Standards ................................................................................ VI-19-4-9 19-4.3.2 Functional Components ......................................................................... VI-19-4-10 19-4.3.3 Related Maintenance ............................................................................. VI-19-4-14 19-4.3.4 Inactive Equipment Maintenance .......................................................... VI-19-4-15 19-4.3.5 Scheduling ............................................................................................. VI-19-4-17 19-4.3.6 SKED ..................................................................................................... VI-19-4-18 19-4.3.7 SKED Server Failure ............................................................................. VI-19-4-19

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 xvi 19-4.3.8 Accomplishing PMS .............................................................................. VI-19-4-19 19-4.3.9 Non-Accomplished Categories .............................................................. VI-19-4-20 19-4.3.10 Accountability ....................................................................................... VI-19-4-21 19-4.3.11 Force Revision Implementation ............................................................ VI-19-4-21 19-4.3.12 Planned Maintenance System Feedback Reports .................................. VI-19-4-25 19-4.3.13 Assessment Procedure MRCs ............................................................... VI-19-4-33 19-4.4 Maintenance and Material Management Evaluation Criteria ............................. VI-19-4-33 19-4.4.1 Self-Assessments .................................................................................... VI-19-4-33 19-4.4.2 Inspections .............................................................................................. VI-19-4-35 Appendices A Inspection Criteria ................................................................................. VI-19-4-A-1 B Division Inactive Equipment Maintenance (IEM) Plan ........................ VI-19-4-B-1 C Format for Reporting 3-M Inspections ................................................. VI-19-4-C-1 CHAPTER 19-5 – NAVAL SUBMARINE FORCES 19-5.1 Applicability ......................................................................................................... VI-19-5-1 19-5.2 Roles and Responsibilities .................................................................................... VI-19-5-2 19-5.3 Qualifications ...................................................................................................... VI-19-5-12 19-5.4 Planned Maintenance .......................................................................................... VI-19-5-13 19-5.4.1 Minimum Standards .............................................................................. VI-19-5-13 19-5.4.2 Functional Components ......................................................................... VI-19-5-14 19-5.4.3 Submarine Safety, Scope of Certification, Flight Critical Components and Survivability and Escape ........................................... VI-19-5-17 19-5.4.4 Related Maintenance ............................................................................. VI-19-5-18 19-5.4.5 Inactive Equipment Maintenance .......................................................... VI-19-5-20 19-5.4.6 Scheduling ............................................................................................. VI-19-5-23 19-5.4.7 SKED ..................................................................................................... VI-19-5-24 19-5.4.8 SKED Server Failure ............................................................................. VI-19-5-24 19-5.4.9 Accomplishing PMS .............................................................................. VI-19-5-25 19-5.4.10 Non-Accomplished PMS Categories ................................................... VI-19-5-26 19-5.4.11 Accountability ...................................................................................... VI-19-5-26 19-5.4.12 Force Revision Implementation ........................................................... VI-19-5-27 19-5.4.13 Planned Maintenance System Feedback Reports ................................ VI-19-5-31 19-5.4.14 Transferring Dry Deck Shelter............................................................. VI-19-5-40 19-5.4.15 Planning Board for Maintenance ......................................................... VI-19-5-40 19-5.4.16 Assessment Procedure MRCs .............................................................. VI-19-5-41 19-5.5 Maintenance and Material Management Afloat and Ashore Evaluation Criteria ................................................................................................................ VI-19-5-41 19-5.5.1 Self-Assessment ...................................................................................... VI-19-5-41 19-5.5.2 Inspection ................................................................................................ VI-19-5-45 Appendices A Format for Reporting 3-M Inspections ................................................. VI-19-5-A-1 B Inspection Criteria ................................................................................. VI-19-5-B-1

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 xvii C Format for Reporting K-MRC End-of-Quarter Resolution .................. VI-19-5-C-1 D Division IEM Plan for Fleet and CNO Availabilities ........................... VI-19-5-D-1 CHAPTER 19-6 – NAVAL SURFACE FORCES 19-6.1 Applicability ......................................................................................................... VI-19-6-1 19-6.2 Purpose .................................................................................................................. VI-19-6-1 19-6.3 Roles and Responsibilities .................................................................................... VI-19-6-1 19-6.4 Shipboard Maintenance ...................................................................................... VI-19-6-10 19-6.4.1 Preventative Maintenance System ......................................................... VI-19-6-10 19-6.4.2 SKED Program Failure And Restoration .............................................. VI-19-6-10 19-6.4.3 Minimum Standards .............................................................................. VI-19-6-11 19-6.4.4 Functional Components ......................................................................... VI-19-6-12 19-6.4.5 3-M Coordinator .................................................................................... VI-19-6-14 19-6.4.6 Related Maintenance ............................................................................. VI-19-6-16 19-6.4.7 Inactive Equipment Maintenance .......................................................... VI-19-6-17 19-6.4.8 Assessment Procedures MRCs .............................................................. VI-19-6-19 19-6.4.9 Scheduling ............................................................................................. VI-19-6-20 19-6.4.10 Accomplishing PMS ............................................................................ VI-19-6-22 19-6.4.11 Non-Accomplished Categories ............................................................ VI-19-6-23 19-6.4.12 Accountability ...................................................................................... VI-19-6-23 19-6.4.13 Force Revision Implementation ........................................................... VI-19-6-24 19-6.4.14 Planned Maintenance System Feedback Reports ................................ VI-19-6-25 19-6.4.15 PMS Spot Check Program ................................................................... VI-19-6-35 19-6.4.16 Corrective Maintenance ....................................................................... VI-19-6-38 19-6.4.17 Life Cycle Of A Work Candidate ........................................................ VI-19-6-41 19-6.4.18 Key Component Of A Work Candidate ............................................... VI-19-6-41 19-6.4.19 NTCSS Failure And Recovery............................................................. VI-19-6-43 19-6.4.20 Equipment Validations......................................................................... VI-19-6-43 19-6.5 Planning Board For Maintenance ....................................................................... VI-19-6-45 19-6.5.1 PB4M Meeting ...................................................................................... VI-19-6-45 19-6.5.2 PE Responsibilities ................................................................................ VI-19-6-45 19-6.5.3 PB4M Timing, Periodicity, And Agenda .............................................. VI-19-6-45 19-6.6 3M 365 Continuous Monitoring ......................................................................... VI-19-6-45 19-6.6.1 Pillars Of Performance .......................................................................... VI-19-6-45 19-6.6.2 Periodic Reports .................................................................................... VI-19-6-46 19-6.6.3 CSMP Reconciliation Report (OMMS) ................................................ VI-19-6-52 19-6.6.4 CSMP Reconciliation Report ................................................................ VI-19-6-55 19-6.6.5 CSMP Self-Sufficiency Report ............................................................. VI-19-6-59 19-6.6.6 3-M 365 Program Validation ................................................................ VI-19-6-62 19-6.6.7 Spot check Program ............................................................................... VI-19-6-63 19-6.6.8 CSMP Management Pillar ..................................................................... VI-19-6-63

CHAPTER 19-7 – MAINTENANCE DATA SYSTEM AFLOAT AND ASHORE GENERAL REQUIREMENTS

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 xviii 19-7.1 Purpose .................................................................................................................. VI-19-7-1 19-7.2 Specific Requirements and Policy ........................................................................ VI-19-7-1 19-7.3 Configuration Data Manager ................................................................................ VI-19-7-3 19-7.4 Configuration Worthy Item................................................................................... VI-19-7-3 19-7.5 Databases .............................................................................................................. VI-19-7-3 19-7.6 Data ....................................................................................................................... VI-19-7-4 19-7.7 Reporting............................................................................................................... VI-19-7-5 19-7.8 Configuration Change Form OPNAV 4790/CK ................................................... VI-19-7-6 19-7.9 Maintenance Action Form OPNAV 4790/2K or Work Candidate ....................... VI-19-7-9 19-7.10 Current Ship’s and Station’s Maintenance Project ............................................ VI-19-7-15 Appendices A Standard Work Center Codes for Master Job Catalog Items ................ VI-19-7-A-1 B Job Originator Values ........................................................................... VI-19-7-B-1 C Preparation Instructions Configuration Change Form (OPNAV 4790/CK) .............................................................................. VI-19-7-C-1 D Preparation Instructions Maintenance Action Form (OPNAV 4790/2K) ............................................................................... VI-19-7-D-1 E Preparation Instructions Supplemental Form (OPNAV 4790/2L).........VI-19-7-E-1 F Shipyard Alteration Certification Letter Example ................................. VI-19-7-F-1 G Ship’s First Endorsement On Alteration Certification Letter Example VI-19-7-G-1 H Work Candidate and JSN Log Example ............................................... VI-19-7-H-1 CHAPTER 20 - WEIGHT AND MOMENT CONTROL FOR SUBMARINES 20.1 Purpose ........................................................................................................................ VI-20-1 20.2 Ballast Changes ........................................................................................................... VI-20-2 20.2.1 Naval Sea Systems Command Notification .................................................. VI-20-2 20.2.2 Ballast Types ................................................................................................. VI-20-2 20.3 Unusual Conditions ..................................................................................................... VI-20-3 Appendices A Sample Ship Message to ISIC Concerning Removal or Reinstallation of Cargo Ballast ......................................................................................... VI-20A-1 B Sample Ship Message to ISIC Concerning Audit of Cargo Ballast Documentation ........................................................................................... VI-20B-1 CHAPTER 21 – (Reserved for Future Use) CHAPTER 22 - TRIDENT SYSTEM AND EQUIPMENT MAINTENANCE PLANS 22.1 Purpose ........................................................................................................................ VI-22-1 22.2 TRIDENT System and Equipment Maintenance Plans .............................................. VI-22-1 22.2.1 TRIDENT Planned Equipment Replacement ............................................... VI-22-1

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 xxiii 31.4.2 Business Rules .............................................................................................. VI-31-6 31.4.3 Continuous Estimating Incremental Planning Review Process .................... VI-31-7 31.5 Guidance for Firm Fixed Price Contracts ................................................................... VI-31-9 31.5.1 Overall Process ............................................................................................. VI-31-9 31.5.2 Firm Fixed Price Planning ............................................................................ VI-31-9 31.5.3 Firm Fixed Price Placement ........................................................................ VI-31-10 Appendices A RMC Spotlight Reports.............................................................................. VI-31A-1 CHAPTER 32 - TOP MANAGEMENT ATTENTION TOP MANAGEMENT ISSUES 32.1 Purpose ........................................................................................................................ VI-32-1 32.2 Background ................................................................................................................. VI-32-1 32.3 Applicability and Scope .............................................................................................. VI-32-1 32.4 Responsibilities ........................................................................................................... VI-32-2 32.4.1 Commander, United States Fleet Forces Command ..................................... VI-32-2 32.4.2 Naval Sea Systems Command ...................................................................... VI-32-3 32.4.3 Top Management Attention-Top Management Issues Panels ...................... VI-32.4 32.4.4 Top Management Attention-Top Management Issues Analysis Center ....... VI-32-6 32.4.5 Type Commanders ........................................................................................ VI-32-6 32.5 Metrics ......................................................................................................................... VI-32-7 32.5.1 Top Management Attention-Top Management Issues Candidate Selection ........................................................................................................ VI-32-7 32.5.2 Charts and Graphs ....................................................................................... VI-32-11 Appendices A Top Management Attention and Top Management Issues Flowchart ....... VI-32A-1 CHAPTER 33 - MAINTENANCE AND MODERNIZATION BUSINESS PLAN 33.1 Maintenance and Modernization Business Plan .......................................................... VI-33-1 33.2 MMBP Responsibilities .............................................................................................. VI-33-1 33.2.1 Maintenance Team Responsibilities ............................................................. VI-33-1 33.2.2 NSA Responsibilities .................................................................................... VI-33-2 33.2.3 TYCOM Responsibilities (Surface Force Ships only).................................. VI-33-2 33.2.4 TYCOM Responsibilities (Aircraft Carriers and Submarines only)............. VI-33-3 33.2.5 Ship Program Manager Responsibilities ....................................................... VI-33-3 33.3 The MMBP Submission .............................................................................................. VI-33-3 33.3.1 MMBP Spreadsheet ...................................................................................... VI-33-3 33.3.2 Prioritization ................................................................................................. VI-33-5 33.3.3 Maintenance Summary and Risk Assessment .............................................. VI-33-5 33.4 Budget Process and MMBP Development Timeline .................................................. VI-33-5 33.4.1 Guidance ....................................................................................................... VI-33-5 33.4.2 Initial Budget Guidance (March) .................................................................. VI-33-5

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 xxiv 33.4.3 Provide Controls to Maintenance Team (April) ........................................... VI-33-5 33.4.4 Execution Strategy Adjustments (May) ........................................................ VI-33-6 33.4.5 (Surface Ships only) Maintenance Team Submit MMBPs for Approval via NSA (June).............................................................................. VI-33-6 33.4.6 TYCOM Approves MMBPs (July) ............................................................... VI-33-6 33.4.7 Submit Phasing Plans (August) .................................................................... VI-33-6 33.5 Business Plan Resources ............................................................................................. VI-33-6 Appendices A Executive Summary Sheet ......................................................................... VI-33A-1 CHAPTER 34 - FLIGHT DECK NON-SKID INSPECTION 34.1 Purpose ........................................................................................................................ VI-34-1 34.2 Background ................................................................................................................. VI-34-1 34.3 Scope ........................................................................................................................... VI-34-2 34.4 Responsibilities ........................................................................................................... VI-34-2 34.4.1 Ship’s Force .................................................................................................. VI-34-2 34.4.2 Quality Insurance Officer ............................................................................. VI-34-2 CHAPTER 35 - REGIONAL MAINTENANCE CENTER I-LEVEL MAINTENANCE CAPABILITIES 35.1 Purpose ........................................................................................................................ VI-35-1 35.2 Background ................................................................................................................. VI-35-1 35.2.1 Onboard Support ........................................................................................... VI-35-1 35.2.2 Applicable Regional Maintenance Centers ................................................... VI-35-1 35.3 Responsibilities ........................................................................................................... VI-35-1 35.3.1 Fleet Commanders ........................................................................................ VI-35-1 35.3.2 Commander, Navy Regional Maintenance Center ....................................... VI-35-2 35.3.3 Regional Maintenance Center ....................................................................... VI-35-4 35.4 Regional Maintenance Center Performance Measures ............................................... VI-35-4 Appendices A Regional Maintenance Center I-Level Maintenance Capability Matrix .... VI-35A-1

CHAPTER 36 - SURFACE FORCE SHIP AND AIRCRAFT CARRIER MODERNIZATION PROGRAM 36.1 Scope ........................................................................................................................... VI-36-1 36.2 Purpose ........................................................................................................................ VI-36-1 36.3 Background ................................................................................................................. VI-36-2 36.4 Process ......................................................................................................................... VI-36-2

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 xxv 36.4.1 Key Elements ................................................................................................ VI-36-2 36.4.2 Decision Points ............................................................................................. VI-36-3 36.4.3 Ship Change Document ................................................................................ VI-36-4 36.4.4 Technical Assessment Teams ....................................................................... VI-36-5 36.4.5 Cost Benefit Analysis ................................................................................... VI-36-6 36.4.6 Alteration Figure of Merit ............................................................................. VI-36-7 36.4.7 Annual Assignment of Weights .................................................................... VI-36-8 36.4.8 Combining of Phases .................................................................................... VI-36-9 36.5 Voting Rules .............................................................................................................. VI-36-10 36.5.1 Voting Database Rules ................................................................................ VI-36-10 36.5.2 Initiate Ship Change Document Business Rules ......................................... VI-36-10 36.6 Decision Boards ........................................................................................................ VI-36-10 36.6.1 Decision Board Process .............................................................................. VI-36-10 36.6.2 Board Specific Rules................................................................................... VI-36-11 36.7 Approval for Fleet Alterations .................................................................................. VI-36-12 36.8 Execution Year Changes to Modernization Plans ..................................................... VI-36-12 36.9 Metrics ....................................................................................................................... VI-36-12 36.9.1 Ship Modernization Program Goal ............................................................. VI-36-12 36.9.2 Evaluation ................................................................................................... VI-36-13 36.10 Milestones ................................................................................................................. VI-36-16 Appendices A Modernization Plan Flowchart ................................................................... VI-36A-1 B Ship Change Document Template ............................................................. VI-36B-1 C Technical Assessment Flowchart ............................................................... VI-36C-1 D Cost Benefit Analysis Flowchart ............................................................... VI-36D-1 E Alteration Figure of Merit Flowchart ........................................................ VI-36E-1 F Voting Database Flowchart ........................................................................ VI-36F-1 CHAPTER 37 - REGIONAL MAINTENANCE CENTER PASSIVE COUNTERMEASURE SYSTEM SUPPORT REQUIREMENTS 37.1 Purpose ........................................................................................................................ VI-37-1 37.2 Passive Countermeasure System Event Description ................................................... VI-37-2 37.3 Passive Countermeasure System Personnel Certification ........................................... VI-37-2 37.3.1 Passive Countermeasure System In-Service Engineering Activity .............. VI-37-3 37.3.2 Training Requirements.................................................................................. VI-37-3 37.3.3 Support Personnel ......................................................................................... VI-37-3 37.3.4 Regional Maintenance Center Japan, Regional Maintenance Center Rota and Pearl Harbor Naval Shipyard ........................................................................ VI-37-3 37.3.5 Ship’s Force Personnel ................................................................................. VI-37-3 37.4 Passive Countermeasure System Technical Assistance .............................................. VI-37-3 37.5 Responsibilities ........................................................................................................... VI-37-3

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 xxvi CHAPTER 38 - DEEP SUBMERGENCE SYSTEMS HULL INTEGRITY PROCEDURES 38.1 Purpose ........................................................................................................................ VI-38-1 38.2 Hull Integrity Procedures Maintenance Scheduling, Planning and Reporting ............ VI-38-1 38.2.1 Maintenance Requirements for Continued Certification .............................. VI-38-1 38.2.2 Scheduling and Reporting ............................................................................. VI-38-1 38.2.3 Baseline and Due Dates ................................................................................ VI-38-2 38.2.4 Periodicity Extensions .................................................................................. VI-38-2 38.2.5 Scheduling, Planning and Reporting Hull Integrity Procedure Accomplishment at Sustaining Activity/Fleet Maintenance Activity Level ............................................................................................................. VI-38-3 38.2.6 Scheduling, Planning and Reporting Hull Integrity Procedures Accomplishment During Regular Overhaul (ROH) .................................... VI-38-3 38.2.7 Scheduling, Planning and Reporting Hull Integrity Procedures Accomplishment During Restricted Availabilities (RAV) ........................... VI-38-4 38.2.8 Deep Submergence System Hull Integrity Procedures Completion Reporting....................................................................................................... VI-38-4 38.3 Responsibilities ........................................................................................................... VI-38-5 38.3.1 Type Commander.......................................................................................... VI-38-5 38.3.2 Submarine Maintenance Engineering, Planning and Procurement Activity VI-38-5 38.3.3 Immediate Superior In Command ................................................................. VI-38-5 38.3.4 Deep Submergence System Commanding Officer ....................................... VI-38-8 Appendices A SUBMEPP DSS HIP Inventory ................................................................. VI-38A-1 B SUBMEPP DSS HIP Schedule ................................................................. VI-38B-1 C Request for DSS HIP Periodicity Extension Format ................................. VI-38C-1 CHAPTER 39 - MAINTENANCE AND MODERNIZATION PERFORMANCE REVIEW AND LESSONS LEARNED CONFERENCE FOR SURFACE FORCE SHIPS 39.1 Purpose ........................................................................................................................ VI-39-1 39.2 Maintenance and Modernization Performance Review Overview.............................. VI-39-1 39.2.1 MMPR Objective .......................................................................................... VI-39-1 39.2.2 MMPR Key Membership .............................................................................. VI-39-1 39.2.3 MMPR Action Items ..................................................................................... VI-39-2 39.2.4 Further Guidance .......................................................................................... VI-39-2 39.3 Lessons Learned Conference Overview ...................................................................... VI-39-2 39.3.1 Lessons Learned Conference Concept .......................................................... VI-39-3 39.3.2 Lessons Learned Conference Objective........................................................ VI-39-3 39.3.3 Lessons Learned Conference Key Membership ........................................... VI-39-3 39.4 Preparing for the Lessons Learned Conference .......................................................... VI-39-4 39.4.1 Preparation .................................................................................................... VI-39-4 39.4.2 Lessons Learned Conference Presentation Overview ................................... VI-39-4 39.5 Conducting a Lessons Learned Conference ................................................................ VI-39-5

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 xxvii 39.5.1 Lessons Learned Conference Schedule ........................................................ VI-39-5 39.5.2 Agenda .......................................................................................................... VI-39-5 39.5.3 Lessons Learned Conference Focus Areas ................................................... VI-39-5 39.5.4 Invitees .......................................................................................................... VI-39-5 39.5.5 Invites and Announcement ........................................................................... VI-39-5 39.5.6 Lessons Learned Conference Documents ..................................................... VI-39-5 39.5.7 Lessons Learned Conference Minutes .......................................................... VI-39-5 39.5.8 Lessons Learned Conference Website .......................................................... VI-39-6 39.6 Interaction Among Feedback Processes ...................................................................... VI-39-6 39.6.1 Relationships ................................................................................................. VI-39-6 39.6.2 Consistency ................................................................................................... VI-39-6 39.7 Lessons Learned Conference Application and Knowledge Sharing ........................... VI-39-6 Appendices A Access to Lessons Learned Conference and MMPR Sites on the ST1 Portal .......................................................................................................... VI-39A-1 CHAPTER 40 - SUBMARINE MESSAGE REPORTING 40.1 Purpose ........................................................................................................................ VI-40-1 40.2 Background ................................................................................................................. VI-40-1 40.3 Scope ........................................................................................................................... VI-40-1 40.4 Policy ........................................................................................................................... VI-40-1 40.5 Responsibilities ........................................................................................................... VI-40-3 40.5.1 Type Commanders ........................................................................................ VI-40-3 40.5.2 Immediate Superior In Command ................................................................. VI-40-3 40.5.3 Ship’s Commanding Officer ......................................................................... VI-40-3 40.6 Message Requirements ................................................................................................ VI-40-3 Appendices A Sample (SUBS) Initial Message ................................................................ VI-40A-1 B Sample (SUBS) Update Message .............................................................. VI-40B-1 C Sample (SUBS) Final/Closeout Message .................................................. VI-40C-1 D Sample (SUBS) Shipalt/Tempalt Installation Message ............................. VI-40D-1 E Sample (SUBS) Shipalt/Tempalt Removal Message ................................. VI-40E-1 CHAPTER 41 - MAINTENANCE AND PROJECT TEAM 41.1 Purpose ........................................................................................................................ VI-41-1 41.2 Maintenance Team ...................................................................................................... VI-41-1 41.2.1 Crew Swap .................................................................................................... VI-41-1 41.2.2 Maintenance Team Members ........................................................................ VI-41-1 41.2.3 The Principal Roles of the Maintenance Team ............................................. VI-41-2 41.2.4 Specific Duties of Maintenance Team Members .......................................... VI-41-4 41.3 Project Team ............................................................................................................. VI-41-12

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-1-2 quality assurance, inspection and condition-reporting functions necessary to ensure the work is performed efficiently and following technical specifications. Reference (c), Chapter 28, Appendix A, Section II specifies the responsibilities for each organization (NAVSEA code 00C, Commander United States Fleet Forces Command, TYCOMs, On-Scene Navy Representative, and the Ship's Chief Engineer) involved in the hull cleaning program. 1.5 REPORTS. All waterborne underwater hull cleaning and inspection must be documented and submitted to the respective TYCOM and NAVSEA 00C for review. Documentation for cleaning submarines must also be transmitted to SUBMEPP Code 1844. Documentation for cleaning and inspection of aircraft carrier hulls must also be transmitted to PMS 312C Carrier Planning Activity, Code 22. Inspection results must be recorded on the standard Diver Hull Inspection Data form (NAVSEA 4730/3 available on-line at https://forms.documentservices.dla.mil/order/). The inspection documentation may be mailed or electronically stored and transmitted to the appropriate organizations. Mailing addresses are: COMNAVSEASYSCOM Attn: NAVSEA 00C5 1333 Isaac Hull Avenue S.E. Stop 1075 Washington Navy Yard, DC 20376-1075 Commanding Officer SUBMEPP Activity PO Box 2500 Portsmouth Naval Shipyard Portsmouth, NH 03804-2500 Commanding Officer PEO Carriers PMS 312C Bldg. 33 Portsmouth, VA 23709-5091

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-2-1 VOLUME VI CHAPTER 2 FLEET TECHNICAL ASSISTANCE REFERENCES. (a) COMUSFLTFORCOM/COMPACFLTINST 3501.3 - Fleet Training Continuum (b) OPNAVINST 3000.15 - Fleet Response Plan (FRP) LISTING OF APPENDICES. A Area Regional Maintenance Center Fleet Technical Assistance Contact Information B Sample Technical Assistance Visit Report (TAVR) Message C Sample E-MAIL Technical Assistance Visit Report (E-TAVR) D Submarine Fleet Technical Support Pr oviders Roles and Responsibilities. 2.1 PURPOSE. This chapter provides policy, procedures and guidance regarding utilization of Fleet Technical Assistance (FTA) program resources in support of all surface ships, aircraft carriers, submarines and craft. Commander, U. S. Fleet Forces Command and Commander, U.S. Pacific Fleet (COMPACFLT) Fleet Maintenance Officers (N43) will ensure that appropriate Fleet resources are available to provide technical assistance to the Naval operating forces under their cognizance. 2.2 FLEET TECHNICAL ASSISTANCE DEFINITION. FTA is the help that surface ships, aircraft carriers, submarines and craft request when they are unable to resolve equipment or software deficiencies using their own ships resources or other means available within their Strike Group. Paragraph 2.3 of this chapter lists FTA program exclusion items. Use of Regional Maintenance Center (RMC) or RMC-obtained resources for other purposes, such as non-Ship’s Force repairs, assessments, Board of Inspection and Survey inspections, etc., is not considered a FTA but is addressed elsewhere in this manual or other policy guidance. All FTA requests will be responded to by the RMCs as defined in paragraph 2.4.1 of this chapter. 2.3 FLEET TECHNICAL ASSISTANCE EXCLUSION AREAS. RMCs are not responsible for technical assistance in the following areas: a. Naval Sea Systems Command (NAVSEA) 08 cognizant equipment. b. TRIDENT missile weapons systems. c. Aircraft. d. Catapults and arresting gear - Airc raft Launch and Recovery Equipment. e. Ordnance and munitions. f. Submarine Safety systems and components. g. Nuclear weapons. h. Special clearance carry-on equipment. i. Undersea and land-based surveillance equipment. j. Flight deck certification related systems and equipment.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3-2 Temporary Engineering Changes and Type Commander (TYCOM) Discretionary Changes (TDC). Appendix A of this chapter provides an executive summary of these major alteration types. 3.1.2 Definition. An alteration is defined as any modification in the hull, machinery, equipment or fittings that involves a change in design, materials, number, location or relationship of an assembly’s component parts, whether the change is separate from, incidental to, or in conjunction with repairs. All modifications affecting ship’s configuration, both major and minor, are prohibited without the applicable Systems Command technical approval and TYCOM authorization. 3.2 RESPONSIBILITIES. 3.2.1 Immediate Superior In Command (Squadron or Naval Submarine Support Command). The Immediate Superior In Command (ISIC) will assign an Alteration Coordinator who is responsible for managing the alteration program for each assigned unit: a. Informing the Fleet Maintenance Acti vity (FMA) of upcoming availabilities. b. Monitoring FMA long-range moderni zation and availability planning. c. Establishing installation priorities. Based on FMA evaluation, inform the TYCOM of any alteration that can only be accomplished in a major availability. d. Screen alterations to the FMA for accomplishment immediately upon receiving TYCOM authorization. Ensure no action is taken to accomplish alterations which are not TYCOM authorized. TYCOM concurrence is required for exceptions. e. Maintaining a file of active altera tion briefs and other related documentation. f. Assisting units in the pr eparation of alteration requests (Appendix B) and reviewing them for technical adequacy, applicability and recommended level of accomplishment. Alteration requests should be limited to alterations affecting safety or providing a substantial maintenance or operational benefit. g. Identifying design deficiencies, changes to hull applicability, or non-availability of material or design for alterations. h. Ensuring that only TYCOM authorized (i ncluding partially completed alterations) appear on the individual ship’s Current Ship’s Maintenance Project (CSMP). Review the Type Availability Code to ensure alterations have been properly screened for either FMA or Ship’s Force accomplishment (Type Availability Two for FMA or Type Availability Four for Ship’s Force). Reference (c) provides detailed Maintenance and Material Management (3-M) Program requirements. i. Ensuring that the Master Job Catalog ( MJC) contains all alterations authorized for accomplishment. The Maintenance Document Control Office (MDCO) or comparable local organization is responsible for the retrieval of authorized alteration information from the MJC and its addition to the appropriate maintenance brokering database. If an authorized alteration is not contained in the MJC, contact the TYCOM or SUBMEPP or take appropriate steps to locally add it. Reference (c) provides detailed 3-M Program requirements.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3-3 j. Ensuring that all OPNAV 4790/CKs are colle cted three days prior to the end of the availability. Within two days of receipt, the MDCO (or equivalent maintenance document processing office) will input the original OPNAV 4790/CK into the appropriate maintenance database. Provide copies of all OPNAV 4790/CKs to the TYCOM Modernization Program Manager. k. Ensuring that a Reactor Plant Confi guration Change Report (RPCCR) Completion Report summarizing reactor plant configuration changes accomplished by a shipyard organization, Nuclear Regional Maintenance Department (NRMD) or FMA are forwarded to the ship’s Commanding Officer either electronically or by hard copy at the end of each availability. Ensure the ship’s engineer acknowledges the report back to the installing activity and that a copy of the RPCCR Completion Report is provided to the ISIC alteration manager and Squadron Engineer so the NUCALTs can be closed out in the appropriate maintenance brokering database. Additional details are available in references (d) and (e). l. Ensuring situational alterations ar e accomplished when conditions warrant. m. Informing ships of alterations planned during an availability in the pre-arrival message. Include alterations being accomplished by outside activities (industrial activity, vendor, Alteration Installation Team (AIT), etc.). n. Verifying reports of alteration completi ons provided by the industrial activity during Chief of Naval Operations (CNO) Maintenance Availabilities. o. Ensuring that alterations authorized for Forces Afloat accomplishment are completed to the maximum extent possible prior to ship entry into a CNO Maintenance Availability. p. Ensure a Memorandum of Agreement (M OA) is in place for any alteration, TEMPALT or OPALT scheduled for accomplishment before installation begins. Ensure the MOA provides the duration of installation and scheduled removal date for TEMPALTs or OPALTs. Reference (f) provides detailed TEMPALT Program requirements. q. Ensuring installation of TEMPALTs or OP ALTs are per reference (f) and installation or removal is reported in the format provided in Appendix C of this chapter. r. Ensuring installation of alterations by the AIT is per reference (g). s. Ensuring that the FMA requisitions R eady for Issue (RFI) TYCOM Alteration Kits (TYKIT) using a TYKIT Requisition Form provided in Appendix D. t. Ensuring that TYCOM authorized Category A Mandatory Safety A&Is and Mandatory Safety Title D SHIPALTs are completed during the next availability of sufficient duration. If Ready for Accomplishment (RFA) Category A Mandatory Safety A&I or Mandatory Safety Title D SHIPALT must be deferred beyond an availability of sufficient duration, concurrence must be granted by the TYCOM, Ship’s Program Manager and NAVSEA 05 Chief Engineer. This concurrence communication may be conducted via electronic mail.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3-4 u. Ensuring that Category “B” A&Is are comp leted within 24 months of the date of authorization. Category “B” A&Is affect personnel and equipment safety and failure to complete a Category “B” A&I within 24 months could result in personnel injury or equipment damage. Provide a Quarterly Plan of Action and Milestones for the accomplishment of overdue Category “B” A&Is to the TYCOM Modernization Program Manager. v. Ensuring all Fly-By-Wire Ship Control Sy stem alterations are planned and installed per the requirements of reference (h) and Chapter 34 of this volume. 3.2.2 Fleet Maintenance Activity. The FMA will establish and maintain an Alteration Management Group. This group will be responsible for: a. Using the priorities set by the TYCO M or ISIC, commence alteration planning and material procurement in time to permit on time accomplishment. b. Ensuring required ship checks ar e conducted in a timely manner. c. Ensuring no action is taken to accomplish alterations which are not authorized for accomplishment. TYCOM concurrence is required for exceptions. d. Notifying the ISIC that an alteration is r eady to work when all procedures have been prepared and all material is on hand. e. Upon completion of each non-reactor plant alteration, ensure that the OPNAV 4790/CK is completely filled in by the Lead Work Center per reference (c) and returned with the signed off Automated Work Request to the Analysis, Records and Reports Section. The OPNAV 4790/CK will be forwarded by the Analysis, Records and Reports Section to MDCO (or equivalent maintenance document processing office) for entry into the appropriate maintenance brokering database and then forwarded to the ship for follow-up. Reference (c) provides detailed 3-M Program requirements. f. Ensuring that an RPCCR Completion Repor t summarizing reactor plant configuration changes accomplished by the NRMD or FMA are forwarded to the ship’s Commanding Officer either electronically or by hard copy at the end of each availability. Ensure the ship’s engineer acknowledges the report back to the installing activity and that a copy of the RPCCR Completion Report is provided to the ISIC alteration manager and Squadron Engineer so the NUCALTs can be closed out in the appropriate maintenance brokering database. Once the ship’s engineer acknowledges the report, distribute the RPCCR(s) electronically via the Enterprise Business System RPCCR application. Additional details are available in references (d) and (e). g. Maintaining a current scheduling and co mpletion status of alterations on assigned units. h. Maintaining the status of alteration planni ng for all alterations authorized for Forces Afloat accomplishment. i. Requisitioning RFI TYKITs using Appendix D.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3-5 j. Ensuring material necessary for the installa tion of alterations is procured in sufficient time to ensure availability during scheduled upkeeps. This includes obtaining all hardware and software required for Ship’s Force responsible alterations. k. Providing for proper stowage of TYKITs and other alteration material pending installation. l. Ensuring all Fly-By-Wire Ship Control Sy stem alterations are planned and installed per reference (h). m. Upon completion of each inst allation, ensure that red lined drawings (if required) are provided to the ship and planning yard per reference (a). n. Ensure delivery of all required Integr ated Logistics Support (ILS) documentation to the ship per reference (a) and the approved ILS Certification Form. Inform ISIC or TYCOM if all ILS is not available prior to the start of the installation so a TYCOM Risk Assessment can be conducted. 3.2.3 Ship’s Alteration Coordinator. Ships will designate the Ship’s Maintenance Manager, the 3-M Coordinator or a designated assistant as the Alteration Coordinator. Responsibilities will include: a. Acting as the central point of contact for all matters relating to alterations. b. Responding to specific requests for ship checks made by the TYCOM, ISIC or FMA. c. Ensuring no alteration is attempted by Ship ’s Force until the alteration appears in the unit’s CSMP as planned for accomplishment by the appropriate work center. d. Ensuring that all OPNAV 4790/CK forms provided by the installing activity are expeditiously completed and submitted to MDCO or equivalent maintenance document processing office per reference (c) three days prior to end of upkeep. e. For reactor plant alte rations completed by the Shipyard or NRMD, an RPCCR Completion Report will be provided by the shipyard or NRMD and within four weeks of receipt, the ship’s engineer must acknowledge receipt and return the report to the Naval Supply Systems Command (NAVSUP) Code N87 Waterfront Representative. The shipyard or NRMD will be responsible for electronically processing these RPCCRs via the Enterprise Business System RPCCR application. f. For reactor plant a lterations completed by Ship’s Force, RPCCRs will be submitted via SIPR e-mail to BPMI at address [email protected]. The TYCOM Modernization Manager and squadron Alteration Coordinators should also be copied on the e-mail. Detailed instructions governing RPCCR submission are contained in references (d) and (e). g. Monitoring the accomplishment of alterations during Depot Maintenance Availabilities by both the industrial activity and Ship’s Force and reviewing alteration completion reports provided by the industrial activity. Report any discrepancies to the ISIC or TYCOM. h Ensuring proper 3-M reporting by mon itoring the submission of OPNAV 4790/CK forms regardless of the installing activity or availability. If an OPNAV 4790/CK form

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3-6 has not been submitted for a completed alteration, obtain one. The certification letter of alterations accomplished by a shipyard or AIT will be processed as OPNAV 4790/CKs as required by reference (c). i. Ensuring an MOA is in place before in stallation of an alteration or TEMPALT or OPALT by any industrial activity. Ensure the MOA provides the duration of installation and scheduled removal date for TEMPALTs or OPALTs. j. Ensuring installation of TEMPALTs or OPA LTs is per reference (f) and installation or removal is reported in the format provided in Appendix C. k. Ensuring TEMPALTs are removed and th e ship is returned to its original configuration by the scheduled removal date. l. Ensuring all TEMPALTs are removed and the ship is returned to its original configuration prior to a CNO Maintenance Availability. m. Ensuring installation of alterations by an AIT is per reference (g). n. Ensuring all Fly-By-Wire Ship Control Sy stem alterations are planned and installed per the requirements of reference (h). o. Following installation of an alteration that m odifies the structure of the ship, such that access to vital equipment is or may be impacted, the ship must evaluate the need to perform Unrestricted Operation (URO)-29. If access to vital equipment could be restricted, the ship must perform URO-29 and provide a copy to the installing activity and the ISIC. Partial accomplishment of URO-29 is acceptable if appropriate for the alteration. 3.3 ALTERATION PROGRAMS. 3.3.1 Reactor Plant Ship Alteration Package Program (Nuclear Powered Ships only). A NAVSEA 08 program to package and position reactor plant alteration material at the NAVSUP Weapons System Support (WSS) Mechanicsburg for requisition and installation by Forces Afloat. RFI reactor plant alteration packages should be requisitioned via fax to (717) 605-7706 or official correspondence to the address identified in this paragraph. All requests must include National Stock Number, alteration number, hull number and name, complete shipping address, point of contact (including phone number), and required delivery date. Naval Supply Systems Command Wea pons System Support (NAVSUP WSS) Code (per Field Change instructions) P.O. Box 2020 Mechanicsburg, PA 17055-1788 3.3.2 Alteration Installation Team Program. A program to support the installation of alterations by an industrial team normally outside of a CNO Maintenance Availability. Specific guidelines governing AITs are contained in reference (g). AIT installations are scheduled and authorized through the Submarine Modernization and Alteration Requirements Tool (SMART). 3.3.3 Type Commander Alteration Kit Program. A TYCOM program which packages hardware and software required to plan, install and report completion of the alteration. Accomplishment will be authorized in TYCOM Alteration Management System (TAMS) when the TYKIT

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3-7 becomes available. The TYKIT inventory report is available on the SUBLANT and SUBPAC websites. Once TYKITs are reported available for issue, installing activities should use the form provided in Appendix D to request shipment the TYCOM. 3.3.4 Alteration & Improvement Item Program. A TYCOM program to issue NAVSEA approved changes to the fleet which are different from SHIPALTs in that they do not normally result in significant design changes, have no logistically significant material requirements, no significant ILS Requirements and no significant industrial production work or support requirements. Joint COMSUBLANT/COMSUBPAC A&I approval letters are issued by COMSUBLANT. 3.3.4.1 Message Alterations and Improvements. In the event that operational concerns require an immediate configuration change to ships at sea, a Naval Message may be used to direct specific actions with an assigned A&I number. 3.3.4.2 Alteration and Improvement Category Codes. Category A: Mandatory Safety – After TYCOM authorization accomplish at the next availability of sufficient duration based on scope and complexity. Deferral requires TYCOM, Ship’s Program Manager and SEA05 approval. Category B: Safety - Accomplish wi thin two years of authorization. Category C: Maintenance Improvement - Acco mplish within three years of authorization. Category D: Optional (Habitability). Category E: Optional (Minor Improvement). Category F: Situational - Accomplish when the condition outlined in the A&I occurs. 3.3.5 Command, Control, Communications, Computer, Combat Systems, Intelligence, Surveillance and Reconnaissance (C5ISR) Modernization Program (C5IMP). The Submarine Force C5IMP was established to manage configuration baselines, ensure critical C5ISR interoperability and manage operational risks associated with C5ISR modernization. The C5IMP is scheduled and authorized through the SMART. C5I modernization is normally accomplished during CNO Maintenance Availabilities or by an AIT during pier side availabilities. Additional details are available in references (i) and (j). 3.4 MONITORING OF ALTERATION STATUS. 3.4.1 Type Commander Alteration Management System. An automated system operated by the TYCOMs containing information relating to an alteration’s authorization, completion status, scheduling and designated accomplishing activity for all A&I Items, TZ Improvements and SHIPALTs. TAMS is the instrument by which the TYCOM authorizes the accomplishment of TYCOM alterations and maintains completion status. Appendix E provides a TAMS Interpretation Guide. 3.4.2 Navy Data Environment - Navy Modernization. The official automated system supporting the information and decision support requirements of NMP managers Navy wide. Navy Data Environment - Navy Modernization (NDE-NM) contains data related to ships and their availability schedules, alteration applicability, alteration material requirements and procurement

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3-8 status and installation and outfitting costs for non-nuclear alterations. Submarine TYCOM alterations and SSBN and SSGN alterations are not scheduled in NDE-NM at this time. 3.4.3 Submarine Modernization and Alteration Requirements Tool. SMART is the authoritative tool for the Submarine Force C5IMP. All C5I modernization planning, scheduling and authorization is conducted utilizing SMART. SMART is available on COMSUBLANT/COMSUBPAC NIPR site for SSNs and SSGNs and on COMSUBLANT/COMSUBPAC SIPR site for SSBNs. In addition, the TYCOM uses SMART to schedule and authorize all Hull, Mechanical and Electrical non-nuclear alterations being accomplished by AIT. 3.4.4 Nuclear Alteration Technical Documentation Compact Disk. The NUCALT Technical Documentation CD provides information required to accomplish nuclear SHIPALTs and A&I items. It is issued to applicable ships, ISICs and FMAs quarterly. It provides information on all outstanding nuclear alterations applicable to each individual ship. 3.5 LIAISON ACTION REQUEST. A Liaison Action Request (LAR) is to be submitted to the appropriate Planning Yard or Reactor Plant Planning Yard, with copy to the TYCOM Modernization Program Manager, when a technical problem is encountered during the planning for or installation of an alteration. The use of eLARs is preferred. The LAR form in reference (k) may be used. Non-technical issues should be addressed to the TYCOM via Alteration Feedback per paragraph 3.6 of this chapter. 3.6 ALTERATION FEEDBACK. An Alteration Feedback message or e-mail (Appendix F) is to be submitted to the TYCOM Modernization Program Manager when a non-technical or administrative problem is encountered during the planning for or installation of an alteration. Technical issues should be addressed to the appropriate planning yard via LAR per paragraph 3.5. 3.7 ALTERATION REQUESTS. Requests for new alterations should be made using the format provided in Appendix B. Alteration requests should be limited to alterations affecting safety or those providing a substantial warfighting or maintenance benefit. Initiator must provide adequate justification or the alteration request will be returned disapproved. ISIC endorsement of Alteration Requests from the fleet is required. 3.8 TYCOM MODERNIZATION WEBSITES. Both the COMSUBLANT and COMSUBPAC NIPRNET and SIPRNET Websites provide a wealth of modernization information to include periodic TAMS Reports, TYKIT Inventory and Requisition Form, Alteration Document (SHIPALT, A&I, TZ Improvement) Archives and general information. 3.9 PERMANENT MODIFICATIONS TO TENDERS WITH NUCLEAR SUPPORT FACILITIES. Rearrangement or modification to spaces within or adjacent to the Nuclear Support Facility must be accomplished per reference (l).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3A-1 APPENDIX A APPENDIX A MAJOR SHIP ALTERATION TYPES EXECUTIVE SUMMARY TYPE ALTERATION BRIEF WHO FUNDS FMP INSTALLATION Title K SHIPALT Most complex military characteristic change; requires Industrial Activity (including AIT) expertise. Program Office Title K-P SHIPALT Approved package alteration for AIT or forces afloat accomplishment. Program Office Title D SHIPALT Less complex fleet responsible Alteration Equivalent to a Repair. May require Industrial Activity or FMA expertise. Reactor Plant Title “D” SHIPALTs are situational - to be accomplished only when the situation outlined in the SHIPALT occurs. Fleet Commander or TYCOM Title F SHIPALT Less complex fleet responsible Alteration Equivalent to a Repair. May require FMA or Ship’s Force expertise. Only used for Reactor Plant alterations. Fleet Commander or TYCOM ORDALT Modification of ordnance equipment or systems after establishment of the product baseline which involves a change in design, material, quantity, installed location, ILS, or the relationship of the component parts of an assembly within the ship. ORDALTs are normally accomplished by an AIT. Program Office MACHALT

NOTE: Submarines no longer issue MACHALTs but will retain this definition to support legacy MACHALTs. Hull, Mechanical and Electrical changes within strict equipment/system boundaries and with limited system ramifications managed by the In-Service Engineering Activity. Program Office or TYCOM Engineering Changes, Field Changes (FC) A mechanical, electronic or electrical change, made to electronic equipment after establishment of the product baseline and delivery to the government, including software changes, which do not impact interfaces to other equipment within the ship, change the footprint, form or fit, change power, weight or air conditioning requirements. Engineering Changes and FCs are normally installed by AIT or Ship’s Force. Program Office Alteration & Improvement (A&I) Item Tests, inspections and minor alterations to submarines and submarine tenders; no significant ILS impact. Fleet Commander or TYCOM Type Zero (TZ) Improvements Minor alterations to SSBN and SSGN 726 Class submarines; no significant ILS impact. Fleet Commander or TYCOM TYCOM Discretionary Changes (TDC)

NOTE: Submarines no longer issue TDCs but will retain this definition to support legacy TDCs. Minor alteration to SSBN and SSGN 726 Class submarines at the discretion of the TYCOM or ISIC; no significant ILS impact. Fleet Commander or TYCOM TRIDENT Command and Control System Modification Alterations on the TRIDENT Command and Control System. Program Office

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3A-2 APPENDIX A TYPE ALTERATION BRIEF WHO FUNDS FMP INSTALLATION Temporary Engineering Changes Emergent temporary modification to the TRIDENT Command and Control System. Program Office TEMPALT Emergent, proof of concept or mission related temporary modification to submarines; installed for short, predetermined time frame not normally to exceed 24 months or 18 months wet duration time with any external structure or any implodable volume features. Technical Sponsor OPALT TEMPALTs with ILS requirements (usually an interim installation pending SHIPALT development). Technical Sponsor TRIDENT Alteration (TRID) Major alteration to SSBN and SSGN 726 Class submarines. Significant ILS impact. Program Office

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3B-1 APPENDIX B APPENDIX B SUBMARINE ALTERATION REQUEST FORMAT 4720 Ser Date From: Commanding Officer, USS (Ship’s Name and Hull No.) To: Commander, Naval Sea Systems Command Via: ISIC (as appropriate) TYCOM (as appropriate) Subj: USS (Ship’s Name and Hull No.) AR N (Hull No.-CY-Ser No.) REQUEST FOR ALTERATION TO (PROVIDE, REMOVE, REPLACE, RELOCATE, INSTALL, CORRECT, etc.) IN (Ship Type or Class) Ref: (a) COMUSFLTFORCOMINST 4790.3; Joint Fleet Maintenance Manual Encl: (1) (Photographs, sketches, etc. to fully describe the proposed alteration) (2) Recommended Changes to Technical Documentation 1. Existing Deficiency or Condition. Statement of circumstances which warrant initiation of alteration request. 2. Alteration Request. Per Volume VI, Chapter 3 of reference (a), request that the following alteration be approved for (Ship Type or Class) ships and be authorized for accomplishment on USS (Ships Name and Hull No.). a. Brief: Descripti on of alteration desired. b. Justification: Statements that the al teration meets one or more of the following criteria: (1) Significant improvement in ship or equipment safety. (2) Significant improvement in equipmen t or system reliability, reduction in maintenance requirements or both. (3) Significant benefits to hea lth or safety of personnel. (4) Significant improvement in mission capability. c. Applicable Plans and Publications: Li st applicable technical manuals, drawings, correspondence, maintenance documentation, etc. d. Priority: Defined by TYCOM instructions. e. Relationship to other issued alterations: f. Manual Changes: Recommended manual changes (attached as enclosure (2)). g. Effect on Habitability. h. Materials. i. Work to be accomplished by:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3B-2 APPENDIX B ISIC ENDORSEMENT OF SUBMARINE ALTERATION REQUEST FORMAT 4720 Ser Date FIRST ENDORSEMENT on Commanding Officer, USS (Ship’s Name and Hull No.) ltr 4720 (Ser No. and Date) From: ISIC (as appropriate) To: Commander, Naval Sea Systems Command Via: TYCOM (as appropriate) Subj: USS (Ship’s Name and Hull No.) ARN (Hull No.-CY-Ser #) REQUEST FOR ALTERATION TO (PROVIDE, REMOVE, REPLACE, RELOCATE, INSTALL, CORRECT, ETC.) IN (Ship Type or Class Ships). 1. Forwarded, concurring with the basic corr espondence (with the following comments). 2. The alteration should be applic able to (Type, Class, Hulls). 3. This alteration should be issued as an (A&I, Title D, F, K, P SHIPALT). 4. This alteration should be accomplished by (F orces Afloat or industrial activity).

Copy to: USS (Ship’s Name and Hull No.) (requesting ship)

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3C-1 APPENDIX C APPENDIX C SAMPLE TEMPALT OR OPALT REPORTING MESSAGE FM (INSTALLING ACTIVITY)// TO COMNAVSEASYSCOM WASHINGTON DC//PMS392 (SSN/SSBN/SSGN)// TYCOM//N42T// (AS APPROPRIATE) INFO COMSUBRON (SQUADRON NO.)// USS (SHIP’S NAME AND HULL NO.)// BT UNCLAS //N04720// MSGID/GENADMIN/(INSTALLING ACTIVITY)// SUBJ/(SUBS) INSTALLATION/REMOVAL OF TEMPALT (TEMPALT NO.) (ON/FROM) USS (SHIP’S NAME AND HULL NO.)// REF/A/LTR/(ORIGINATOR, SERIAL NO.)/(DATE)// REF/B/LTR/(ORIGINATOR, SERIAL NO.)/(DATE)// NARR/REF A APPROVED DESIGN OF TEMPALT (TEMPALT NO.). REF B APPROVED INSTLN OF TEMPALT (TEMPALT NO.)// POC/(NAME)/(RANK/RATE/TITLE)/(LOCATION)/(DSN/COMM TELEPHONE)// RMKS/1. TEMPALT (TEMPALT NO. AND NARRATIVE DESCRIPTION), DESIGN APPROVED BY REF A, INSTALLATION APPROVED BY REF B, WAS (INSTALLED/REMOVED) (ON/FROM) USS (SHIP’S NAME AND HULL NO.) ON (DATE). INSTALLATION WAS IAW NAVSEA APPROVED TECHNICAL DATA PACKAGE (TDP). DEVIATIONS WERE APPROVED BY ________. THIS TEMPALT IS SCHEDULED FOR REMOVAL ON (DATE)// RMKS/2. URO-29 WAS OR WAS NOT ACCOMPLISHED// BT

NOTE: ENSURE MESSAGES ARE FOLLO WING CURRENT MESSAGE FORMAT AND CURRENT PLAIN LANGUAGE ADDRESS DIRECTORY (PLAD) IS UTILIZED.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3D-1 APPENDIX D APPENDIX D TYKIT REQUISITION FORM DATE: FROM: TO: TYCOM (as appropriate) 1. REQUEST SHIPMENT OF BELOW LISTED TYKIT(S): TYKIT# HULL#

2. COMPLETE SHIPPING ADDRESS:

3. POINT OF CONTACT: 4. TELEPHONE (VOICE or FAX): 5. DATE REQUIRED: 6. SPECIAL INSTRUCTIONS:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3E-1 APPENDIX E APPENDIX E TYCOM ALTERATION MANAGEMENT SYSTEM INTERPRETATION GUIDE ALTID: Alteration Identification Number Format of ALTID is: PR Type 00000 Alt Prefix Ship Type Alt Number The Alt Prefix is SA for SHIPALTs, TY for A&I Items and MA for MACHALT. Ship Type is a four-character element for the type of ship (SSN, SSBN, AS, etc.) and the Alt Number is a five-digit number which begins with a 0 for SHIPALTs and a letter prefix for A&I items. Ship Type Abbreviation A&I Prefix Ship Type SSN688 or 21 Class N Nuclea r-Powered Attack Submarine SSN774 Class V Nuclear-Pow ered Attack Submarine SSBN or SSGN 726 Class T TRIDENT or SSGN Submarines AS A or R Submarine Tender All Nuclear Ships Q Reactor Plant Modifications Drydocks D or M Drydocks

REV: Revision Number INCR: SHIPALT Increment Number (if applicable).

TITLE: SHIPALT Title K = Funded & scheduled by NAVSEA KP = Funded by NAVSEA and scheduled by TYCOM or NAVSEA F = Funded & scheduled by TYCOM D = Funded & scheduled by TYCOM NOUN NAME: Noun Name of Alteration EIC: Equipment Identification Code (Z0ZZ = Reactor Plant Equipment) SWAB: Ship Work Au thorization Boundary ICNC: Alteration Cancellation Indicator 0 = Active 1 = Canceled 2 = Superseded

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3E-2 APPENDIX E 3 = Never Issued 4 = Completed 5 = Not Used 6 = Low Priority, Obsolete, Deferred 08: Nuclear Indicator (* deno tes reactor plant alteration) CAP: Capability Code - Recommended Level of Accomplishment S/F = Ship’s Force FMA = Fleet Maintenance Activity SY = Shipyard (Industrial Activity) AIT = Alteration Installation Team FA = Forces Afloat CAT: Category Code - (non-re actor plant A&I items only) A = Mandatory Safety - Accomp lish at the next availability of sufficient duration based on scope and complexity after authorization. Deferral requires TYCOM, Ship’s Program Manager and SEA05 approval. B = Safety - Accomplish within two years of authorization. C = Maintenance Improvement - A ccomplish within three years of authorization. D = Optional (Habitability). E = Optional (Minor Improvement). F = Situational - Accomplish when the situation outlined in the A&I occurs. ALT NARR: Narrative descrip tion of the alteration. TYST: TYCOM Status A = Applicable but not yet authori zed. No action should be taken to accomplish this alteration without TYCOM concurrence. B = Applicable and Authorized. C = Alteration has been fully completed per the alteration document. For non-reactor plant alterations, “C” is assigned only after the completion report has been up-line reported in the 3-M System. For reactor plant alteration, “C” is assigned only after the RPCCR has been distributed per reference (d) and all applicable FCs or RPSMs have been reported complete. D = Deferred. No action should be taken to accomplish without TYCOM concurrence. E = Intent of the alteration has been equivalently accomplished via a method other than the alteration document.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3E-3 APPENDIX E H = May or may not have been accomplished during new construction or Post Shakedown Availability via Headquarters or Field Modification Request. A shipcheck is required to determine status. I = Incomplete Reactor Plant Altera tion (all applicable FCs or RPSMs have not been completed). J = Title P SHIPALT package sche duled for installation by the FMA. K = Title P SHIPALT package scheduled for installation by an industrial activity during Depot Maintenance Availabilities. L = Title P SHIPALT package scheduled for AIT installation. M = System Under Military Sealift Command Cognizance N = Not Applicable. P = Partially complete. Q = A reactor plant alteration reported complete via paper RPCCR but not reported complete in EBS. T = Technically applicable, howe ver, requirement to accomplish has been negated by another alteration. V = Not required within five years of inactivation. X = Cancelled. Z = Interim completion. For non-re actor plant alterations, awaiting feedback from the 3-M system that the completion has been up-line reported. For reactor plant alterations, awaiting RPCCR or RPCCR Completion Report. FYPR: Fiscal Year Programmed - Fiscal year in which alteration is to be accomplished (** denotes situational alteration). PRRMK: Programming Remarks - Assigned Accomplished Level AIT = Alteration Installation Team CMA V = Continuous Maintenance Availability CNX = Cancelled CON = New Construction DEF = Deferred DSCO = Docking Service Craft Overhaul EDSRA = Extended Docking Selected Restricted Availability EOH = Engineered Over haul (Not Refueling) ERO = Engineered Refueling Overhaul ERP = Extended Refit Period FA = Forces Afloat FAA = Forces Afloat Anytime FAP = Forces Afloat Prior to Depot Availability FMA = Fleet Maintenance Activity IDD = Interim Dry-docking IMA = Intermediate Maintenance Activity MTS = Moored Training Ship PI RA = Pre-Inactivation Se lected Availability PSA = Post Shakedown Availability

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3E-4 APPENDIX E RAV = Restricted Availability SRA = Selected Restricted Availability SY = Shipyard TAT = TYKIT for AIT Installation TKT = TYCOM Alteration Kit TOA = TYCOM Opportunity Availability TSY = TYKIT for Depot Level Installation TYC = No Installing Activity Assigned XXX = Cancelled TYCOM AUTH: Alteration authorization date. DUE DATE: Date the alteration is required to be completed. REMARKS: Used to record information relating to hull status or situational requirements.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-3F-1 APPENDIX F APPENDIX F SAMPLE ALTERATION FEEDBACK MESSAGE AND EMAIL FORMAT FM ORIGINATING ACTIVITY// TO TYCOM// INFO ISIC// BT UNCLAS//N04720// MSGID/GENADMIN/(SHIP’S NAME AND HULL NO.)// SUBJ/ALTERATION FEEDBACK// REF/A/(ALTERATION NUMBER)// AMPN/REF A IS (DESCRIPTION OF ALTERATION)// RMKS/1. DURING (PLANNING/ACCOMPLISHMENT) OF REF A THE FOLLOWING NON-TECHNICAL PROBLEMS WERE ENCOUNTERED: A. INSTALLATION DOES NOT ACCOMP LISH THE INTENT OF ALTERATION B. MATERIAL IS NOT ADEQUATELY IDENTIFIED OR AVAILABLE TO SUPPORT THE INSTALLATION C. ALTERATION IS/IS NOT APPLICABLE D. ALTERATION IS/IS NOT WITHIN FMA OR SHIP’S FORCE CAPABILITY 2. DETAILS OF PROBLEM AREAS NOTED IN PARAGRAPH 1 OR OTHER PROBLEMS ENCOUNTERED 3. RECOMMEND CORRECTIVE ACTIONS/IMPROVEMENTS/COMMENTS 4. RECOMMEND SCHEDULING/PROGRAMMING CHANGES// BT

NOTE: ALTERATION FEEDBACK FORM S MAY BE SUBMITTED VIA EMAIL TO THE TYCOM MODERNIZATION PROGRAM MANAGER NOTE: ENSURE MESSAGES ARE FOLLO WING CURRENT MESSAGE FORMAT AND CURRENT PLAD IS UTILIZED.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-4-1 VOLUME VI CHAPTER 4 SHIPBOARD ELECTROMAGNETIC COMPATIBILITY REFERENCES. (a) OPNAVINST 2400.20() - Electromagnetic En vironmental Effects (E3) and Spectrum Supportability Policy and Procedures (b) NAVSEAINST 2400.20 - Electromagnetic Environmental Effects (E3) and Spectrum Supportability (SS) Program and Procedures (c) NAVSEA STD DWG 407-5291780 - Standard Electromagnetic Interference (EMI) Survey Procedures (d) COMNAVSURFPACIN ST/COMNAVSURFLANTINST 3502.3 – Surface Force Readiness Manual (e) NAVSEA S9040-AA-GTP-010 - NAVSEA Tec hnical Publication Shipboard Systems Certification Requirements for Surface Ships (f) SUBMEPP Test Procedure 441-5-7001 - SSN 688 Class Submarine, Systems EMI Measurements, Dockside (g) Maintenance Plan 4100-02-01 - Command and Control System (CCS) Electromagnetic Interference (EMI) Testing (h) NAVSEA STD DWG 407-5287556 - Electroni cs Material Officer’s Guide to Shipboard Electromagnetic Interference Control (i) NAVSEA STD DWG 407-5287561 - Industr ial Electromagnetic Compatibility (IEMC) Work Process Instructions (j) N6-NTSP-S-70-8003() - Navy Training Syst em Plan (NTSP) for Electromagnetic Environmental Effects (E3) and Spectrum Management (SM) (k) NWP 1-03.1 - Naval Warfare Publication Operational Report (l) NTP- 6() – Naval Telecommunications Procedures, Navy Electromagnetic Spectrum (EMS) Guide (m) TACMEMO 3-51.1-15 - Electromagnetic Spectrum Operations Afloat (n) NAVEDTRA 43357-4A - Personnel Qu alification Standard (PQS) for Electromagnetic Spectrum Operations (o) NAVSEA S9407-AA-GYD-010/(S) OP-3840 - Electromagnetic Compatibility Criteria For Navy Systems 4.1 PURPOSE. To provide guidance in the management of shipboard Electromagnetic Compatibility (EMC) through the Shipboard Electromagnetic Compatibility Improvement Program (SEMCIP) for all ships, per reference (a) and procedures outlined in reference (b). 4.2 BACKGROUND. The SEMCIP was established by Naval Sea Systems Command (NAVSEA) under the sponsorship of the Chief of Naval Operations (CNO). The goals of SEMCIP are to rectify mission-degrading Electromagnetic Interference (EMI) problems, support fleet EMC training and maintain shipboard EMC. SEMCIP is divided into five major elements: Up-front Systems Engineering, Fleet Response, EMI Problem Quantification, Spectrum Management, EMC in the ship alteration installation approval process, Engineer EMI Fixes and Fleet EMC Support Tools. One of the Fleet tools is the SEMCIP Technical Assistance Network (STAN), a database containing current and historical information on all known shipboard,

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-10-2 (approximately 1.4 to 7.6 percent by volume), forms an explosive mixture that can be set off by any ignition source such as a slight spark or flame. If liquid gasoline is present, the violent explosion will be followed by fire. b. Air, at ordinary atmospheric temperature, can absorb as much as 28 percent gasoline vapor. Gasoline vapors are three to five times heavier than air, and when released, will tend to sink to the lowest level of a compartment. Liquid gasoline will expand 0.7 percent for each ten-degree increase in temperature. 10.3 PERSONNEL HAZARDS. Gasoline and gasoline vapors are extremely toxic; breathing air that is rich in gasoline vapor can and has caused unconsciousness and in some cases death. Gasoline vapors, even in concentrations of less than 1.0 percent, may cause nausea and headaches if inhaled for any length of time. Strong concentrations of gasoline vapors produce an excited state leading to unconsciousness. Gasoline saturated clothing will cause irritation and severe burns to the skin and will ignite if exposed to a source of ignition. Gasoline splashed in the eyes can cause blindness. Severe physical and mental complications may result from inhalation or body absorption. Ship’s personnel must be instructed in the characteristics of MOGAS and the necessary precautions to prevent personnel injury by exposure to MOGAS or its vapor. 10.4 STORAGE AND HANDLING. 10.4.1 Drum and Bladders Conditions. Ships capable of carrying MOGAS in jettison racks or lockers, and ships that receive temporary installation of MOGAS jettison rack or locker systems, will maintain them in one of the following conditions at all times. a. Only Naval Sea Systems Command (NAVSEA) approved storage containers as specified in reference (a) and reference (c) shall be used. All MOGAS containers shall be inspected by ship personnel prior to storage in the MOGAS storage area. Any container that shows signs of wear, leakage, or weeping of fuel will be rejected. b. Empty bladders may be stacked on top of each other and stored in the MOGAS storage locker. Empty MOGAS containers contain enough residual gasoline liquid and vapors to support ignition or explosion. They will be treated with the same precautions as full containers. c. All fueling equipment (hand-driven pumps, hoses, faucets, etc.) should be stored on the MOGAS sponson or Air Department equipment locker. d. When in port, ensure the jettison rack(s) and jettison locker(s) are rendered safe (insert locking pins and stanchion). e. Reference (c) and reference (g) if a ssigned contain guidance on the handling of MOGAS and shall be reviewed by personnel prior to all MOGAS operations. All equipment used in these operations shall be kept clean and in good condition and shall be inspected frequently per Planned Maintenance System and current directives f. Fifty-five gallon st ainless steel drums, approved bladders and cans will be used to store MOGAS per reference (a), reference (h), section 172.101, and reference (i), section 147.45.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-10-3 g. Inspect drums to be filled. Drums must be in good condition and have no structural damage. The drum cap must be intact with good gaskets and treads. Replace gaskets or caps if damaged. h. Inspect drum vents and faucets. Vents and faucets must be in good working order. i. Verify all portable bladders have been te sted and inspected. Inspect all cans or unit to be fueled. Reject any condition not suitable for MOGAS stowage or in poor condition. 10.4.2 Loading or Off-loading and Transferring a. References (f), and (g) provide amplifyi ng responsibilities and assigned actions for the safe and efficient on-load or off-load of 55-gallon drums of MOGAS from transport truck or to base Hazardous Material truck at the pier. b. USS ( SHIP) will on-load or off-load 55-gallon drums of MOGAS from transport truck or to base Hazardous Material truck on the pier, via Monorail chain fall system to or from MOGAS Storage Platform to or from on the specific date and time identified. The Division will be responsible for planning and coordinating the ship’s MOGAS (on-load and off-load) evolution at the pier reference (f). c. The ship’s Officer in Charge will be responsible for proposing a primary and alternate on-loading or off-loading plan and loading dates consistent with the ship’s availability by naval message directly to the appropriate manger identified for the ships homeport region. d. Smoking lamp and all hot work shall cease dur ing this evolution. Ship will on-load or off-load MOGAS only between sunrise and sunset. f. The Ships Fire party must be on station pr ior to the truck entering the pier and remain on station until the truck has departing the pier, Aqueous Film Forming Foam hoses must be manned at all times during on-load or off-load. g. Upon notification that a MOGAS evoluti on will occur, all personnel involved shall become thoroughly familiar with the evolution through training and indoctrination. h. Conduct a safety brief on the spec ific date and time identified on USS (SHIP) using reference (f) for all participating members delineated. Brief, mitigate, and implement controls for the hazards specified in the risk assessment. i. Give a minimum of 24 hours notifica tion to the Naval Base Environmental Department, Base Port Operations, and Base Fire Marshall of the ship’s plan to transfer MOGAS. j. Ensure effective communication via handhe ld radios is established between personnel stationed at the pier and MOGAS storage platform. k. Use of non-ferrous (spark-proof) tools. l. The Base Fire Marshal must be notified a nd ensure that all firefighting equipment is in position, the truck is grounded to the ship and to the water prior to the hose being placed on the ship.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-10-4 m. Most MOGAS inventory requirements ar e controlled by the Landing Force Operating Reserve Material. They will make necessary arrangements for the delivery, pickup or crane assistance of the MOGAS. The ship will be responsible for requesting, by message, an on-load or off-load date and time, and an alternate date and time, for the evolution to commence. This message information will be provided to the local Naval Base Commander. n. In the event of a MOGAS spill, precautiona ry measures shall be taken to minimize the danger of a fuel spill by blocking the scupper, assuring the availability of adequate manpower, and having sufficient containment and cleanup equipment, such as the Navy oil spill control kit per reference (j). 10.4.3 Safe Handling of Motor Gasoline. a. Do not allow drums to be staged una ttended outside the dedicated MOGAS storage area b. Do not allow MOGAS to set staged in hangar bay, sponson, mission deck, or elevator for more time than absolutely necessary. Overnight would be unacceptable. c. Hold frequent firefighting drills, w ith particular emphasis on the MOGAS jettison system. d. Immediately clean up any spilled or leaked gasoline and dispose of any rags or other cleanup material per ship’s instructions. e. Gasoline must not be used for cleaning purposes under any circumstances. f. Conduct frequent inspections to en sure system integrity and tightness. 10.4.4 Containerized Motor Gasoline. Gasoline shall be stowed in portable containers aboard ship in a manner in which they may be jettisoned overboard in the event of an emergency. Portable containers may be stowed on a rack, ramp, or grated deck, where when the release mechanism is actuated, the containers are jettisoned overboard. Both automatic and manual actuation means are required. Smaller containers, such as 6 or 18 gallon bladders may be stowed in a locker. Similarly, when actuated for release, the containers are jettisoned overboard from the locker. Gasoline stowage shall be located on the weather deck only, except where approved by NAVSEA in accordance with reference (a). 10.4.5 Portable Containers. Approved portable containers are identified in references (a) and (c), but are provided here: a. Metal or safety cans per reference (k) or reference (l). b. Fifty-five gallon stainless steel drums per reference (h), section 172.101, and reference (i), section 147.45. c. Collapsible rubberized fabric drums (bladders) per reference (m) or specifically approved by NAVSEA. d. Rigid portable fuel contai ners per reference (k). 10.4.6 Firefighting and Safety Requirements. Ensure all personnel involved in the operation or movement of MOGAS are trained and briefed. During an on-load or off-load evolution station the fire parties per references (g) and (n).

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-10-5 10.5 MOTOR GASOLINE ASSESSMENT PROGRAM. The MOGAS Assessment Program has been established to assist Ship’s Force personnel in the operation and maintenance of the installed MOGAS systems. This program requires an assessment to be conducted on each MOGAS equipped ship annually, prior to on-load or off-load of MOGAS evolutions, and prior to an industrial or fleet maintenance availability. a. To certify ship's personnel in the opera tion and maintenance of the installed MOGAS system or jettison rack or locker systems. This program calls for an assessment visit to all ships with a MOGAS jettison system by representatives of RMC Code 200, and the applicable ISIC prior to pier-side loading or off-loading of MOGAS. Request for certification or assessment will be coordinated with each ISIC, to ensure optimum scheduling of the certification or assessment. Certification remains in effect for 12 months providing the term be not in conflict with the following mandatory certification inspection requirements. (1) After completion of any signi ficant alteration or modifications. (2) Following overhaul or extended ship yard availability where MOGAS systems were worked on. (3) Upon request from the respective ships through each applicable ISIC. b. The MOGAS Assessment Program must be conducted by the ISIC, and will consist of the following elements: (1) Conducting required assessments, a nd providing assessment reports to the appropriate Type Commander and Fleet Commander. (2) Taking corrective action on minor di screpancies and providing guidance for repairs of major discrepancies. (3) Providing on the job training for ope rators and maintenance personnel, as requested. (4) Reviewing and validating the C oordinated Shipboard Allowance List, Aviation Fuel Operational Sequencing System, Planned Maintenance System, Personnel Qualification Standard and the associated technical manuals. (5) Providing assistance during MOGAS on- load or off-load evolutions, as requested. (6) Performing assist visits when requested by the ship. c. LPD 17 Class MOGAS Assessment and Certification should be conducted per reference (e).

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-11-1 VOLUME VI CHAPTER 11 MAINTENANCE, REPAIR AND OVERHAUL OF SERVICE CRAFT, LANDING CRAFT AND SMALL BOATS REFERENCES. (a) OPNAVINST 4780.6 - Policy for Administeri ng Service Craft and Boats in the U.S. Navy (b) OPNAVNOTE 4780 - Service Craft and Boats Accounting Report (SABAR) (c) NAVSEA S9086-TX-STM-010 - NSTM Ch apter 583 (Boats and Small Craft) (d) NWP 1-03.1 - Naval Warfare Publications Operational Report (e) NAVSEA S9086-HB-STM-010 - NSTM Chapter 233 (Diesel Engines) 11.1 PURPOSE. To provide guidance and assign responsibilities for the maintenance and repair of service craft, landing craft and small boats. a. Personnel assigned to individual ships, service craft or responsible shore based activities must perform all landing craft, service craft and boat maintenance within their capabilities. b. Landing craft, small boats and service craf t must be maintained with the same care that naval ships receive. This is particularly true for boats which also serve as ready lifeboats. c. (Submarine Force only) If there is no Unit Identification Code (UIC) assigned to the craft, the parent command’s UIC and a unique Work Center will be used for Current Ship’s Maintenance Project control and any related OPNAV 4790/2K (see Chapter 19, Appendix E of this volume). 11.2 MATERIAL READINESS. a. Regular periodic inspections of landing craft, small boats and service craft must be conducted by the command to which the craft is assigned (referred to hereafter as the “parent command”). Use Fleet Maintenance Activity (FMA) facilities to conduct the required periodic inspections, whenever possible. The results of these inspections will determine the need for repairing a craft or boat. Submit overhaul and major maintenance items (i.e., engine overhauls and hull repairs beyond the ability of the parent command) to the appropriate Type Commander (TYCOM), no later than 15 January for the current and following two years. The requests for maintenance must cite the boat or craft hull number and the fiscal year quarter in which the overhaul or major maintenance availability is desired. Any significant changes to previously submitted maintenance requests must be discussed in detail (i.e., material condition of the craft affected by the change, operational commitments requiring changes, etc.). b. To conserve repair funds and assets, and to maintain craft and boats in a satisfactory state of material readiness, Commanding Officers of ships and shore activities must set up a training program for all personnel connected with the operation and maintenance of craft and boats. Pride of ownership should be instilled in boat crews and assigned

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-11-2 unit personnel. Use available personnel and funds to the fullest extent possible before requesting help from the FMA to perform routine or emergent repairs. c. Active service craft are inspected by the Service Craft Material Inspection Board, per reference (a), to support industrial availability planning. Deficiencies identified by the Service Craft Material Inspection Board must be entered in the Current Ship’s Maintenance Project prior to the Work Definition Conference. Service craft parent commands must ensure reference (b) accurately reflects the current status of requested availabilities. d. TYCOMs will aid parent commands with landing craft, small boat and service craft industrial availabilities by: (1) Scheduling availabilities. (2) Establishing overhaul cycles incl uding, budgeting, scheduling, and funding per the requirements of reference (b). 11.3 MAINTENANCE OF LANDING CRAFT AND SMALL BOATS ASSIGNED TO AFLOAT UNITS. a. Commanding Officers are ur ged to take full advantage of the FMA facilities for Ship’s Force upkeep and repair of their landing craft and boats. A limited quantity of hand and power tools and air compressors are available at the FMA for Ship’s Force use. Ships may borrow these tools by sending a properly prepared work request (OPNAV 4790/2K) directly to the FMA, Regional Support Group (RSG) or Regional Maintenance Center (RMC). Depending on the workload, assist teams from the FMA, RSG or RMC may be available to assist with the inspection of boats and craft. COMNAVSURFLANT and COMNAVSURFPAC ships and units must obtain tools from the FMA per the requirements of Chapter 30 of this volume. b. Ship personnel desiring to make use of FMA, RSG or RMC facilities should send a work request (OPNAV 4790/2K) to the FMA, RSG or RMC requesting crane services to handle the craft or boat and stowage space for accomplishing the work. Limited repair material not normally available onboard ship may be obtained from the FMA, RSG or RMC by including required items in the work request. c. If long usage or extensive damage to a ny boat or landing craft is such that repairs by Ship's Force cannot keep a boat or craft in a proper state of readiness, a work request (OPNAV 4790/2K) must be submitted to the FMA, RSG or RMC via the TYCOM or Immediate Superior In Command (if assigned). The work request must show the following additional information in Section IV of the OPNAV 4790/2K: (1) Boat or landing craft registry number. (2) Complete description of the work requested. d. The FMA, RSG or RMC will accept such requests, provided that: (1) The ship is not scheduled for a r outine Chief of Naval Operations (CNO) Maintenance Availability in the immediate future.

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-11-3 (2) The repairs are beyond the capacity or capability of Ship’s Force to accomplish. (3) Enough time in advance of the ship’s next scheduled operation is allowed for the FMA to perform the repairs and return the boat or landing craft to the ship before departure. e. When a boat or landing craft is badl y damaged, a statement of the circumstances surrounding the damage must be submitted with the request for repairs. f. Before delivery of a boat or landing craf t to the FMA for repairs, Ship’s Force must accomplish the following: (1) Remove all items of outfitting and al l portable parts invoiced with the hull, including compass, tools, batteries, and portable lights. (2) Drain and clean the bilges of dirt, dies el fuel, and oil. When it is not possible to deliver the boat or landing craft in this condition, the repair activity will be notified in advance so that arrangements can be made for gas free inspections. g. Reference (c) provides details for transfer, receipt, disposal and survey of boats and landing craft. Replacement boats or landing craft are normally available from Naval Sea Systems Command (NAVSEA), via the TYCOM, upon receipt of a valid Boat Inspection Report per reference (c). h. If the FMA cannot accomplish the request ed boat or landing craft repairs, the Commanding Officer of the FMA will advise the ship to request an availability from the TYCOM. 11.4 LANDING CRAFT AND SMALL BOAT REPAIRS DURING CHIEF OF NAVAL OPERATIONS MAINTENANCE AVAILABILITY. a. Hull repairs affecting strength and watertig ht integrity beyond the capability of Ship’s Force are considered urgent items. Ship’s Force must ensure that the required repairs are included in the work package for screening at the Work Definition Conference. b. Boats and landing craft which do not requ ire work by an industrial activity should normally accompany the ship during the availability. Stowage areas can usually be made available at the industrial facility for accomplishment of Ship’s Force work. Commanding Officers should not overlook the facilities available at FMAs for accomplishment of this work while the ship is undergoing a CNO Maintenance Availability. c. Tests of landing craft and boat lifting gear must be accomplished during the ship’s CNO Maintenance Availability per reference (c) and Volume IV, Chapter 13 of this manual. 11.5 MAINTENANCE OF SERVICE CRAFT, LANDING CRAFT AND SMALL BOATS ASSIGNED TO SHORE ACTIVITIES, GROUP AND SQUADRON COMMANDERS. 11.5.1 Unit Level Maintenance. a. Maintenance and repair of craft and boats within the capability of the parent command should be budgeted, scheduled, and accomplished to maintain a high state of material

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-11-4 readiness. Commands and activities must appoint a Maintenance Officer as a sole point of contact for all matters relating to boat and craft maintenance. The Maintenance Officer must be capable of making maintenance decisions based on engineering and operational parameters and should actively participate in the planning and execution of all maintenance actions affecting the parent command. b. Annual budget proposals submitted by the pa rent commands to their TYCOM must address anticipated funding requirements to maintain the material condition of all assigned boats and craft, the accomplishment of approved modifications and modernization work (within the parent command’s capability), and must discuss in detail how these funds will be applied to specific craft or boats. c. Request for changes to boat or craft i nventories, resulting from mission requirement changes, must be assessed in terms of maintenance capabilities and budget constraints. Approval of such changes may require the TYCOM to adjust the unit’s Operating Target allocation for maintenance. The impact on maintenance support for changes in inventory must be assessed for each unit by the TYCOM before instituting changes. 11.5.2 Fleet Maintenance Activity Level or Contractor Assist Maintenance. a. Repairs to craft and boats which are be yond the capabilities of the parent command, must be documented on work requests (OPNAV 4790/2K) and submitted to the cognizant FMA, RSG or RMC for accomplishment. Repair funds for craft and boats are budgeted for FMA activities, on a quarterly basis, by the TYCOM. Individual craft and boat work packages will be screened by the TYCOM to ensure accomplishment within allocated funding. b. Work requests which are screened as beyond the capability of the FMA will be submitted to the TYCOM for screening to an industrial activity. Industrial repairs are normally programmed for accomplishment during scheduled craft or boat overhauls or other availabilities, unless the repairs are of an emergent nature and have been documented with a Casualty Report per reference (d). FMAs, RSGs or RMCs will accept emergent work requests, to clear Casualty Reports, on a case basis with TYCOM approval. c. Shore based commands which have cr aft or boat repairs being accomplished by industrial activities retain the responsibility for these repairs. The parent command is responsible for maintaining liaison with the industrial activity and keeping the TYCOM informed, via the RSG, RMC or Immediate Superior In Command, of problems or potential problems. 11.5.3 Overhaul of Service, Landing Craft and Small Boats. a. A four to five-year overhaul cycle has b een established by the CNO for self-propelled service craft, high value boats and landing craft (e.g., SLWTs, service craft and LCUs). For other craft and boats, the necessity for overhaul is determined by usage and material condition and will generally be conducted every four to five years or as required by reference (a). b. Service, landing craft and boats unde rgo CNO Maintenance Availabilities to accomplish major maintenance and modernization items which, in the judgment of the

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-11-5 TYCOM, are beyond the unit or FMA capability. All high value boats, landing craft and service craft receive complete and thorough availabilities within the available funding. The primary goal is to accomplish all outstanding repairs and major maintenance items to ensure reliable operations during the craft’s projected operational cycle. c. There are basically two dis tinct types of availabilities applicable to boats and service or landing craft: (1) Supervisor of Shipbuilding administer ed industrial availabilities using a work package consisting of OPNAV 4790/2Ks. (2) CNO Maintenance Availabilities administered through the Naval Supply Center (contracting agency) by the FMA, RSG or RMC for smaller craft or boats with less extensive maintenance and repair packages. d. After the Work Definition Conference, and before the contracting authority (Supervisor of Shipbuilding or Naval Supply Center) issues the Invitation for Bids to potential bidders, the TYCOM and parent command will review the copies of the bid specifications for accuracy and completeness. The parent command must complete the review quickly and report any discrepancies to the TYCOM. The TYCOM will resolve any discrepancies in the bid specifications with the contracting authority before the Invitation for Bids is released. e. Post-repair trials for craft and boats ar e conducted, as applicable, per Volume II, Part I, Chapter 3 of this manual. 11.6 RESPONSIBILITIES. For both types of industrial availabilities identified in paragraph 11.4.3.c of this chapter, the following responsibilities are assigned: 11.6.1 Type Commander. a. Coordinate all aspect s of the advance planning. b. Authorize all new industrial work items. c. Authorize all growth in an existing industrial work item. d. Provide funding to accomplish all authorized work. e. Monitor and approve all changes in esta blished milestones (internal milestones, used by the industrial activity to monitor schedule progress, are not subject to TYCOM approval). f. Direct appropriate action when the quality or completeness of the industrial activity work is in question. 11.6.2 Immediate Superior In Command. (if not assigned, these functions will revert to the TYCOM) a. Review overhaul progress reports. b. Review Ship’s Force and FMA concurrent work. c. Ensure pertinent directives are foll owed concerning the safety of personnel and equipment.

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-11-6 d. Attend sea trial and overhaul completion review conferences. e. Assist in all aspects of the planning and monitoring of industrial availabilities. 11.6.3 Commanding Officers of Parent Commands. a. Coordinate all planning aspects of craft or boat overhauls with the TYCOM and Immediate Superior In Command (where assigned). b. Prepare and submit overhaul progress reports per Volume II, Part I, Chapter 3 of this manual. c. Ensure enough trained personnel are assigne d to on-site monitoring of craft or boats while in an industrial availability. d. Fulfill all responsibilities for safety of craft and personnel. 11.7 REPAIR AND OVERHAUL OF SMALL BOAT ENGINES. a. Boat and craft custodians mu st repair and maintain engines on a continuing basis using their Operating Target. Replacement parts must be obtained through the Navy Stock system, when available, to prevent the potential for using erroneous parts and to simplify stocking of parts. b. Craft and boat engine over haul intervals are determined by engine operating hours as specified in reference (e) or, for engines over 400 Brake Horsepower, by trend analysis. c. Boat Alterations are issued for the re placement of engines no longer supported by the supply system. Direct questions concerning the status of obsolete engines to NAVSEA (PMS 325) or the TYCOM. d. All spare boat engines or engines being tu rned in for replacement must be preserved per reference (e) and stored in an enclosed protective compartment. 11.8 BOAT ALTERATIONS. a. Submit Boat Alteration requests to NAVS EA, (PMS 325) via the chain of command. b. The accomplishment and funding of approve d Boat Alteration must be managed by the TYCOM. 11.9 OPERATION OF SMALL BOAT ENGINES. The operation and maintenance of all diesel engines on boats and craft must be per reference (e).

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-12-1 VOLUME VI CHAPTER 12 DEGAUSSING REFERENCES. (a) OPNAVINST S8950.2 - Elect romagnetic and Acoustic Signature Control for Mine Warfare (b) NAVSEA S9086-QN-STM-010 - NSTM Chapter 475 (Magnetic Silencing) (c) NAVSEA S9475-AC-PRO-010 - Degau ssing Forms, Records and Reporting Procedures (d) NAVSEA S5475-AL-PRO-010 - Principles a nd Procedures for Magnetic Treatment of Ships (e) SSPINST 8950.2 - Procedure for Fleet Ba llistic Missile (FBM)/Strategic Weapons System (SWS) Components During Flash-Deperm Treatment of an SSBN 12.1 PURPOSE. To provide magnetic silencing and deperming requirements, and the check ranging and reporting procedures defined by reference (a). Reference (b) provides the basic principles and background of degaussing. 12.2 DEGAUSSING DEFINITIONS. 12.2.1 Check Ranging. The action of a ship making reciprocal range runs over an instrumented array at a Magnetic Silencing Facility (MSF), for purposes of measuring the ship’s degaussed magnetic signature. Check ranging is the principle method to determine the effectiveness and reliability of degaussing systems. A satisfactory check range is two range runs on reciprocal headings within a six-week period which are determined to satisfy the requirements of reference (a) while ship’s degaussing equipment (if installed) is operating properly and all required on- board information has been provided. Underwater Electromagnetic Measurement Systems for check ranging are available at the following locations: San Diego, CA Norfolk, VA Pearl Harbor, HI Mayport, FL Yokosuka, Japan New London, CT Kings Bay, GA Souda Bay, Greece 12.2.2 Degaussing Folder. The Degaussing Folder (NAVSEA 8950/1) is an official ship log which contains all information needed by degaussing authorities. It contains instructions for operation of the degaussing system, degaussing charts, values for current and turn settings, installation forms, compass compensation forms and a log section which documents all pertinent details of magnetic treatment and of actions taken related to the ship’s degaussing system. The degaussing folder is issued to a ship by the MSF that renders the initial magnetic treatment and system calibration. Reference (c) provides the detailed requirements for maintaining the degaussing folder. 12.2.3 Degaussing System. A shipboard system which reduces the residual permanent and induced magnetic signature of the ship, and is the ship’s primary passive mine countermeasure

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-12-2 system. Different combinations of degaussing coils, types of controls and power supplies comprise a degaussing system. 12.2.4 Degaussing System Calibration. The process whereby the ship’s magnetic signature is measured, analyzed and ship-specific signature compensating coil settings are developed and provided to the ship. 12.2.5 Deperming. Deperming is typically performed as part of the ship’s degaussing system calibration, as specified in reference (a). It is the magnetic treatment of a ship’s hull to minimize permanent magnetism and is also performed to place the ship’s permanent magnetization into a standard condition such that it is approximately the same as the other ships in the class. The deperming needs of operational ships are established by check ranging. 12.2.6 Magnetic Compass Compensation. Magnetic field from a ship’s degaussing system can interfere with a ship’s magnetic compass heading and make the system useless for navigation. Per reference (b), a compensating coil is set up around the magnetic compass to neutralize the effect of degaussing coil field in the vicinity of the compass. Magnetic compasses that use fluxgate technology have a degaussing compensation system that does not rely on compensation coils. 12.3 SURFACE SHIPS AND SUBMARINES WITH DEGAUSSING SYSTEMS. a. Reference (a) mandates check ranging for all surface ships and submarines with degaussing systems. To meet minimum requirements, a satisfactory check range is required every six or twelve months depending on the type of system installed. Normally, ships are automatically ranged by degaussing facilities (listed in paragraph 12.2.1 of this Chapter) as they transit channels between the hours of 0800-1600 weekdays only. If ranging is required outside of typical hours or on weekends, arrangements must be made with the MSF. In addition to periodicity requirements, check ranging must be performed: (1) After new construction. (2) Before and after a major dry-docking availability. (3) After a major shock to th e hull from a nearby explosion. (4) After grounding or collision. (5) As feasible, before entering mined waters. (6) Before issuing a Casualty Correct ed of any Casualty Report degaussing equipment. (7) At every opportunity, when entering or leaving a U.S. Navy port with ranging facilities (ranging at a non-USN range facility is not permitted without prior CNO approval). Declining use of range facilities is not an option. (8) After a major alteration to the hull and superstructure. (9) Within 90 days prior to deployment b. Ships forward deployed to areas without ranging facilities are exempted from check range requirements by reference (a).

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-12-3 c. When a ship which receives notificat ion from an MSF of unsatisfactory magnetic condition and the reason for unsatisfactory signature is a degaussing equipment failure, the ship is required by reference (a) to report via Casualty Report as directed by Chapter 5 of this volume. d. A ship’s degaussing system must be de -energized (or secured) prior to system calibration, unless degaussing coil settings approved by NAVSEA have been provided. Alternatively, if it is not feasible to secure the system, the degaussing coil power supply outputs must be set to zero Amperes. The degaussing system may temporarily be energized for testing, maintenance and other related work. e. Calibrated degaussing systems will be operated at all times while underway. 12.3.1 Check Ranging. a. Before check ranging, contact the range f acility by voice radio. Range crossings will be considered invalid unless the range is clear of other traffic (including tugboats) before and during the crossing. b. Ranging facility requires the following information: (1) Coil Settings. Once the ship is on course, and before the ship crosses the range, inform the facility of actual ammeter currents and polarities. Ensure the meter readings are correct for both zone and polarity. Actual coil currents in effect during the crossing MUST be recorded and reported to the MSF for satisfactory check ranging. (2) Ships with Advanced Degaussing syst ems. Due to the large number of coil currents required to be reported, ships with these systems must make arrangements with the MSF to deliver this information by facsimile or other electronic methods after the crossing occurs. Current values must be recorded while ship is crossing the range on a steady heading. (3) Ship’s Draft. Forward and aft draf ts. Provide actual keel drafts, vice navigational drafts. (4) Ship’s heading. Provide the range wi th the actual ship’s heading. Once the course is established, maintain a steady course and constant speed between 8 to 10 knots, or as the range operator directs. 12.3.2 Responsibilities. 12.3.2.1 Type Commander or Immediate Superior In Command. a. Monitor the degaussing r eadiness of assigned ships. b. Ensure that ships “check range” as re quired by paragraph 12.3 of this chapter. c. Issue a waiver or a Departure from Speci fication per Volume V, Part I Chapter 8 of this manual for inability to meet check ranging or deperming requirements, or both, if necessary. The Technical Warrant Holder (NAVSEA 05P1) may be contacted if advice on impact to ship susceptibility is needed. 12.3.2.2 Ship Commanding Officer.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-12-4 a. Ensure ship’s magnetic signature is minimized by periodic check ranging. b. Maintain ship’s degaussing system. c. Ships unable to check range or unable to establish communications with the MSF must make comments as appropriate in the remarks section of the daily Operational Reports. d. Ships with installed system s may not decline check ranging. e. Submit a minor Departure From Specificati on per Volume V, Part I, Chapter 8 of this manual if range checking requirements of paragraph 12.3 of this chapter are not met. 12.4 SUBMARINES WITHOUT INSTALLED DEGAUSSING SYSTEMS. The submarine force must maintain all units in the best degaussed condition within expected areas of operation. Expected areas of operation include zones .22, .33, .44, and .55 as shown in reference (d). Operations in zone .55 will necessitate additional treatment, since presently used flashing procedures are designed to provide protection only in zones .22, .33, and .44. Normally, submarines are automatically ranged by degaussing facilities as they transit channels between the hours of 0800-1600 weekdays only. If ranging is required outside of typical hours or on weekends, arrangements must be made with the MSF. Reference (a) mandates check ranging for all submarines. To meet minimum requirements, a satisfactory check range is required at least once yearly. In addition to periodicity requirements, check ranging of submarines must be performed: a. Before and after Post Shakedown Av ailability (following new construction). b. After a CNO Maintenance Availability. c. After a major shock to th e hull from a nearby explosion. d. After grounding or collision. e. At every opportunity, when entering or leaving a U.S. Navy port with ranging facilities (ranging at a non-USN range facility is not permitted without prior CNO approval). Declining use of range facilities is not permitted. NOTE: THE PRECEDING REQUIREMEN TS ARE THE MINIMUM RANGING REQUIREMENTS. RANGING SHOULD BE PERFORMED AT EVERY OPPORTUNITY TO ENSURE EARLY IDENTIFICATION AND CORRECTION OF MAGNETIC SILENCING DEFICIENCIES. 12.4.1 Check Ranging. a. Before check ranging, contact the range f acility by voice radio. Range crossings will be considered invalid unless the range is clear of other traffic (including tugboats) before and during crossing. b. Ranging facilities require the following information: (1) Submarine’s Draft. Forward and aft dr afts. Provide actual keel drafts, vice navigational drafts.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-12-5 (2) Submarine’s heading. Provide the ra nge with the actual submarine’s heading. Once the course is established, maintain a steady course and constant safe speed between 8 to 10 knots, or as the range operator directs. 12.4.2 Responsibilities. 12.4.2.1 Type Commander or Immediate Superior In Command. a. Ensure that submarines check range as required by paragraph 12.4 of this chapter. b. Issue waivers to check ranging and de perming requirements if necessary. The Technical Warrant Holder (NAVSEA 05P1) may be contacted if advice on impact to ship susceptibility is needed. c. Schedule ships with unsatisfactory magne tic signatures for flash deperming at the earliest opportunity. 12.4.2.2 Ship Commanding Officer. a. Ensure ship’s magnetic signature is minimized by periodic check ranging. b. Inform the ISIC upon receipt of an unsatisfactory ranging. Submarines may not decline check ranging. c. Maintain the ship’s Degaussing Folder. d. Undergo flash deperming as di rected by the ISIC or TYCOM. e. Before flash deperming prepare ship’s e quipment and off-load or protect material per references (b) and (e). Additional guidance can be obtained from the MSF. f. Submit a minor Departure From Specificati on per Volume V, Part I, Chapter 8 of this manual if range checking requirements of paragraph 12.4 of this chapter are not met. 12.5 SURFACE SHIPS WITHOUT DEGAUSSING SYSTEMS. Surface ships not equipped with a degaussing system (except LCS 2 class) are not required to check range per reference (a).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-13-1 VOLUME VI CHAPTER 13 SURFACE SHIP CORROSION CONTROL REFERENCES. (a) NAVSEA S9086-DA-STM-010 - NSTM Chapter 100, Hull Structures (b) NAVSEA S9086-VD-STM-010 - NSTM Ch apter 631, Preservation of Ships In- Service - General (c) NAVSEA Technical Manual T-9630-AB-MMD-010 - Corrosion Control Assessment and Maintenance Manual (CCAMM) (d) COMNAVSURFORINST 3120.1 - Zone Inspections (e) COMNAVAIRFORINST 4790.1 - Comm ander Naval Air Forces Surface Maintenance and Material Management (3-M) System Manual 13.1 PURPOSE. To provide basic guidelines necessary to maintain an effective Corrosion Prevention and Control Program. Guidance for inspection, prevention and repair of corrosion on ships is contained in references (a), (b) and (c), which supersedes all previous class specific Corrosion Control Manuals distributed by Naval Sea Systems Command. In addition, this chapter requires the use of the Corrosion Control Information Management System (CCIMS) database as the repository for all inspection and maintenance data. The maintenance of coating integrity to prevent structural degradation is necessary to ensure the safe and proper operation of the ship. Maintenance of areas with severe corrosion require enhanced and targeted surveillance due to the highly corrosive conditions that can lead to higher risk of accelerated structural degradation. Reference (a) provides structural system survey and inspections criteria for surface ships and aircraft carriers. Reference (c) provides process requirements and guidance for the conduct of surveys and inspections, and the disposition of their results used to make coating and structural condition repair or replacement decisions in selected areas on Naval surface ships, craft, and aircraft carriers. 13.2 BACKGROUND. Protective coatings are the most widely used method of corrosion control and have specific applications. Therefore, the physical location and operating environment must be taken into consideration when choosing a coating system. Through the application of improved corrosion prevention and control techniques, procedures, and materials, longer lasting and more effective results can be obtained with a reduction in man-hours spent on preservation. The Department of Defense “Annual Cost of Corrosion for Navy Ships” study identified corrosion control and preservation as a high cost driver for ship life cycle maintenance. In order to reduce this life cycle maintenance cost, an accurate database of coating conditions is required to facilitate timely and appropriate maintenance decisions. The failure to identify, track, and repair a preservation system deficiency can result in coating failure and can result in damage to the structure, substantially increase repair costs and adversely impact both the seaworthiness and combat worthiness of the hull. The CCIMS database was developed to document coating conditions to assist in maintenance planning. In 2018, the carrier CCIMS database was integrated with a suite of new maintenance planning systems, and the CCIMS website inactivated. Submit carrier data using the Carrier Structural Survey and Inspection Material Condition Feedback (MCF) form to record the conditions of coatings, structures, and related

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-13-2 components for applicable structural systems, and those listed in reference (c). Contact the appropriate TYCOM Corrosion Control Manager to obtain a carrier MCF form. To submit data for other vessels, contact the applicable Maintenance Planning Activity. Term “CCIMS database” refers to the Maintenance Planning Activity data storage location. Contact Surface Maintenance Engineering Planning Program for access request information to the surface ship CCIMS database which resides in the Corrosion Advance Planning Suite (CAPS) for Surface Force ships. 13.3 POLICY. a. All Level 1 and 2 corrosion control structur al system surveys and inspections must be accomplished per reference (a) and (c). (1) Level I Structural System Surveys ar e defined as scheduled inspections per the Class Maintenance Plan specific to each ship class and are focused on ship structure and foundations. (2) Condition-directed Level 2 structur al inspections must be conducted if warranted by deficiencies identified by a Level 1 survey. The Level 2 inspection must include, but is not limited to, thickness gauging measurements and Non-Destructive Testing as applicable to the structural condition to allow for adequate assessment. b. The CCIMS database must be used to document Level 1 and Level 2 inspections for coating and structural condition used in inspections, maintenance and repairs. For Surface Force ships only, the Corrosion Assessment Data Entry Tool (CADET) will be used to enter assessment data and generate tank repair Automated Work Requests (AWR). Type Availability Screening Code One shall be used for all CADET generated AWRs. c. All inspectors and surveyors must be qualified per reference (c) requirements. d. Whenever a tank or void is opened for manned entry, an inspection must be performed. The inspection must be performed per reference (c). All inspection results will be entered into the CCIMS database. e. For surface force ships and aircraft carriers, the CCIMS database will be used for ship maintenance availability planning. NOTE: ANY OUT-OF-SPECIFICATION CONDITION FOUND IS TO BE MITIGATED PER VOLUME V, PART I, CHAPTER 8 OF THIS MANUAL. 13.4 RESPONSIBILITIES. 13.4.1 Type Commanders. a. Port Engineers and Maintenance Progr am Managers (MPM) schedule and screen corrosion control work items to the appropriate repair activities during industrial availabilities and upkeeps with sufficient length to accommodate the work. b. Port Engineers and MPMs screen tank, voi d and general structural inspection AWRs in Availability Work Packages to the repair activities capable of performing the inspections including in-house Type Commander resources as applicable.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-13-3 c. When tasked by Port Engineers and MPMs, inspectors and surveyors assigned by Fleet Maintenance Activity, Regional Maintenance Center (RMC) or Type Commander will perform inspections using references (a) and (c). Inspector or surveyor will ensure all inspection data is entered into CCIMS database within three working days upon completion of inspection. d. (Aircraft Carriers only) Provide to Ship’s Force: (1) Self-help information on corrosion control information. (2) Technical assistance on setting up and updating a ship’s Corrosion Prevention and Control Program. (3) Coordinate or provi de training per reference (c) for inspection personnel assigned by the Repair Officer (Ship’s Corrosion Control Officer for Aircraft Carriers). 13.4.2 Fleet Maintenance Activity or Regional Maintenance Center. a. Maintain facilities and sufficient qualifi ed personnel to apply protective coatings. b. Conduct Technical Assist Vi sits upon request from a ship during a fleet maintenance availability, or at other times as the workload permits, to include: (1) Identification of shipboard topside corrosion problem areas. (2) Recommendations for methods and means of corrosion problem correction. (3) Informing Ship’s Force of local i ndustrial assets, including local Fleet Maintenance Activity, RMC, other industrial facilities (i.e., industrial activities) or Commercial Industrial Services assets. (4) Self-help information for Ship’s Force. (5) Technical assistance on setting up and updating a ship's Corrosion Prevention and Control Program. c. Perform tank, void and gene ral structural inspections as tasked by the Port Engineers and MPMs. Inspections on surface ships and aircraft carriers will use references (a) and (c). Inspector or surveyor will ensure all inspection data is entered into the CCIMS database within three working days upon completion of inspection. 13.4.3 Surface Force Ships and Aircraft Carriers. a. Set up an ongoing corrosion prevention a nd control program, including all topside structure, equipment, machinery, fixtures, combat and weapons systems, and components. (1) For Commander, Naval Surface For ce, use reference (d) as guidance. (2) For Commander, Naval Air Force, us e reference (e) Chapter 8 as guidance. (3) Additional guidance can be found in re ferences (a), (b), Maintenance Index Page (MIP) 1500, MIP 6300 and MIP 6641. b. Take planned or corrective action on a ll potential discrepancies, and enter all significant discrepancies into the Current Ship’s Maintenance Project.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-13-4 c. Ensure scheduled AWRs requesting tank, void and general structural inspections are conducted by RMC or Type Commander assigned inspectors and surveyors as required by work center Planned Maintenance System. Ensure the AWR includes requirements for cleaning and gas free services as required. d. (Aircraft Carriers only) Aircraft carr ier Type Commanders (TYCOM) must employ Level 1 Surveyors (Coatings Inspectors) certified per the requirements of reference (c). These Certified TYCOM Level 1 Surveyors must train and assist Ship’s Force with performance of Level 1 Surveys and documentation of survey findings in support of the availability planning process per reference (c). These certified TYCOM Level 1 Surveyors will also provide additional Shipboard Corrosion Assessment and Reporting training to designated Ship’s Force personnel who can assist other Ship’s Force personnel in areas of surface preparation, coating selection and application and Quality Control process for the preservation of spaces and equipment. The overall collection, input and management of the CCIMS database by certified Level 1 Surveyors at the TYCOM is required throughout the 32-month availability cycle to fully support Maintenance Program Managers in the life cycle management of shipboard preservation. e. (Aircraft Carriers only) The Repair Of ficer is designated as the Ship’s Corrosion Control Officer and is responsible to ensure divisions outlined in reference (e) (or series) Chapter 8 have sufficient numbers of Ship’s Force personnel certified as Level 1 Surveyors per reference (c) to conduct Level 1 Structural and Coating Condition Surveys. All inspection results will be entered into the CCIMS database. Departures From Specifications (DFS) must be submitted per this manual and as defined in reference (c). The Repair Office will accomplish a joint inspection with the Supervisor and the Commanding Officer’s designated representative (i.e., either a qualified Ship’s Force Level 1 Surveyor or TYCOM Level 1 Surveyor) upon completion, inspection and acceptance, by the contractor, of work within each compartment. f. (Aircraft Carriers only) For any tanks or voids which are not normally filled with seawater or not designed to be exposed to seawater, Ship’s Force will ensure the following: (1) Only fresh water may be used in any tanks or voids which are not normally exposed to seawater (e.g., water transferred to peak tanks or dry voids for use in controlling list or ballasting the ship must be fresh water). (2) Report to the TYCOM those tanks or voi ds in which fresh water is being used for controlling list or ballasting the ship.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 IV-14-1 VOLUME VI CHAPTER 14 CANNIBALIZATION REFERENCES. (a) COMSUBLANT/COMSUBPACINST 4406.1 - Submarine Supply Procedures Manual (b) NWP 1-03.1 - Naval Warfare Publication Operational Report (c) OPNAVINST 4440.19F - Policies and Pr iority Rules for Cannibalization of Operational Equipment and Diversion of Material at Contractor Plants to Meet Urgent Operational Requirements LISTING OF APPENDICES. A Sample Cannibalization Request Message (Aircraft Carriers and Surface Force Ships Only) B Sample Cannibalization Request E-mail (Surface Force Ships only – based on TYCOM guidance) 14.1 PURPOSE. To provide guidance for active ship cannibalization and the resultant payback process between ships and Type Commander (TYCOM) cannibalization reporting requirements. 14.2 POLICY. Cannibalization between active Fleet units is not a normal peacetime practice and will not occur unless: a. A significant degraded readin ess condition has been reported. b. All possible actions have been taken to satisfy the material requirement through other means. c. The impact on maintenance personnel has been considered. 14.2.1 Commander Naval Surface Force Ships. a. Cannibalization Not Involving Ships in Overhaul. When a system asset is not available and if the degree of readiness degradation (normally a CASREP) warrants such action, the only remaining alternative is to cannibalize from an active ship. Approval of active ship cannibalization request (not involving ships in overhaul) required to satisfy CASREP requirements will be authorized by the appropriate TYCOM. b. Cannibalization Involving Ships in Availa bilities. Cannibalization from ships in availabilities will be minimized since such actions often affect maintenance or operational schedules for several ships. Cannibalization may be initiated only after non-availability of materials through the supply system or alternate sources has been ascertained. Cannibalization from ships in overhaul or availability must be approved through the appropriate TYCOM. Requests must be submitted via the normal chain of command. c. COMNAVSURFLANT or COMNAVSURFPA C will be included as information addressees for tracking purposes on all cannibalization request messages.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 IV-14-2 Cannibalization requests may be sent as Naval messages or e-mails, per TYCOM guidance. 14.2.2 Naval Air Force Ships. All cannibalization must be requested from and authorized by the TYCOM. The request and authorizations will be via message. The requesting message will specify the source of replacement parts, and will reference communications indicating the cannibalized ship’s Commanding Officer’s concurrence with the cannibalization action. The message must further specify the method of replacement. 14.2.3 Submarine Force Ships. In all cases, cannibalization actions must be in strict compliance with Appendix K of reference (a). 14.3 DEFINITIONS. 14.3.1 Self-Cannibalization. When a component is available on board the ship, but in a less essential or already inoperative piece of equipment, it may be desirable for the ship to disable the equipment or system to correct a casualty to a more critical piece of equipment or system. Such self-cannibalization is the prerogative of the Commanding Officer. Self-cannibalization is a temporary measure to return a more critical piece of equipment to an operational status. Replacement of the cannibalized component may or may not be required. 14.3.2 System Cannibalization. System cannibalization is cannibalization of system assets beyond the TYCOM’s purview, including other TYCOM end-use material and inactive ship equipment and components. System cannibalizations are a supply system action whereas active cannibalizations are a maintenance action. TYCOM expediters will initiate all system cannibalizations. 14.3.3 Active Ship Cannibalization. Active ship cannibalization is removal of component(s) or equipment installed in an active ship (or component(s) or equipment removed for overhaul from an active ship) for installation in another active ship. Because of the adverse effects of active ship cannibalization, such action will be taken as a last resort and only in exceptional cases when all other sources have been exhausted. When active ship cannibalization is authorized, the primary source for cannibalization is ships in Chief of Naval Operations Maintenance Availabilities, with recourse to operational ships only as a last resort. 14.4 CRITERIA FOR AUTHORIZATION (Active Ship Cannibalization). Conditions upon which authorization decisions are based include the following criteria: a. There is an urgent operational requ irement for the equipment and the existing degradation to the equipment or system is considered to be unacceptable to meet the specific operational commitments. b. A Casualty Report (CASREP) and a Not Operationally Ready Supply requisition for the material or component to be cannibalized have been issued. The scheduled or estimated delivery date must be such that the parts will not be available from the designated supply stocking point in time to achieve satisfactory material readiness at least seven days prior to an underway date or operational commitment. The required part must not be available from other equipment on board the ship, where such equipment is not essential for the ship to accomplish its mission. c. All other sources, includ ing screening of all ashore supply support sources, afloat inventory assets, local fabrication and system cannibalization have been exhausted.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 IV-14-3 d. Operational alternatives such as delays in deployment and gaping requirements have been considered. Routine operations may not be sufficient cause to justify active ship cannibalization. e. Immediate Superiors in Command (ISIC) will normally initiate the cannibalization when special circumstances or urgent operational commitments exist. 14.5 REQUEST PROCEDURE (Active Ship Cannibalization). The following procedures apply when requesting authorization for active ship cannibalization: 14.5.1 Requesting Ship. a. Submit a CASREP per refere nce (b) on equipment involved. b. Submit a Not Operational Ready Supply requisition for the parts. c. Specify the required delivery date. Veri fy, through the supply system, the part will not be available in time to correct the casualty. d. Determine that the required parts are not available from on board stock, other ships of the force in the same port, or other non-essential equipment on board the requesting ship. e. Initiate an active ship cannibalization re quest via naval message. Appendix A of this chapter contains a sample cannibalization message with specific reporting requirements. This format must be utilized when requesting cannibalization. f. (Surface Force only) Ini tiate an active ship cannibalization request via naval message or e-mail per TYCOM guidance. Cannibalization correspondence should be addressed to TYCOM via ISIC. Appendix A of this chapter contains a sample cannibalization Naval message and Appendix B contains a cannibalization e-mail format. g. (Submarines only) INFO the following Plain Language Address Directory (PLAD) for all components that have a Last Maintenance Action Date assigned in the Planned Maintenance Requirements Inventories and Schedule: SUBMEPP PORTSMOUTH NH//DDS/SS//. 14.5.2 ISIC (Surface Force only) a. Ensure the criteria, specific reportin g requirements and proper correspondence format for active ship cannibalization has been met. b. Nominate possible sources of canniba lization from ships within the force. c. Confirm that cannibalization is necessary and that all prerequisites for active ship cannibalization, including attempts to supply the components from afloat storeroom spares and system cannibalization, have been met. NOTE: APPROVAL PROCESS AND AUTHORITY FOR ACTIVE SHIP CANNIBALIZATION IN SUPPORT OF FORWARD-DEPLOYED NAVAL FORCES (FDNF) PATROL COASTAL (PC) AND MINE COUNTERMEASURE (MCM) SHIPS IS DELEGATED TO COMMANDER, NAVAL SURFACE SQUADRON FIVE. NAVAL SURFACE SQUADRON FIVE WILL PROCEED FROM HERE TO EXECUTE TYPE COMMANDER

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 IV-14-4 (TYCOM) RESPONSIBILITIES IN PARAGRAPH 14.6.1 WITH INFORMATIONAL REPORTING TO TYCOM. d. Request authorization from the TYCOM, as appropriate, to cannibalize from a ship within the force by endorsing the ship’s request for cannibalization. e. Transmit concurrence or non-concurre nce Naval message or e-mail to TYCOM. 14.6 CANNIBALIZATION AUTHORIZATION AND EXECUTION (Active Ship Cannibalization). 14.6.1 Type Commander. a. Monitor all cannibalization actions being carried out by subordinate units. b. Adjudicate and authorize or disapprove all requests for cannibalizations from ships within the force and provide direction concerning the method of payback to the cannibalized ship. c. If cannibalization is not feasible from a ship within the force, request assistance from other TYCOMs. d. Meet the reporting requirements contai ned in reference (c) by producing a monthly cannibalization report (format or template to be provided by U.S. Fleet Forces Command N41). This monthly cannibalization report is due to the Deputy Chief of Staff, Fleet Ordnance and Supply (N41), U.S. Fleet Forces Command no later than the 10th of the following month. 14.6.2 Type Commander or Immediate Superior In Command. TYCOM (or ISIC when assigned) will perform the actions listed: a. Monitor the delivery of cannibalized part(s) to the ship to ensure the parts are received as soon as possible. b. Request the appropriate Re gional Maintenance Center to assist in performing the cannibalization, to include the removal of the cannibalized parts and providing rigging services, as appropriate. 14.6.3 Requesting Ship. When directed, the ship requesting the cannibalized part will: a. Assist the cannibalized ship, as reques ted, with the removal of the parts from the equipment. b. Ensure the outstanding requisition for the cannibalized parts remains active unless otherwise directed by the TYCOM or the supply inventory control point. This requisition is the payback and will be diverted to the cannibalized ship. 14.6.4 Cannibalized Ship. When directed, the cannibalized ship will: a. Remove the requested parts, prepare shipping documents, package the parts for shipment and deliver the items to the shipping activity, or deliver directly to the requesting ship, as appropriate. b. Keep the chain of command advised of th e supply status of the required parts. The cannibalized ship should follow-up the outstanding requisition(s) and acknowledge receipt of payback material.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-14A-1 APPENDIX A APPENDIX A SAMPLE CANNIBALIZATION REQUEST MESSAGE (AIRCRAFT CARRIERS AND SURFACE FORCE SHIPS ONLY) FM USS (SHIP’S NAME)/(CANNIBALIZING SHIP) TO TYCOM/ISIC/(AS APPROPRIATE) INFO TYCOM/ISIC/(AS APPROPRIATE) NAVSUP WEAPON SYSTEMS SUPPORT MECHANICSBURG PA/ (APPROPRIATE RMC AND/OR RMC DET) SUBMEPP PORTSMOUTH NH/(PARA 14.4.1.G) (AS APPROPRIATE) SURFMEPP PORTSMOUTH VA/(AS APPROPRIATE) USS (SHIP’S NAME)/(CANNIBALIZED SHIP PLAD) BT UNCLAS/N04400/ PASS TO OFFICE CODES: (AS APPROPRIATE) SECINFO/U/-/ SUBJ/ACTIVE SHIP CANNIBALIZATION REQUEST// MSGID/GENADMIN/USS (ORIGINATING SHIP’S NAME AND HULL NO.)// REF/A/CASREP/USS (SHIP’S NAME)/(DTG)/ REF/B/DOC/COMUSFLTFORCOMINST 4790.3/ REF/C/DOC/OPNAVINST 4440.19F/ NARR/REF A IS CANNIBALIZING SHIP’S CASREP. REF B IS JOINT FLEET MAINTENANCE MANUAL VOLUME VI, CHAPTER 14, PROVIDING TYCOM POLICY ON ACTIVE CANNIBALIZATION. REF C IS POLICIES AND PRIORITY RULES FOR CANNIBALIZATION OF OPERATIONAL EQUIPMENT AND DIVERSION OF MATERIAL AT CONTRACTOR PLANTS TO MEET URGENT OPERATIONAL REQUIREMENTS./ GENTEXT/REMARKS/1. TO CORRECT CASREP PER REF A ON BOARD USS (CANNIBALIZING SHIP’S NAME), REQUEST ACTIVE SHIP CANNIBALIZATION PER REF B AND REPORT CANNIBALIZATION DATA PER REF C. THE FOLLOWING INFORMATION IS REQUIRED PER CANNIBALIZATION REQUEST/REQUISITION: A. REQUISITION NUMBER (UIC-J ULIAN DATE-SERIAL NUMBER) AND CURRENT STATUS B. REQUISITION REQUIRED DELIVERY DATE (RDD): C. EQUIPMENT NOMENCLATURE/EQUIPM ENT IDENTIFICATION CODE (EIC) D. CASREP SERIAL NUMBER E. COG SYMBOL/NSN/FSCM-PART NUMBER/NOMENCLATURE F. APL NUMBER. G. CIRCUIT SYMBOL (IF APPLICABLE OR N/A) H. JOB CONTROL NUMBER (JCN) USED IN THE CASREP PARTSID/DATA SET I. REQUIRED QTY/ALLOWANCE QTY/ON HAND QTY J. PART SUPPORTS INTERMEDIATE MA INTENANCE OR REPAIR, YES OR NO K. PART CARRIED ONBOARD THE OPER ATIONAL UNIT, YES OR NO (SHOULD COINCIDE WITH THE ALLOWANCE QTY)

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-14A-2 APPENDIX A L. PART AVAILABLE IN SUPPLY SY STEM WHOLESALE, YES OR NO YES=ASSETS ARE AVAILABLE IN THE SUPPLY SYSTEM BUT WILL NOT MEET RDD. NO=ASSETS ARE NOT AVAILABLE IN THE SUPPLY SYSTEM. M. IF ASSETS ARE AVAILABLE IN THE SUPPLY SYSTEM, PROVIDE THE ESTIMATED SHIPPING OR DELIVERY DATE. N. PROVIDE JUSTIFICATION FOR C ANNIBALIZATION WHEN ASSETS ARE AVAILABLE IN THE SUPPLY SYSTEM. O. REASON PART NOT IN STOCK AT OPERATIONAL UNIT (E.G., CONSUMED, INSUFFICIENT QUANTITY, NOT CARRIED, ETC.) P. REASON FOR NOT REPLENISHING (E.G., INSUFFICIENT FUNDING, NOT CARRIED, ETC.) 2. RECOMMENDED SOURCE IS (CANNIBALIZED SHIP’S NAME). 3. CANNIBALIZATION ACTION NECESSARY FOR (CANNIBALIZING SHIP’S NAME) TO MEET (E.G., UNDERWAY OPERATIONAL COMMITMENT, LIGHT OFF, ETC.)// BT NNNN NOTE: PROVIDE HEADER DESCRIPTIO N IN ACTIVE CANNIBALIZATION REQUEST MESSAGE FOR LINE ITEMS 1.A THRU 1.P (E.G., D. CASREP SERIAL NUMBER). NOTE: ENSURE MESSAGES ARE FOLLO WING CURRENT MESSAGE FORMAT AND CURRENT PLAIN LANGUAGE ADDRESS DIRECTORY (PLAD) IS UTILIZED.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-14B-1 APPENDIX B APPENDIX B SAMPLE CANNIBALIZATION REQUEST E-MAIL (SURFACE FORCE SHIPS ONLY – BASED ON TYCOM GUIDANCE) FM [email protected] (requesting ship) TO [email protected] CC ISIC N4 DONOR ISIC N4 (ISIC of suggested cannibalized ship, if identified) [email protected] (suggested cannibalized ship, if identified) [email protected] [email protected] [email protected] OTHER [email protected] SUBJ USS SHIPNAME ACTIVE SHIP CANNIBALIZATION REQUEST Body 1. To correct CASREP 15XXX, request active ship cannibalization for (system nomenclature and part nomenclature (i.e., 1A GTM Fuel Oil Purifier)): A. Requisition number (UIC-Julian da te-serial number) and current status B. Requisition required deliver y date (RDD): (Julian date) C. Equipment system nomenclature or equipment identification code (EIC) D. CASREP DTG E. Cognizant symbol, NSN, cage-pa rt number, part nomenclature F. Acquisition advice code (single digit) or SM&R code (up to 7 digits) G. APL number H. Circuit symbol (if applicable or n/a) I. Job control number (JCN) used in the CASREP PARTS ID or data set J. Required QTY, allowance QTY or on hand QTY K. Part carried onboard: yes or no (should coincide with the allowance QTY listed) L. Part available in the supply system wholesal e: yes or no (yes = assets are available in the supply system but will not meet RDD, no = assets are not available in the supply system) M. Part supports intermediate maintenance or repair: yes or no: (intermediate maintenance: cannibalization was performed to support intermediate level maintenance or repair. Ships must check the SM&R code to validate the appropriate maintenance level) N. If assets are available in the supply system, provide the estimated shipping or delivery date (ESD or EDD Julian date) O. Provide justification for ca nnibalization when assets are available in the supply system (reason or justification or n/a) P. Reason part not in stoc k at operational unit (e.g., consumed, insufficient QTY, not carried, etc.) Q. Reason for not replenishing (e.g., in sufficient funding, not carried, etc.) 2. Recommended source is (pr oposed donor ship’s name) 3. Cannibalization action necessary for (canniba lizing ship’s name) to meet (e.g., underway operational commitment, light off, etc.). (This justification must match the CASREP) NOTE: DEFAULT TO NAVAL MESSAGE IF NECESSARY E-MAIL ADDRESSES ARE NOT KNOWN.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-15-1 VOLUME VI CHAPTER 15 AMMUNITION OFF-LOAD REFERENCES. (a) NAVSEA OP-4 - Ammunition and Explosive Safety Afloat (b) NAVSEA S9086-CH-STM-030 - NSTM Ch apter 074 V3 (Gas Free Engineering) 15.1 PURPOSE. This chapter provides guidance and actions to be taken concerning the status of shipboard ammunition and explosives for ships and craft entering an availability. 15.2 POLICY. Except for those instances where operational requirements dictate the exception, the policies of reference (a) must be adhered to. Operational requirements dictating non- compliance with reference (a) will be addressed in a Type Commander (TYCOM) request for waiver. 15.2.1 Chief of Naval Operations Scheduled Maintenance Availabilities. For availabilities executed in accordance with volume II, part 1, chapter 3 of this manual, ammunition will be off- loaded. 15.2.2 Fleet Maintenance Availabilities. For availabilities executed in accordance with Volume II, Part 1, Chapter 4 of this manual, the Maintenance Team will review the work package for work requiring ammunition off-load or retained during the Work Package Execution Review. 15.3 ACTION. Pyrotechnics (except those within life raft containers) and any ammunition which cannot be stowed in sprinkler-protected magazine spaces will be off loaded. Such magazine spaces need not be located below the main deck or waterline of the ship. All ammunition and pyrotechnics must be removed from ready service locations, launchers, and boats. Retention of other ammunition on board may be authorized on a case basis by the Naval Base Commander, Shipyard Commander or Supervisor of Shipbuilding (SUPSHIP), as applicable, provided the following mandatory requirements are met: NOTE: TYCOM CONCURRENCE IS REQU IRED BEFORE AMMUNITION OFF- LOAD FOR AN AVAILABILITY. a. If an overriding opera tional requirement exists, precluding the off-load of all ammunition, the TYCOM will certify that requirement to the cognizant Shipyard Commander, SUPSHIP or Naval Base Commander, as applicable. b. Concurrence of the cognizant Shipyard Commander, SUPSHIP or Naval Base Commander must be obtained. This concurrence is based on an evaluation of the work to be done, the spaces involved, the security and damage control capabilities to be maintained on board during the availability, as well as other environmental factors. c. Within the ship, hot work of any type will not be performed in a space or compartment containing ammunition, or adjacent to a compartment or space containing ammunition. If either condition is expected to exist during the availability, the ammunition in the affected compartment must be off-loaded before starting the availability. For hot work required on external parts of the ship, the requirement for

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-15-2 one intervening compartment may be waived by the Shipyard Commander or SUPSHIP, as applicable, if satisfied with the safety precautions to be taken. For all hot work in the ship, observe the safety and fire precautions in reference (b). d. Notification must be made to the base or industrial activities emergency services, including fire, security, safety and medical organizations, what ammunition remains on board. e. There must be no handling, re-stowage , test sampling or on or off-loading of ammunition while the ship is within an industrial activity. f. The ship’s fire prevention and damage cont rol organizations must remain in effect at all times throughout the availability. g. Placards and warning signs must be prope rly posted per reference (a) for specific spaces containing ammunition. 15.4 NOTIFICATION. When a ship or craft is scheduled to enter a commercial industrial activity, and approval has been granted to allow ammunition to remain on board, the United States Coast Guard Captain of the Port within whose jurisdiction the industrial activity is located, must be informed as to name and hull number of the ship, and the types and quantities of ammunition remaining on board. Should there be no cognizant Captain of the Port office, notify the cognizant Coast Guard District Commandant.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-16-1 VOLUME VI CHAPTER 16 HABITABILITY REFERENCES. (a) OPNAVINST 9640.1 - Shipboard Habitability Program (b) NAVSEAINST C9210.4 - Changes, Repair s and Maintenance to Nuclear Powered Ships (c) NAVSEAINST 9210.14 - Changes to Submarin e Tenders and Destroyer Tenders with Nuclear Support Facilities, Requirements Concerning (d) NAVSEA SL720-AA-MAN-030 - Navy Mode rnization Process Management and Operations Manual (e) COMNAVAIRFORINST 9640.1 - Control of Habitability Improvements in Aircraft Carriers LISTING OF APPENDICES. A Table of Habitability Project Technical Requirements and Actions B Sample Habitability OPTAR Augment Funding Request C Advance Planning Milestones 16.1 PURPOSE. To provide guidance in the requirements for implementing various habitability programs, and to identify the sources of assistance available for these programs. 16.1.1 Policy. The Chief of Naval Operation’s shipboard habitability policy, as set forth in reference (a), sets specific minimum standards for new construction and commissioned naval ships, establishes procedures for attainment, and assigns responsibility for implementation. a. Expenditure of ship’s Operating Target (OPTAR) on habitability improvements, tools, and shipboard furniture and fixtures is considered a part of this program. Funds allocated to habitability must be obligated wisely to ensure the maximum, positive impact on shipboard quality of life. b. For the procurement of furnishings, f ood service equipment and laundry equipment, every effort must be taken to use the Navy approved equipment identified in the NAVSEA Warfare Center – Philadelphia (NAVSEAWARCEN PD) Code 434 online catalog identified in paragraph 16.2.2.1.4.o of this chapter. c. Unauthorized alterations a nd rearrangements are prohibited. d. Changes to spaces or systems covered by references (b) and (c) must be approved by Naval Sea Systems Command (NAVSEA) and conform to the requirements of Chapter 3 section 3.8 of this volume. e. (Surface Force Ships and Aircraft Carriers only) All changes to Ship Configuration as a result of habitability improvements, repair or replacement, regardless of the accomplishing activity, must meet the requirements of reference (d), Section 2 and Appendix A of this chapter.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-16-2 16.1.2 Discussion. Shipboard habitability encompasses ship’s systems and facilities which satisfy the basic human needs of the crew. Included are facilities and systems for eating, sleeping, personal hygiene, ventilation, climate control, and recuperative or leisure activity. Since funds are severely limited, a well-managed habitability program is essential to ensure ships conform to the minimum standards of shipboard habitability. 16.2 HABITABILITY IMPROVEMENT PROGRAMS. 16.2.1 Ship’s Force Habitability Improvement Projects. A short-range program, initiated, planned and scheduled by the ship. This program uses ship’s OPTAR funds, not to exceed $25,000 per project, with the majority of the work being accomplished by Ship’s Force. a. These projects are intended to be practi cal, workable, short-range projects representing the individual Commanding Officer’s strategy for the enhancement of living quarters and personnel services areas on board ship. b. The emphasis of this program is to impr ove existing living conditions and the quality of life to meet the standards of reference (a) using Ship’s Force labor and, when approved, special habitability fund augmentation. Allocation of these limited funds will be on a “fair share” basis in relation to Force requirements. c. Not all livability items fall within the purview of ship’s habitability improvement projects or qualify for special habitability fund augmentation. Items of the following nature are not within the scope of this program. (1) Replacement of consumable items such as mattresses, pillows, or utensils. These items should be programmed for regular OPTAR funding on an incremental basis. (2) Improvements such as furnishing s and lighting in working spaces and passageways which are more properly categorized as improvements in safety or operations. (3) Unauthorized modifications or al terations. These modifications include alterations which affect compartment size or location, adding false bulkheads, overheads, or new equipment not previously installed. (4) Normal ship maintenance and or ganizational repair responsibilities. (5) The Deck coverings such as tile, te rrazzo, etc. which are available via the Regional Maintenance Center (RMC) or Immediate Superior In Command (ISIC) Commercial Industrial Services contracts. d. Ship’s OPTAR funds may be used to renew existing bulkhead sheathing and false overheads in food preparation, medical, dental, flag, Commanding Officer, Executive Officer, chapel, wardroom, and Chief Petty Officer (CPO) messing and lounge areas. Existing sheathing and false overheads in crew messing areas may be replaced when unserviceable. Sheathing and false overheads in all other areas will be removed when unserviceable and will not be replaced. There will be no new installations of bulkhead sheathing or false overheads.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-16-3 e. Due to the fiscal and physical limitati ons on this program, individual ships should develop a sensible, realistic and continuing plan for improving overall living conditions, with most of the work to be accomplished by Ship’s Force. f. Commanding Officers ma y request funds to support an emergent Habitability Improvement Project through the chain of command at any time. The request should contain an itemized listing, in prioritized order, with location, nomenclature, National Stock Number (NSN), cost estimate, and other clarifying information. g. When requesting funds to replace food service equipment, comply with Type Commander (TYCOM) supply procedures. All requests must have clear and concise justification. Appendix B of this chapter provides a sample request letter. 16.2.2 Habitability Programs Under the Technical Sponsorship of Naval Sea Systems Command. These are programs under various titles that have evolved from the NAVSEA Habitability Program originally established in 1975. The common program element is approved NAVSEA title block drawings that define the scope and details for projects accomplished there under. These formalized programs are executed following long-range plans with the established goal of achieving and maintaining the Habitability Standards issued by reference (a) over the life of each ship. a. The TYCOM must authorize and f und individual habitability upgrade and refurbishment projects. For aircraft carriers, projects are per reference (h). Contractor services may be utilized for design and engineering support, procurement development and monitoring, and on board installation support. Installation support may be provided in the form of a Customer Contract Team (CCT) that accomplishes the full scope of the project or as professional technical advisor who assists untrained and inexperienced Ship’s Force personnel with accomplishment of the work. b. The TYCOM is responsible for developi ng and maintaining the long-range five-year NAVSEA Habitability Life Cycle Program plan. Ships are selected for initial induction into the Program based on years in-service. Specific ensuing projects are based on non-compliance with criteria specified by reference (a), the general scope of habitability deficiencies as noted by the Board of Inspection and Survey, planned life cycle furniture replacement schedules, and other available documentation. Ship’s Force input is encouraged. c. Design surveys are normally accomplished during Chief of Naval Operation’s maintenance availabilities. Follow-on installation projects will be scheduled during subsequent maintenance availabilities until all designated compartments in each ship have been upgraded or new furniture has been received. Once all the designated compartments in any ship have been upgraded or refurnished, the process will repeat itself. That is, each compartment, after the initial upgrade, will be, per the TYCOM life cycle plan, scheduled for second and subsequent upgrades at specified intervals until such time that ship is removed from the program pending decommissioning. d. While the routine replacement of habitab ility hardware usually does not generate the requirement for changes to arrangements for ventilation, power and lighting, steam, support foundations, etc., more extensive projects such as upgrades may well generate these requirements. Where these changes result in requirements to increase the

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-16-4 capacity of the “hotel” systems providing support, a concurrent Ship Change Document (SCD) per reference (d) for upgrade of the “hotel” systems must be executed at TYCOM expense concurrent with the individual Program project. More detailed guidance in this area is provided by Appendix A of this chapter. Verification of whether or not SCDs are required to support individual projects may be made via the following TYCOM Codes: (1) COMNAVAIRPAC Shipboard Hab itability Manager, Code N434A8. (2) COMNAVAIRLANT Shipboard Hab itability Manager, Code N431HE. (3) COMNAVSURFPAC Shipboard Hab itability Manager, Code N43TH. (4) COMNAVSURFLANT Shipboard Hab itability Manager, Code N436E6. e. Program projects should be prio ritized in the following order. (1) Crew and CPO Berthing. (2) Crew and CPO Sanitary Spaces. (3) Troop Spaces. (4) Food Preparation and Service Spaces. (5) Laundry Spaces f. Per the authority of reference (a), the TYCOM may task and fund various agents including an RMC to accomplish the following: (1) Design habitability improvements fo r accomplishment by Forces Afloat or a CCT. (2) Procure installation materials. (3) Perform other management and engineering services. (4) Provide installation or installation support services. 16.2.2.1 Program Responsibilities. 16.2.2.1.1 Chief of Naval Operations. a. Authorize Program. b. Establish shipboard habitability standard s based on recommendations of Habitability Working Groups. 16.2.2.1.2 Naval Sea Systems Command. a. Establish technical policy. b. Approve furnishings, fixtures, materi als, food service equipment and laundry equipment. c. Develop installation procedures. 16.2.2.1.3 Type Commander. a. The Habitability Program Manager mu st follow the Technical Requirements of Appendix A.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-16-5 b. Develop the Long Range Plan and establish priorities for attainment of standards. Provide these plans to the appropriate Expanded Planning Yard (EPY) updating plans as required. c. Plan, schedule, coordinate and monitor projects. d. Authorize, budget and fund the Program. 16.2.2.1.4 Regional Maintenance Center or Other Agent as Tasked and Funded by Type Commander. a. Solicit, award and administer contract s to support Program requirements for design, engineering and technical support and installation. Perform the duties of a Contracting Officer’s Representative for the monitoring and oversight of Program contractors. b. Provide project coordination throughout the life of each project. c. Provide liaison with Flee t and TYCOMs, COMNAVSEASYSCOM, NAVSEAWARCEN PD In-Service Engineering Agents (ISEA), Life Cycle Managers (LCM), Planning Yards, other RMCs and other naval activities. d. Upon induction of the first ship of each class into the Program, submit preliminary habitability space arrangement concepts or drawings to COMNAVSEA’s NAVSEAWARCEN PD ISEA or LCM for verification of conformance to applicable ship habitability specifications and criteria (e.g., reference (a)). Submittal of concepts or drawings for follow-on ships of the class is not required, unless different space arrangements are proposed. Submit the final habitability space arrangement drawings for NSWCPD ISEA review (prior to Planning Yard signature). e. Prepare, approve or task approval by th e EPY NAVSEA drawings for the Program as required by Appendix A of this chapter. Provide copies of locally approved drawings to the EPY. (For nuclear-powered ships, drawings are submitted to the Hull Planning Yard or Reactor Planning Yard for review and approval.) f. Maintain a chronological record of al l projects accomplished on each ship from the induction of the ship into the Program through decommissioning. This record includes initial ship check data, copies of all installation drawings, red-line drawings (if any) and other pertinent data. g. Identify and oversee the procurement of all required installation material. Maintain a material commodity database identifying all material approved for use under the Program. h. Prepare and update procurement speci fications for habitability material. i. Identify requirements for Indefinite De livery Indefinite Quantity Contracts to provide material for frequently used material items. (Contracts are normally awarded and administered by the Fleet Logistics Centers.) j. Operate material staging centers for th e receipt, staging and shipping of project material.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-16-6 k. Perform quality assurance checks at materi al staging centers and onboard ships of new material and hardware. Prepare Quality Deficiency Reports and Reports of Discrepancy on requisitioned material as needed. l. Provide administrative assistance to th e TYCOM in the preparation of long-range habitability improvement plans and related correspondence. m. Maintain a habitability web site to fac ilitate the dissemination of Program information. n. Respond to fleet requests for habitability assistance or support. o. Use NAVSEAWARCEN PD’s web site to access the Navy online catalog for approved furniture, food service and laundry equipment at HTTPS://NAVLOGTD.NAVY.MIL/HABITABILITY . p. When required, request NAVSEAWARCEN PD ISEA or LCM support for approval of alternative food service, laundry equipment and furniture not found in the online catalog. When required, request NAVSEAWARCEN PD ISEA or LCM to conduct equipment selection, evaluation and testing. Also, request NAVSEAWARCEN PD support for equipment Integrated Logistics Support packages (parts support via Allowance Parts Lists, Tech Manuals and Maintenance Index Pages, Maintenance Requirement Cards) and Coordinated Shipboard Allowance List support. 16.2.2.1.5 Supply Activity. a. Prepare, contract, and procure materials. b. Administer other associated contracts. 16.2.2.1.6 Ship Commanding Officer. (When projects are accomplished by Ship’s Force.) a. Assign project manager and petty officer supervision for projects. b. Assign an adequate labor force for re moval, space preparation, installation and required fire watches working under technical advisor supervision. c. Conduct training programs. d. Account for, coordinate all movement of, a nd store all project material as it is received on board. e. Coordinate all required tag-out or in paperwork and Work Authorization Forms. f. Dispose of all retrograde ma terial generated by the project. g. Report changes affecting repair parts s upport to Naval Inventory Control Point. Technical data will be provided to the ship by the Agent preparing installation drawings. h. Report completion to the TYCOM w ith summary of lessons learned. i. Ensure Ship’s Selected Records are update d, as appropriate. Technical data will be provided to the ship by the Agent preparing installation drawings. 16.2.2.2 Project Milestones. Advanced Planning milestones for scheduled projects are listed in Appendix C of this chapter for aircraft carriers and submarine forces and Volume II, Part II, Chapter 2, Appendix D of this manual for surface force ships.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-16-7 16.2.2.2.1 Advance Planning Notice (Surface Force Ships only). This TYCOM generated notice identifies Projects proposed for accomplishment, and provides work scope details including, if applicable, Ship’s Force manpower requirements. This notice also requests Commanding Officer’s comments, concurrence, and commitment of resources to the proposed projects. 16.2.2.2.2 Advance Planning Notice (Aircraft Carriers only). Habitability projects are entered into the Availability Work Package. Volume II, Part I, Chapter 3 of this manual provides guidance in the development and revision of the Availability Work Package. 16.2.2.2.3 Project Confirmation Notice. Following receipt of the Commanding Officer’s concurrence with the proposed work scope and commitment of resources, the TYCOM confirms the projects. Thereafter, any modification or change to the scope of the projects will adversely affect scheduled milestones and could result in project deferral or cancellation. 16.2.2.2.4 Project Authorization. (Applicable to projects accomplished by Ship’s Force.) Upon receipt of the Commanding Officer’s project start request, normally about two weeks before the start of the maintenance availability, the TYCOM evaluates readiness to begin the project and authorizes the project to be started. Rip-out must not proceed until receipt of this authorization. 16.2.2.3 Project Completion Report. (Applicable to projects accomplished by Ship’s Force.) Following completion of the project, the Commanding Officer must prepare a letter describing the project experience, which will be used by the TYCOM to update planning and installation practices. The letter should include the name and designation of the project, funds expended, certification that Integrated Logistics Support procedures have been followed, and any significant problems encountered, improvement recommendations, or lessons learned. Completion letters on all authorized projects should be forwarded via the chain of command to the TYCOM. 16.2.2.4 Integrated Logistics Support Reporting. For projects accomplished by Ship’s Force, the ship is responsible for submitting any necessary OPNAV 4790/CK forms for Coordinated Shipboard Allowance List support. Technical data will be provided to the ship by the Agent preparing installation drawings. For projects accomplished by a CCT, the requirements of NAVSEA Standard Item 009-21 must be invoked. 16.3 NEW CONSTRUCTION SHIPS. U.S. Navy ships are built to meet the habitability standards of reference (a). Prior to certifying the ship’s readiness for In-Service, the ISIC will conduct a Habitability Inspection to determine that the ship is materially ready for the crew to move aboard. The results of the Habitability Inspection must be reported to the TYCOM by message per Volume I, Chapter 3 of this manual. 16.4 NAVAL AIRPAC AND AIRLANT SPECIFIC HABITABILITY IMPROVEMENT PROGRAMS. 16.4.1 Aircraft Carrier Climate Control Improvement Team. a. The Aircraft Carrier Climate Cont rol Improvement Team (ACCCIT) provides technical assistance to improve aircraft carrier habitability through specific improvements to air conditioning, heating, and ventilation systems serving manned spaces. The TYCOM schedules an ACCCIT visit every 12 to 15 months, but no greater than 24 months.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-16-8 b. 30 days prior to the visit, the ship will provide a list of 50 spaces the ship requests to be inspected to the Commander, Naval Air Force Program Manager. Criteria for the spaces to be nominated are: (1) Normally manned. (2) Spaces are being utilized as designate d. Voids and storerooms that have been converted to offices or workshops by Ship’s Force without alteration authorization will not be investigated. (3) Space has not been investigated during a previous ACCCIT unless all discrepancies were corrected and a problem still exists. (4) Main Propulsion and Auxiliary machinery spaces. (5) Food Device and Laundry Spaces. c. During the visit, the team will provide On the Job Training for Ship’s Force, validate alteration requirements, validate Planned Maintenance System coverage and assist in the preparation of Current Ship’s Maintenance Project (CSMP) deferrals to document discrepancies found. Additionally, with Ship’s Force assistance, the team will correct deficiencies as they are discovered if within their capability. Upon completion of the visit, a formal report will be issued listing discrepancies discovered, status of each, correction responsibility and recommended alterations. All corrected and uncorrected discrepancies identified during each survey will be submitted in electronic format (M0001 file) for submission into the ship’s CSMP. The TYCOM will utilize this report to conduct follow-up ship checks to track completion of discrepancies. 16.4.2 Food Service and Laundry (Commander Naval Air Force Pacific) and Enhanced Quality Of Life Program (Commander, Naval Air Force Atlantic). a. The Food Service and Laundry (FS&L) a nd the Enhanced Quality Of Life (EQOL) Programs were developed to achieve and maintain high standards of material and operational readiness of food and hotel services equipment through intensified work definition, configuration analysis, corrective maintenance, and programmed and emergent equipment replacements. b. The FS&L and EQOL programs are a c ooperative teaming effort involving the Aircraft Carrier TYCOM and Ship’s Supply Department. The TYCOM will provide program management, labor funding and administer material procurement. The TYCOM will provide funding and oversight for material procurement. Ship’s Force is instrumental in determining the requirements and opportunity for correction of material deficiencies. The FS&L and EQOL programs key objectives are: (1) Advance planning. (2) Technical expertise and continuity. (3) Standardization of approved shipboa rd food service and laundry equipment. (4) Achievement of full Allowa nce Parts List supportability. (5) Maintenance and grooming support planning. (6) Maintenance training for Ship’s Force personnel.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-16-9 c. The replacement of food service or la undry equipment usually does not generate the requirement for changes to arrangements of ventilation, electrical, piping systems, and support foundations, etc. However, where changes result in net compartment increase to the capacity of the “hotel” systems providing support, or change the physical configuration of the ship’s structure, an SCD per reference (g) for upgrade of the “hotel” systems must be executed at TYCOM expense. The FS&L and EQOL programs are not intended to supplant the SHIPMAIN Entitled Process. All equipment replacements will consist of equipment that has been approved for shipboard use per the online catalog or by NSWCPD ISEA or LCM, including the interchangeability of like equipment. d. Not all food service or laundry equipment falls within the purview of the FS&L and EQOL programs. Items of the following nature are not within the scope of this program. (1) Repair or replacement of non-approved equipment. (2) Unauthorized modifications or al terations. These modifications include alterations which affect compartment size or location, adding false bulkheads, overheads, or new equipment not previously installed. (3) Normal ship maintenance and or ganizational repair responsibilities. (4) Deck coverings in spaces othe r than food service and laundry spaces.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-16A-1 APPENDIX A APPENDIX A

TABLE OF HABITABILITY PROJECT TECHNICAL REQUIREMENTS AND ACTIONS

REQUIREMENT ATTRIBUTE HABITABILITY IMPROVEMENT PROJECT TYPE MODERNIZA TION SCD REQUIRED MINIMUM ACTION REQUIRED REPAIR UPGRADE REPLACE MENT Requires change in berthing capacity below CNO requirements X X X Process and execute SCD Requires new berthing arrangement or design within existing compartment X X For non-nuclear powered ships, provide drawings to Planning Yard. For nuclear powered ships, comply with NAVSEAINST C9210.4. Requires new Head arrangement or design within existing compartment X X For non-nuclear powered ships, provide drawings to Planning Yard. For nuclear powered ships, comply with NAVSEAINST C9210.4. Requires new Lounge Area arrangement or design within existing compartment

X X For non-nuclear powered ships, provide drawings to Planning Yard. For nuclear powered ships, comply with NAVSEAINST C9210.4. Replace lockers, berths, furniture, fixtures, food service or laundry equipment of exact same design within same frames, power supply and footprint X Use existing drawings to generate Bill of Material Requires increased ventilation capacity to compartment X X X Process SCD, install in conjunction with Habitability Improvement Project

Requires rerouting of ventilation within existing capacity X X For non-nuclear powered ships, provide drawings to Planning Yard. For nuclear powered ships, comply with NAVSEAINST C9210.4.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-16A-2 APPENDIX A REQUIREMENT ATTRIBUTE HABITABILITY IMPROVEMENT PROJECT TYPE MODERNIZA TION SCD REQUIRED MINIMUM ACTION REQUIRED REPAIR UPGRADE REPLACE MENT Requires increased electrical capacity to compartment X X X Process and execute SCD Requires use of spare breaker X X Task Expanded Planning Yard to review and approve drawings Requires rerouting of electrical cables within existing capacity

X X For non-nuclear powered ships, provide drawings to Planning Yard. For nuclear powered ships, comply with NAVSEAINST C9210.4. Requires increased steam capacity, chill water capacity, etc. to compartment X X X Process and execute SCD Requires rerouting of steam piping, chill water piping, etc. within existing capacity

X X For non-nuclear powered ships, provide drawings to Planning Yard. For nuclear powered ships, comply with NAVSEAINST C9210.4. Requires modification of living space sprinkler system within existing capacity

X X For non-nuclear powered ships, provide drawings to Planning Yard. For nuclear powered ships, comply with NAVSEAINST C9210.4. Requires additional sprinkler heads(s) to maintain adequate coverage (Per PY review) X X Process SCD, install in conjunction with Habitability Improvement Project

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-16B-1 APPENDIX B APPENDIX B SAMPLE HABITABILITY OPTAR AUGMENT FUNDING REQUEST From: Commanding Officer, USS (Ship’s Name and Hull No.) To: TYCOM (as appropriate) Subj: HABITABILITY OPTAR AUGMENT FUNDING REQUEST Ref: (a) (Cognizant Fleet and TYCOM Instructions) 1. Request approval of a special OPTAR augmentati on per reference (a) in the amount of (dollar amount) for the quality of life improvement project(s) as listed: PRIORITY NOMENCLATURE or NSN QTY COST EST 1 (Item description, location, etc.) 2 3 TOTAL COST EST: 2. JUSTIFICATION (Conditions necess itating accomplishment of projects) 3. POINT OF CONTACT (Name, DSN or Comm telephone number, e-mail address, etc.) COPY TO: ISIC (as appropriate)

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-16C-1 APPENDIX C APPENDIX C ADVANCE PLANNING MILESTONES MILESTONE (A-MO) ACTION EVENT A - 23 TYCOM ESTABLISH PLANNING ESTIMATE. TASK RMC WITH DESIGN SHIPCHECK A - 22 RMC or AGENT SHIP VALIDATION AND COMMENCE DESIGN A - 14 TYCOM SEND HABITABILITY PROJECT ADVANCE PLANNING NOTICE (SURFACE SHIPS) A - 13 SHIP INDICATE CONCURRENCE OR COMMITMENT TO PROJECT(S) TO TYCOM. ENTER PROJECTS(S) IN CSMP A - 12 TYCOM CONFIRM PROJECT A - 9 TYCOM (AIRCRAFT CARRIERS) ENTER PROJECTS IN AVAILABILITY WORK PACKAGE (AWP) A - 8 PMS 312C (CVNs), SHIP, TYCOM (AIRCRAFT CARRIERS) PROJECT REVIEW CONFERENCE (PRC) A - 8 RMC OR AGENT PREPARE SPECIFICATION DEVELOPMENT PACKAGE AND FORWARD TO APPROPRIATE PLANNING ACTIVITY A - 8 RMC OR AGENT PREPARE MATERIAL REQUISITIONS A - 7 RMC OR AGENT SEND REQUISITIONS TO FLEET LOGISTICS CENTER A - 6 RMC OR AGENT (SURFACE SHIPS) ISSUE DRAWINGS TO EPY A - 2 RMC, AGENT OR SHIP PROJECT KICK-OFF BRIEFING A SHIP OR RMC AGENT START AVAILABILITY OR PROJECTS COMP SHIP (APPLICABLE TO PROJECTS ACCOMPLISHED BY SHIP’S FORCE) SEND COMPLETION REPORT

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-17-1 VOLUME VI CHAPTER 17 IMPRESSED CURRENT CATHODIC PROTECTION REFERENCES. (a) NAVSEA S9086-VF-STM-010 - NSTM Chapter 633 (Cathodic Protection) 17.1 PURPOSE. To provide guidance for the submission of Cathodic Protection Logs, as required by reference (a) and post dry-docking system activation. The contents of this chapter are applicable to all classes of ships that are outfitted with Impressed Current Cathodic Protection (ICCP). 17.2 CATHODIC PROTECTION LOGS. Logs must be maintained as part of the system operating procedures and be retained by the ship for a period of two years. 17.2.1 Surface Force Ships. All ships with installed ICCP systems must submit logs monthly per reference (a), using Naval Sea Systems Command (NAVSEA) Form 9633/1 or equivalent, no later than 15 days after the last day of the reporting month to the Cathodic Protection In- Service Engineering Activity (ISEA), Naval Surface Warfare Center, Philadelphia Division (NAVSEAWARCEN PD). NAVSEAWARCEN PD will review the ICCP log data and provide an electronic mail response to each ship within 15 working days indicating log receipt and system operational status. 17.2.2 Naval Air Force Ships. All aircraft carriers with installed ICCP systems must submit logs monthly per reference (a), using NAVSEA Form 9633/1 or equivalent, to the Cathodic Protection ISEA NAVSEAWARCEN PD no later than 15 days after the last day of the reporting month. NAVSEAWARCEN PD will review the ICCP log data and provide a naval message response to each ship within 15 working days indicating ICCP log receipt and system operational status. 17.2.3 Submarine Force Ships. All submarines with installed ICCP systems must submit monthly logs using NAVSEA form 9633/2 or equivalent to the Performance Monitoring Team (PMT) no later than 10 days after the last day of the reporting month, or upon return to homeport. PMT will then upload data to Submarine Maintenance Monitoring Information Systems (SMMIS). NAVSEAWARCEN PD Code 332 will review the data and provide feedback to PMT to initiate the OSAR process to correct any necessary deficiencies or optimize system operational status. 17.3 POST DRYDOCKING ACTIVATION. Guidance on the activation of the ICCP systems after undocking: a. The Cathodic Protection System should be activated as soon as electrical power is available. Early activation is encouraged to counteract stray electrical currents from waterborne welding or other industrial activity evolutions which may cause hull deterioration by electrolysis. If the ICCP system cannot be actuated within two hours following undocking, the Type Commander or Immediate Superior In Command must be notified.

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-17-2 b. If the cathodic protection components have been removed or power to all components is not available within 24 hours after undocking, alternate provisions should be made for activating part of the system if possible. Hull potentials can be monitored using the ship's controller reference electrode (silver-silver chloride) in conjunction with a portable volt-ohm meter. NOTE: ALL VOLTAGES REFERENC ED ARE DIRECT CURRENT. c. If the system cannot be activated with in three days of undocking, provisions should be made to ensure hull integrity by taking daily hull potential readings. Without cathodic protection, the acceptable hull potential range is 0.60 to 0.80 volts with respect to a silver-silver chloride reference cell. If daily readings are more electropositive than 0.55 volt or if changes in hull potentials greater than 0.1 volt occur, welding practices should be checked or a temporary system capable of maintaining the hull at 0.85 plus or minus 0.05 volts should be provided. d. Where major underwater hull painting (not including touch up) has been performed less than seven days before undocking, caution should be exercised to avoid hull potentials greater than 1.00 volt to a silver-silver chloride reference cell until after the seven-day curing period. During the seven-day curing period, if the hull potential exceeds 1.00 volt, secure part or all of the system to avoid any effect on the hull coating. After a seven-day cure, proper navy hull coating systems are not affected by the higher hull voltages attainable with ICCP systems.

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-18-1 VOLUME VI CHAPTER 18 INFLATABLE LIFE RAFTS REFERENCES. (a) NAVSEA S9086-TX-STM-010 - NSTM Ch apter 583 (Boats and Small Craft) (b) NAVSEA S9008-AA-PRO-010 - Lifeboa t, Inflatable, MK6, MK7 and MK8 Inspection, Test and Repair Procedures (c) NAVAIR 13-1-6.1 - Aviation Crew Systems, Chapter 7 (LRU 13/A) (d) NAVSEA TW024-AA-ORD-010 - Unservic eable, Suspended, and Limited Use Ammunition (e) NAVSUP Publication 485 - Afloat Supply Procedures 18.1 PURPOSE. To provide guidance for the maintenance, repair, certification and procurement of life rafts used onboard naval ships and craft. An inflatable life raft is one constructed of a coated fabric and inflated to its design shape by air or other gas. The raft is stowed aboard ship for use only as a life raft, when and as directed by the Commanding Officer or Officer In Charge. 18.2 FLEET LIFE RAFT PROGRAM. The United States Fleet Forces Command Maintenance Officer has delegated Fleet Life Raft Program management responsibilities to the Type Commanders (TYCOM) including the establishment of policy guidelines. Policy will be disseminated to the Fleet and Naval Sea Systems Command certified Regional Maintenance Centers (RMC), Ship Repair Facilities (SRF) and Fleet Maintenance Activities (FMA) for the scheduling, planning, and recertification of life rafts. For Surface Force Ships only, TYCOMs will have a designated Life Raft Program Manager (LRPM) assigned. Commander Naval Surface Force Atlantic (Code N43E) and Commander Naval Surface Force Pacific (Code N43SB) are designated Fleet Life Raft Program Managers. 18.3 TYPES OF INFLATABLE LIFE RAFTS. There are 3 basic Navy type inflatable life rafts for use throughout the fleet (ships and aircraft): a. 25-Person (MK-7 Mod 1 and Mod 2) air inflated life raft - currently carried by surface force ships, aircraft carriers and service craft, encapsulated in a fiberglass container. b. 50-Person (MK-8 Mod 1 and Mod 2) air inflated life raft - currently carried by aircraft carriers, encapsulated in a fiberglass container. c. Person (LRU 13/A (formerly MK-2)) CO 2 inflated life raft currently carried by aircraft, certified to Naval Air Systems Command (NAVAIR) requirements. 18.4 COMMERCIAL LIFE RAFTS. Various commercial Coast Guard approved life rafts are installed on board certain craft, aircraft and Navy ships for service and in-service evaluation testing. The cognizant command is responsible for recertification requirements for their commercial life rafts.

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-18-2 18.5 RECERTIFICATION. The periodicity of recertification will be as designated by Planned Maintenance System requirements. a. Recertification is based on Planned Maintenance System periodicity starting from the recertification date stamped on the outside of the life raft container. b. If the certification date is not present on the data plate on the outside of the life raft container or verified from the ship’s life raft log inspection, recertification records, or unavailable by scanning and electronic remote identification, life raft certification will be considered expired. 18.6 LRU 13/A LIFE RAFTS. The responsible NAVAIR command will provide guidance for the procurement, certification, and disposition of LRU 13/A life rafts (aircraft). 18.7 AUTOMATED TRACKING SYSTEM. A U.S. Navy life raft data base is maintained by Naval Surface Warfare Center, Carderock Division Detachment, Norfolk VA (NAVSURFWARCEN CDDN), for tracking the Navy MK-7 and MK-8 life raft population and certification. Life raft records and information may be accessed at https://watercraft.dc3n.navy.mil/cbss21/cbss21_default.asp. Submit e-mail request to “[email protected]” for access. 18.8 RESPONSIBILITIES. 18.8.1 Commanding Officer or Officer In Charge. a. Submitting an OPNAV 4790/2K to the Re gional Maintenance Center (RMC), Ship Repair Facility (SRF) or Fleet Maintenance Activity (FMA) for any life raft requiring replacement or recertification. For recertification, the OPNAV 4790/2K should be submitted no sooner than 6-months prior to the expiration date present on the outside of the life raft container (or date verified by the ship’s life raft log). Arrange with the RMC, SFR or FMA for transfer and shipping of rafts to facilitate schedules. b. Maintaining a log of all life rafts on board per PMS. c. Send a report to NAVSURFWARCEN CDDN, at “[email protected]”, the respective Type Commander (LRPM) and the recertification or repair facility upon receipt of new life rafts, if any life raft is lost , unaccounted for, damaged, or transferred to another ship. Reports should include the life raft serial number, manufacturer’s name, recertification facility and a description of the circumstances. d. Ensure life raft fiberglass containers are handled with care using appropriate certified lifting slings. Life rafts are not to be rolled or stood on-end. Life rafts will be placed with the top up, in racks, with the container seal or canister joint in the horizontal position. e. Upon notification of decommissioning, c ontact the respective TYCOM LRPM, for life raft disposition instructions. NOTE: ONLY AUTHORIZED LIFE RAFT REPAIR FACILITIES ARE APPROVED TO MAINTAIN AND OPERATE A LIFE RAFT CONTINGENCY POOL. 18.8.2 Fleet RMC, SRF, and FMA Life Raft Repair Facility.

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-18-3 a. Manage and dispose of life raft continge ncy pool assets. A contingency pool is not to exceed 100 life rafts unless approved by TYCOM LRPM. Restock life rafts for the contingency pool from decommissioning assets, as available. If no assets are available, procure life rafts using Repair Other Vessel funds as a last option to facilitate scheduling. b. Life rafts lost or considered beyond economical repair may be replaced with contingency pool assets. If contingency pool assets are not available, notify the ship to requisition replacement life rafts. c. Interface with the TYCOM LRPM, as required, in support of scheduling, coordinating recertification, repair and the contingency pool. d. Upon receipt of screened OPNAV 4790/2K , repair or recertify life rafts to a Level “C” Plan in accordance with references (a), (b), PMS or Volume V of this manual, as applicable. e. Maintain an equipped Life Raft Fac ility with qualified repair personnel to conduct repairs or recertification of life rafts as indicated below: NOTE: FACILITY CAPABILITIES AND PERSONNEL QUALIFICATIONS WILL BE AUDITED BY NAVSURFWARCEN CDDN AND TYCOM REPRESENTATIVES ON AN ANNUAL BASIS OR AS A SITUATION DICTATES. (1) A minimum of 75 percen t of all personnel assigned to the life raft shop must have received formal NAVSURFWARCEN CDDN training and certification in Level “C” repair. (2) Conduct and document annual training and the level of On-the-Job Training in Level “C” repair of all shop personnel. (3) Appoint in writing, 2 life raft repair c oordinators, E-6 or above, or equivalent civilian grade, who has received formal NAVSURFWARCEN CDDN training in Level “C” repair. (4) Appoint in writing, a signal flare coor dinator, E-4 or above, or equivalent civilian grade, who is trained in handling ordnance and is responsible for the coordination and installation of signal flares in all life rafts. (5) Maintain copies of all techni cal manuals, maintenance bulletins, correspondence and messages pertaining to life raft maintenance and repair. (6) Maintain accountability of si gnal flare kits per reference (d). 18.8.3 TYCOM Life Raft Program Manager. a. Establish contingency pool requirements for MK-7 and MK-8 life rafts and communicate fleet requirements to respective Fleet RMC, SRF, or FMA. b. Set priorities for the disposition of life rafts throughout service life. c. Interface, and coordinate with United States Fleet Forces Command, NAVSURFWARCEN CDDN, RMC, SRF, FMA, NAVSUP WSS, and Ship’s maintenance in the management of the Fleet Life Raft Program.

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-18-4 d. Resolve issues requiring final deci sions involving TYCOM ships and crafts. 18.9 UNSERVICEABLE OR REJECTED LIFE RAFTS. RMC, SRF, FMA life raft repair facility, ship or craft will process unserviceable or rejected life rafts in this manner: a. Life rafts that have reached the end of service life are considered unserviceable per reference (a) and should be turned in to respective RMC, SRF or FMA for disposal. Procure new life rafts using ship or craft OPTAR funds. Ships and crafts are not authorized to dispose of life rafts. b. Mark-7 and Mark-8 life rafts typically have a 25-year service life. Mark-7 and Mark-8 life rafts manufactured by Inflatable Survival Systems Inc. (ISSI)/RFD Beaufort prior to July 2015 will be removed from service upon reaching 15-years of age or a total of four repacks, whichever occurs first. c. Report survey results to NAVSURFWARCEN CDDN. 18.10 DEPARTURES FROM SPECIFICATIONS. Departures from Specifications will be submitted per Volume V, Part I, Chapter 8 of this manual. Departures greater than six months beyond certification periodicity will be classified as major. 18.11 RECORDS. The RMC, SRF or FMA life raft repair facility must maintain an auditable record for 5 years of all life raft transactions, including repairs, replacements, and recertification. These records must include: a. Copies of all Inflatable Life Raft Recertification Records issued for recertified life rafts. b. Job Sequence Numbers, serial numbers, and the manufacturer’s name of each rejected life raft. c. The condition of the rejected life rafts. d. The disposition of the rejected life rafts and components salvaged. e. Lot Sample Record.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-1 VOLUME VI CHAPTER 19 MAINTENANCE AND MATERIAL MANAGEMENT REFERENCES. (a) OPNAVINST 4790.4 – Ship’s Maintenance and Material Management System Policy (b) NAVSEAINST 4790.8 – Ships’ Maintena nce and Material Management (3-M) Manual 19.1 PURPOSE. To provide guidance for the implementation of Maintenance and Material Management (3-M) program policies as set forth in references (a) and (b). 19.2 POLICY. Material readiness, a key component of warfighting readiness, must be supported throughout the chain of command with clear and concise directives, maintenance requirements and maintenance procedures. The foundation of a positive shipboard or unit maintenance culture, a precursor to sound material readiness, is proactive leadership. Senior leadership (commanding officer or officer in charge, executive officer, command master chief or chief of the boat and the 3-M coordinator) is responsible for establishing this culture by promoting critical self-assessments, faithfully conducting zone inspections, accurately reporting the accomplishment of maintenance, maintaining an accurate Current Ship’s Maintenance Project, and aggressively working to correct Current Ship’s Maintenance Project reported deficiencies. 19.3 SCOPE. This chapter applies to all ships, service craft, small boats, Type Commander cognizant shore activities and non-aviation fleet test and support equipment, except as exempted in paragraph 19.3.c. of this chapter. This includes, but is not limited to, Navy Meteorological Equipment, Naval Air Traffic Control Equipment, Air Navigation and Landing Systems Equipment, Aviation Launch and Recovery Equipment and activities under the cognizance of Navy Expeditionary Combat Command. This chapter also applies to Commander Naval Information Forces, Commander Navy Installations Command, Commander Naval Reserve Force, Naval Personnel Development Command, Training Commands and Mission Package Support Facility. a. Maintenance and Material Management is divided into Type Commander specific chapters; chapter applicability is defined in paragraphs 19.3.a.(1) through (8) of this chapter: (1) Chapter 19-1 Naval Air Forces (2) Chapter 19-2 Navy Expe ditionary Combat Command (3) Chapter 19-3 Naval Information Forces (4) Chapter 19-4 Naval Installations Command (5) Chapter 19-5 Naval Submarine Forces (6) Chapter 19-6 Naval Surface Forces (7) Chapter 19-7 Maintenance Data System (applicable to all)

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2 b. Any departure from the policies, procedur es or responsibilities delineated in the 3-M Manual are not authorized without prior Naval Sea Systems Command approval and Chief of Naval Operations concurrence. c. This chapter does not apply to: (1) Fleet Ballistic Missile system s under the cognizance of Strategic Systems Programs Office. (2) Nuclear power plants and associ ated test equipment under the cognizance of Naval Sea Systems Command Nuclear Propulsion Directorate (NAVSEA 08). (3) Aeronautical equipment used in support of the aviation maintenance mission. (4) Civilian operated and maintained ships, small boats, and service craft, unless specifically included in a base operating contract or another similar document. (5) Navy Expeditionary Combat Command damage control equipment. In instances where damage control equipment is not under contract for maintenance from civil entities and falls under the responsibility of a given work center, it must be maintained per command-generated instruction.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-1 VOLUME VI CHAPTER 19-1 NAVAL AIR FORCES REFERENCES. (a) NAVSEAINST 4790.8 - Ships’ Maintenance and Material Management (3-M) Manual (b) COMNAVAIRFORINST 4700.23 - Aircraft Carrier Maintenance Support Centers (MSC) (c) NAVSEA T-9630-AB-MMD- 010/ALL USN HULLS - Corrosion Control Assessment and Maintenance Manual (d) NAVEDTRA 43241 - Personnel Qualification Standard for Ship’s Maintenance and Material Management (3-M) System (e) NAVEDTRA 43523 - Personnel Qualificati on Standard for Quality Maintenance Program (f) NAVSEA S0400-AD-URM-010/TU M – Tag-Out Users Manual (g) OPNAVINST 3120.32 - Standard Organiza tion and Regulations of the U.S. Navy (SORM) (h) Ship’s Force Resource Manual for Aircraft Carrier Availability Planning Management Guide - Resource Manual from Aircraft Carrier Team One Portal (i) CNAL/CNAP OMMS-NG Users Guide – Po werPoint Presentation April 2016 Ver 7 LISTING OF APPENDICES. A 3-MTT Grade Sheets B 3-M Inspection Criteria C Zone Inspection Deficiency List, Zone Inspection Material Guide and Flow Charts D SKED 3.2 Settings and Preferences E Format for Reporting 3-M Inspections 19-1.1 APPLICABILITY. This section is a joint Commander, Naval Air Force Pacific and Commander, Naval Air Force Atlantic (COMNAVAIRLANT) instruction. 19-1.2 ROLES AND RESPONSIBILITIES. a. Type Commander. The Type Co mmander (TYCOM) exercises primary responsibility for the effective operation and support of the Ships’ Maintenance and Material Management (3-M) System. Areas of responsibility include but are not limited to the following: (1) Afloat Maintenance Data System (MDS). (a) Organizational Maintenance Management System (OMMS). (b) R-Admin, R-Supply, Organizati onal Maintenance Management System – Next Generation (OMMS-NG). (c) Mission Readiness Assessment System. (2) Ashore MDS.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-2 (a) Maintenance Figure of Merit Family of Systems. (b) Advanced Industrial Management for Regional Maintenance Centers. (c) Regional Maintenance Automated Information System. This will be replaced by Validation, Screening and Brokering. (d) Maintenance Resource Management System. (3) Planned Maintenance System (P MS) Scheduling (SKED) software. (4) Alteration Management System. (a) Navy Data Enterprise. (b) Type Commander Alteration Management System. (5) Current Ship’s Maintenance Project (CSMP). (6) Master Job Catalog (MJC). (7) The screening and processing of Feedback Reports (FBR). (8) Maintaining an inspection data file per paragraph 19-1.6.5.i of this chapter. (9) Providing program enhancement requirements to the respective Fleet Commander via N43. (10) Ensuring ships and units are manned with Navy Enlisted Classification (NEC) qualified 3-M Coordinators (3MC). (11) Analyzing 3-M Inspection (3MI) and self-assessment data, identifying common concerns, conducting problem root cause analysis with the development and implementation of solutions. (12) Ensuring TYCOM inspection team me mbers are qualified to inspect assigned areas. b. TYCOM 3-M Officer. Commander, Naval Air Force Pacific N436 and Commander, Naval Air Force Atlantic N436 are the Force 3-M Officers (3MOs) and responsible for administration of the 3-M system within the TYCOMs. The 3MO is the single point of contact for shipboard 3-M matters. c. TYCOM 3-M Team. The 3-M Team cons ists of the N436 3MO, senior enlisted personnel of appropriate technical ratings, and N432 MDS subject matter experts. This team is responsible for: (1) Assisting and advising commands in administration of the 3-M system. (2) Conducting reviews of Pl anned Maintenance System (PMS) feedback reports and responses. (3) Conducting 3-M system traini ng, assists, and inspections. (4) Monitoring overall implementation and effectiveness of the 3-M system on all aircraft carriers. (5) Reviewing self-assessment results to identify trends and providing prompt support to ships as required.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-3 (6) Training the ship’s 3- M Training Team (3-MTT). (7) Maintaining liaison with Commander, Fleet Forces Command, Commander, Pacific Fleet, Naval Sea Logistics Center (NSLC), and other commands on 3- M matters. (8) Providing onboard and off-ship assistance or training in OMMS-NG operations. (9) Conducting OMMS-NG and Propulsi on – Organizational Maintenance Management System (P-OMMS) evaluations and software grooms in conjunction with scheduled 3-M assists and inspections. (10) Coordinating OMMS-NG and P-OMMS external source inputs to ship's CSMP to ensure quality of information. (11) Coordinating and providing applicati on administrator training for OMMS-NG Functional Area Supervisors (FAS). (12) Coordinating and providi ng CSMP management training. (13) Assisting and providing suppor t for TYCOM CSMP validations. (14) Ensuring 3-M Inspections are current. (15) Ensuring subordinate commands co nduct rigorous quarterly 3-M Self- Assessments and report results to the TYCOM 3-M Coordinator (3MC). (16) Monitoring the status of troubled systems and Top Management Attention items using the quarterly 3-M Self-Assessment. (17) Ensuring subordinate commands comp ly with standard work center (WC), division, and department structure. (18) Tracking and monitoring 3-M ma jor milestones and training events, overseeing, and providing inspection teams and conducting 3-M spot checks. d. TYCOM Maintenance Logistics Branch Ma nagers (N432). To enhance the operation and effectiveness of OMMS-NG, Commander Naval Air Force Atlantic and Commander Naval Air Force Pacific N432s will: (1) Conduct MDS evaluations in conjunction with 3-M inspections. (2) Provide onboard and off-ship user and administrative assistance or training in the operations of the ship’s Maintenance Support Center (MSC). (3) Conduct MSC assist and audit evaluations yearly. e. Commanding Officer. The Commanding Officer (CO) is responsible for establishing an aggressive Self-Assessment Program that validates the administration and execution of maintenance and detects improperly conducted maintenance or falsely reported accomplishments. In addition, the CO is overall responsible for the ship’s Zone Inspection Program and will participate in zone inspections as an inspector. Whenever possible, the CO will inspect a different zone during each inspection to ensure that they inspect the whole unit within a reasonable period. COs should assure

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-4 themselves that zone inspections are being conducted and the correction of deficiencies is being satisfactorily pursued. f. Executive Officer: (1) The Executive Officer (XO) is the command’s 3-M System manager responsible to the CO for the overall management of the 3-M Program. The XO will: (a) Brief the CO on the status of 3-M. (b) Designate in writing the 3MC (NEC qualified) and an officer to be the ship’s 3MO. (c) Chair quarterly 3-M System mee tings with Department Heads (DH), Ship’s Maintenance Manager (SMM), Reactor Maintenance Officer (RMO), 3MO, Repair Officer, 3MC(s), and 3-MTT. (d) Integrate 3-M System training into the command’s training and qualification program. (e) Ensure personnel receive adequate and effective 3-M System training. (f) Ensure the effectiveness of the command’s 3-M Self-Assessment Program. (g) Act as the final review officer for shifts of maintenance responsibility between departments. (h) Lead the 3-MTT. (2) The XO also has overall responsibilit y for execution of the ship’s Zone Inspection program. In this capacity the XO will: (a) Schedule and publish zone inspec tion dates and times and designated zones to be inspected. (b) Assign DHs, Division Officers (DIVO) , Chief Petty Officers, or other senior officers as inspecting officers. (c) Participate in zone inspections as an inspector. (d) Review reports of discrepanc ies and corrective actions and make appropriate reports to the CO. (e) Maintain an auditable record indicating that all spaces have been inspected by zone at least once a quarter. This record should be maintained to show all inspections for the last 12 months. (f) Train Officers and Chief Petty Officers in the conduct of zone inspections. g. 3-M Training Team. The 3-MTT will: (1) Monitor and observe weekly spot-checks performed by designated spot checkers. Critique spot checker and maintenance personnel performance upon completion using Appendix A, Section I of this chapter. The

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-5 maintenance check should include at least one of the following: (a) Working aloft. (b) Tag-out. (c) Hazardous Material (HAZMAT). (d) Personal protective equipment (PPE). (2) Evaluate spot checkers based on adhe rence to and knowledge of directives required to complete the maintenance action. (3) Provide divisional training and Personal Qualification Standard (PQS) qualification support as requested, or as directed by the 3MO based on 3- MTT trend data. (4) Support the 3MO in conducting 3-M self-assessments or audits. (5) Meet monthly (at a minimum) to discuss performance trends, performance improvement recommendations and strategies and to conduct training of 3- MTT members. (6) Conduct quarterly 3-M training for E-7 and above. Training topics should focus on mitigating negative trend data. (7) Provide training attendance sheets fo r all training that 3-MTT members provide. Training must be documented and retained for 24 months by the 3MO. Attendance sheets will have the following information: (a) Lecturer (b) Attendees (c) Date of training (d) Topics covered (e) Senior member present at the training (f) Location and length of training (8) Conduct CSMP review to ensure comp liance with the standards set forth in this chapter. (9) Conduct OMMS-NG or P-OMMS Practical Exams. h. 3-M Officer. (1) The 3MO acts as the XO’s principal assistant regarding 3-M matters. The 3MO will: (a) Coordinate all administra tive facets of the 3-M Program. (b) Evaluate command’s 3-M program and keep the XO advised of operational effectiveness. (c) Monitor the Spot Check Program and report program’s effectiveness weekly to the XO.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-6 (d) Manage 3-MTT and mainta in designation letters. (e) Coordinate, maintain, trai n, and monitor the performance of the 3- MTT. (f) Maintain a weekly 3-M report that will display both ship’s Spot Check Accomplishment Rate (SCAR) and 3-MTT SCAR as separate columns for comparison. (g) Provide 3-M Program advice and assistance to DHs, DIVOs, Departmental 3-M Assistants (D3MA), Leading Chief Petty Officers (LCPO) and Work Center Supervisors (WCS). (h) Maintain a file of current 3-M in structions and directives (may be electronic); disseminate changes. (i) Ensure timely submission of FBRs. (j) Maintain a master file of submitted FBRs, Responses, Advance Change Notices (ACN) and Document Information Transmittals. (k) Conduct 3-M Self-Assessments. (l) Coordinate and conduct 3-M tr aining. (Weekly at a minimum.) (m) Coordinate and conduct 3-M qualification program. (n) Ensure that PMS improvement plans are prepared and executed. (o) Ensure that a Scheduling and Ex ecution Effectiveness Review (SEER) is completed and maintained for 24 months for every WC upon implementation of a Force Revision (FR). Reviewers (E-7 or above) are to utilize the SEER worksheet from Appendix B section I-A. (2) The 3MO is also directly responsible to the XO for deck-plate execution of Zone Inspections and the annual review of the Zone Inspection Program instruction. The 3MO will: (a) Designate the zones, zone boundari es, number of zones, and spaces assigned to each zone subject to the review of appropriate DHs and XO approval. (b) Coordinate assignment of inspectors and escorts with the XO and departmental LCPOs. (c) Muster and brief zone inspectors, escorts, and recorders prior to inspections. (d) Furnish the inspecting party with binders containing blank Zone Inspection Deficiency Lists (ZIDL) (Appendix C Section I), Zone Inspection Material Guide (Appendix C Section II) and a copy of the last four inspection ZIDLs. (e) Collect and maintain completed ZIDLs:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-7 1 Ensure all ZIDLs are entered into Maintenance Onboard Data Exchange System (MODES) module located in the Total Ship Information Management System (TSIMS) by Departmental 3MAs. 2 Ensure Departmental 3MAs assist in correcting unsatisfactory conditions noted on inspection reports for their departments. 3 Forward the MODES and the zone inspection discrepancy report to the XO, DHs, Damage Control Assistant (DCA), Electrical Officer and Safety Officer. (f) Maintain the ZIDL database in th e MODES module to include accurate up-to-date space ownership assignments. (g) After XO approval, distribute zone inspection discrepancy reports to DHs, DIVOs, and department LCPOs. Report will contain at a minimum any space that is inspected (UNSAT) and a list of all repair, “level one” category discrepancies. (h) Maintain an auditable record indicating that all spaces have been formally inspected by zone at least once every quarter. It will be maintained to show all zone inspections and assessment reports for the last year (the ZIDL Metrics Report generated in MODES is used for this purpose). (i) Monitor an active, self-critical assessment program and report program effectiveness quarterly to the XO per paragraph 19-1.5.8 of this chapter program assessment and Appendix B Section IV-D, Zone Inspection Program Check Sheet. i. Safety Officer. The Safety Officer in support of zone inspections will: (1) Review MODES and all zone inspecti on discrepancy reports sent out by the 3MO for safety related discrepancies after each zone inspection. (2) Assist and track immediat e correction of safety violations or issues arising from zone inspections and make recommendations as appropriate to the CO and XO concerning any trends or major safety issues. (3) Provide zone inspection safety discrepa ncy “lessons learned” at Safety Petty Officer, Safety Committee and Safety Council training meetings. (4) Verify discrepancies originated by safety department remain open until corrected. Verify discrepancies are corrected and close out entries in either MODES, the CSMP or both. (5) Ensure a safety department representa tive, E-7 or above, is present to brief inspectors and DIVOs on ship wide safety hazard concerns prior to commencement of the zone inspection. (6) Utilize the term “SAFO” as the rate when entering Safety Department walk through discrepancies into MODES.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-8 j. Electrical Officer. The Electrical Officer in support of zone inspections will: (1) Review MODES and all zone inspecti on discrepancy reports sent out by the 3MO for electrical safety related discrepancies after each zone inspection. (2) Assist and track immediat e correction of electrical safety violations and issues arising from zone inspections through the trouble call MODES database per 19-1.7 of this chapter and make recommendation(s) as appropriate to the Chief Engineer (CHENG) concerning trends or major safety issues. (3) Ensure an electrical division representa tive, E-7 or above, is present to brief inspectors and DIVOs on ship wide electrical safety concerns prior to commencement of the zone inspection. k. Repair Officer. The Repair Officer in support of zone inspections will: (1) Provide assistance and advice to all levels of the Chain Of Command (CoC) for correcting discrepancies that require organizational level TA-4 engineering attention. (2) Verify, assist, and track immediate corre ction of all repair “level one” safety violations or issues arising from zone inspections through the trouble call MODES database. l. Command Master Chief. The Command Master Chief (CMC) will: (1) Attend the XO’s quarterly 3-M System meetings providing senior enlisted feedback. (2) Conduct PMS Spot Checks following the command’s policy to ensure required maintenance is being properly performed and documented. m. Command 3-M Coordinator. The 3MC re ports to the 3MO on all 3-M matters. The 3MC will: (1) Support the ship’s 3MO in management of the 3-M program. (2) Maintain copies of the current FR NAVY PMS Digital Video Disk (DVD), List of Effective Pages (LOEP) for every WC, changes issued between FRs in their original format and classified Maintenance Requirement Cards (MRC). Digital copies are allowed unless there have been changes between FRs. (3) Manage PMS Master File per the requ irements of this document, maintain a locater card for all primary and secondary classified MRCs as part of the PMS Master File. (4) Advise, monitor, and assist DHs , DIVOs, LCPOs and WCS in matters concerning the 3-M System. (5) Monitor the Ship’s 3-M PQS Program and maintain an auditable record of personnel qualified in 3-M PQS. (6) Maintain a master accountability log of all PMS changes. (7) Develop and maintain a Split Ma intenance Index Page (MIP) Log.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-9 (8) Administer the configur ation management program onboard the ship or unit. (9) Supervise the command’s 3-M Self-Assessment program and provide a weekly status to the 3MO. (10) Develop and administer the Ship or Unit’s PMS Spot Check Program. (11) Maintain a matrix to select and track spot-checks to be performed at the executive level by the following personnel: (a) CO (b) XO (c) 3MO (d) 3MC (e) 3-MTT (f) CMC (12) Serve as 3-MTT Coordinator. Ensure all 3-MTT members are fully qualified. Maintain a roster and qualification record of all 3-MTT members. (13) Coordinate weekly general administ rative duties and spot check requirements for the ship’s 3-MTT. (14) Maintain a current rost er of all D3MAs and WCSs. (15) Ensure corrective actions are take n on all unsatisfactory PMS Spot Checks and report same to the 3MO as part of weekly PMS reporting. (16) Ensure backups of SKED database are produced daily and maintained in Automated Data Processing (ADP). (17) Ensure ship’s Maintenance Outlook Report is generated weekly for a minimum of 60 days out. (18) Ensure Global Events are trigge red in SKED and completed based on unit events such as flight quarters, drills, or underway replenishment. (19) Ensure that Global Stat es and Triggers are properly set at the Command level. (20) Screen all FBRs, verify content, va lidity, serialize and forward within seven days of origination. (21) Maintain accountability of all submitted FBRs and actions taken until corrected or new PMS documentation is received. (22) Ensure the FBR originator and all ap plicable WCs are apprised of action taken and that changes or corrections are implemented when received. (23) Ensure 3-M documents such as Ship’s Maintenance Action Form OPNAV 4790/2K, Ship’s Configuration Change Forms OPNAV 4790/CK, etc. that require forwarding to a data processing activity are forwarded within seven days of origination or as operationally feasible. (24) Validate 3-M MDS data elements fo llowing the 3-M validation specifications.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-10 (25) Ensure 3-M documents returned fo r the correction of data are promptly revised and resubmitted. (26) Track the reporting of completed main tenance actions related to an alteration or because of a configuration change with timely processing of Automated Shore Interface (ASI) configuration and logistic data. (27) Report up-line CSMP maintenance tr ansactions and command equipment file corrections at least once a week. (28) Maintain any outstanding paper copi es of message work candidates and 2- Limas, either paper or electronic. n. Reactor Maintenance Officer. The RMO has cognizance of the Reactor Plant. The RMO will: (1) Notify the SMM of cross boundary maintenance. (2) Coordinate all facets of shipboard corrective maintenance. (3) Coordinate industrial and shipboard maintenance during availabilities. (4) Coordinate with and aid the 3MO a nd 3MC in monitoring the Configuration Validation Program. Ensure all departments are aware that equipment validation forms and configuration or logistic support problems must be submitted to the MSC for review, research, and input into OMMS-NG per reference (b). (5) Ensure all documentation deferring maintenance on newly created, unreported Job Control Numbers (JCN) is reviewed and approved in a timely manner by the responsible DH. Time from work candidate origination to DH approval will not exceed seven working days. (6) Monitor the operation of MDS. (7) Act as the Immediate Unit Comma nder (IUC) representative for IUC screening and programming. o. Ship’s Maintenance Manage r. The SMM has cognizance over topside maintenance. The SMM will: (1) Notify the RMO of cross boundary maintenance. The SMM has cognizance of the material condition of the ship except for the Reactor Plant. (2) Coordinate all facets of shipboard corrective maintenance. (3) Coordinate industrial and shipboard maintenance during availabilities. (4) Coordinate with and aid the 3MO a nd 3MC in monitoring the Configuration Validation Program. Ensure all departments are aware that equipment validation forms and configuration or logistic support problems must be submitted to the MSC for review, research, and input into OMMS-NG per reference (b).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-11 (5) Ensure all documentation deferring maintenance on newly created, unreported JCNs is reviewed and approved in a timely manner by the responsible DH. Time from work candidate origination to DH approval will not exceed seven working days. (6) Monitor the operation of MDS. (7) Act as the IUC representative for IUC screening and programming. (8) In support of zone inspections: (a) Provide assistance and advice to a ll levels of the CoC for correcting discrepancies that require outside repair activity assistance. (b) Coordinate with the Ship’s Repair Officer, CNAL/CNAP N43 Maintenance Program Manager (MPM) and the PMS312, Carrier Planning Activity for all depot level Corrosion Control Information Management System conditions 2 through 4 per reference (c). p. 3-M Functional Area Supervisor. The FAS will be designated in writing by the CHENG or RMO, hold the 3MC NEC (811A) and be a Chief Petty Officer or above. Functional Area Supervisors report directly to the SMM or RMO on all 3-M MDS matters. Primary responsibilities include the proper operation and maintenance of the OMMS-NG and P-OMMS systems, as well as training of users. The FAS will: (1) Coordinate all administrative facet s of the 3-M MDS program per current directives. (2) Support the SMM and RMO in th e management of the program. (3) Serve as 3-MTT Coordinator for all MDS matters. Ensure all 3-MTT members are fully qualified in MDS. (4) Produce updated OMMS-NG documents (CSMP up-line reports, ASI reports, etc.) to TYCOM as required. (5) Process customer feedba ck files from the TYCOM. (6) Monitor and process all external interf ace transactions. Process bulk load files into OMMS-NG. Forward a copy of the Bulk Load Report to the CNAL/CNAP N43 MDS specialist. (7) Coordinate use of OMMS-NG to support Strike Force Intermediate Maintenance Activity (SFIMA). (8) Act as primary point of contact for off ship training provided by CNAL/CNAP N43. (9) Train Ship’s Force personnel at the appropriate level for the billet in which they are serving. (10) Maintain a “Ship Availability Listing” for distribution to Ship’s Force personnel. Ensure availability listing is co-located with the WC CSMP MJB516 (CSMP Detail Listing by Job Sequence Number (JSN)) report. (11) Monitor and correct work candidates in the OMMS-NG import correction

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-12 queue. (12) Maintain OMMS-NG site parameters per TYCOM directives. (13) Process OMMS-NG system utilities and data alignment programs as required. (14) Maintain tracking of Board of Insp ection and Survey discrepancies in OMMS- NG. (15) Maintain a log tracking significant OMMS-NG down time. (16) Ensure all work candidates assigned to the “REJ” availability, rejected, or requiring more information from TYCOM, are processed, and returned to the TYCOM MPM. (17) Maintain a log of submitted OMMS-NG trouble reports and change proposals. (18) Maintain a log to track OMMS-NG up line reporting. (19) Conduct review and approval screening of all open and completed work candidates. Ensure all “New” not previously reported work candidates are approved by OMMS-NG FAS within seven working days. (20) Ensure, in support of the Automated Consolidated Shipboard Allowance List Improvement Program, only MSC personnel are given access to order repair parts using the “Parts Not Listed” ordering capability in OMMS-NG. q. Maintenance Support Center. The MSC will support the ship’s Configuration Validation Program. Specific responsibilities include: (1) Assign problem worksheet numbers and use problem worksheets to track configuration database changes. (2) Update the ship’s configuration da tabase with additions and changes as identified through validation efforts. (3) Assist departments in identifica tion of configuration items requiring validation. (4) Conduct research on requests for the ordering of parts not listed on an Allowance Parts List (APL) or Allowance Equipage List and take action as required. Action will include placing the part on order for the WC as a part not listed on the APL or Allowance Equipage List. r. Command Maintenance Availability Coordinator. The Command Maintenance Availability Coordinator will be responsible for the coordination of all Fleet Maintenance Activity (FMA) repairs and coordinate closely with the 3MC. The Command Maintenance Availability Coordinator will also provide a single working level point of contact and coordinate the command’s requirements with the requirements of the FMA. These duties include: (1) Technical review of work requests submitted for FMA accomplishment. (a) Ensure readability a nd technical correctness.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-13 (b) Prevent duplication of work requests for ship alterations, and other MJC originated deferrals. (c) Collect supplemental 2-LIMA re quests for routine work (i.e., lagging, painting, label plates, tiling, etc.) from all WCs and prepare an integrated priority list for each type of routine work to maximize the FMA’s effectiveness. (2) Ensuring command preparations for an FMA availability are conducted per Volume II, Part I, Chapter 4 of this manual. (3) Meeting daily, during an av ailability, with the assigned ship superintendent to discuss the status of all active jobs. (4) Attending all FMA production, night work and management meetings. (5) Providing a daily FMA job status to each DH, DIVO and Leading Petty Officer (LPO). (6) Establishment of a Planning Board for Maintenance. s. Department Head. (1) The DH is responsible to the XO for the operation and execution of the 3-M System within the department. Delegating review and approval authority does not relieve the DH of his or her duties and responsibilities in maintaining an effective 3-M program. The DH will: (a) Ensure all Principal Assistan ts (PA), D3MAs, DIVOs, LCPOs and WCSs are fully qualified and designated in writing. (b) Ensure all maintenance personnel are fully qualified. (c) Delegate review and approval authority, if desired, to a 3-M Principal Assistant. The 3-M Principal Assistant must be an officer, with the same 3-M qualifications as the DH, designated in writing, and provides oversight and assistance to the DH. (d) Ensure maintenance is prioritiz ed to facilitate accomplishment. (e) Review and approve all depart ment PMS schedules and revisions. (f) Review maintenance action annotations. (g) Review weekly PMS alerts. (h) Implement a Self-Assessment Program within the department to validate properly accomplished and reported maintenance. (i) Take corrective action on all “Unsatisfactory” PMS Spot Checks and report to the 3MO via 3MC as part of weekly PMS reporting. (j) Ensure all material deficienci es are documented and promptly reported. (k) Review and verify the content a nd validity of all FBRs, digitally sign FBRs within four days of origination.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-14 (l) Ensure the Configuration Manage ment Database accurately reflects equipment changes whether the action is performed by command personnel or outside activities. (m) Authorize placement of equipm ent into an Inactive Equipment Maintenance (IEM) status, ensure PMS scheduling is annotated accordingly. (n) Review and approve department wo rk candidates within four days of creation; ensure completeness, accuracy, and the correct assignment of priority. (o) Review all work candidates in th e departmental CSMP every 90 days. (p) Ensure that no classified data or Navy Nuclear Propulsion Information is reflected on 3-M documents designated for off-hull distribution. (q) Conduct quarterly meetings with DIVOs, LCPOs and WCSs and provide status of departmental 3-M System to the 3MO. (2) In support of the ship’s zone inspection program, the DH will: (a) Ensure on time participation of a ll required zone inspectors, escorts, recorders, and space presenters. (b) Ensure Department LCPOs review the weekly zone plan and assign qualified inspectors. Provide names of qualified substitutes when required to the 3-M Office one day prior to the zone inspection. (c) Ensure DIVOs prepare and report divisional spaces ready for inspection prior to the time published for zone inspection. (d) Review MODES and the zone insp ection discrepancy report sent out by the 3MO after each zone inspection and follow up on all reported discrepancies. Ensure repair “level one” safety discrepancies are resolved immediately by the division responsible for the space or corrected per paragraph 19-1.7 of this chapter and reported to the XO and 3MO within 24 hours. (e) Keep the XO apprised by ensuring discrepancies in the MODES database are routinely updated to reflect the status of corrective action. The MODES database is to be updated no later than the week following the previous week’s zone inspection. (f) Ensure D3MA submits a complete d maintenance action without prior deferral into OMMS-NG or P-OMMS to document the total man- hours expended in the accomplishment of the zone inspection deficiencies for the entire month. One JCN will be submitted for the entire department under the department administrative work center. The “Zone Inspection Program” XSYSTEMITEM APL will be used. For example:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-15 APL HSC EFD ESD XSYSTEMITEM 13011SFZIP Zone Inspection Program Zone Inspection t. Departmental 3-M Assistant. The D3MA s should be E-7 or above. Stellar E-6s (except for Weapons, Combat, Air, Reactor and Engineering departments) may be considered but must be approved in writing by the XO. The D3MA will: (1) Assist the DH in coordinating and supe rvising all administrative aspects of the department’s 3-M Program. (2) Serve as the department’s 3-M Pr ogram technical expert and advisor. (3) Assist the 3MC in the proper execu tion of the 3-M Program within the department. (4) Supervise and coordinate quarterly departmental 3-M Self-Assessments. (5) Assist the 3MO and 3MC in administering an effective 3-M Certification Program for the qualification of 3-M personnel. (6) Assist in the development and ex ecution of the short and long-range 3-M training plan. (7) Assist the 3MC in maintaining a high-quality Spot Check Program. (8) Generate a weekly PMS spot check a ssignment matrix for officers, CPOs, and designated supervisory personnel. (9) Monitor the department’s CSMP for accuracy and effectiveness, review, and report job status to the DIVO and DH. (10) Coordinate repair activities within th e department to ensure timely resolution of material deficiencies. (11) Provide the DH with a weekly status of the department’s: (a) 3-M Self-Assessment Program. (b) CSMP. (c) PMS Performance Report (from SKED). (d) Equipment file validations (as scheduled by MSC). (12) Use SKED’s Revision Editor to ensu re that all PMS changes have been properly annotated and applied to the schedule prior to DH review and finalization. (13) Oversee and assist WCSs in the impl ementation of FRs, updates and changes. (14) Review each WC’s lineouts and a ll 3-M documentation supporting PMS and MDS prior to submission to the DH. (15) Ensure all equipment changes, adds and removals, regardless of whether the action is performed by command personnel or outside activities, is reflected in

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-16 the Configuration Management Database; if not, report via 4790/CK to the Configuration Data Manager (CDM) and utilize a PMS FBR to affect LOEP changes. (16) Manage the departmental TSIM S and MODES program requirements. u. Department Leading Chief Petty Officer. The department LCPO is responsible for the proper operation of the 3-M System within their department. The department LCPO will: (1) Provide 3-M System guidance and training to DIVOs and division LCPOs within their department. (2) Participate in quarterly Self-Assessments. (3) Review all quarterly Self-Assessments and promptly correct discrepancies found within the department. (4) Support the DH with Zone Inspection responsibilities. v. Division Officer. (1) The DIVO is responsible to the DH for the execution of maintenance within the division. The DIVO will: (a) Ensure all PMS scheduling change s have been properly annotated and applied prior to DH review and finalization. (b) Review the 13-Week Accountabilit y Log at the beginning of the PMS week and sign at the end of the week (if not using electronic accountability in SKED or when SKED is not available). (c) Review and verify the content a nd validity of PMS FBRs within three days of origination. (d) Ensure 3-M documents generated within the division are complete, accurate and promptly submitted to the DH. (e) Conduct 3-M Self-Assessments as directed by the command’s policy. (f) Provide weekly updates to the DH concerning the status of the 3-M System within the division. (g) Incorporate 3-M System training into the Divisional Training Plan. (h) Review divisional work candida tes and the CSMP for validity and accuracy. (i) Conduct monthly briefings for the DH on the status of all work candidates. (j) Acknowledge weekly PMS Alerts. (2) In support of the ship’s zone inspection program, the DIVO will:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-17 (a) Ensure zone inspection escorts and space presenters are familiar with locations of their assigned areas. Space presenters will normally be the individuals responsible for the space. (b) Ensure zone inspection escorts and recorders attend training with department LCPO the day prior to the inspection and be knowledgeable of the spaces to be inspected. (c) Ensure applicable compartments, gear lockers, drawers, stowage lockers, and other enclosures are unlocked and accessible for inspections. (d) Maintain a zone inspection folder for each space within their division containing ZIDLs (Appendix C Section I) from the last four inspections. (e) Ensure spaces assigned are ready for zone inspection, paying particular attention to safety, damage control, material condition, preservation, and cleanliness. Report results to the DH and ensure divisional CSMP reflects current material condition of all spaces. (f) Review MODES and the zone insp ection discrepancy report sent out by the 3MO after each zone inspection and follow up on all reported discrepancies. Ensure repair “level one” safety discrepancies are resolved immediately by the division responsible for the space or corrected per paragraph 19-1.7 of this chapter and reported to the DH and 3MO within 24 hours. (g) Ensure discrepancies that are wi thin the division’s capability that cannot be corrected by the division within 30 days, are submitted by originating WC with a JCN. Discrepancies that cannot be completed by the division responsible for the space, but within Ship’s Force capability, must have a Ship’s Force organizational JCN submitted. Discrepancies that are beyond Ship’s Force capability must have an outside activity JCN assigned. JCNs that require parts or cannot be completed by the originating WC must be submitted within seven days via the CSMP. (h) Keep the DH apprised by ensuring zone inspection discrepancies in the MODES database are routinely updated to reflect the status of corrective action. The MODES database is to be updated no later than the week following the previous week’s zone inspection. w. Division Leading Chief Petty Officer. The division LCPO is responsible for the proper operation of the 3-M System within their division. The division LCPO will: (1) Supervise WCSs in the execution of daily maintenance. (2) Ensure WCSs are properly trained, equipped and are knowledgeable of all WC divisional equipment maintenance requirements.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-18 (3) Ensure divisional personnel are pr operly trained and qualified to conduct maintenance. (4) Verify all divisional WC equipment is covered by PMS. (5) Ensure PMS is properly scheduled and conducted, including all underway and special evolution situational “R” checks. (6) Review WC PMS records (e.g., FRs, ACNs and PMS FBRs and Responses), approve all lineouts and additions on the LOEP, MIP, and PMS schedules prior to DIVO and DH reviews. Ensure proper justification is noted on each lineout. (7) Review and approve non-applicable procedural steps lined-out on MRCs. (8) Review and sign the 13-Week Accountab ility Log at the end of the PMS week and ensure checks added that week are hand-written into the blank accountability log. (if not using electronic accountability in SKED or when SKED is not available). (9) Review the PMS Scheduling Forecasti ng Report to ensure that all Tools, Parts, Material and Test Equipment (TPMTE) are available to support upcoming maintenance actions. (10) Provide the DIVO a weekly status of the division’s Self-Assessment Program, CSMP and PMS. (11) Ensure the Configuration Manageme nt Database reflects current ship’s configuration. (12) Ensure FBRs are submitted reques ting LOEP changes to reflect system, equipment and component installs or removals. (13) Review and verify the content and va lidity of PMS FBRs within two days of origination. (14) Ensure the divisional CSMP accu rately reflects material conditions. (15) Review and approve work candidates, act as the second point of contact for work candidates and provide the DIVO a weekly brief on the status of all work candidates in the CSMP. (16) Ensure proper testi ng and inspection of work done by outside activities prior to job acceptance. (17) Coordinate repair activ ities within the division. (18) Review, approve, and close out weekly schedules. This closeout of the previous week’s schedules must occur on the first day of the following week (i.e., Monday). (19) Review Check Notes for required and updated information. (20) Write PMS Alert details to include why planning allowed loss of periodicity and the plan to complete PMS.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-19 (21) Support the DIVO with Z one Inspection responsibilities. x. Work Center Supervisor. The WCS must be an E-6 or above unless waived in writing by the XO. The WCS of a 40 series work center must be Damage Control Petty Officer (DCPO) qualified and recommended in writing by the DCA. The WCS will: (1) Record all equipment deficiencies within their WC, utilizing OMMS-NG and P-OMMS to ensure all required 3-M System documents are submitted to the division LCPO. (2) Ensure work center personnel have completed 3-M PQS training commensurate with position held. (3) Ensure PMS covers all maintenance worthy equipment in the WC. (4) Maintain an accurate and current LOEP. (5) Ensure 3-M System WC files and pu blications are complete, current, and available to WC personnel. (6) Ensure WC initiated 3-M documentation is correct, legible, promptly prepared and submitted. (7) Maintain a 13-Week Accountability Log containing the current and previous 13-Week Log (if not using electronic accountability in SKED or when SKED is not available). (8) Prepare weekly WC schedule, obtai n required approval, assign maintenance personnel, and update schedule to reflect status. (9) Ensure equipment changes, adds and removals are reflected in the Configuration Management Database and, if not, report via 4790/CK to the CDM. (10) Ensure FBRs are submitted whenever: (a) Maintenance requirements are not fully understood. (b) Errors are believed to exist. (c) Entries in the TPMTE block are wrong or inadequate. (d) Additional coverage is needed. (e) Performance of the maintenance requirement would cause a hazardous condition to exist. (11) Ensure prompt reporting of all material deficiencies and completed maintenance actions. (12) Ensure test and measurement equi pment or other portable support equipment is delivered for test or calibration as scheduled. (13) Ensure the DIVO and division LCPO or LPO are advised of all 3-M System activity within the WC.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-20 (14) Review the PMS Scheduling Forecasti ng Report to ensure that all TPMTE is available to support upcoming maintenance actions. (15) Ensure all WC weekly schedules are updated daily. (16) Ensure WC personnel make necessary preparations and ensure presenters and spaces are ready for zone inspection. y. Damage Control Assistant. (1) The DCA will be the principal advisor to the XO for all matters pertaining to damage control maintenance including scheduling, performance, and the technical aspects of planned maintenance for all Damage Control (DC) equipment. The DCA will: (a) Provide a comprehensive weekly training and qualification program for DCPOs. (b) Schedule and control the performance of planned and corrective maintenance of DC equipment requiring outside or off hull assistance. (c) Advise DHs of scheduled dates for maintenance actions requiring coordination between departments or throughout the ship. (d) Coordinate PMS on DC gear not assigned to a WC, division, or department. (2) In support of the ship’s zone inspection program, the DCA will: (a) Review MODES and all zone inspection discrepancy reports sent out by the 3MO for damage control related discrepancies after each zone inspection. (b) Assist and track immediate correction of damage control violations or issues arising from zone inspections. DCA will make recommendation(s) as appropriate to the CO, XO via the CHENG concerning any trends or major safety issues. (c) Report serious or long-sta nding repair or firefighting discrepancies to the CHENG and XO. Additionally, provide these “lessons learned” at DCPO training. (d) Track corrections of damage control discrepancies with the ship’s Fire Marshall (FM). (e) Ensure a damage control divisi on representative, E-7 or above, is present to brief inspectors and DIVOs on ship wide damage control concerns prior to commencement of the zone inspection. (f) Utilize “Duty FM” as the rate when entering Duty Fire Marshall walk through discrepancies into MODES. This is to allow for easier identification when reviewing the system- generated reports.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-21 z. Maintenance Personnel. Maintenance Personnel will perform all PMS as assigned utilizing PMS documents in SKED and ensure “Check Notes” contain amplifying information and tagout identifiers as required. Maintenance personnel will: (1) Perform assigned maintenance. (2) Notify the WCS when: (a) An MRC is not fully understood, ap pears to be incorrect or cannot be accomplished as written. (b) There are issues with the TPMTE block of the MRC. (c) The technician has doubts concerning his or her ability to perform the maintenance. (d) Equipment deficiencies or casualties are discovered. (e) Factors exist which would make performance of the maintenance unwise or dangerous. (3) Initiate FBRs when discrepancies ar e discovered during the performance of an MRC. (4) Inform the WCS when planned main tenance requirements are complete. (5) Annotate PMS schedule to reflec t accomplishment of maintenance. (6) Sign 13-Week Accountability Log. (If not using electronic accountability in SKED or when SKED is not available). aa. Zone Inspectors. Zone Inspectors will: (1) Provide their individual flashlight and PPE. (2) Inspect assigned spaces expeditiously a nd completely. Annotate results on the ZIDL forms (Appendix C Section I of this chapter) and ensure the escort and recorder: (a) Clearly understands what is being reported (b) Annotates discrepancies (c) Understands repair “level one” safe ty discrepancies must be corrected by the division or corrected per paragraph 19-1.7 of this chapter and reported to the DIVO and 3MO within 24 hours. (3) Contact responsible DIVO or LCPO immediately when repair “level one” unsafe conditions are found and remain on station until sufficient action is taken or other personnel arrive to resolve the unsafe condition. bb. Zone Inspector Escorts and Recorders. Zone inspector escorts and recorders will: (1) Attend training per this section with th e department LCPO the day prior to the inspection and be knowledgeable of the spaces to be inspected. (2) Plan an efficient route for the in spection and make sure all spaces are unlocked. Record all information into the inspection binder.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-22 cc. Zone Inspection Space Presenters. Space presenters will: (1) Be knowledgeable of the spaces to be inspected and have keys or combinations to applicable compartments, gear lockers, drawers, stowage lockers and other enclosures. The space presenter should be the individual responsible for the cleanliness and maintenance of the space. (2) Present both, a current CSMP (Autom ated Work Request or 516 Report) and a MODES report identifying existing deficiencies to the inspector and have the divisional space ZIDL folder containing the last four ZIDLs for each space. (3) Route completed ZIDL forms via the CoC. 19-1.3 QUALIFICATIONS. All personnel assigned to billets associated with the 3-M system must be 3-M PQS qualified for the assigned billet per reference (d). a. Evidence of qualification in support of 3- M requirements must be maintained by the command in an auditable fashion. In addition to 3-M PQS qualifications, all personnel assigned to accomplish 3-M related maintenance on systems listed in Volume V, Part 1, Chapter 2 paragraph 2.2.1 of this manual, must be qualified per reference (e).” Table 19-1-1 reflects the PQS qualifications required to fill 3-M billets. Table 19-1-1 - Required PQS Qualifications 3-M Coordinator PQS-307 3-M Assistant PQS- 305 Department Head PQS-306 Department LCPO PQS-305 3-MTT Members PQS-304 Division Officer PQS-304 Division LCPO PQS-304 Work Center Supervisor PQS-303 Repair Parts Petty Officer PQS-302 or RPPO Continuing Training and Qualifications Software Maintenance Personnel PQS-301 b. Personnel checking into the command w ith a 3-M qualification obtained from a previous command may be required to re-qualify. They may re-qualify directly to the highest level previously obtained and they do not have to re-qualify at lower levels. Prerequisites, however, for all qualifications must be documented in Relational Administration (RADM). 19-1.4 PLANNED MAINTENANCE. 19-1.4.1 Minimum Standards. MRC accomplishment is critical for maintaining equipment in a ready state and achieving expected service life. The maintenance tasks directed by MRCs are the

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-23 minimum standards for organizational, shipboard planned maintenance, and therefore equipment degradation can be assumed if maintenance is deferred. The following provisions are provided to maximize on time performance of PMS and provide increased fleet latitude in maintaining equipment. a. MRCs are prepared as instructions to complete a maintenance task based upon the premise that the personnel assigned to perform the task have sufficient knowledge of the rate listed on the card and are qualified to perform maintenance as directed by the MRC. The MRC will be accomplished in sequential order, adhering to all Warnings, Cautions and Notes. Routine sub-steps (e.g., fastener removal, steps to don and remove PPE, turning on a vacuum) may or may not be included in the MRC and their absence should not prevent the maintainer from completing the maintenance task. b. Per Naval Sea Systems Command (NAVSEA), procedures are written at a level of detail based on the assumption maintenance personnel are trained, qualified, and supervised by experienced leadership to execute the maintenance consistently and expertly. They exist to provide a common standard, specify acceptance criteria, communicate warnings, and cautions specific to the maintenance and provide proven maintenance practices. They are not intended to: (1) Supplement or duplicate rules and pr ocedures that must be followed for hazards generally associated with the equipment (Hazardous Material Handling, Electrical Shock Risk Management, etc.) but not specifically associated with a step of the procedure. (2) Identify every process and every wa rning associated with the maintenance environment of the component being maintained (aloft, in tanks, near an active flight deck, in a heat stress area, etc.) (3) Specify every possible action of the maintainer. c. Leadership will uphold standards for comply ing with maintenance procedures. This standard does not mean the maintainer is expected to robotically follow the MRC word-by-word. Leadership, trainers, monitors, auditors, and inspectors should not expect it. The key word here is intent. The objective is to perform the intent of each step, not necessarily step-by-step performance. d. If a step is missing that is necessary to complete the task, and that step is not obvious to the maintenance person, an FBR should be submitted. e. MRC completion status is dependent on the accomplishment of all procedural steps on all the equipment listed on the MRC or its accompanying Location Guide List. f. The performance of additional rational ac tions during the accomplishment of an MRC is authorized. Examples of such actions include turning on and off items utilized during the performance of the MRC (vacuum cleaners, test equipment, etc.) and general housekeeping (cleaning up or containing spilled fluids or dirt). g. The substitution of any tools, materials or test equipment not held by the activity should be considered prior to deciding to defer the maintenance until the exact tools, materials or test equipment listed on the MRC are procured. This is especially critical for frequently required maintenance where several performance cycles can be missed

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-24 while waiting for supply to provide the correct items. Substitution requirements are provided by reference (a) and other technical documents. 19-1.4.2 Functional Components. a. PMS Master File. The Master File, maintained by the units 3MC, contains information relative to PMS requirements that are specific to equipment for which the command is responsible. The Master File provides for duplicate issue of missing MIPs and MRCs, contains supplementary information provided by NSLC Detachments Norfolk or San Diego and serves as a repository for changes received between FR distributions, which must be retained on file until the changes are reflected in a subsequent FR. Master File content is delineated in Appendix B, Section I-B, Command Level Effectiveness Review (CLER) . b. Work Center PMS File. The WC File provides a ready reference of planned maintenance requirements and information to be retained in the working area for use by the WCS and maintenance personnel. The WC File contains only the documents and information applicable to a specific WC. The content of the WC File is delineated in Appendix B Section I-A of this chapter (SEER). (1) CNAL and CNAP require documenting qualifications within the WC File with a RADM PQS finder, by watch station print out, showing WC personnel qualification dates for all required qualifications necessary for completion of WC maintenance. (2) The following additional qualifications may be required in some WCs: (a) Safety Petty Officer (SPO). (b) DCPO. (c) Quality Assurance (QA) craftsman. (d) Any qualification or NEC designation specified by the MIP or MRC. In SPO required maintenance, for example, the M P must be SPO (NAVEDTRA 43460 series) watch station 301 and 3-M 301 MP qualified. (3) Designation letters for the PA (i f assigned), DIVO, D3MA, LCPO and WCS must be in the WC File and include designated individual’s signature and initials. (4) Printed copies of MRCs used by th e WC on a routine basis (specifically quarterly, monthly, weekly, and daily) will be maintained. All applicable situational maintenance requirements (R-checks) will also be included. (5) If a WCS or higher position is turn ed over, all line outs within the WC File for that position will be reviewed and re-initialed as soon as possible or no later than implementation of the next FR.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-25 c. PMS Administrative Requirements. In lie u of a WC or a Master File the following should be retained: (1) Work Center (a) Current classified MRCs. (b) Current Tailored Force Revision (TFR) reports. (2) 3MO (a) SKED 3.2 Help file. (b) Split MIP Tracking Log, updated to current FR. (c) Applicable 3-M Instructi ons, both Ship and TYCOM. (d) Current 3-M messages and guidance. (e) Current 3MC TFR Reports. (f) Master classified MRCs. (g) Current SKED Database back-up files on DVD or CD-R and an Excel spread sheet from the SKED report Checks and Maintenance Outlook Report of all WCs, for the current and next future quarter. (h) 3-M Program short and long range training plan approved by the XO. d. Interim MRC Procedures. The ship may develop interim MRC procedures based on experience and applicable technical manuals in support of equipment or systems without PMS coverage until formal documentation is received. Before scheduling preliminary MIP requirements, the WCS and the DH must verify their applicability to installed equipment. e. Weekly Status Report. The weekly PMS monitoring status reports will be retained, electronically if desired, by the 3MC for the current and previous quarter. These reports from the 3MC to the 3MO will contain, as a minimum, the information cited in paragraphs 19-1.4.2.d.(1) through (6) of this chapter. (1) Completed Spot-Check a nd Monitored MRC results. (2) Completed WC audits and results. (3) The number of FBRs over 7 days old th at have not been reviewed by the CoC. (4) Abatement and corrective actions comp leted because of a monitoring program finding. (5) IEM Details Summary Report. (6) Overdue (Alerting) MRCs a nd plan of corrective action. f. Change Service Accountability Log. The Change Service Accountability Log (CSAL), Figure 19-1-1 of this chapter, provides a definitive record of all changes to a command’s 3-M program. Whenever a change to a command’s 3-M program is directed, be it from an FR, FBR, TYCOM direction, etc., the change will be routed to

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-26 the concerned WCS via a memorandum. Whenever such a memorandum is issued, it must be recorded in the CSAL. Once the WCS reports the directed change has been completed, the 3MC will file the WCS’s response and annotate in the CSAL that the action is complete. (1) The CSAL is comprised of the actual l og sheet, a copy of all memos routed to the WCS and the memo from the WCS to the 3MC indicating completion. (2) The importance of the CSAL cannot be overstated. Basically, it provides for a day-to-day, year-to-year record of changes to a command’s planned maintenance program. It is also a turnover document at deployment sites, allowing a current command to quickly identify all changes from a previous command. Finally, it will be inspected during all command 3-M assessments and inspections, providing visibility as to how well a command manages 3-M from one inspection to another.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-27

Figure 19-1-1 - Change Service Accountability Log FR Change Number or Authority Date RCVD Cognizant Dept. or WC Date Cover Sheet Issued Date Cover Sheet Returned Date Master File Updated or Item Closed Summary of Change

g. 3-M Training Team. The 3-MTT is formed to enhance and maintain a peak level of PMS and MDS performance by providing focused training and evaluation of the ship’s 3-M program. (1) The 3-MTT will be a minimum of 30 members led by the XO with the 3MO and 3MC(s) serving as primary assistants. Team membership will be comprised of officers, CPOs, and D3MAs. The 3-MTT will have representation from all departments but should be proportionally represented by the four major departments which are identified as Reactor, Engineering, Combat Systems and Air. (2) Each week, one third of the 3-M TT will conduct maintenance person spot checks, one third of the 3-MTT will conduct spot check the spot checker and one third will complete administrative 3-M duties as assigned by 3MC.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-28 (3) The OMMS-NG and P-OMMS FASs will provide evaluation and training for all matters related to MDS to the 3-MTT. (4) 3-MTT members must be 3-M (304 ) DIVO PQS qualified, E-7 or above and have extensive experience in administering and monitoring the 3-M program. All 3-MTT members will be designated in writing and the 3MO will maintain designation letters. (5) 3-MTT objectives: (a) Elevate level of PMS and MD S performance and sustain PMS and MDS proficiency through self-critical evaluation and deck-plate involvement. (b) Monitor spot-check performance and provide feedback to spot- checkers and maintenance personnel. (c) Provide data to support establishment and tracking of trend data by the 3-M Office. (d) Ensure compliance with CSMP re quirements and the standards set forth in this manual. (e) Ensure personnel have sufficient knowledge of maintenance software to perform assigned duties. 19-1.4.3 PMS Functional Operations. a. PMS Documentation Verification. The WCS will ensure that all WC MIPs and MRCs are verified against installed equipment. The WCS’s signature on the Records of Changes Page indicates review of the LOEP, MIPs and MRCs has been completed. Any line-out of an MRC or a MIP requires the scheduling aid, approved FBR response, Document Information Transmittals, ACN number or split MIP annotation to be recorded with the line-out. b. Date Format. All PMS recording docu ments (i.e., 13-Week Accountability Log, Carbon Dioxide (CO2) or Aqueous Film Forming Foam record sheets, electrical safety checks, battery service life) must utilize the following format for recording dates: DD, MMM, YYYY (i.e., 11 OCT 2020). This will ensure correct interpretation of dates. c. Tag Out. Reference (f) will be the sole source for tag-out procedural guidance. Commands will not generate local instructions. All personnel must strictly adhere to reference (f) procedures and those called out in this manual. Electronic tag-out is currently installed on all carriers relieving the administrative burden of tag-outs; therefore, laminated PMS danger tags are not authorized for use. Commands may generate local guidance to define qualifications and designate administrative responsibilities. (1) Tag-Out Logs. The following depart ments are authorized to maintain a Department Tag-Out Log as identified in Figure 19-1-2 in the location specified:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-29 Figure 19-1-2 - Tag-Out Logs Department Space Prefix Code Air V-2 Office or V-4 Office AIR Combat Systems CS Maintenance Office CS Engineering Damage Control Central ENG Weapons Weapons Elevator Shop WEP Reactor 1 and 2 EOS 1R eactor or 2Reactor

(2) Tag-Out Use. Figure 19-1-3 is a breakdown of departments indicating which Tag-Out Logs to be used: Figure 19-1-3 - Tag-Out Log Usage Department Tag-Out Log Air Air Combat Systems, Navigation, Operations, Embarked Staff Combat Systems Engineering, DCPOs, Aircraft Intermediate Maintenance Department (Advanced Industrial Management Department), Supply, Admin, Dental, Medical, Deck, Training, Command Religious Ministries Department, Legal, Media and all others not listed. Engineering Weapons Weapons Reactor, In-Plant DCPO Reactor

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-30

19-1.4.4 Related Maintenance. Related maintenance, so designated by the In Service Engineering Activity (ISEA) or Technical Warrant Holder, is determined from the MIP. The ”RELATED MAINT” column of the MIP reflects related maintenance requirements. Related requirements are positioned on the MIP to line up directly across from the MRC to which they are related. Related maintenance requirements are also identified in the TPMTE section of the MRC under “MISCELLANEOUS”. NOTE: MANDATORY RELATED REQUIREMENTS MUST BE LINKED IN SKED TO BE AUTOMATICALLY SCHEDULED. a. Related Maintenance Categories. (1) Mandatory Related. Mandatory relate d maintenance requirements are those maintenance actions that must be accomplished concurrently with another maintenance requirement. The mandatory relationship is indicated with the use of the # sign. If the mandatory related maintenance resides on the same MIP, it will be reflected in the RELATED MAINT column as “periodicity#” (e.g., M-3#). If the related maintenance resides on another MIP, it will be reflected as “MIP:periodicity#” (e.g., IC-013/033:M-4#). Mandatory related maintenance requirements are automatically scheduled by SKED. (2) Convenience Related. Convenience related maintenance requirements are those maintenance actions that can be accomplished concurrently with another maintenance requirement to save time (preliminary steps and tag-outs already accomplished) or for work force considerations. If the convenience related maintenance resides on the same MIP, it will be reflected in the RELATED MAINT column as “Periodicity” (e.g., M-5). If the related maintenance resides on another MIP, it will be reflected as “MIP:periodicity” (e.g., EL- 010/001:M-4)). In both cases, the # symbol is omitted. The WCS manually schedules convenience related requirements. (3) Conditional Related. Conditional related maintenance requirements are those maintenance actions that are performed when specific conditions are present or specified parameters are not met on the referencing MRC. Conditional related maintenance will appear on the MIP in the same manner as convenience related maintenance. The WCS manually schedules conditional related requirements. (4) None. No related maintenance is reflected as “None” in the RELATED MAINT column. b. Work Center Supervisors Actions. WCSs are encouraged to review their schedules on a regular basis for opportunities to perform other PMS when an equipment or system has maintenance actions scheduled. Rescheduling of PMS to take advantage of other system maintenance if convenience related is highly recommended. (1) If an MRC has related maintenance fr om another MIP, review the related MIP and MRC and determine if it requires assistance from another WC.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-31 (2) If the related MIP and MRC does not require assistance from another WC and is not on the lead WC LOEP, submit an FBR to have it added to the LOEP. (3) If the related MIP and MRC requires assistance or completion by another WC and is mandatory, convenience or conditional related then it should also be on the lead WC LOEP. If it is not on the lead WC LOEP, submit an FBR to have it added to the LOEP. If the related MRC requires technical assistance, a special NEC, or another rating that is not part of the lead WC, then the person with the technical training, special NEC or required rating should be temporarily added to the lead WC “Crew List” and assigned the related maintenance in either an assist or performance role. All WCSs involved will collaboratively plan the required maintenance and may adjust schedules based upon individual workload. When the maintenance is completed, the lead WCS will mark the MRC as completed. 19-1.4.5 Inactive Equipment Maintenance. a. Inactive Equipment. A piece of equipm ent or system intentionally placed in a hibernated state for a specific period with the intention of reactivating that equipment or system at the end of that period. (1) Status I. Equipment that will: (a) Remain onboard. (b) Is not scheduled for corrective maintenance or overhaul. (c) Will be inactive during extended shutdown periods and maintenance availabilities as determined by the DH. (2) Status II. Equipment that is inactive and: (a) Subject to corrective maintenan ce, overhaul, or removal for safe storage. (b) Temporarily transferred to another activity for maintenance responsibility for extended shutdown periods as determined by the DH. (c) When system(s) components are scheduled for replacement. b. Implementation and Responsibility. Wh ile inactive, minimum maintenance is performed to ensure the success of the reactivation. The IEM section of the MIP will cover this maintenance. However, consideration should also be given to active PMS maintenance checks (e.g., M-1, Q-1, A-1) that can be manually added and performed during this period of inactivity. (1) The ship will develop an IEM pl an for all inactive equipment during availabilities lasting 21 days or longer. The plan will include reason for inactivation, duration, impact to division maintenance schedule and reflect integration with the Lead Maintenance Activity work schedule and operational recovery. DH approval of this plan will be documented in the SKED IEM remarks.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-32 (2) Carriers in availabilities will negotia te operational control requirements with the maintenance activity at the arrival conference, to define responsibility for IEM. IEM periodic maintenance requirements (PM-1, PM-2, PM-3) and any applicable active PMS maintenance checks (M-1, Q-1, S-1) must be added manually at the appropriate frequency. (3) To implement procedures for the accomplishment of PMS for equipment declared in an inactive status, current PMS schedules are modified to annotate the requirements listed in the IEM section of the MIP. For advance planning and scheduling of maintenance to take place, it is necessary to determine and identify the extent to which unit or Ship’s Force personnel will conduct PMS during an inactive period. MIPs in each WC will be reviewed to determine if equipment has IEM coverage (e.g., Lay-up (LU), Periodic Maintenance (PM), Start-up (SU) and Operational Test, if the coverage is adequate, and what procedures to follow if there is no IEM coverage on the MIP or provided coverage appears inadequate. The DH is responsible for determining equipment IEM status. When placing a system or equipment in IEM status, the DH will also determine the IEM start date to be reflected in SKED. The IEM end date will not be applied in SKED until the system or equipment is ready to be brought out of IEM status. All periodic PMS that would have been scheduled during the IEM period should be reviewed for applicability, with applicable maintenance accomplished prior to operating equipment. (4) IEM procedures are listed on MIPs and separated from operational PMS by a horizontal line. The IEM section is titled “Inactive Equipment Maintenance” and is prefaced by the following statement: “The following requirements will be scheduled when equipment is inactivated for periods of prolonged idleness.” When there are no IEM requirements the words “None required” will appear under the IEM section of the MIP. When IEM procedures are inadequate, submit an FBR. The unit or ship should consider all factors that affect equipment deterioration and take necessary precautionary measures. These factors include environmental conditions, equipment location, susceptibility to damage or other factors that cannot be anticipated when IEM procedures were originally developed by the cognizant ISEA or design activity. (5) The lack of IEM requirements on a MI P does not prohibit placing that system or equipment into an inactive state. Additionally, certain locations require precautions and maintenance not required force-wide. The unit or ship should consider all factors that affect equipment deterioration and take necessary precautionary measures. The WCS or LCPO is responsible for identifying factors that are inadequate and may require additional preparation and maintenance of the inactive equipment while reporting same to the DH for approval. Factors may include environmental conditions, equipment location or susceptibility to damage. For those actions that are recurring in nature, the WCS should submit an FBR for possible MRC development.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-33 c. IEM Scheduling. SKED provides the capability to perform IEM scheduling. (1) Status I. The scheduling of main tenance for Status I inactive equipment utilizes conventional PMS scheduling techniques. LU checks will automatically be added to the schedule at the beginning of IEM by SKED. PM checks will be manually added to the schedule by the WCS for the period of IEM following the guidelines of the MIP. At the conclusion of IEM, SU checks and routine PMS will automatically be added to the schedule by SKED. SU checks must be accomplished the week IEM ends. All periodic checks added at the end of IEM, can be moved to the right, not to exceed the allowable date range. Since the MRC date range cannot be applied to the left (into the IEM period), the MRC date range can only be moved to the right and therefore only the plus value of the specific range, i.e., the date range for a monthly is 21-41 days. The requirement can only be moved (scheduled) 10 days to the right and will not go into “alert” until after the 10th day. This allows the MP or WCS scheduling flexibility within the plus side of the date range of the MRC. (2) Status II. The scheduling of main tenance for Status II inactive equipment utilizes conventional PMS scheduling techniques, however, not all scheduled IEM PMS may need to be accomplished by the unit or Ship’s Force. LU checks will automatically be added to the schedule at the beginning of IEM by SKED and may be marked “N/A” if the LU check did not support the equipment being removed from the ship or unit or “Accomplished by Higher Authority” symbol if completed by the intermediate or depot level maintenance activity. PM checks may be required to be schedule during the IEM period. At the conclusion of IEM, SU checks and routine PMS will automatically be added to the schedule by SKED. SU checks must be accomplished the week IEM ends and may be marked with the “Accomplished by Higher Authority” symbol if they were completed by the Intermediate or depot level maintenance activity. Routine PMS added at the end of IEM may also be marked with the “Accomplished by Higher Authority” symbol if they were completed by the intermediate or depot level maintenance activity. All periodic checks added at the end of IEM, can be moved to the right, not to exceed the allowable date range. Since the MRC date range cannot be applied to the left (into the IEM period), the MRC date range can only be moved to the right and therefore only the plus value of the specific range, i.e., the date range for a monthly is 21-41 days. The requirement can only be moved (scheduled) 10 days to the right and will not go into “alert” until after the 10th day. This allows the MP or WCS scheduling flexibility within the plus side of the date range of the MRC. NOTE: WHERE THE GOAL OF 100% ACCOMPLISHMENT CANNOT BE REACHED, THE UNIT’S COC MUST BE KEPT INFORMED OF THE

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-34 CIRCUMSTANCES THAT PREVENT ACCOMPLISHMENT OF SCHEDULED MAINTENANCE. 19-1.4.6 Scheduling. PMS is a portion of the command’s 3-M program that provides, in one authoritative system, the scheduling information and technical procedures governing planned maintenance. PMS provides a simple method for scheduling and documenting the execution of planned maintenance procedures. Fleet policy is listed in paragraph 19A.2 with the scope identified in paragraph 19A.3 of this chapter. a. Situational maintenance scheduling will be managed utilizing the tools provided by the computer based PMS scheduling software employed by the activity. All event driven situational requirements will be “triggered” when required and performed per reference (a). b. The creation and use of generic crew me mbers such as “Engineering Laboratory Technicians” is not authorized. For those instances where the watch-stander performs the MRC, the senior watch-stander’s name will be indicated in SKED. c. The MP will be assigned prior to co mmencing the week and must complete the maintenance as directed. If a different person is required, the WCS will reassign the PMS accordingly. d. Check Notes are required in SKED under the following circumstances. (1) When PMS is marked as “lost”. (2) When PMS is marked as not applicable. (3) When PMS is marked with the ‘¢ ’ symbol, “satisfied by Higher Level Maintenance.” (4) When PMS requires a tag-out, the tag-out program of record identifier will be entered. e. Alert Notes will be in th e format of paragraph 19-1.4.10. f. After the FR is approved, the 3MC will conduct quarter archival to maintain one completed quarter, one current quarter, and at least two future quarters. This permits the ability to review past records and forecasting of upcoming maintenance actions. 19-1.4.7 SKED. The use of SKED version 3.2 or subsequent versions for PMS Scheduling constitutes full compliance with all administrative provisions of the 3-M Manual. a. Guidance for use of SKED is provided vi a the SKED users guide with help menus, and wizards associated with SKED functionality. b. The Navy PMS DVD or CD-ROM is used to update the command or unit’s SKED PMS data. c. The SKED program uses days to schedule and keep track of calendar periodicities. MRCs are displayed as out of periodicity when they fall outside the established date ranges in the SKED program. These date ranges are as reflected in Table 19-1-2: d. Appendix D provides SKED 3.2 User Se ttings, Global Preferences and UIC Preferences.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-35 Table 19-1-2 - SKED Periodicity – Date Ranges Periodicity Date Range Daily None 2D None 3D None Weekly None 2W 9 - 19 days 3W 14 - 28 days Monthly 21 - 41 days 2M 41 - 83 days Quarterly 61 - 121 days 4M 83 - 165 days Semi-Annually 121 - 243 days 8M 165 - 331 days 9M + or - 90 days from scheduled date Annual + or - 90 days from scheduled date Multi-month after annual + or - 90 days from scheduled date

19-1.4.8 SKED Server Failure. In the event of a SKED server failure, operation of PMS performance and tracking is as follows: a. Retrieve most recent Maintenance Outlook Report. b. The WCS or LCPO will maintain the a ssignment of PMS with the Maintenance Outlook Report until server is restored. c. Document and retain accomplished main tenance on printed blank 13-Week Reports that are in the documents folder on the FR DVD. d. When the server is restored, update SKED based on accomplished maintenance documented on 13-Week Reports. 19-1.4.9 Accomplishing PMS. Maintenance personnel use MRCs to accomplish assigned planned maintenance as described in subparagraphs 19-1.4.9.a through 19-1.4.9.h of this chapter. a. From SKED “My Task” view , review the 13-Week Report. b. Determine maintenance tasks assigned. c. Determine when the maintenance task(s) are due. d. Determine what tools, parts, material, te st equipment or supplies are needed. For MRCs that contain inspections and then maintenance actions based upon the

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-36 inspection findings, the TPMTE needed to perform the follow-on maintenance caused by the inspection findings does not need to be obtained prior to performing the MRC but rather, may be obtained as needed. e. Perform the maintenance on schedule. f. Notify the WCS immediately whenever one or more of the following conditions exist: (1) Anything on an MRC is not fully understood, appears to be incorrect or cannot be accomplished as written. (2) TPMTE prescribed by the MRC is not av ailable, is not correct or questions about substitutions arise. (3) Any doubt exists about your capabilit y, training, or experience to properly perform the maintenance requirement as prescribed. (4) Factors exist which would make perf ormance of the maintenance requirement unwise or dangerous (e.g., disassembly of equipment needed for operations, radiation when prohibited, situations causing safety hazard to exist, etc.). (5) Equipment deficiencies or casualties are discovered. (6) Any provisions or requirements on the MRC cannot be accomplished as prescribed. See paragraph 19-1.4.1 of this chapter for clarification. g. If an MRC can be completed step by step as written, then the maintenance action can be signed off as completed. Report completed planned maintenance actions to the WCS, update the PMS schedule to reflect the completed maintenance, annotate and sign the 13-Week Report (if used). If multiple maintenance personnel are assigned to a single maintenance action, the most senior person assigned must update the PMS schedule, annotate, and sign the 13-Week Report or Check Note if using SKED 3.2 electronic accountability. h. If inspection criteria or a threshold insp ected by the MRC does not meet the intended criteria, then those maintenance actions cannot be signed off as completed until the discrepancies are corrected. The only allowable maintenance actions that can be signed off as complete are those discrepancies where the PMS documents (MRC or MIP) have an actual statement that directs a CSMP, Material Condition Assessment Process (MCAP), or Equipment Deficiency Log (EDL) entry to be made if there are discrepancies. The statement to inform the WCS of discrepancies, by itself, is not sufficient to sign the maintenance action as complete when discrepancies exist. Maintenance actions not fully completed will be reported to the WCS. However, if material deficiencies or casualties, which are unrelated to that MR, are discovered, the MR can be checked off (provided the MR was fully completed) but the discrepancy must be reported via MDS. 19-1.4.10 Non-Accomplished PMS Categories. The WCS or LCPO will add a brief description for each Alert Note for non-accomplished categories using subparagraphs 19-1.4.10.a through 19-1.4.10.g of this chapter.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-37 a. System or Equipment Failure. System or equipment is not operational or in a reduced operational status thus preventing maintenance from being accomplished. CSMP Job Sequence Number (JSN) required in additional text description. b. Inadequate Maintenance Procedures. MRC procedure or steps cannot be accomplished to a point where the maintenance can be considered accomplished. FBR number required in additional text description. c. Ship Operational Requirements. Operat ions prevent the maintenance from being accomplished. Requires additional text description. d. System or Equipment Operational Require ments. Required operation of system or equipment prevents maintenance from being accomplished. Requires additional text description. e. Lack of Hazardous Material. Corre ct HAZMAT not available at the time maintenance was to be performed. CSMP JSN required in additional text description. f. Missing or Incorrect TPMTE. Correct or calibrated TPMTE was not available at the time maintenance was to be performed. CSMP JSN required in additional text description. g. Other. Requires additi onal text description. 19-1.4.11 Accountability. The credibility of the Navy PMS program relies heavily on the individual accomplishing the maintenance. The required dedication and integrity of that individual cannot be overstressed. a. To maintain accountability, personnel ar e required to sign for the completion of assigned maintenance in an Accountability Log if used. The WCS is required to review and sign the Accountability Log weekly to verify the accuracy and completeness of entries. Accountability sheets will be maintained in the WC PMS File for a period of not less than 13 weeks. b. Electronic accountability will be utili zed by ships employing SKED 3.2. When an individual updates the disposition of a check, this is the same as signing and dating a check completion on a 13-Week Accountability Sheet. The disposition of a check will become permanent when the weekly closeout is performed. All PMS maintenance assigned to a MP is presented to them immediately upon SKED 3.2 log- on; and CoC review can be tracked on the Weekly Closeout Signature Sheet. Therefore, there is no need to print and sign the 13-Week Accountability Form. 19-1.4.12 Force Revision Implementation. In addition to the requirements of reference (a), the following steps ensure the most efficient and thorough implementation of an FR: a. MRC deletions on MIPs will be marked to indicate the reason for deletion: (1) Scheduling Aids (SA). Indicate ap plicable scheduling aid “(e.g., SA-.”). (2) Split MIP. Indicate responsible WC (e.g., “EA01”) if the MRC is applicable to the ship, the responsible WC designation will be used versus a scheduling aid.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-38 (3) “Other” includes approved responses to FBRs, ACNs (e.g., “NSWC ltr Ser 4790.005.”), Message Date Time Group (e.g., “NUWC R124535Z AUG 05.”), dual periodicity. Indicate guiding notation for deletion such as “SA-1” or “Note 1”, configuration change number. b. The FR will be completed on or before th e first Monday of the new calendar quarter. When operational schedules do not provide adequate time to implement the revision prior to the start of the quarter, the XO may direct an alternate implementation date. This deferred FR will be reported to the TYCOM. If two or more FRs were not available while the unit was deployed, only the most recent FR will be installed and implemented. c. It is advisable to complete the FR process through DH approval before conducting quarterly audits by a chief or more senior. d. The 3MC will: (1) Update PMS and TFR data into SKED prior to routing the change documentation to WCs. (2) Route the FR to WCS for implemen tation. See Figure 19-1-4 and Figure 19- 1-5 of this chapter for an example of a routing memorandum and an FR implementation checklist) (3) Delete SKED FBRs after reflection within the FR. e. The WCS, upon receipt of the ch ange document from the 3MC, will: (1) Make the appropriate entr y in the WC of Change Log. (2) Make appropriate LOEP, MIP, MRC, etc. changes to the WC PMS File. (3) Apply changes to the WC PMS sche dule utilizing SKED Revision Editor. (4) Route revision changes to division LCPO for review and concurrence. f. The division LCPO will: (1) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor. (2) Review line outs on LOEPs, MIPs and MRCs. Initial all such line-outs to indicate concurrence. (3) Submit PMS schedule to the DIVO for review and concurrence. g. The DIVO will: (1) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor. (2) Submit PMS schedule to DH for review and approval. h. The DH will: (1) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-39 (2) Review and approve WC PMS Schedules. i. The WCS makes final entries in the WC Record of Change Log, completes the PMS Change Documentation Routing Memorandum, and returns it to the 3MC. j. The 3MC updates the CSAL and notifies the XO that the FR has been installed after receiving all FR PMS Change Documentation Routing Memorandums from the WCs.

Figure 19-1-4 - Force Revision Routing Memorandum MEMORANDUM From: 3-M Coordinator To: __________ Work Center Supervisor Subj: FORCE REVISION PACKAGE X-XX Encl: (1) Force Revision Implementation Checklist (2) List of Effective Pages (LOEP) 1. Force Revision Serial: X-XX has arrived from NSLC. 2. The SKED Force Revision (FR) update is complete. Begin your work center FR implementation using enclosures (1) and (2); complete through your Department Head no later than (Day Month Year). 3. Corrections, including those to LOEP, MIP and MRC, should be made immediately. Make certain ACNs and FBR responses are reflected in the FR. If not, maintain the copies and changes to your MIP(s) and MRC(s) until reflected in a subsequent FR. 4. MRCs with procedural line-outs previously approved by the LCPO must again be reviewed by the LCPO to confirm they continue to meet the requirements of the JFMM Volume VI, Chapter 19. Specifically, in the procedure block, Work Center Supervisors may line-out the non-applicable line items or alternate procedures that do not pertain to current equipment or configuration when the step includes the words “if applicable” or a note identifies steps to be omitted. These items must be reviewed and approved by the division LCPO. As these changes are work center and maintenance item specific, submission of an FBR is not required.

R/

3MC

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-40 Figure 19-1-5 - Force Revision Implementation Checklist MEMORANDUM From Work Center Supervisor To: 3-M Coordinator Subj: FORCE REVISION IMPLEMENTATION CHECKLIST COMPLETION 1. The following actions have been accomplished in SKED to implement Force Revision X-XX. Task Description Initial Verified all equipment is listed under each MIP. Verified new or changed MRCs (green or yellow) are added to the correct Maintenance Item (equipment).

Verified all applicable MRCs for each piece of equipment are active. Verified all MRC’s have associated “Related Maintenance” attached. Verified that Safety of Ship is toggled to “YES” if applicable. Verified that all MIP lineout’s have a technical reason documented for deletion. (Select the “Pencil” Icon on top row)

Verify Maintenance Item Serials & Locations are correct. Upon completion of implementation Marked Complete for digital approval by: LCPO, Division Officer and Department Head. LCPO DIVO DH 2. After DH approval: LCPO run SKED report PMS Documents and Customized MRCs – Line-outs. Verify each procedural lineout meets the requirements of paragraph 19-1.4.13.k of this manual.

WCS create an excel spread sheet from the Maintenance Outlook Report as a minimum electronic backup forecasting as many quarters in advance as available and store it on your hard drive (not a LAN drive) in the event of the LAN crashing.

WCS select “Work Center” from the upper menu and “Update Unassigned Slots.” Initially, any MRC without ownership will be assigned to the WCS. Reassignment by the WCS or LCPO will follow.

3. Printing requirements for MRCs are determined by individual command policy. Printed MRCs must come from “PMS Documents” (not PMS Viewer). 4. The only required documents in the WC PMS File are: a. Classified MRCs. b. MRCs required by the command. c. MRCs with pen & ink changes authorized by ACNs or answered FBRs. 5. Approval Signatures: Position Signature LCPO DIVO DH 3MC

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-41 19-1.4.13 Planned Maintenance System Feedback Reports. PMS FBRs are used to identify problems with PMS documentation or to request the addition or deletion of PMS coverage. Issues with the periodicity, rates, man-hours, TPMTE and procedure may all be reported via an FBR. An FBR is also used to request copies of classified MRCs, request the addition or deletion of an MRC to or from a MIP, splitting a MIP between WCs, shifting of maintenance responsibility or to request PMS coverage for newly installed systems or equipment. Paragraphs 19-1.4.13.a through 19-1.4.13.j of this chapter provide amplifying information dealing with the issues that may prompt the submission of an FBR. a. Periodicity. An FBR can be used to reque st the increase or decrease in the frequency of a maintenance action, i.e., an MRC. However, the originator needs to keep in mind that the ship or unit has the prerogative to increase the frequency because of harsh weather, unusual operating conditions or corrective maintenance and associated testing requirements. A 726 Class submarine submitted an FBR requesting the frequency of cleaning a specific electronics cabinet filter be increased from quarterly to monthly. Research revealed this MRC was applicable to all 726 Class units and no other ship had submitted a similar request. In fact, two other units had requested the frequency be decreased to semi-annual. It was determined that the submitting unit was in an extended upkeep period and increased foot traffic by shipyard personnel near the electronic cabinet was the most likely cause of the filter becoming clogged. The ship was authorized to increase the frequency to support the extended upkeep period and the periodicity of the MRC was not changed. b. Rates. The Rates block on the MRC repr esents the developer’s recommendation of the skill level (rate and rank) best suited to accomplish the maintenance action. The key word is recommendation. Qualified personnel other than the rate and ranking specified may be assigned. When an NEC is assigned or DCPO or Safety Petty Officer (SPO), substitution of other personnel is not allowed other than those exceptions as noted in reference (a). An FBR requesting the rate on an MRC be changed from an ET2 to an FT2 will probably not pass TYCOM screening, yet an FBR requesting the addition or deletion of personnel will generally pass to the cognizant technical activity for review. c. Man-hours. The MRC reflects the average time per equipment, per person. It does not reflect or account for gathering and putting away tools, tag-outs or time removing and replacing interferences. From a maintainer’s perspective, this is not an accurate representation of the time required to accomplish the maintenance action. The Future of PMS initiative will attempt to do a better job of accounting for this additional time but until then, FBRs should be submitted only when the allotted time per equipment is significantly out of synch with the actual time required. For example, an MRC calls out 0.5 man-hours per equipment, but it takes 1.0 man-hours. d. Tools, Parts, Material and Test Equipm ent. TPMTE FBRs should be submitted when the procedure calls for an item not listed in the TPMTE block or when the TPMTE block lists an item not called out in the procedure. Updating the MRC to reflect common hand tools, administrative or office supplies and basic housekeeping items is addressed in paragraph 19-1.4.13.k.(1) of this chapter.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-42 e. Procedure. Procedures are written at a level of detail based on the assumption maintenance personnel are trained, qualified, and supervised by experienced leadership to execute the maintenance consistently and expertly. MRCs exist to provide standardized proven procedures, specify consistent acceptance criteria and to communicate warnings and cautions relative to the specific maintenance action. They are not intended to specify every possible action of the maintainer. There may be instances where an obvious typographical error exists on the MRC (example: Turn switch to ON; however, switch may already be ON and the intent of the step is to turn unit off, the card should read Turn switch to OFF). This type of error should not prevent the scheduling or performance of maintenance. However, in this situation, the accomplishment of the MRC is not possible until the WCS reviews the error and concurs that it is safe to proceed. A temporary notation including the reason for the correction must be made on the MRC, initialed by the WCS and an FBR submitted. Extreme caution will be taken when reviewing MRCs for this type of error. Errors must be obvious typographical errors and a PMS FBR must be submitted immediately upon discovered. Do not permanently alter the MRC until authorized by the applicable Systems Command, ISEA or NSLC Detachment. If a step is missing that is necessary to complete the task, and that step is not obvious to the MP, submit an FBR to have it added. An FBR submitted to request procedural changes should include the originators contact information and supporting rationale or justification. If, however, a step is missing that is clearly obvious (a ladder was used to install a fixture, but steps were not provided to put the ladder back in stowage) an FBR only serves to overload a process that should be focused on more technical issues. f. Duplicate MRCs. Unclassified MIPs a nd MRCs are now available from the DVD. Copies of classified MRCs still require an FBR request due to handling requirements. g. Addition or Deletion of an MRC. During the life cycle of a system, equipment, or component it may become necessary to add a maintenance action to prevent an age- related functional failure or to delete a maintenance action due to inherent reliability not foreseen during maintenance development. An FBR submitted to request the addition or deletion of an MRC should include the originator’s contact information and supporting rationale or justification. h. Newly Installed or Removed Equipment. While an FBR request for PMS coverage will provide initial maintenance coverage or deletion of a MIP because of equipment removal, submission of an OPNAV 4790/CK is still required to initiate the rest of the logistic support change process. This point cannot be overstressed; the submission of the FBR does not relieve the ship or unit from initiating a CK. The CK initiates supply support, CDMD-OA changes, ship selected record drawing updates and class maintenance plan updates. i. Splitting a MIP. There are instances in which a MIP includes MRCs for more than one WC to perform. When this occurs, a decision is required by the command as to whether the MIP will be split or will be scheduled singly by one WC. Only the XO can authorize the splitting of a MIP if an MRC requires another WC to perform the entire maintenance action. If the decision is made not to split the MIP, then the MRs will be accomplished through the coordination of WCSs.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-43 (1) If the MIP is split, the following procedures apply: (a) Submit to the XO a non-technical PMS FBR requesting approval to split the maintenance responsibility. (b) Upon receipt of the XO’s concurrence, the 3MC will make an annotation in the remarks block of the FBR stating, “XO concurs with splitting MIP maintenance responsibility”. (2) Upon receipt of the FBR approval: (a) Utilizing the SKED Revision Edito r, delete the MRC from the MIP and show the reason for deletion as the designation of the WC assuming responsibility (e.g., EE01). (b) If the WC assuming responsibil ity does not reflect the MIP and maintenance items, utilize the SKED Revision Editor to add them. Schedule only the MRC(s) that pertain to the WC. Reflect remaining as deleted with the reason for deletion the designation of the parent (lead) WC (e.g., EA01). (3) If the situation occurs where a WC removes a split MIP, the following procedures apply: (a) Submit an XO approved, non-technical PMS FBR reporting the decision to remove the split maintenance responsibility. Upon receipt of the XO’s concurrence, the 3MC will make an annotation in the remarks block of the FBR “XO concurs with removing split MIP maintenance responsibility”. (b) Upon receipt of FBR approval, utilize the SKED Revision Editor, remove the MIP, MRC(s) and maintenance item(s) from the WC no longer involved. Ensure that the lead WC assumes full responsibility for the MIP and MRC(s) and annotates their schedules accordingly. j. Shift of Maintenance Responsibility. Individual ships sometimes consider it necessary to shift maintenance responsibility from one WC to another, to combine two or more existing WCs or to split an existing WC. These requests for changes of PMS maintenance responsibility require XO concurrence and may require final approval by the applicable TYCOM. Due to the considerable administrative burden, requests for this type of change should not be submitted to accommodate a temporary situation such as short-term assignment of two (2) WCs to one supervisor. (1) The following factors should be carefully considered before submitting such requests: (a) Composition of WCs by size and ratings. (b) Scope of maintena nce responsibilities. (c) WC workload. (d) Ease of administration of a WC as a cohesive maintenance group.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-44 (e) Importance of WC Grouping to equipment maintenance responsibilities, PMS scheduling, MDS reporting, and CSMP listings. (2) When changes in maintenance respon sibility are considered necessary, the following procedures apply: (a) Submit a PMS FBR (non-technical) . Indicate from which WC(s) equipment is to be deleted and to which it is to be transferred. Upon receipt of the XO’s concurrence, the 3MC will make an annotation in the remarks block of the FBR “XO concurs with the shift of maintenance responsibility.” (b) WC or equipment changes will also be reported in the OMMS-NG system via a configuration change request (4790/CK) through the CSMP up-line reporting process. (3) Upon receipt of the FBR approval, perform the following actions: (a) The PMS Master File is updated to reflect deletion of the MIP from one WC and addition to the WC receiving the responsibility. The originating FBR serial number is annotated on the affected line item on the LOEP for both WCs. The PMS Master File must contain a record of deleted equipment until the change is reflected in a future FR. (b) Utilizing the SKED Revision Editor, load the affected MIP(s) and MRC(s) to the WC receiving maintenance responsibility. Delete the MIP(s) and MRC(s) from WC shifting responsibility. (c) Utilizing SKED, perform a revisi on to move the equipment from the original WC’s current schedule to the WC receiving the maintenance responsibility. Data is exported from one and imported to the other maintaining equipment history. k. MRC Changes Not Requiring Feedback Reports. The only MRC modifications shipboard or unit personnel may make without submitting a PMS feedback report are as listed in subparagraphs 19-1.4.13.k.(1) and (2) of this chapter. (1) TPMTE Block. (a) Common hand tools, administra tive or office supplies and basic housekeeping items may be substituted or added by the WCS. The WCS may add notes to the MRC to reflect these substitutions. In the case where specific common tools are called out by description, substitutions are not authorized. For example, substitutions such as using synthetic fiber brushes in place of animal hairbrushes or rags and paper towels in place of lint free cloths are not allowed. (b) Approved parts, materials and miscellaneous item substituted from the supply system, technical manual, or Military Specification, etc., which meet or exceed the requirements may be used. Ensure that substitutions satisfy both the basic maintenance and safety

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-45 requirements of the MRC. If there is any doubt, a PMS FBR should be submitted specifying substitution desired and reason. (c) Test equipment or certified tools, which meet or exceed the Sub- Category code requirement, may be used. (d) When an MRC pertains to multiple configurations of equipment and the TPMTE block contains tools, parts, test equipment and materials for each unique configuration, the TPMTE block may be tailored for the unit’s specific configuration by lining out the items that do not pertain to equipment held. (e) Exception to TPMTE block change: If an item listed in the TPMTE block is not called for in the procedures block, submit an FBR explaining the circumstances. Conversely, if a tool, piece of test equipment, part or material is called for in the procedure block and is not listed in the TPMTE block an FBR should be submitted. (2) In the procedure block, WCSs may lin e-out the non-applicable line items or alternate procedures that do not pertain to current equipment or configuration when the step includes the words “if applicable” or a note identifies steps to be omitted. These items must be reviewed and approved by the division LCPO. As these changes are WC and maintenance item specific, submission of an FBR is not required. If a step or steps in the procedure block have been lined out and tools, parts, material, and test equipment in the TPMTE block pertain only to that step or steps, then they will be lined out as well with a reference to the step or steps lined out and approved by the division LCPO. Warnings, cautions, and notes associated with the lined out step or steps will also be lined out. l. Types of Feedback Reports. There are two types of FBRs, Technical and Non- Technical. (1) Technical. These FBRs are used to report technical discrepancies inhibiting PMS performance. Technical feedbacks, normally adjudicated by an ISEA responsible for the system or equipment covered by the PMS documentation, require all the supporting information the originator can provide. The originator should identify the issue, providing as much supporting technical information (APL, Reparable Identity Code, drawing or Hierarchical Structure Code (HSC)) as available and a proposed response or solution if known. Most importantly, provide Point Of Contact information, including name and phone number, so that the ISEA can contact the originator should they have questions. Bottom line, the FBR must be accurate and complete to “stand alone”, that is, the FBR will be understood without additional explanation. The better the FBR describes the problem, the more likely the originator will receive a timely response. There are two sub-categories of technical FBRs: (a) Routine. An FBR will be consid ered routine when it relates to the technical requirements of PMS. It is used to report technical discrepancies or request clarification of procedures.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-46 (b) Urgent. An FBR will be considered urgent when it relates to the technical requirements of PMS and involves safety of personnel, safety of ship or the potential for equipment damage. Urgent FBRs will be forwarded by naval message containing a PMS FBR serial number, to both NSLC Detachments Norfolk and San Diego, with info to the cognizant Systems Command, TYCOM and the Naval Safety Center. The message must describe the unsafe procedures or conditions, must identify the MIP and MRC involved and reflect the serial number of the FBR generated in SKED or Planned Maintenance System – Management Information System (PMS-MIS). Once the message has been sent, include the date time group of the message in the FBR and submit. (2) Non-technical. These FBRs are intende d to support PMS requests that do not require technical review, including WC changes and shift of maintenance responsibility. Non-technical FBRs are submitted to request classified or other PMS documentation which cannot be obtained locally or to request clarification of issues not of a technical nature. m. Feedback Report Submission. All SKED users will submit FBRs via SKED using the Feedback Report Wizard. Non-SKED users may submit FBRs via PMS-MIS web site at https://algol.pmsmis.navy.mil/PMSMIS by selecting the Feedback Tab and Feedback Report Wizard from the drop-down tab. Non-SKED users accessing this web site for the first time will need to request an account. Click on File Manager and select New User Account Request. This displays options to select a form and readme file, which can be downloaded, filled out and sent via e-mail as directed in the readme file. An e-mail will be sent confirming your account and providing access to the main screen. The Anchor Desk web site can also be used to submit FBRs. n. Feedback Report Screening (Shipboard or Activity). (1) Initial screening is accomplished by th e originator or WCS who is responsible for ensuring all data is accurate and complete. (2) The division LCPO or DIVO accomp lishes the second level screening and verifies the content and validity of the FBR within three days of origination. (3) The DH, next to screen the FBR, is responsible for verifying the content and validity of the FBR and digitally signing FBRs within five days of origination. (4) The 3MC is responsible for screen ing, serializing, and forwarding FBRs within seven days of origination. The 3MC will also: (a) Maintain accountability for all PM S FBRs submitted and actions taken until updated PMS documentation is received. (b) Ensure that the originator and all applicable WCs are kept apprised of action taken and ensure the originating and other applicable WCSs implement the changes or corrections when received.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-47 o. Feedback Report Screening (External to Hu ll or Activity). FBRs are next processed by the TYCOM. The TYCOM will verify the content and validity of the FBR and either return the document to the originator or pass it on for further processing and resolution p. Feedback Processing Activities. (1) The central control points for processing FBRs are the Planned Maintenance System Coordinating Activity (PMSCA). Depending on the type of FBR and level of technical authority necessary to answer the FBR, the PMSCA will either respond to the originator with a resolution or forward the FBR to the appropriate technical authority for action. (2) ISEAs are those activi ties designated by NAVSEA as the technical experts for specific systems or equipment. Naval Surface Warfare Center, Philadelphia Detachment is the ISEA for the majority of non-nuclear hull, mechanical and electrical equipment installed on most ships. ISEAs under the direction of the NAVSEA Technical Warrant Holder adjudicate the FBR request and forward the response to the PMSCA. The PMSCA provides the final response to the originator and updates the PMS database to reflect ISEA changes. PMS changes are issued with the next available FR. NOTE: IT IS POSSIBLE AN FBR RESP ONSE MAY NOT MAKE A SPECIFIC FR BASED ON THE DATE THE RESPONSE WAS RECEIVED BY NAVSEALOGCEN. PROCESSING TIME AND HANDLING MAY CAUSE THE REVISED DOCUMENTATION TO MISS AN FR CUTOFF DATE. HOWEVER, SINCE ALL FRS ARE NOW RECEIVED QUARTERLY, IF A REVISION MISSES THE CURRENT FR CUTOFF WINDOW, THE REVISED DOCUMENTATION WILL BE AVAILABLE WITHIN THE NEXT THREE (3) MONTHS. q. Feedback Processing. FBRs are processed per NAVSEA policy: (1) Urgent FBRs. (a) The PMSCA will provide a message response to all Urgent FBRs within one (1) working day of receipt. If the FBR is forwarded to a Design Activity or ISEA for resolution, then the Design Activity or ISEA will provide a message response informing the originator of specific actions or required changes because of the adjudication of the FBR within one working day of receipt. This message response must be addressed to the originator and distributed to all TYCOMs of units holding the affected documentation. TYCOMs will forward this message to all commands that could be affected by the PMS change. (b) The PMSCA will distribute revised PMS documentation to all affected users within 30 calendar days of receipt of the FBR, via special issue or ACN. (2) Routine FBRs.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-48 (a) The PMSCA will perform technical reviews, research, and provide a response to routine FBRs where resolution does not require technical authority action. (b) FBRs that the PMSCA cannot resolve will be sent to the cognizant Design Activity or ISEA. The cognizant Design Activity or ISEA will provide the response to the appropriate PMSCA describing the action taken. The PMSCA will provide the response to the originator by electronic means. (c) Distribution of the revised MRC to the originator and other affected users will be accomplished via ACN or the next available FR. (d) NAVSEA’s existing policy calls fo r Technical Review Activities and ISEAs to provide FBR responses in less than 21 working days from time of receipt. In addition, NAVSEA has established a goal of providing answers to FBRs in one day. While some FBRs will require extensive research and days, weeks or in some cases months to resolve, the vast majority of FBRs can and should be answered much sooner. One day may be overly optimistic, but the intent is to put the emphasis back on the timely resolution of FBRs. (e) If no revision to PMS documenta tion is required, pertinent comments will be provided in the response to the PMSCA. When not concurring with the feedback report, the rationale for the non-concurrence must be provided to the PMSCA. r. Feedback Response Implementation. Units will implement responses to FBRs based on the category and content as determined by the unit’s 3MC. (1) Urgent FBR. Within 24 hours of receipt of FBR response. (2) Urgent FBR with an ACN. With in 24 hours of receipt, the ship will implement an administrative change to incorporate the new PMS documentation. These revised documents will be utilized to conduct maintenance until the revised PMS document is incorporated into the next FR. (3) Routine FBR: (a) Technical. The response deals wi th content such as a revision to technical specifications, tolerances, test equipment, materials, acceptance criteria or the sequence of procedural steps. These changes need to be implemented within two weeks of receipt of the FBR response or prior to the next scheduled accomplishment date should that date fall within the two-week window. (b) Administrative. The response deals with issues that do not affect the technical content or procedural steps. Administrative changes might be added steps to provide a better degree of clarity, formatting revisions to tables or figures that do not change technical content, or updating of Notes, Warnings or Cautions that do not impact the

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-49 performance of the MRC. These changes do not need to be implemented prior to receipt of the next FR. If the next FR does not reflect the revised documentation, implementation is required before the next scheduled accomplishment date of the MRC. (4) Routine FBR with an ACN: (a) Technical. These changes need to be implemented via an administrative change within two weeks of receipt of the FBR response or prior to the next scheduled accomplishment date should that date fall within the two-week window. These revised documents will be utilized to conduct maintenance until the revised PMS document is incorporated into the next FR. (b) Administrative. These changes do not need to be implemented prior to receipt of the next FR. If the next FR does not reflect the revised documentation, implementation is required via an Administrative Change before the next scheduled accomplishment date of the MRC. 19-1.4.14 Assessment Procedure MRCs. Assessment Procedure (AP) MRCs need not be scheduled within SKED, but they will be maintained “active” through the FR and TFR process. AP MRCs need only be printed on an “as needed” basis for use by assessment personnel or Ship’s Force. The record of completed AP MRCs by off-ship personnel is recorded on the work candidate and Ship’s Force participation is recorded in their completion remarks of that work candidate. There is no need for recording Ship’s Force participation in an assessment event on their PMS schedule within SKED. FBRs submitted requesting deletion of a MIP that only contains AP MRCS will be disapproved and returned to the originator. 19-1.4.15 Self-Assessments. The ability of an activity to perform critical self-assessments is instrumental to the success of the command’s PMS program. The PMS Self-Assessment Program needs to address all aspects of 3-M. a. TYCOM Self-Assessment Polices. Each ship must perform a quarterly Self- Assessment utilizing the shipboard 3 MTT and onboard 3-M organization personnel per Appendix B. Additionally, assessments are to be conducted as determined necessary by ship’s 3-M organization, 60 days prior to a scheduled 3MA or 3MI and when directed by the TYCOM. The completed report will be retained by the 3MO for 12 months and provided to CNAL or CNAP 3-M Team one week prior to arrival for the conduct of a 3MA or 3MI, or 14 days after completion of a TYCOM directed assessment. The XO via the 3MO will ensure that personnel performing the audits have adequate 3-M knowledge to ensure a thorough review. The CO will receive a formal briefing of the findings of the Self-Assessment and intended corrective actions. Self-assessment results will be documented via message format provided by the TYCOM. b. Self-Assessment Elements. The major program elements of a Self-Assessment include an evaluation of the PMS Performance Rate (PPR) and CSMP Validity, monitoring MRC performance, monitored MRC, and conducting PMS Spot-Checks, WC audits, and deficiency abatement. 3MCs will retain monitored PMS results, Spot

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-50 Checks and WC audits from the last completed quarter in either hard copy or digital format for review supporting the self-assessment. (1) Monitored MRC. Supervisory pers onnel must periodically monitor the performance of PMS to provide feedback and training to maintenance personnel and to enforce command maintenance standards. This w ill b e conducted by the LCPO or LPO of each work center. Personnel charged with monitoring must be System Matter Experts for the system, equipment, or component for which the MRC applies. Concerns and recommendations from monitored maintenance actions will be turned in to the D3MA for analysis and training. Monitored checks can be used for on-the-job training to teach the “right way” to conduct maintenance. These monitored MRCs will be documented as a monitored evolution and findings will be provided to the WC’s CoC for inclusion into training and deficiency abatement. The value of monitor maintenance cannot be overstated, and commands are encouraged to establish a robust monitored maintenance program. (a) Every work center will have at a minimum one monitored maintenance action per week when maintenance is scheduled and if it has not already been monitored. (b) Monitored maintenance should only be accomplish once per quarter on a specific MRC per maintenance person, to avoid repetition. (2) PMS Spot Check. PMS Spot Checks are utilized to validate that previously scheduled and accomplished MRCs were performed and the degree to which they were performed. The checklist contained in Appendix B Section II of this chapter, is the tool supervisory personnel utilize to determine the accomplishment status of a completed MRC. Deficiencies noted and the final grade will be provided to the WC’s CoC for abatement. The WCS will record the Spot Check grade into SKED to generate the SCAR for the quarterly PMS Performance Report. Spot Checks will involve all elements of the CoC to include the CO, CMC, XO, 3MC, DHs, DLCPOs, DIVOs, divisional LCPOs, and first-class petty officers. By following the checklist, the inspector can determine if the sailor is competent, the maintenance was accomplished, required TPMTE was available and used, and safety precautions were followed. The focus should be less on administration and more on the condition of the gear. (a) Avoid Spot-Checks of MRCs with insufficient complexity. Performing a Spot-Check on a 3 or 5 step MRC does not provide the CoC an accurate picture of the health of the command’s maintenance program. Selected MRCs should be of sufficient content to provide the auditor with evidence of satisfactory performance (e.g., tag-outs, QA packages, parts required, off-hull reporting, test equipment, safety equipment, etc.). (b) Spot-Checks evaluated as “below standards” will require immediate training and re-performance as determined by the 3MO. Any re-

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-51 accomplishment of the MRC must be monitored by the LCPO to ensure noted deficiencies are not repeated. (c) The spot-checker or monitor wi ll ensure that the Spot-Check or monitored data is immediately entered into SKED. When applicable, a brief synopsis of any deficiencies resulting from the Spot-Check will be indicated within the Spot Check. (d) The minimum number of Spot-check s is reflected in Table 19-1-3 of this chapter.

Table 19‐1‐3 ‐ Aircraft Carrier Spot Checks Management Level Number of Checks Interval CO 1 Weekly XO 1 Weekly CMC 1 Weekly DH* 1 Weekly DLCPO 1 Weekly 3MO 1 Weekly 3MC** 1 Weekly 1/3 of 3-MTT 1 Weekly DIVO 1 Weekly * If the department has a designated 3-M PA, th en the PA will be assigned a spot check along with the DH. The DH cannot delegate the weekly spot check requirement. ** The number of spot checks to be conduc ted by the 3MC is set by the number of 3MCs assigned to the 3-M Office.

(e) The 3-M Office will establish, and track spot-check trend data records for the following areas: Maintenance Person Knowledge and Performance, Tag-out, Safety, HAZMAT and PPE. This data will be kept for a minimum of 24 months. (3) Work Center Audits. Each WC must receive an audit once per quarter by a supervisory individual, Chief Petty Officers or above. Deficiencies noted from this audit will be reported to the WC’s CoC for abatement. The 3MC will report recurring deficiencies to the XO for further investigation and corrective action. (4) Deficiency Abatement. The status of discovered deficiencies will be kept current within the monitoring program. Recurring deficiencies must be reported to the XO for further investigation and corrective action. Deficiencies that have been reported as corrected will be subject to follow-up

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-52 monitoring to ensure corrective action was effective and results of the follow up monitoring will be reported to the XO. The ship’s 3-M Abatement Program will include the previous quarter’s audits, Spot-Checks, monitored evolutions and CSMP validity audits noting trends and corrective actions. 19-1.5 ZONE INSPECTION PROGRAM. 19-1.5.1 Purpose. To set forth the responsibilities and procedures for the Zone Inspection Program. Reference (g) requires every command to conduct periodic zone inspections to ensure proper measures are taken to keep machinery, spaces, and equipment operational, clean and in a satisfactory state of preservation. Each space will be formally inspected at least once per calendar quarter. 19-1.5.2 Background. a. Zone inspections will emphasize safet y, preservation, damage control readiness, material condition, cleanliness, and specific items of interest. They will be structured to ensure rapid correction of major discrepancies that could cause injury to personnel, damage to equipment or constitute a fire hazard. Special emphasis must be placed on the elimination of fire hazards, safety hazards and the proper stowage of hazardous materials. To ensure documentation and standardization, the ZIDL, Appendix C Section I of this chapter, will be used and must be entered into the MODES module located in the TSIMS Program. b. The reactor officer is responsible for conducting MCAP inspections inside main propulsion spaces per nuclear note. The reactor officer will keep the XO apprised of results of these inspections. c. Reference (c) states the following spa ces will not be under the Zone Inspection Program: all tanks, voids, sponson voids, catapult trough wing voids, aircraft electrical service stations, catwalks, bilges, underwater hull, freeboard, and the exterior surface of the island, ventilation plenums, and cold weather openings and closures for supply and exhaust systems. Inspection results will be entered into the Corrosion Control Information Management System database. Inspection results provide Carrier Planning Activity and CNAL/CNAP N43 the proper tools for planning future availabilities. 19-1.5.3 Zone Designation. a. To accomplish the inspection of all spaces each quarter, the 2,000-plus available spaces must be divided up into zones to coincide with 13-week quarters. A different zone will be inspected each week on a rotating basis. They are further sub-divided into smaller sets within each zone. b. The number of inspectors and escorts from a given department is determined by the number of groups each department has within a given zone. c. Zone inspection deficiencies will be en tered and tracked in MODES module accessed through the TSIMS Program. 19-1.5.4 Zone Space Assignment. The responsibility for each space of the ship will be assigned to a specific division and WC per space database maintained by the 3MO. This will normally be

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-53 the WC located in or responsible for maintaining the majority of the equipment in the space. Spaces are to be grouped into inspection zones according to WC cognizance whenever possible, rather than in geographical slices from several WCs. The designated WCS, or group supervisor if utilized, will retain overall responsibility for the space and for the proper administration of inspection deficiencies. 19-1.5.5 Procedures. a. Department LCPOs will be notified by the 3-M Office each week identifying the zone scheduled for inspection the following week and are responsible to provide the 3-M Office qualified inspectors. b. Department LCPOs will provide replacement names of qualified zone inspector substitutes (when required) to the 3-M Office one day prior to the zone inspection. c. Zone inspection escorts will attend traini ng per this section with the Department LCPO the day prior to the inspection and be knowledgeable of the spaces to be inspected. Escorts will be provided a list of the spaces that they will be responsible for. Training will be given on escort responsibilities to include the expectation that escorts will find all the spaces on their list and plan a logical and efficient route for the inspection. d. Thirty minutes prior to the scheduled time of the zone inspection, escorts and inspectors will assemble at the designated muster location for zone inspection administrative instructions. e. Zone Inspectors will include the CO, XO, CMC, DHs, PAs, Limited Duty Officers, Chief Warrant Officers, DIVOs and all CPOs. Inspectors will be trained in requirements of this section. All officers and CPOs must be qualified PQS-304, DHs to PQS 306 and all need to be knowledgeable of damage control space requirements. Other officers or CPOs may be assigned as assistant inspectors to gain experience and assist in identifying discrepancies. f. Zone inspectors will receive specific di rection on safety, damage control and other inspection criteria or points of interest from the XO or his designated representative. g. Zone inspection escorts and recorders will provide a folder that will contain a list of spaces to inspect, blank ZIDL forms and inspection guidelines. h. Zone inspectors will meet their assi gned escort and commence a thorough and expeditious inspection of their assigned spaces. Zone inspection escorts will guide the zone inspector through department spaces. i. Space presenters will be standing by the en trance to each space and be equipped with clipboard and black ink pen. The space presenter will greet the inspector and present the space by saluting and saying, "Good morning or afternoon Sir or Ma'am. (Rank), (Last Name), compartment (number), (number) Division, standing by for zone inspection.” Presenters will also have the division’s space ZIDL folder containing the last four ZIDLs. j. All spaces will be open and ready for in spection. Locked spaces are unacceptable and require immediate action by the CoC for inspection to proceed.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-54 k. Embarked air wing personnel will comply with zone inspection program as set forth in this instruction and work with primary space owners to correct material deficiencies. l. Zone inspectors will ensure ZIDL forms are filled out correctly. A mark of “NA” will be given for all active discrepancies identified on previous inspections if the space presenter provides a current MODES database or CSMP report identifying existing deficiencies to the inspector. m. At the conclusion of an inspection, the in spector and escort must sign the ZIDL and ensure the zone inspection folder is immediately returned to the 3-M Office. n. The 3-M Office will collect, review, and main tain completed ZIDLs. The 3-M Office will ensure all ZIDLs are entered into MODES module located in the TSIMS program by the D3MA for appropriate action by the departments and divisions. o. The 3MO will forward the weekly zone inspection discrepancy report summarizing the results of the week’s inspection to the XO, copy to DHs, PAs, and department LCPOs. Report will contain at a minimum any space that is inspected UNSAT and a list of all repair “priority one” category discrepancies. p. DHs, PAs, and department LCPOs will review MODES and the zone inspection discrepancy report sent out by the 3-M Office after each zone inspection and follow up on all reported discrepancies. (1) Ensure repair “level one” safety disc repancies are resolved immediately by the division responsible for the space or corrected per paragraph 19-1.7. of this chapter and reported to the XO and 3-M Office within 24 hours. (2) All discrepancies generated by Safety Department will be documented in the TSIMS via MODES for one shipboard deficiency list. Discrepancies originated by the Safety Department will remain open in MODES until completed. These discrepancies may have dual documentation in MODES and the CSMP. They will remain open until closed and verified by the Ship’s Safety Officer. These JCNs are excluded from the 30-day policy but will be a discrepancy if there is not a corresponding work candidate in OMMS-NG after 30 days. Properly managed safety discrepancies will not be counted or included as part of the 5% delinquent threshold. (3) All discrepancies originated by the FM or Duty FM will be documented in MODES for one shipboard deficiency list. The ship’s FM discrepancies will remain open until completed. These discrepancies may have dual documentation in MODES and the CSMP and will remain open until closed and verified by the Ship’s FM. These JCNs are excluded from the 30-day policy but will be a discrepancy if there is not a corresponding work candidate in OMMS-NG after 30 days. Properly managed DC discrepancies will not be counted or included as part of the 5% delinquent threshold. (4) Discrepancies that are within a divi sion’s capability to correct but cannot be corrected by the division within 30 days, must have an originating WC JCN established. Discrepancies that cannot be completed by the division

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-55 responsible for the space, but the discrepancies are within Ship’s Force capability, must have a Ship’s Force organizational JCN established per paragraph 19-1.8 of this chapter. Discrepancies that are beyond Ship’s Force capability must have an outside activity JCN established. JCNs that require parts or cannot be completed by the originating WC must be submitted within seven days via the CSMP. (5) Additionally, safety and damage cont rol zone inspection discrepancies should be entered in the departmental 8 o’clock reports as appropriate. (6) Any discrepancy that results in a gr ade of “UNSAT” will be corrected on the day of the inspection. Any safety or damage control discrepancy not corrected on the day of the inspection will be reported by the DH to the XO via the 3MO for further transmission to the CO. NOTE: FOR EXCELL ENT AND SATISFACTORY GRADES, LARGE SPACES NEED TO BE TAKEN INTO CONSIDERATION FOR NUMBER OF MINOR REPAIR “PRIORITY 2” DISCREPANCIES SUCH AS THE SIZE OF A SMALL CLEANING GEAR LOCKER TO A LARGE HANGER BAY. IF THE SPACE PRESENTER PROVIDES A CURRENT JCN FOR A PREVIOUSLY DOCUMENTED DISCREPANCY THAT REQUIRES OUTSIDE ASSISTANCE, THE DISCREPANCY IS NOT TO BE RECORDED. 19-1.5.6. Inspection Criteria. Zone inspection parties should use Appendix C Section II of this chapter, the zone inspection material guide, as a minimum requirement. Each space will be assigned an objective grade on each ZIDL, Appendix C Section I of this chapter as follows: a. Outstanding. Space has no discrepancies in any repair priority category and space gives immediate impression of continuous maintenance with cleanliness above standards. Presenter has good working knowledge of space. b. Excellent. Space has one minor repair “pri ority 2” discrepancy, no discrepancies in repair “priority 1” category and a good history of maintenance. Presenter has good working knowledge of space. c. Satisfactory. Space has multiple minor repair “priority 2” discrepancies, no discrepancies in repair “priority 1” category and space is clean but not exceptional. Presentation of space is poor. d. Unsatisfactory (UNSAT). Any major repair “priority 1” discrepancy or previously documented discrepancies that could have been corrected but were not handled at divisional level. After an UNSAT, a re-inspection with DH and department LCPO will be conducted within seven days. 19-1.5.7 Repair Priorities. Repair priorities are defined as follows: a. Repair Priority 1. Immediate danger to personnel or equipment. b. Repair Priority 2. Presenting a hazard aff ecting crew health, safety, or having a direct impact on the ship’s mission. c. Repair Priority 3. Mi nor material deficiency.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-56 19-1.5.8 Program Assessment. a. Zone inspection assessments will be used to determine the performance level of the ship’s zone inspection program. They will also provide data that will be used to develop an improvement plan to address Zone Inspection Program weaknesses per the Zone Inspection Program Check Sheet, Appendix B Section IV-D of this chapter. b. Ship’s Force assessments will be conducted per Appendix B of this chapter on the following occasions: (1) Quarterly or when determined necessary by the ship’s 3MO. (2) Sixty days prior to a schedul ed CNAL or CNAP Team visit. (3) When directed by the TYCOM. c. Ship’s Force assessment and reports will be maintained for one year. Results that reveal areas where performance did not meet established standards will drive the development of an improvement plan. After implementing the corrective actions developed in the improvement plan, Ship’s Force will conduct follow up assessment to determine effectiveness of corrective actions. Ship’s Force will maintain the last four Zone Inspection Program assessments. d. If an evaluation is conducted off site, Sh ip’s Force will provide in electronic format, the following documentation to the 3-M Team the 1st and 3rd quarter of the year (January and July), before the 10th day of the month: (1) Completed Ship’s Force assessments as per Appendix B of this chapter. (2) The last six months MODES ZIDL Program export report. (ZIDL, TC and ZIDL Metric) (3) If a TYCOM 3-M Team evaluation is conducted onboard, the 3-M Team will brief the scheduled sequence of events with the XO and 3MO. (a) N432 MDS Specialist will check MODES and OMMS-NG to ensure conformity with TYCOM direction. (b) The 3-M Team will assess a ship Zone Inspection Program per Appendix B Section IV-D. The 3MO will provide to the 3-M Team the time, the zone, list of spaces to be inspected and a list of zone inspectors. (c) Assessment results will be submitted to the 3-M Team Leader, CNAL or CNAP and an official copy to the ship. 19-1.6 3-M ASSISTS, TRAINING, ASSESSMENTS, AND INSPECTIONS. 19-1.6.1 Accommodations and Transportation. The team in the scheduling message will request transportation assistance. Adequate working space for team members is required, with tables, desks, and chairs. Wardrooms, wardroom lounges, mess decks if not in use and large classrooms are usually adequate. E-mail accounts and tier one internet access may be required for team

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-57 members. A message will be provided to the ship with a detailed listing of accommodations required for the visit. If flying on or off the ship, team members will be categorized as Priority 1. 19-1.6.2 3-M Assist Visit. 3-M Assist visits (3-MAT) are an opportunity to train personnel in specific areas of 3-M. The purpose of the assist visit is to identify areas where improvements may be made. Prior to the arrival of the 3-M Team, the ship will respond appropriately to identify areas that need attention and ascertain the type of assistance desired. The CO will be debriefed on the visit results prior to departure. The report will be provided to the cognizant CNAL or CNAP Assistant Chief of Staff for Maintenance and Materiel (N43) for review. There will be at least one assist visit between formal inspections. Since the primary focus of the assist visit is training, no assist visit will be upgraded to an inspection. Ships will routinely have one 3- MAT prior to or at the beginning of a major CNO availability and an additional 3-MAT close to the end of an availability. Routine visits will be coordinated by the ship’s 3MO and the TYCOM 3-M team. Assist visits will not be scheduled within 90 days of an inspection. NOTE: ALL ASSESSED GRADING CRI TERIA DURING THE SHIP’S 3-MTT WILL BE USED IN CALCULATING PURPLE-E POINTS FOR THE CALENDAR YEAR. 19-1.6.3 3-MTT Training Visit. 3-MTT Training Visits provide an opportunity for evaluation and training of the ship’s 3-MTT. a. The TYCOM 3-M Team will evaluate the effectiveness of 3-MTT members in conducting and evaluating spot checks using Appendix A Section I of this chapter. b. The 3-M Team will evaluate the overall effectiveness of the 3-M training organization using Appendix A Sections I and II of this chapter. c. The 3-M Team will provide training for th e ship’s 3-MTT concerning their duties and responsibilities as a 3-MTT member. d. The 3-M Team will provide spot check tr aining. This training may be classroom oriented, deck-plate oriented (i.e. monitored maintenance), or a combination of both. e. At the conclusion of the training visit, the ship will be provided a written report detailing findings, a summary of the 3-M Team training provided and any recommendations for improvement. f. The 3-MTT will be considered below standards if the ship fails to achieve a 3-MTT SCAR of 85 percent or greater. 19-1.6.4 3-M Assessment. A 3MA will be scheduled and conducted by the TYCOM 3-M Team. Commands will receive notification of their 3MA prior to the arrival of the 3-M team. Coordination with the TYCOM staff will eliminate conflicts with other major evolutions. Internal ship evolutions will be coordinated with the team leader on arrival, normally, a four day in-port visit. a. Required Documents. Required docume nts provided upon arrival of the assessment team: (1) Shipboard Instructions: (a) 3-M Instruction.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-58 (b) Hazardous Material Instruction. (c) Personnel Working Aloft Instruction. (d) Electrical Safety Instruction. (2) Ship’s last quarter report. (3) WC PMS file. (4) List of WCs to include: (a) WC noun name. (b) WC designation. (c) Location. (d) Telephone number. (e) Name of WCS. (5) List of WCs that have no PMS responsibilities. (6) Copy of the ship ’s split MIP log. (7) Current roster of D3MAs. (8) List of zone inspectors. (For that week’s zone inspection) b. 3MA Grade Computation. (1) Maintenance Accomplishment Rate. Maintenance Accomplishment Rate (MAR) is the ratio of accomplished (both situational and periodic), lost, alerted, and omitted maintenance requirements over the ship’s last reported quarter. Periodic Accomplishment Rate (PAR) and Situational Accomplishment Rate (SAR) values are provided via SKED. MAR =PAR COMP + SAR COMP ÷ PAR COMP + SAR COMP + ALERTS + LOST + OMITTED (2) Spot Check Accomplishment Rate. SC AR is the ratio of total points earned and the total points available of all spot checks completed following Appendix B, Section II of this chapter. TYCOM inspectors will select and conduct approximately 100 spot checks. SCAR = TOTAL POINTS EARNED ÷ TOTAL POINTS AVAILABLE NOTE: THE ZONE INSPECTION PR OGRAM IS EVALUATED AS PER APPENDIX B, SECTION IV-D (ZONE INSPECTION PROGRAM CHECK SHEET). FINAL GRADE IS NOT APPLIED FOR 3MA SCORING.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-59 (3) Zone Inspection Program Evaluatio n. Zone Inspection Program Evaluation (ZIPE) determines the ship’s ability to conduct thorough space inspections, and document and fix deficiencies. ZIPE is defined by the following formula: ZIPE =Total Number of Satisfactory Questions X 4 Points ÷ Total Number of Points Available (100) NOTE: SRE PROGRAM IS EVALUATED AS PER APPENDIX B SECTION IV-B (SELF REPAIR EFFICIENCY FORM). THREE AREAS ARE EVALUATED: TROUBLE CALL PROGRAM (TCP), SHIP SELF- REPAIR PROGRAM (SSRP) AND PRACTICAL EXAMINATIONS (PRAT). FINAL GRADE IS NOT APPLIED FOR 3MA SCORING. (4) Self-Repair Efficiency. Self-Repair Efficiency (SRE) determines the ship’s ability to self-assess and conduct ship repair operations. SRE is defined by the following formula: SRE = (TCP x .30) + (SSRP x .50) + (PRAT x .20) (5) CSMP Validity Factor. CSMP Validity Factor (CVF) is the overall qualitative measure of the accuracy and completeness of ship’s material deficiencies and deferred corrective maintenance as represented by the complete CSMP. CVF is defined by the following formula: CVF =Total Number of Valid Entries ÷ Total Number of Entries Sampled CVF will be evaluated following the guidelines of Appendix B Section IV-A of this chapter. (a) 10 percent of entries (minimum of 2, maximum of 15) per WC are selected from the Ship’s Force generated CSMP. In addition, all Casualty Report (CASREP) JCN’s for the ship will be validated. (b) Selected entries from the CSMP are verified utilizing the Work Candidate Evaluation Sheet in Appendix B, section IV-A, CSMP Validity Factor Form. (c) All jobs in Ship’s Force Work List (SFWL) Programs, which are over 30 days old, will be entered into OMMS-NG or P-OMMS. SFWL programs include EDL, MCAP, TSIMS and MODES. All SFWL jobs over 30 days old not entered in either OMMS-NG or P-OMMS will be counted as invalid work candidates during the 3MA. An exception to the 30-day requirement will be made for MCAP and EDL deficiencies identified from the Pre-Availability Materiel Condition Assessment Inspection prior to a Planned Incremental Availability (PIA) or Drydocking Planned Incremental Availability (DPIA) and through the end of the PIA or DPIA, which do not require the ordering of repair parts or the writing of a control work package. Thirty days after the

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-60 PIA or DPIA, all open MCAP and EDL deficiencies over 30 days old and not documented in either OMMS-NG or P-OMMS will be counted as invalid. All SFWL items identified and entered because of the duty FM or safety department evaluation are excluded from the 30-day policy and will be maintained in the SFWL program as open until completed. After 30 days these deficiencies still require entry into the CSMP. Final grade is not applied for 3MA scoring. NOTE: ALL ASSESSED GRADING CRI TERIA THAT ARE NOT FIGURED INTO THE SHIP’S 3MA SCORE ARE FOR CALCULATING PURPLE-E POINTS FOR THE CALENDAR YEAR. (6) Below Standards Criteria. The 3MA will be considered below standards if: (a) Ship does not meet the minimum for SCAR (85 percent) assessed by TYCOM. (b) Greater than five percent omitted maintenance is discovered by TYCOM. (c) The difference between the ship’s evaluated SCAR and that assessed by the TYCOM is greater than 15 percent of the TYCOM value. (d) A Plan of Action and Milestones will be submitted to the TYCOM within 30 days for all discrepancies noted in TYCOM’s final report. 19-1.6.5 3-M Inspections. The goal of the 3MI is to evaluate the effectiveness of the ship’s 3-M program. It is critical that the inspection be conducted in a similar fashion in every homeport and across the force. Inspections will be completed once commenced. Early below-standards indications will not be used to change an inspection into an assistance visit. Commands will receive notification of their 3-M Inspection prior to the arrival of the 3-M team. Coordination with the TYCOM staff will eliminate conflicts with other major evolutions. Internal ship evolutions will be coordinated with the team leader on arrival. Normally conducted in-port. a. Frequency of Inspections. The TYCOM w ill conduct a complete inspection of each command under their cognizance as follows: (1) When deemed necessary by the TYCOM. (2) Not to exceed 36 months. The 36-month requirement can be waived by TYCOM on a case-by-case basis, normally when a ship is in a CNO availability longer than six months. (3) Time spent in CNO Maintenance Availabilities will be counted when determining when inspections are to be scheduled. However, the availability of maintenance data required for review purposes needs to be considered prior to scheduling an inspection b. Inspection Team Composition. (1) Senior Member. The senior me mber will be the TYCOM 3-M OIC. (2) Team Leader. The inspection team leader will be the TYCOM 3-M Representative who will concur with the assignment of inspection team

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-61 members. The team leader will ensure inspection attributes are evaluated in a manner consistent with current guidance and directives provided by Commander, Naval Air Force and provide guidance to the inspection team members to ensure a common process. (3) Team Members. Team members w ill consist of the assigned Commander, Naval Air Force 3-M Mobile team who are adequately trained in the area to which they are assigned to assess. They will report findings to the Team Leader. c. Required Documentation. To be provi ded upon arrival of the inspection team. (1) Shipboard Instructions: (a) Command 3-M directives. (b) Hazardous Material Instruction. (c) Personnel Working Aloft Instruction. (d) Electrical Safety Instruction. (e) Tag-out instruction. (2) Ship’s most recent Self-Assessment. (3) PMS alert details from SKED 3.2 for the designated 13-week period. (4) SKED 3.2 back-up file on dates sele cted by TYCOM for selection of spot checks. This item may be requested earlier to facilitate spot check selection and coordination. (5) Schedule promulgated by the ship for CSMP review and DIVO practical exams. (6) List of WCs to include: (a) WC noun name, (b) WC designation, (c) Location, (d) Telephone number (e) Name of WCS. (7) List of WCs that have no PMS responsibilities. (8) Copy of current CSMP (MJB516 Detailed CSMP Report with RPPO Log) and Ship Availability Listing. These reports will be kept with the work centers and brought with them to the CSMP review. Reactor department will also include a current copy of the MCAP log sorted by date, displaying the JCN field. This requirement can also be fulfilled by reviewing this report on-line prior to the CSMP review. (9) Copy of the ship ’s split MIP log.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-62 (10) Current roster of D3MAs. (11) List of zone inspectors. (F or that week’s zone inspection) d. Formula Acronyms. Acronyms used in the various formulas are defined as follows: (1) CLER = Command Level Effectiveness Review (2) CTS = Command Total Score (3) CVS = CSMP Validity Factor (4) DTS = Department Total Score (5) MAR = Maintenance Accomplishment Rate (6) MDS = Maintenance Data System (7) MPR = MDS Performance Rate (8) PAR = Periodic Accomplishment Rate (9) PPR = PMS Performance Rate (10) SAR = Situational Accomplishment Rate (11) SEER = Scheduling and Ex ecution Effectiveness Review (12) SCAR = Spot Check Accomplishment Rating (13) SRE = Self Repair Efficiency (14) ZIDL = Zone Insp ection Deficiency List e. Final Grade Computation. (1) Approximately 250 spot checks are accomplished during a 3MI (100 of those are DCPO “40 Work Center” type checks). Every WC gets at least one (1) spot check. The CNAL or CNAP inspection team determines the number of spot checks to be conducted per WC based on PAR and SAR reports exported from the ship prior to inspection. Numbers reflect the WC accomplishment load. The five “majors” (Weapons, Combat, Air, Reactor and Engineering) receive the most while the rest are spread out according to the numbers. (2) CTS Formula: CTS = Average of DTS DTS = Average of Work Center Score Work Center Score= (PPR X .50) + (MPR X .50) PPR = MAR X SCAR ÷ 100 MPR = MCF 20% + CVF 30% + RAF 5% + SRE 20% + ZIDL 25% (3) Ranking Standards. (a) Commands and WCs will be evalua ted as “Above Standards” overall in 3-M if the unit’s total score is 90% or higher. (b) Commands and WCs will be evaluate d as “At Standards” overall in 3- M if the unit’s total score is between 85% and 89.99%.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-63 (c) Commands and WCs will be evalua ted as “Below Standards” overall in 3-M if the unit’s total score is less than 85%. (d) All calculations will be rounded to two decimal places. (4) A ship that scores “below standards” for a 3MI will be awarded zero Purple-E points for that quarter in which the 3MI place. f. Below Standards Criteria. The 3MI will be considered below standards if: (1) Ship does not achieve an overall fina l grade (CTS) of 85 percent or greater. (2) Ship does not meet the overall mi nimum for MAR (85 percent), SCAR (85 percent), MPR (85 percent) or greater. (3) Two major departments fail to recei ve minimum MAR, SCAR or MPR. Major departments are Air, Combat Systems, Engineering and Reactor. (4) Ship does not meet the overall minimum SCAR (85 percent) for damage control. (5) Departmental Failure Criteria: (a) Department does not achieve a DTS of 85 percent or greater. (b) Department does not meet the overall minimum grade for MAR (85 percent), SCAR (85 percent) or MPR (85 percent) or greater. (c) A department that fails a 3MI will not be eligible for their departmental awards for the calendar year of the failure. g. Inspection Reporting. Significant defici encies and numerical assessments are reported to the assessed unit’s CO, and TYCOM using the format shown in Appendix E of this chapter. Reporting may be accomplished on the entire unit or on a departmental basis. h. Re-Inspection Criteria. (1) A ship that fails to meet minimum requirements for overall command or damage control criteria or both will require a re-inspection in the failed areas. (2) If a ship fails due to two or more major departments failing to meet minimum requirements, only the major departments that failed will be re-inspected in the failed areas. (3) 3-M performance graded as “Below St andards” will be re-inspected, not to exceed six months, following the completion of corrective actions. Subsequent repeat “Below Standards” will include a CO summary discussing the inadequacy of applied corrective action in correcting the deficient area. (4) If a ship or department is re-inspect ed in an area that failed to meet the minimum criteria, then that area will only receive the minimum passing score for departmental award calculation.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-64 i. Inspection Data Retention. CNAL and CNAP are to maintain an inspection data file for each unit. As each command is evaluated, the individual evaluation standards and calculated values identified will be recorded in the data file with a copy of the inspection report provided to the inspected command. Sections I through VI of Appendix B of this chapter provide specific criteria to be used in the assessment of each command. 19-1.7 ENGINEERING TROUBLE CALL. 19-1.7.1 Purpose. To set forth the responsibilities and procedures for the trouble call program. 19-1.7.2 Background. Zone inspection discrepancies and trouble calls are the first lines of defense in eliminating small repairs. Seventy percent of trouble calls can be validated and completed when noted within 24 hours. Twenty percent are discrepancies that can be completed during SF Self Repair Program. Five percent are deferred and re-screened as beyond SF capable that need multiple skills and are material TA 1, 2 or 3 work candidates. The remaining five percent are found to be invalid. 19-1.7.3 Policy. The repair officer or a designated representative will assign qualified engineering personnel as Engineering Trouble Call Watch (ETCW). The ETCW will act on behalf of the repair officer in all trouble call matters and will be responsible for the security and proper functioning of the trouble call computer, logbook and records and materials in the space the watch is posted. The ETCW will know and understand the trouble call program and procedures and be able to correctly receive and distribute trouble calls. The ETCW will normally only perform the tasks specified in this section while in an on-watch status. 19-1.7.4 Duties and Responsibilities. a. Engineering Trouble Call Watch. The ETCW will be located in damage control central or MSC and will be manned continuously. The repair officer and his or her representatives are always available for assistance. The general duties and responsibilities of all ETCWs are set forth below but are not all encompassing. Good judgment is always expected to be exercised. (1) The ETCW will document all trouble cal ls into the MODES module located in the TSIMS program. Leaving this area requires a formal watch relief. The watch may be temporarily secured for the following reasons: (a) General Quarters. (b) In-port emergency team called aw ay when the watch stander is a member of the response team. (c) Training team briefs when the watch stander is a member of the training team. Briefs are normally planned well in advance therefore the watch bill should be written to avoid this case if possible. (2) Answer the phone in a professional manner as the engineering department representative for trouble calls. (3) When receiving a trouble call, ask ques tions per flow charts for lighting and power, AC and ventilation, fan room flooding and toilets in Appendix C

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-65 Section III of this chapter. Record the following information per the MODES trouble call database: (a) Name, rank, WC and J-dial of person placing the trouble call. (b) Equipment description and location. (c) Priority and safety if required. (d) A detailed problem descri ption of the trouble call. (e) The trouble call watch will process th e trouble call to an engineering WC for correction or deferral. (4) Immediately call and forward trouble cal ls to the responsible repair shop for action. (5) Inform Chief of the Watch (COW) a nd Engineering Duty Officer (EDO) of repair “priority 1”, critical trouble calls (e.g., issues that are a danger to personnel or equipment). Critical trouble calls require immediate attention and are defined as trouble calls made by any of the following: (a) Immediate danger to life or health. (b) Ship’s CO or their representative s (i.e. ship’s secretary, administration officer, CO’s galley staff). (c) Flight deck issues affecting the ship’s ability to launch or recover aircraft when underway. (d) Engineering issues that impact nor mal routine or ship’s ability to perform the mission. (6) Inform COW or EDO of repair “pri ority 2”, urgent trouble calls. Urgent priority is defined as trouble calls received requiring immediate attention due to hazards affecting crew health, safety, or having a direct impact on the ship’s mission. Examples include: (a) Major habitability issues. (b) Galley issues affecting sanita tion or ability to serve meals. (c) Ship’s laundry. (d) Medical or dental issues that impact normal routine. (7) Repair “priority 3”, routine trouble calls. Routine priority is defined as trouble calls made by an E-5 or above that present a minor material deficiency in a head, lighting, air conditioning, heat, or general habitability issue. Routine trouble calls will still receive prompt service. Examples include: (a) One water closet (t oilet) or sink clogged. (b) Rack light or a passage-way light out. (c) Ventilation to non-vital space not operating.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-66 (8) When informing the cognizant repair WC of a trouble call, relay the nature and priority accurately. Print trouble call ticket and give to the repair WC that picks up the trouble call ticket. (9) Minimize the amount of time the watch station phone is in use. (10) When the repair WC has complete d and returns the signed off trouble call ticket, the watch will: (a) Close out the ticket, document to tal amount of hours taken and update the trouble call database ticket with all appropriate information. (b) Enter signed trouble call ticket into divisional WC completed binder. (11) Report any problems with the troubl e call computer or MODES trouble call program to the COW/EDO, repair officer, or repair officer designated representative. (12) Maintain the division al trouble call binders in a neat and organized manner. (13) Conduct a daily audit of all open trouble call tickets; inform repair WCs of trouble calls older than seven days per this section. Report completion to the COW or EDO and annotate the audit in the watch station logs (i.e., daily audit entry in the Engineering Log indicating “An audit of the open engineering trouble calls was completed this date and time. A total of # trouble calls were completed and there are # of trouble calls seven days old.”). (14) The first trouble call watch for th e oncoming duty section will update the contact information for that day’s Duty A, DC, E, R, and the COW/EDO. (15) Conduct watch relief in a formal manne r. Any issues should be resolved prior to the oncoming watch relieving. Issues that cannot be resolved will be brought to the attention of the COW or EDO. b. Chief of the Watch and Engineering Duty Officer. The COW and EDO will conduct a daily audit of all open and closed trouble call tickets in MODES and in the divisional trouble call binders. Annotate the audit in the trouble call index sheet. c. Repair Officer. Every six months the repa ir officer or designated representative will e-mail the CNAL or CNAP N43 MDS Team a TYCOM report. This report is created through MODES trouble call reports. This report will be used by CNAL or CNAP N43 MDS Team for the off site assessment of the ship’s trouble call program that runs concurrent with the Carrier Maintenance Efficiency Award. The repair officer must maintain a copy of this report for one year. d. Division Technical Assistan ts. Every Friday: A, DC, E, and R Division technical assistants will conduct an audit of the open trouble calls for their respective divisions. This audit will be annotated on the trouble call log index sheet. For trouble calls outstanding for more than seven working days: (1) Notify originating WC to submit a job through OMMS-NG. (2) Direct the watch to close the troubl e call in the MODES database, detailing the reason it was not completed and that the originating WC was instructed to

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-67 submit a job through OMMS-NG or P-OMMS. The WC should provide a JCN to the watch for entry into MODES when closing the trouble call. (3) Make an entry in the watch stati on logs that the audit was completed. e. Repair Work Centers. All repair WCs must document expended total man-hours on accomplished trouble calls every month. To do this a completed maintenance action item without prior deferral is entered into OMMS-NG with the repair WC as a lead or assist JCN. (1) Table 19-1-4 identifies APLs created to assist the trouble call WC when entering these work candidates in OMMS-NG.

Table 19-1-4 APL HSC EFD ESD XSYSTEMITEM 89751SFADP ADP TROUBLE CALL DESK TROUBLE DESK XSYSTEMITEM 89751SFALR ALRE TROUBLE CALL DESK TROUBLE DESK XSYSTEMITEM 89751SFCSS COMBAT SYSTEM TROUBLE CALL DESK TROUBLE DESK XSYSTEMITEM 89751SFENG ENGINEERING TROUBLE CALL DESK TROUBLE DESK XSYSTEMITEM 13011SFZIP ZONE INSPECTION PROGRAM ZONE INSPECTION (2) When a call is found to be beyond Ship ’s Force capabilities, the repair WC responding will assist the submitting WC on how to properly write the work candidate. 19-1.8 REPAIR SERVICES ORGANIZATION. 19-1.8.1 Purpose. To set forth the responsibilities and procedures for the aircraft carrier repair services program. 19-1.8.2 Background. a. To support carrier self-sufficiency and carrier SFIMA capabilities, this section standardizes maintenance screening procedures to be followed by CNAL and CNAP activities. b. In addition to those listed in references (a) through (k) the objectives of MDS are to provide aircraft carriers the tools and resources to accurately assess and report ship’s material condition while performing corrective maintenance at the lowest echelon level. c. The shipboard MDS system is unique within the structure of the naval organization in that it is a program which encompasses the most junior personnel up to and including

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-68 senior directors. Overall fleet readiness can be directly affected by changes within MDS and how readily they are implemented. d. Command involvement, process awareness and TYCOM oversight are driving factors in a successful program. The key components of a successful program are: (1) Vibrant Ship’s Force Self- Repair Program, driven by an engaged repair officer. (2) Standardized work candidate scre ening process and clear communication by the SMM, RMO, repair organization and TYCOM. (3) Recurring shipboard training progra m conducted by the SMM office in areas of OMMS-NG usage and CSMP management. e. The ability of a ship to self-repair requir es a continuous screening process. The repair officer develops a master repair schedule. The repair schedule provides a specific time frame for focusing on each department’s needs approximately three times per year. Supply department typically is reviewed every quarter due to the volume of spaces and the fact that everyone uses their facilities for quality of life (i.e., messing, heads & beds, laundry, and other service spaces). Departmental emergent and or safety related work candidates outside of the master repair schedule are handled case by case and scheduled through the repair officer. 19-1.8.3Aircraft Carrier CNO Availability Repair Teams. SMM screening of work candidates is designed to allow for the development of a CNO Availability, Ship’s Force work package. Screening work candidates for the teams is continuous and concurrent with the Ship’s Force Self Repair Availability Program. As the SMM conducts IUC screening, work candidates are categorized such as vent cleaning, door repair, and habitability using the local work candidate status drop down list. CNO team leaders review these deficiencies, tagged by the SMM. As the CNO availability draws closer, these lists can be exported into an Excel spreadsheet. The team leader checks and provides feedback to the SMM on any work candidate beyond Ship’s Force capabilities. If found to be within team capability, the team leader assigns a specific PMXX WC as an assist WC code per reference (h). 19-1.8.4 Engineering Repair Mission. The mission of the Engineering Repair Organization is to provide facilities for accomplishment of high-quality maintenance onboard aircraft carriers and to provide repair services to conventionally powered surface ships while deployed. Aircraft carriers are equipped to provide organizational and intermediate level maintenance and services for almost all of their own requirements and those of surface ships including repair and maintenance of machinery and electrical and electronic equipment. 19-1.8.5 Meetings. The repair officer routinely holds the following meetings for respective department’s repair period: a. Self-Repair Arrival Confer ence. The repair officer conducts the conference, at a minimum, two weeks prior to the start of a department’s repair availability period. The repair officer will provide a CSMP file from OMMS-NG of all organizational level work three weeks prior to the department’s repair availability period. The department scheduled for the repair period will bring a copy of their eight o’clock report and a prioritized list of work to be accomplished. Personnel from each of the

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-69 WCs that are knowledgeable of their CSMP, usually PAs, LCPO or LPO and 3MA, and engineering repair organizations such as repair officer, repair division technicians and repair division LPOs will be present to discuss particular job needs, manpower, WC support and other items of interest to ensure job accomplishment. b. Production Meetings. The repair officer will conduct production meetings daily for integration issues during the availability. c. Departure Report. The repair officer at the end of each repair period will provide a completion report to the department. Work candidates which are not accomplished are deferred to a future repair period or re-screened to an external maintenance activity with IUC comments explaining reason that Ship’s Force cannot accomplish. These comments allow a better understanding of the work that is to be re-screened and continue communications between the Ship’s Force repair officer, SMM and the TYCOM MPM. d. Daily Status and Liaison. Repair technician s routinely liaise with the repair officer on specific status of any work integration problems. 19-1.8.6 Maintenance Screeni ng and Repair Organization. a. CNAL or CNAP MDS Team. The MDS Team assists in the following: (1) Advising commands in the administration of Ship’s Force Continuous Maintenance Screening Program. (2) Conducting review of work candidate pr ocessing in support of the continuous maintenance screening process. (3) Conducting Ship’s Force continuous ma intenance screening training, assists, installations, and assessments. (4) Monitoring the overall implementation a nd effectiveness of the Ship’s Force Continuous Maintenance Screening Program on all aircraft carriers. (5) Reviewing Ship’s Force assessment re sults to identify trends and provide prompt support to ships as required. b. Commanding Officer. The CO has overa ll responsibility for ensuring that maintenance of equipment and systems is accomplished per 3-M procedures contained in reference (a). The CO will ensure a program review conducted by the ship’s repair officer is in place to effectively monitor the command’s program. c. Chief Engineer. The CHENG is responsible to the CO for execution and management of the Repair Service Organization. The CHENG will: (1) Ensure maintenance personnel receive adequate Ship’s Force continuous maintenance screening training. (2) Conduct regular meetings with the XO, SMM, repair officer and DHs to discuss Ship’s Force Self-Repair Continuous Maintenance Screening Program and provide necessary guidance and coordination. (3) Ensure a program review conducted by th e ship’s repair officer is in place to effectively monitor the command’s program.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-70 d. Ship’s Maintenance Manager. The SMM is directly responsible to the CHENG. Responsibilities are assigned in writing. The SMM will: (1) Monitor operation of the MDS to ensu re correct documentation procedures are followed. (2) Coordinate industrial maintenance during designated CNO Availabilities. (3) Ensure all documentation deferring maintenance for outside assistance is reviewed and approved in a timely manner per the requirements of this manual. (4) Conduct IUC screening. e. Repair Officer. The repair officer is normally a senior surface chief warrant officer or limited duty officer who is directly responsible to the CHENG. The repair officer works together with the SMM for all authorized screening, planning, scheduling, accomplishment, and inspection of Ship’s Force self-repair periods and for ensuring timely and satisfactory completion of engineering repair work per prescribed methods and standards. The repair officer is also responsible for upkeep and maintenance of all Industrial Plant Equipment (IPE) and those spaces supporting the repair capabilities within the repair organization. The ship’s repair officer will: (1) Review all work candidates screened by the SMM. These work candidates are evaluated and either sent to the repair technicians – departmental LCPO or rejected back to the SMM. Rejected work candidates are accompanied by remarks documenting reason for rejection and will be rescreened to the TYCOM for accomplishment by an outside repair activity. A screened work candidate must be accepted or rejected by a ship’s repair organization within seven working days. (2) Coordinate all administrative face ts of the Ship’s Force Continuous Maintenance Screening Program (i.e., Trouble Call Program, SFIMA and Ship’s Force Self-Repair Program) per TYCOM directives. (3) Evaluate command’s use of the Sh ip’s Force Continuous Maintenance Screening Program and keep the CHENG advised of its operational effectiveness. (4) Monitor an active, self-critical assessment program and report program effectiveness monthly to the SMM per self-assessment evaluation sheet. (5) Advise and assist DHs , DIVOs, D3MAs and WCSs in matters concerning the Ship’s Force Continuous Maintenance Screening Program including coordination and conduct of training and proper documentation of material deficiencies. (6) Ensure planning list reports are gene rated prior to execution of the inactive utility in OMMS-NG. Reports will be submitted to CNAL or CNAP MDS Team upon request and retained onboard for a period of one year. CNAL or CNAP MDS Team will provide format.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-71 f. Engineering and Deck Repair Technicians. Billeted in auxiliary, deck, electrical and repair divisions, the repair technicians are responsible to the repair officer for all authorized non-nuclear screening, accomplishment, and inspection of repairs and for ensuring timely and satisfactory completion of engineering repair work per prescribed methods and standards. Duties include: (1) Assign work candidates to repair WC s and coordinate with other technical assistants when multiple WCs are involved. Those work candidates found to be beyond Ship’s Force capabilities are sent back to the SMM via the ship’s repair officer with remarks per the requirements of this manual. A screened work candidate must be accepted or rejected by a ship’s repair organization within seven working days. (2) Continuously ensure their divisiona l repair WCs complete assigned work candidates and properly close out each item at the end of departmental repair periods. (3) Serve as the primary liaison between their division and the applicable department or ship. g. Hull Repair Division. As per reference (i). h. Electrical Repair Division. As per reference (i). i. Outside Auxiliary Machinery Repair Division. As per reference (i). j. Deck Repair Division. As per reference (i). k. Lead Work Center Planners. Lead Wo rk Center (LWC) planners work in the engineering department and are responsible for planning repairs to machinery, components and associated systems and preparing Controlled Work Packages and Formal Work Packages. The division works with the MSC in researching drawings and technical manuals. Functions include: (1) Ship-checking, planning man-hours and developing detailed worksheets and ordering of propulsion plant non-nuclear work. Nuclear level work is not included in this process. (2) Upon ship-checking the job, work candi date information will be verified. (3) Evaluate all jobs as to work packag e requirements, such as Work Packages and Formal Work Packages, and identify the proper procedure to be used or develop one if necessary. (4) Responsible for submitting Steam Plan t Action Requests to obtain technical resolution after LWC or division composes. l. Maintenance Division. The MSC provides ship’s maintenance technicians with the logistics support elements required to effectively plan, manage, and perform maintenance. MSC functions include: (1) Managing and maintaini ng the ship’s equipment configuration database via OMMS-NG. Additionally, MSC maintains the ship’s technical documentation libraries, such as ship’s drawing indexes, equipment

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-72 installation drawings, technical specifications and manuals, shipyard process instructions and technical repair standards. (2) Providing customer assistance and support to research or troubleshoot Integrated Logistics Support issues or problems involving carrier maintenance requirements. m. Quality Assurance Division. The QA Di vision, led by the ship’s QA officer, is responsible to the XO for directing and administering the QA Program. The division performs Non-Destructive Testing services and provides QA training for supervisors and oversees divisional QA craftsman for ship’s personnel. Services include: (1) Non-Destructive Testing T Lab. Perfor ms visual, ultrasonic, magnetic particle and dye penetrate testing of materials per applicable standards and specifications. (2) QA Shop. Performs inspections, in-pro cess surveillances, training, and audits to ensure that materials, workmanship, and testing are per plans, specifications, and technical directives. This shop supervises overall QA processes for all repair work and oversees LWC or divisional Quality Assurance Inspectors. n. CNO Availability Team Lead ers. Responsibilities are noted in the Aircraft Carrier Availability Planning Guide for Ship’s Force resources. Work candidates are categorized using the Local Work Candidate Status drop down list. Process is documented in reference (a). Assignment to one of these categories enables the SMM to build the Ship’s Force authorized work package. o. Safety and Industrial Hygiene. The Sa fety Department provides comprehensive occupational health and safety support to the aircraft carrier and supports requests from accompanying ships. Services provided include: (1) Industrial hygiene assessments. (2) Navy Occupational Safety and Health Program Reviews. (3) Sound level surveys. (4) Asbestos identification. (5) Respirator fit testing and training. It is imperative that personnel are medically qualified to wear respirators before fit testing is requested. (6) Navy Occupational Safety and Health training. (7) Ventilation measurement. (8) Occupational safety and h ealth technical assistance. p. Safety Office. The Safety Office is manned during regular working hours. After working hours, questions or concerns should be forwarded to the Command Duty Officer. q. Asbestos Analysis Laboratory. The asbest os analysis laboratory provides asbestos identification and fiber counting services to the aircraft carrier and tended ships. The

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-73 laboratory maintains ongoing proficiency through participation in Research Triangle Institute and Proficiency Analytical Testing programs. 19-1.8.7 Program Assessment. SRE assessments will be used to determine performance level of the Ship’s Force Continuous Maintenance Screening Program. They will also provide data that will be used to develop an improvement plan to address program weaknesses per the CNAL and CNAP Aircraft Carrier Self Evaluation Check Sheet and Practical Exam. a. Frequency. Ship’s Force assessments will be conducted on the following occasions: (1) Semi-annually or when determined necessary by the ship’s repair office. (2) One month prior to a scheduled C NAL or CNAP N43 MDS Team visit. (3) When directed by TYCOM. b. Improvement Plan. Ship’s Force asse ssment results that reveal areas where performance did not meet established standards will drive an improvement plan. After implementing the corrective actions developed in the improvement plan, Ship’s Force will conduct another assessment to determine effectiveness of corrective actions. c. N43 MDS Team Assessment. Two N43 MDS assessments will be conducted each year. SRE assessments will be scheduled and conducted by the CNAL or CNAP N43 MDS team to run concurrent with the Carrier Maintenance Efficiency Award off-site program assessment. If there is a 3-M assessment or inspection conducted during the calendar year, then one of two scheduled N43 MDS evaluations will be conducted onboard in conjunction with the 3-M assessment or inspection. (1) If the N43 MDS evaluation is conducted off site, Ship’s Force will provide in electronic format: (a) Completed Ship’s Force assessments as per paragraph 19-1.8.7 of this chapter. (b) The last six months MODES CNAL or CNAP Ship Trouble Call Program export report by the 1st and 3rd quarter of the year (January and July), before the 15th day of the month. (c) Planning list reports as di rected by CNAL or CNAP N432. (2) No practical examinations will be required. Items that are unable to be evaluated off site will receive maximum points allowed during the evaluation. Ship’s Force should still conduct practical exams to verify repair personnel maintain proficiency. (3) If the MDS evaluation is conducte d onboard, CNAL or CNAP N43 MDS Team will meet with the SMM and repair officer to first evaluate the proper usage of the Ship Trouble Call and Self Repair programs. N43 MDS specialist will check tables and drop down lists in OMMS-NG to ensure conformity with CNAL or CNAP direction. CNAL or CNAP Aircraft Carrier Evaluation Check Sheet and Practical Examinations will be conducted during the assessment. The SMM and repair officer will provide the N43 MDS Team

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-74 a list of repair organization personnel and a schedule of where and when each member’s practical examination will be administered. (4) Assessment results will be submitted to CNAL or CNAP N43 MDS Team Leader.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-A-1 APPENDIX A APPENDIX A 3-MTT GRADE SHEETS

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-A-2 APPENDIX A APPENDIX A SECTION I 3-MTT SPOT CHECKER FORM Planned Maintenance System (PMS) 3-MTT, CNAL or CNAP Spot Check Form Ship Depart Equipment Work Center Date Performed MIP MRC

3-MTT Member Spot Check Date: *If attributes are evaluated as unsatisfactory, all subsequent attributes will be graded as "0". +If major safety violation (loss of life, limb, eyesight) deduct 5 pts and all subsequent attributes will be graded as "0". For minor safety violation, only deduct 5 pts. NOTE: ASSESSMENT ATTRIBUTES WILL BE GRADED ZERO OR FULL VALUE. NO PARTIAL VALUE. Assessment Attribute Value Grade Notes 1 Observe the 3-MTT member conducting the spot check and determine the following by questions and personal observation. * a. 3-MTT member verified the MP PQS qualified to perform the MR? 2

b. 3-MTT member verified the MP presented the correct tools, Personal Protective Equipment (PPE) parts (NSN), material (Military Specification (MILSPEC) and test equipment (Calibrated). 3

c. 3-MTT member verified the MP identified the equipment (location, equipment validation). 4

d. 3-MTT member verified there were not any unauthorized changes or corrections to the MRC? 3

e. 3-MTT member verified the correct MRC for the equipment maintained? 3 2* Observe all steps of MR including all notes, warnings and cautions according to the MRC. * a. 3-MTT member verified the MP followed all steps of the MRC. 5 * b. 3-MTT member verified the equipment Tagout. 5 + c. 3-MTT member verified all safety precautions. 5 3 Verify the equipment condition reflects accomplishment of the MRC?

a. 3-MTT member assessed that maintenance was performed recently. 10

b. 3-MTT member observed proper use and disposal of Hazardous Material. 3

c. 3-MTT member verified the MRC was within the capability of the assigned individual to perform as written. 5

4 Verify PMS Reporting

a. 3-MTT member verified the Maintenance person reported the status of the MR to the WCS if Completed or Not Fully Accomplished and makes appropriate updates. 2

b. 3-MTT member reviewed TFBR for any problem with MRC. (if applicable) 2

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-A-3 APPENDIX A

c. 3-MTT member verified material deficiencies detected by the PMS action were recorded in MDS. (if applicable) 2

Totals (Attributes) evaluated as NA are not calculated

3-MTT (SCAR) (Grade = Points Awarded ÷ Points Available)

Above Standards (90% or greater) At Standards (85-89.99%) Below Standards (less than 85%)

Points Available Points Awarded SAT or UNSAT

____________________________________________________ ______________ CNAL or CNAP INSPECTOR (PRINT) DATE

ADDITIONAL COMMENTS:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-A-4 APPENDIX A APPENDIX A SECTION II 3-MTT ORGANIZATION EFFECTIVENESS CHECK SHEET Ship: Date: Planned Maintenance System Administration # Assessment Attribute Value Grade Notes 1 Does the ship's XO serve as the 3-MTT Leader? 3 2 Does the ship's 3-M Officer (3MO) serve as manager of the 3-MTT and designate members in writing? 3

3 Does the ship's 3MO maintain copies of 3-MTT designation letters on file? 5

4 Does the 3-M Coordinator (3MC) serve as the 3-MTT Coordinator? 5 5 Does the 3MC maintain a matrix to select and track spot checks to be performed by the 3- MTT? 5

6 Does the 3-M office track spot check trend data for Hazmat, PPE, Tagout, Safety, and keep this data for 24 months? 5

7 Is the 3-MTT led by the XO with the 3MO and 3MC as primary assistants? 4

8 Is the 3-MTT composed of a minimum of 30 members from officers, chiefs, and departmental 3-M Assistants? 6

9 Are there a proportionate number of members from the 4 major departments? 4 10 Are 3-MTT members qualified 3-M 304 LCPO or DIVO, and designated in writing? 7 11 Do 3-MTT members provide divisional training and PQS support as requested or directed by the 3MO based on 3-MTT trends? 16

12 Does the 3-MTT support the 3MO in conducting self-assessments? 5 13 Does the 3-MTT meet monthly to discuss performance trends, improvement recommendations, and conduct training? 16

14 Does the 3-MTT conduct quarterly training for the E-7 and above? 16 Totals (Attributes evaluated as NA are not calculated.) 100 Above Standards (90-100%) At Standards (85-89.99%) Below Standards (<85%)

Additional Remarks:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-A-5 APPENDIX A

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-1 APPENDIX B APPENDIX B 3-M INSPECTION CRITERIA

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-2 APPENDIX B APPENDIX B SECTION I-A SCHEDULING AND EXECUTION EFFECTIVENESS REVIEW (SEER) Complete the SEER checklist below for each WC. Enter a numeric evaluation of each inspection attribute and provide amplifying information to describe the deficiencies driving point deductions on the “Remarks” page provided. Significant deficiencies will be reported via the final inspection report.

Command Department Division Work Center Date General Attributes Value Points 1. Does the WC PMS file contain: a.* Current Service Brief? 1 b.* Current and applicable 3-M messages and notices? 2 2. Do MIPs and MRCs accurately reflect equipment configuration; are non- applicable MRCs correctly lined out and are applicable MRCs active? (May be MIP standardization violations) 10 3. * Does the WC retain an auditable r ecord of personnel PMS qualifications and designation letters? 5 Maintenance Requirement Card (MRC) Deck 4. * Is the WC deck of MRCs, includ ing classified MRC locator cards, complete and current? (Per TYCOM direction) 2 5. Are classified MRCs complete and current? 3 6. Are blanks requiring Ship's Force data filled in prior to use? 3 Chain of Command SKED Administration 7. Are all administrative changes approv ed at the appropriate level? a. Is the FR approved by DH? (Verify using journal tab.) 2 b. Are weekly Closeouts performed by COB on the first day of the week at the appropriate level? 2 c. All lineouts and MRC customization approved at the appropriate level. 2 d. Check notes reviewed and al erts approved by the DIVO? 2 Location Guide Lists 8. a.* Do LGLs contain required inform ation (e.g., equipment name, equipment location, equipment serial number or unique identifier)? 3 b.* Are maintenance items in SKED associated to the existing equipment configuration? 3 Situational Requirements 9. * Are all situational (states, triggers , metered) events being scheduled and executed in SKED? 8 PMS Execution and Accountability 10. Are check note entries accurate, valid, and complete? 3 11. * Was maintenance assigned only to qualified maintenance personnel? 4

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-3 APPENDIX B 12. Was currently scheduled, previously completed, situational requirements and unscheduled maintenance entered into SKED? 10 13. Is a unique identifier or tag-out serial number recorded in “check notes” for maintenance actions marked as complete that required Tag-outs? 2 14. Have the minimum number of spot checks and monitored checks been accomplished? 3 FBR File 15. Are FBRs being tracked in SKED, “A ction Taken” block update by WCS? 2 Inactive Equipment Maintenance (IEM) 16. Is the start of an inactive period co rrectly annotated and approved by DH? 2 17. Are IEM requirements properly scheduled? 5 18. Is the completion of the inac tive period correctly annotated? 2 Totals (Attributes evaluated as “NA” are not calculated) Total Points Available: 81 Total Points Awarded _______

SAT UNSAT Inspector Name and Command (Print and Sign)

* Electronic Versions Acceptable Sat = 85 percent or better Attribute Scoring: > 85% = Satisfactory = Full Credit < 85% = Unsatisfactory = No Credit Example - Attribute 17: If 85% or better of IEM requirements were properly scheduled, points awarded would be five (5). If less than 85% of IEM requirements were properly scheduled, points awarded would be zero (0).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-4 APPENDIX B SEER REMARKS Provide amplifying information to describe the deficiencies driving point deductions. Significant deficiencies must be reported via the final inspection report. Attribute # Amplifying Information

Print Name: Signature: Command: Date:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-5 APPENDIX B APPENDIX B SECTION I-B COMMAND LEVEL EFFECTIVENESS REVIEW (CLER) Using the attributes and grading criteria described here, conduct the CLER for the ship. Provide amplifying information for deficiencies causing point reduction on the remarks page. Command: Date: General Attributes Value Points 1. Does the 3MC: maintain: a. A Change Accountability Log? 2 b. * A log (approved by the XO) tracking the assignment of MRCs from split MIPs to ensure all applicable MRCs are assigned? 3 c. A master classified MRC file? 2 d. * A current PMS (and where applicable TFR) DVD or downloaded file? 3 2. Does the command have a reliable system for backing up MDS and PMS data? 5 3. * Does the 3MC have an effective system in place to track, route, and explain externally provided PMS changes? 3 4. Is there an effective system in use (Spot Check Program) whereby supervisory personnel periodically and routinely monitor PMS performance? 8 5. Have all FBRs entered in SKED been properly reviewed by the CoC and submitted off hull within seven (7) days? 3 6. * Does the ship or activity conduct internal audits (Quarterly Self- Assessments) of all WC? (Retain latest copies of deficiencies, corrections, and abatement for current and previous quarter) 15 7. * Does the 3MC provide weekly status reports to the XO per specific TYCOM directive? 3 8. * Does the 3MC have an approved master copy of 3-M PQS specifically tailored for the command? 3 9. * Does the 3MC maintain an auditable record of PMS PQS for the command (e.g., copy of service record entries, signed copy of PQS cover letter, officer verified divisional training record, RADM)? 3 10. Does the 3MC maintain the status of command FBRs, responses and follow up actions taken in SKED? 3 11. Does the 3MC track assessment MRCs (800/AP series) and verify completion with the local agency? 10 12. Is the 3MC triggering GLOBAL events and STATES across the unit? Does the 3MC have an updated major event listing? 10 13. Does the ship or activity conduct 3-M program training per directives? 8 3-M Training Team

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-6 APPENDIX B 14. Does the ship's 3MO serve as manager of the 3-MTT and designate members in writing? 3 15. Does the ship's 3MO maintain copies of 3-MTT designation letters on file? 3 16. Does the 3MC serve as the 3-MTT Coordinator? 3 17. Does the 3MC maintain a matrix to select and track spot checks to be performed by the 3-MTT? 4 18. Does the 3-M office track spot check trend data for Hazmat, PPE, Tag-out, Safety, and keep this data for 24 months? 4 19. Is the 3-MTT led by the XO with the 3MO and 3MC as primary assistants? 3 20. Is the 3-MTT composed of a minimum of 30 members from officers, chiefs, and departmental 3-M Assistants? 5 21. Are there a proportionate number of members from the 4 major departments? 4 22. Are 3-MTT members qualified 3-M 304 LCPO or DIVO, and designated in writing? 7 23. Do 3-MTT members provide divisional training and PQS support as requested or directed by the 3MO based on 3-MTT trends? 10 24. Does the 3-MTT support the 3MO in conducting self-assessments? 5 25. Does the 3-MTT meet monthly to discuss performance trends, improvement recommendations, and conduct training? 10 26. Does the 3-MTT conduct quarterly training for the E-7 and above? 10 Totals (Attributes evaluated as “NA” are not calculated) Total Points Available 155 Total Points Awarded

SAT UNSAT Inspector Name and Command (Print and Sign)

* Electronic Version Acceptable Sat = 85 percent or better Attribute Scoring: All scoring will be done in a “yes” or “no” format. Example: If yes to the block all points will be awarded. If no to the block, zero points will be awarded.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-7 APPENDIX B CLER REMARKS Provide the attribute number and amplifying information describing the deficiency that has caused a deduction of points. Attribute # Amplifying Information

Print Name: Signature: Command: Date:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-8 APPENDIX B APPENDIX B SECTION II-A SPOT CHECK ACCOMPLISHMENT RATING (SCAR) Using the basic definitions and guidelines described, determine the PMS Spot Check Accomplishment Rating (SCAR) for each WC. Enter the values determined on the SCAR Check Sheet, section II-A of this Appendix. Approximately 250 spot checks are accomplished during a 3MI (100 of those are DCPO “40 Work Center” type checks). Every WC gets at least one spot check. The CNAL/CNAP inspection team determines the number of spot checks to be conducted per WC based on PAR and SAR reports exported from the ship prior to inspection. Numbers reflect the WC accomplishment load. The five “majors” (Weapons, Combat, Air, Reactor and Engineering) receive the most while the rest are spread out according to the numbers. 1. Complete an MRC evaluation, SCAR Check Sheet , section II-A of this Appendix, for each MRC selected. Based on the results, evaluate the overall effectiveness of the accomplishment of each MR selected. Enter a numeric evaluation of each assessment attribute (zero or full credit) and provide amplifying information to describe the deficiencies. Significant deficiencies must be reported via the final inspection report. 2. The SCAR Check Sheet is a series of inspec tion attributes to determine the accomplishment status of an MRC that had previously been reported as accomplished. Although the sheet may be used as a reference for conducting a real time monitored MRC evaluation, for the purposes of conducting a 3MI, all spot checks will be conducted on accomplished (historic) MRCs. 3. Due to the nature of MRC completion, suppor ting programs such as Tag-Outs and HAZMAT are encountered. Care should be taken to avoid expanding the spot check to a review of the processes of those programs thereby preventing the assessor from determining the accomplishment status of the MRC under review. 4. The following is expanded guidance for comp letion of the SCAR Check Sheet. Best practices or other policies not supported by source documentation must not be included in evaluating compliance: a. (1.a) Determine if the MP is qualified to perform the maintenance task. PQS 301 is required for all MRCs but attention should also be paid to other qualifications required such as Quality Maintenance. See Volume 5, Part I, Chapter 3, paragraph 3.4 of this manual or graduation from a required school such as gage calibration technician. b. (1.b) Determine if the correct TPMTE were used during the performance of the MRC. If the MP did not have the required TPMTE, it is unlikely that they would have been able to complete all the procedural steps of the MRC as required. If an item of TPMTE was required to perform a conditional step and that step was not required to be accomplished, it is not considered deficient. If the required test equipment required calibration, ensure that the calibration is within date and the equipment is of sufficient scale to accomplish the MRC.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-9 APPENDIX B c. (1.c) Determine if the MP maintained the correct equipment. d. (1.d) Examine the MRC to determine that any locally applied changes are authorized by procedural notes, external correspondence or allowed by reference (a). e. (1.e) Determine applicability of the M RC to the component that the MP signed for completion. NOTE: IF A PROCEDURAL S TEP WAS NOT COMPLETED, THE MRC SHOULD NOT HAVE BEEN REPORTED AS COMPLETE AND THEREFORE THE ATTRIBUTE GRADE SHOULD BE ZERO AND ALL SUBSEQUENT ATTRIBUTES SHOULD ALSO BE ZERO, EFFECTIVELY “FAILING” THE SPOT CHECK. f. (2.a) From a variety of potential techniques, determine if the MP performed all the required steps of the MRC. This may be accomplished via re-enactment, or re- performance. The inspector should come away with a clear impression that all the steps of the MRC were either fully accomplished or not. NOTE: IF A REQUIRED TAG-OUT WAS NOT CONDUCTED IN SUPPORT OF ACCOMPLISHING THE MRC, THE MRC SHOULD NOT HAVE BEEN CONDUCTED AND REPRESENTS A SERIOUS SAFETY VIOLATION. THEREFORE, THE ATTRIBUTE GRADE SHOULD BE ZERO AND ALL SUBSEQUENT ATTRIBUTES SHOULD ALSO BE ZERO, EFFECTIVELY “FAILING” THE SPOT CHECK. g. (2.b) If required by the MRC, verify th at a tag-out was hung before the maintenance was performed. Ensure the isolation boundaries were appropriately identified and correctly positioned to ensure complete isolation of the maintained equipment. If no tag-out was required, write NA on the sheet. NOTE: FAILURE TO ADHERE TO A SAFETY PRECAUTION PROVIDED ON THE MRC CONSTITUTES A SERIOUS SAFETY VIOLATION AND THE FAILURE TO PERFORM THE MRC AS WRITTEN. THE ATTRIBUTE GRADE WILL BE ZERO AND ALL SUBSEQUENT ATTRIBUTES WILL ALSO BE ZERO, EFFECTIVELY “FAILING” THE SPOT CHECK. h. (2.c) Determine compliance with all specifi c safety precautions listed on the MRC. If no safety requirements were invoked, write NA on the sheet. i. (3.a) By physical examination of the maintained equipment, determine if maintenance of the nature required by the MRC had been performed. Take note of fasteners that would have had to be disturbed, dirt in filters, fresh oil, etc., to make a judgment as to whether the maintenance has been performed. j. (3.b) Determine through questioning and record verification that HAZMAT was properly used and disposed of as a means of determining whether the MRC was accomplished. Once the inspector has determined that the HAZMAT was used and disposed of correctly, this attribute is considered fulfilled. If no HAZMAT was required to be utilized, write NA on the sheet.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-10 APPENDIX B k. (3.c) Determine if the MP could have performed the MRC from a standpoint of being trained and proficient in the tasks called out for by the procedure. l. (4.a) Determine if the MP filled out the 13-Week Accountability Log or annotated proper disposition of maintenance in SKED correctly for the accomplished MRC with the appropriate accomplishment date. Ensure if a tag-out isolation was used, the tag serial number is recorded in the space allowed or as a check note in SKED. Ensure that the printed name and legal signature of the MP who performed the maintenance is recorded or, in case of group performed PMS, the MP in charge of the group. m. (4.b) From reviewing th e discussions and findings during the spot check, determine if an FBR had been submitted if required. If no FBR was required, write NA on the sheet. n. (4.c) Determine if a material deficiency was noted during the PMS; if so, examine the CSMP to ensure the deficiency was documented. If no material deficiency was noted, write NA on the sheet. If material discrepancies are properly documented in the CSMP attribute graded as a two (2). Material discrepancies that are not documented in the CSMP will receive an automatic grade of zero. 5. When a Spot Check is determined to be below standards, the command undergoing inspection is likely to have numerous questions. To facilitate root cause analysis and the formulation of an effective corrective action plan, care should be taken to clearly identify factors contributing to deficiencies that led to the conclusion that the MRC was not conducted as written or not conducted at all.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-11 APPENDIX B APPENDIX B SECTION II-B SPOT CHECK ACCOMPLISHMENT RATING (SCAR) CHECK SHEET Planned Maintenance System (PMS) 3-M Spot Check Form SHIP DEPARTMENT EQUIPMENT WORK CENTER DATE PERFORMED MIP EVALUATED MRC EVALUATED

Maintenance Person: Spot Check Date:

NOTES: “*” is evaluated as unsatisfactory, all subsequent attributes will be graded as "0". “+” If major safety violation (loss of life, limb, eyesight) deduct 5 pts and all subsequent attributes will be graded as “0”. For minor safety violation, only deduct 5 pts. Inspection Attributes will be graded zero or full value. No partial value. Inspection Attributes that are Not Applicable will be marked NA and no value given.

Inspection Attribute Value Grade Notes Contact the MP assigned responsibility for the accomplishment of the MRC, have the individual deliver MRC, and determine the following by questions, personal observation, or both. 1. a.* Is the MP qualified (PQS) to perform the MR? 2

b. Did the MP present the correct tools, Personal Protective Equipment (PPE), parts (NSN), material (Military Specification) and calibrated test equipment? 3

c. Did the MP properly identify the equipment (location, equipment validation)? 4

d. Are there unauthorized changes or corrections to the MRC? 3 e. Is the MRC correct for the equipment maintained? 3 Demonstrated all steps of MR including all Notes, Warnings and Cautions according to the MRC. 2. a.* Followed all steps of the MRC. 5 b.* Correctly performed equipment Tag- Out. 5 c.+ Followed all safety precautions. 5 Does the equipment condition reflect accomplishment of the MRC? 3. a. Is it apparent that maintenance was performed recently? 10 b. Correctly demonstrat ed use and disposal of Hazardous Material. 3 c. Was the MRC within the capability of the assigned individual? 5 PMS Reporting 4. a. MP reported status of MR to the WCS if Completed or Not Fully Accomplished and made appropriate updates. 2

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-12 APPENDIX B b. WC generated FBR for any problem with MRC. 2 c. Material deficiencies detected by the PMS action were recorded in MDS. 2

Attributes Evaluated as “NA” are not Calculated Total Points Available: Total Points Awarded: Spot Check (SCAR) (Grade = Points Awarded ÷ Points Available): SCAR = Above Standards (90% or greater) At Standards (85-89.99%) Below Standards (less than 85%) Above Standards At Standards Below Standards Below Standard grade requires immediate accomplishment (if 3-M Manager determines re- performance is required) monitored by a Chief Petty Officer Additional Remarks: Printed Name: ________________________________ Signature: ___________________________________ Command: __________________________________________________ Date: _________________________

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-13 APPENDIX B APPENDIX B SECTION III MAINTENANCE ACCOMPLISHMENT RATE (MAR)

1. The Maintenance Performance formula capture s maintenance that was not scheduled. 2. The PAR and SAR reports are au tomatically generated by SKED. 3. The MAR grade will be determined utilizing th e formula reflected in a specified date range.

PAR COMP + SAR COMP M A R = ÷ PAR COMP + SAR COMP + ALERTS + LOST + OMITTED

4. “Omitted” is defined as any maintenance acti on that should have been performed on any and every maintenance item and no matter the reason did not get scheduled. For example: a. Situational or state maintenance that did not get scheduled when the situation dictated. b. Improperly lined out periodic checks. c. Non-accomplished IEM checks. d. Non-accomplished maintenance added via ACN, FBR, Preliminary PMS, etc.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-14 APPENDIX B APPENDIX B SECTION IV-A CURRENT SHIP’S MAINTENANCE PROJECT VALIDITY FACTOR (CVF) WORK CANDIDATE WORKSHEET WC JSN EQUIP CASREP MCAP 1 2 3 4 5 6 7 8 9 10 11 12 Score

C V F T o t a l s Reference: CNAL or CNAP OMMS-NG Users Guide. Automatic Failure – Active CASREPs – Does the associated JCN reflect the CASREP and have the related data filled in? Automatic Failure – SFWL (MCAP-MODES). Program logs reviewed, those found not per COMFLTFORCOMINST 4790.3 Volume VI Chapter 19-7 will be used as part of the total JSNs to be evaluated for the WC.

CSMP was reviewed with the following results: Deduct 1. Problem description inadequate. 10 2. Recommended solution inadequate. 10 3. Write up does not match maintenance level requested by the originating WC. 10 4. 1 st and 2nd contacts incorrect. 2 5. CSMP summary incorrect (does not state problem). 2 6. Configuration item does not match equipment in the narrative. 20 7. Equipment Operational Code (EOC) does not match description in the narrative. 15 8. Safety code (if used) incorrect or not described in narrative. 5 9. Deferral reason code incorrect. 2 10. Deadline date invalid or missing for TA 2 or TA 3. 2 11. Priority code incorrect. 2 12. Ship’s Force did not demonstrate knowledge of deficiency or current status. a. Not familiar with JCN and current repair status. 2 b. Could not identify what “Maintenance Level” was originally requested by WC. 2 c. Did not know who conducts the IUC and TYCOM screening and what the codes represent. 2 d. Did not know where the availability code is listed on the CSMP report and what it represents. 2 e. Did not have the ship’s availability listing to use as a reference tool. 2 f. MJB516 CSMP report printed incorrectly, missing information or did not have RPPO Log. (MJB512 Report or parts status included on MJB516) 2 g. Was not aware of any IUC or TYCOM remarks on CSMP report. 2

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-15 APPENDIX B h. Was not aware that a lead or assist WC had been assigned. 2 i. Was not proactive in seeking repair (an extend ed period on the CSMP with no action taken). 2 j. No parts on order for Ship’s Force JSN within a reasonable amount of time. (1 week) 2

Notes: (1) TYCOM Off-Site Evaluation: Items 1 – 11 apply to each JCN evaluated. (2) TYCOM On-Site Evaluation: Items 1 – 12 apply to each JCN evaluated.

Ships Force - Name and Rank

Work Centers: _______ _______ _______ _______ _______ _______

This is a targeted review of shipboard CSMP entries - 10 percent of every WC’s CSMP (minimum of 2, maximum of 15 JCNs) and accomplished ashore prior to a visit by TYCOM MDS specialists. Targeted JCNs consist of TA 1, 2 and 3, Safety and EOCs of 2, and TA 4s. As per the items listed on the CVF form, the TYCOM inspection team shall check for accuracy to include problem description, recommended solution blocks, does the maintenance level requested match the write up, EOC and Safety codes match write up, etc. Finally, for each JCN selected, the ship is required to demonstrate knowledge of the deficiency and status. This is accomplished by asking a series of questions to all WCS and DIVO as listed on the CVF form. The answers to these questions (presented as an open book practical exam) are listed on the CSMP, MJB516 report, Repair Parts Petty Officer (RPPO) log or ships availability listing.

CSMP Validity Factor (CVF). CVF is the overall qualitative measure of the accuracy and completeness of ship’s material deficiencies and deferred corrective maintenance as represented by the complete CSMP. CVF is defined by the following formula:

Total Number of Valid Entries CVF = ÷ Total Number of Entries Sampled

All jobs in Ship’s Force Work List (SFWL) Programs, which are over 30 days old, will be entered into OMMS-NG or P-OMMS. SFWL programs include Equipment Deficiency Log (EDL), Material Condition Assessment Process (MCAP) and TSIMS/MODES. All SFWL jobs over 30 days old not entered in either OMMS-NG or P-OMMS will be counted as invalid work candidates during the 3-M inspection. An exception to the 30-day requirement will be made for MCAP and EDL deficiencies identified from the Pre-Availability Materiel Condition Assessment Inspection prior to a PIA or DPIA and through the end of the PIA or DPIA, which do not require the ordering of repair parts or the writing of a control work package. Thirty days after the PIA or DPIA, all open MCAP and EDL deficiencies over 30 days old and not documented in either OMMS-NG or P-OMMS will be counted as invalid. All SFWL items identified and entered because of the Duty FM or Safety Department evaluation are excluded from the 30-day policy and will be maintained in the SFWL program as open until completed. After 30 days these deficiencies still require entry into the CSMP. CSMP Validity Factor (CVF) grade sheets are subject to change as new versions of automated maintenance management systems are implemented on-line.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-16 APPENDIX B APPENDIX B SECTION IV-B SELF-REPAIR EFFICIENCY (SRE) REVIEW

ADMINISTRATIVE SECTION GUIDELINE FOR PROGRAM EVALUATION: Trouble Call Program (TCP) 30% Points Available Points Awarded 1. Total Number of trouble calls submitted from last evaluation _________ Total Number of trouble calls completed from last evaluation _________ 20

NOTE: TCP – THE CONVERSION OF DELINQUENT TROUBLE CALL DISCREPANCIES MUST NOT EXCEED 5 PERCENT OF THE TOTAL OPEN TROUBLE CALL DISCREPANCIES EVALUATED DURING THE INSPECTION PERIOD PER 4790.1 INST, GUIDELINES.

2. Are any trouble calls older than 7 days? 20 3. Are repair technicians creating a work candidate at least monthly to account for trouble call hours? (Repair officer maintains 6 months) 20 4. Are repair technicians reviewing open and completed trouble calls in MODES daily? 20 5. Are EDOs conducting daily audits? 10 6. TC MODES database has adequate information describing the deficiency or problem of the equipment. Fields display the correct type of information required. 10 TCP

Ship Self Repair Periods (SSRP) 50% 1. Are JCNs completed at ship level appr oval with lead and assist hours taken? 15 2. Are JCNs in the repair organizations queue, reviewed within 7 days of SHIP level approval? 15 3. Are WC codes (SHOP) listed on the planning list, correct? 15 4. Are completed work candidates signed and kept by repair organization for one quarter? 5 5. Is there a long-range master repair schedule developed? 5 6. Are repair period EXCEL spreadsheets kept by the repair officer for one quarter? 5 7. Is the repair officer conducting arrival conferences two (2) weeks prior to the start of a department’s availability period that includes training on proper documentation of material deficiencies and assigning priority to the work request? 20

8. Is the repair officer conducting daily production meetings with departments in avail to include discussions of scheduling of work, parts status, completion, and acceptance of work? 20

SSRP NOTES:

Practical (PRAT) 20% 1 2 3 4 5 6 7 8 9 10

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-17 APPENDIX B ADCA or Fire Marshall 1 0 0 A - T e c h 1 0 0 E - T e c h 1 0 0 R - T e c h 1 0 0 Deck Bos'n or Tech 1 0 0 E A R e p a i r W o r k C e n t e r 1 0 0 E E R e p a i r W o r k C e n t e r 1 0 0 E R R e p a i r W o r k C e n t e r 1 0 0 PRAT 1. Create list of assigned JCNs using the Maintenance Assignment filter. 10 2. Process JCNs utilizing the Maintenance Assignment drop down list. 10 3. Add, update and complete lead and assist WC data. 10 4. Reject JCNs with rejection remarks. 10 5. Generate and print single and multiple AWRs 10 6. Create planning list based on repair WC assigned. 10 7. Export a planning or work candidate list. 10 8. Utilize Variations Tab to add planning information when creating list. 10 9. Identify ship level approved, completed JCN's with no task total MN-HRS documented. 10 10. Utilize Parts Tab to review part status. 10

SRE Total = (TCP x .3) + (SSRP x .5) + (PRAT Avg. x .2) SRE = _________

ADMINISTRATIVE SECTION GUIDELINE FOR PROGRAM EVALUATION: EFFECTIVE: PROGRAM IS WORKING CORRECTLY WITH FEW MINOR DEFICIENCIES AND IS ADMINISTERED BY PERSONNEL COMPLETELY FAMILIAR WITH THEIR RESPONSIBILITIES. (GRADE > 90%) PARTIALLY EFFECTIVE: PROGRAM HAS A FEW SIGNIFICANT DEFICIENCIES BUT IS MEETING THE BASIC GOAL OF THE PROGRAM. (GRADE 85 – 89.99%) NOT EFFECTIVE: PROGRAM HAS NOT BEEN PROPERLY IMPLEMENTED; A PROGRAM THAT HAS THE APPROPRIATE DIRECTIVES PUBLISHED WITH SHIPBOARD INFRASTRUCTURE IN PLACE, BUT NOT CORRECTLY EXECUTED, OR A PROGRAM WITH SIGNIFICANT DEFICIENCIES. (GRADE < 85%)

Ships Information Management System. Within this program is a module called MODES. MODES is a program on the ships LAN that provides command wide visibility and tracks all shipboard trouble calls through a central watch. This watch prescreens all trouble calls, and if determined to be valid, is entered into MODES and farmed out to a repair WC for disposition. If trouble calls cannot be rectified within 30 days, they must be entered on the CSMP. TSIMS tracks material deficiencies by displaying past repairs that would not normally be entered in the CSMP (SFWL). Man-hours are captured by entering a man-hour roll up at the end of the month, utilizing special XSYSTEMITM APLs created by CNAL and CNAP. This input to the CSMP is captured and graded using an SRE grading form.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-18 APPENDIX B APPENDIX B SECTION IV-C REPORTING AND ASI PROCESSING CONFIDENCE FACTOR (RAF) REVIEW

OMMS-NG OR P-OMMS SYSTEM MAINTENANCE REVIEW Points Availabl e Points Awarde d 1. Is the Import Correction queue empty? 5 2. Has Archive been run in the last 15 days? 5 3. Has Inactive been run in the last 15 days? 5 4. Have work candidates been removed from past availabilities C+30 days? 5 5. Is the REJ availability used to track jobs rejected or questioned by the TYCOM TRIAD empty? 5 6. Have old availabilities been re moved from OMMS-NG or P-OMMS? 5 7. Is a current, up to date, Ship Availability Listing readily available to the ship? 5 8. Does FAS have a tracking system for up-line reporting? Is last 13 weeks of .uru and .pts on file? 5 9. Does FAS have a tracking system for bulk loaded MM0001 files? Is last 13 weeks of bulk loads on file? 5 10 . Does FAS have a tracking system for customer feedback files? Is last 13 weeks of feedbacks on file? 5 11 . Does FAS maintain a log tracking significant OMMS-NG or P-OMMS down time? 5 12 . Are current OMMS DAPs installed, and does the FAS know under what conditions they are utilized? 5 13 . Is the Reports Release queue being managed and cleared of obsolete reports? (Any reports over 14 days) 5 14 . Are values in the Site Parameter set per TYCOM directives? 5 15 . Is the Maintenance Assignment dropdown list populated per TYCOM directives? 5 16 . Is the Work Candidate Status dropdown list populated per TYCOM directives? 5 17 . Are WCs per the Standard Work Center Codes identified at https://www.navsea.navy.mil/Home/SUBMEPP/Products/JFMM/TYCOM / 5

18 . Is there an effective process in place that deletes users as they transfer from the command? 5 19 . Does the Review and Approval queue have work candidates older than seven days below Ship Level Approval? 5 20 . Does the FAS have the current TYCOM directives and are they readily available to the ship? (i.e., Current CNAL User Guide, CNAP OMMS-NG User Guide, Ship’s Force Resource Manual for Aircraft Carrier Availability Planning, TSIMS/MODES User Guide, CNAF 3M Gazette Newsletter (4 Quarters)). 5

Total Points Available 100 Total Points Awarded Inspector Notes:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-19 APPENDIX B

Reporting and Automated Shore Interface (ASI) Processing Confidence Factor (RAF). RAF is the ability of ship’s maintenance and logistics personnel to make sure up-line reporting and ASI processing are done correctly and promptly, and system management of OMMS-NG is within CNAL/CNAP parameters. RAF is defined by the following formula:

Total Number of Points Awarded R A F = ÷ Total Possible Points

Determining RAF: RAF will be evaluated following the guidelines of appendix A (Engineering/Reactor Reporting ASI Processing Confidence Factor (RAF)). P-OMMS will be evaluated using a separate RAF sheet on those ships configured with P-OMMS. Reactor department will receive the P-OMMS RAF grade.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-20 APPENDIX B APPENDIX B SECTION IV-D ZONE INSPECTION ASSESSMENT

OVERALL PROGRAM EVALUATION: Each attribute valued at four points. GUIDELINE FOR PROGRAM EVALUATION: ABOVE STANDARDS: Program is working correctly with few minor deficiencies and is administered by personnel completely familiar with their responsibilities (scoring 90 – 100%). AT STANDARDS: Program has a few significant deficiencies but is meeting the basic goal of the program (scoring 85-89.99%). BELOW STANDARDS: Program has not been properly implemented; a program that has the appropriate directives published with shipboard infrastructure in place, but not correctly executed, or a program with numerous signifi cant deficiencies (scoring < 85%). NOTES: 1. The CNAF 3-M Team senior inspector can determine BELOW STANDARD based on a single major repair level-one safety discrepancy noted during assessment. 2. The conversion of delinquent zone inspection discrepancies to work candidates will not exceed 5% of the total open zone inspection discrepancies evaluated during the inspection period per 4790.1 guidelines. 3. CNAF 3-M Team will randomly select zone inspectors for observation during the zone inspection. Eighty percent (80%) of the selected inspectors and spaces should meet the criteria required to receive a satisfactory in line items 9, 13, 14, 15, 20 and 21.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-21 APPENDIX B Zone Inspection Program Check Sheet # ATTRIBUTE SAT UNSAT 1. Are all spaces of the ship in spected at least once a quarter? 2. Does the CO participate in zone inspections as an inspector? 3. Are the ZIDLs in TSIMS/MODES database correctly prioritized? 4. Are ship's officers and CPOs trained in the conduct of zone inspections? 5. Does the XO participate in zone inspections as an inspector? 6. Does the XO maintain an auditable record for the last 12 months indicating that all spaces have been inspected at least once a quarter? 7. Does the 3MO designate zones, zone boundaries, number of zones and the spaces assigned to each zone? 8. Does the 3MO furnish inspecting party with inspection binders containing blank ZIDLs appendix C section I, zone inspection material guide appendix C section II, and a copy of the last inspection ZIDLs?

9. Are all compartments, gear lockers, drawers, stowage lockers & other enclosures unlocked? 10. Do XO, DCA, safety officer, electrical officer (ELO) or designated representative (E-7 or above) provide specific direction on points of interest or other inspection criteria prior to commencement of zone inspection?

11. ZIDLs in MODES database have adequate information describing the deficiency or problem of the equipment (s). 12. Do DHs, DIVOs or LCPOs ensure all repair level one safety discrepancies are resolved immediately and reported to XO within 24hrs? 13. Do inspectors document all discrepancies on ZIDL? 14. Do inspectors show up on time with flashlight and conduct inspection properly? 15. Do inspectors understand inspection criteria? 16. Does the 3-M Office collect, review, and maintain completed ZIDLs and enter them into MODES module located in TSIMS program? 17. Does the 3-M Office and D3MAs correctly document discrepancies into MODES? 18. Are open ZIDLs in MODES older than 30 days for originating WC deficiencies or older than 7 days for discrepancies beyond the division's capabilities? 19. Does the 3-M Office and 3MAs take hours on closed ZIDLs in MODES? 20. Does each division have a ZIDL folder or binder containing ZIDLs from the last year’s inspections and blank ZIDL forms for each space assigned? 21. Does each division have a CSMP that reflects current condition and discrepancies for each space assigned? 22. Does the 3MO forward the MODES and the Zone Inspection Discrepancy Report to the XO, DHs, PAs DCA, ELO, Safety Officer, DEPT LCPOs, DIVOs and LCPOs for review?

23. Does the XO, DHs, DCA, ELO and Safety Officer review MODES and the Zone Inspection Discrepancy Report for action routed by the 3-M Officer?

24. When corrections are complete, does the department ensure the MODES database is routinely updated to reflect the status of corrective action via the 3-M Office?

25. Does the ship maintain a copy of the Ship's Force assessment for one year and the last three (3) CNAF assessments?

FINAL GRADE Printed Name: _______________________________ Signature: ____________________________________ Command: __________________________________________ Date:______________________

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-22 APPENDIX B Zone Inspection Program Evaluation determines the ship’s ability to conduct thorough space inspections, and document and fix deficiencies. ZIPE is defined by the following formula:

Total Number of Satisfactory Questions X 4 Points ZIPE = ÷ Total Number of Points Available (100)

Determining ZIPE: ZIPE program is evaluated as per Zone Inspection Program Check Sheet. Final grade is applied across all departments.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-23 APPENDIX B APPENDIX B SECTION V OMMS-NG PRACTICAL (MCF) SHIP: DEPARTMENT: WORK CENTER: LEVEL of ACCESS:

If the results of line item 1 or 2 = NO, Automatic Failure ZERO points awarded. 1. 3-M PQS Qualified. YES NO 2. Can user log into OMMS-NG or P-OMMS application using own login? YES NO

Points Awarded 3. Display a list of configuration items (equipment). 10 4. Display a list of work candidates. 10 5. Demonstrate adding a work candidate. 10 6. Demonstrate changing or updating a work candidate. 10 7. Demonstrate closing a work candidate. 10 8. Review work candidate history. 10 9. Order and approve maintenance parts. 10 10. Generate and print CSMP reports.(MJB516 or MJB512) 10 11. Review and approval of work candidates - able to distinguish the following: a. Configuration item - is JCN written against correct configuration item? Does it match the write up? 2 b. Problem description and recommended solution - Remarks sufficient? 2 c. Maintenance level - Does it match what was requested by OWC in the write up? 2 d. Deferral reason code - Appropriate (justified in the write up)? 2 e. 1st and 2nd contacts - Correct? 2 f. EOC - Appropriate and accurate? 2 g. CSMP summary – Does the summary state a problem? 2 h. Deadline date - Invalid or missing for TA 2 and 3, invalid for TA 1 or 4 if assigned? 2 i. Safety Code - Appropriate (justified in the write up)? 2 j. Priority Code - Appropriate (justified in the write up)? 2 Totals 100 Percentage Ship’s Force Name and Rate: Inspector’s Name: ___________________________________________ Date:____________________

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-24 APPENDIX B MDS Confidence Factor (MCF). The cornerstone of the program is the ability of ship’s maintenance personnel to initiate complete and accurate MDS documents. MCF will be determined based on a practical test of a user’s skill in basic OMMS-NG or P-OMMS system navigation. MCF is defined by the following formula:

Total Number of Satisfactory Practical Exams M C F = ÷ Total Number of Practical Exams

Determining MCF: An MDS practical will be conducted for each work center. The work center test sample will include maintenance personnel, RPPOs, WCSs, LCPOs, DIVOs, DHs, and MSC personnel. Those personnel tested who have access levels above WCS will have their grade applied to all WCs under their cognizance.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-B-25 APPENDIX B APPENDIX B SECTION VI 3-M INSPECTION COMMAND TOTAL SCORE 1. The FINAL GRADE consists of two parts. (PPR x .50) + (MPR x .50). A minimum grade point of 85 is required for a passing score. In addition, a CVN WILL FAIL if any of the following are true: a. Two or more “major departments” (C ombat, Air, Reactor, Engineering) fail. b. The overall RAR, SCAR or MPR score is under 85. c. The overall Damage Contro l (DCPO type checks in “40” Work Centers) SCAR is under 85. 2. PPR (PMS Performance Rate). PPR = (MAR x SCAR) divided by 100. This is the overall MAR (combination of PAR and SAR) multiplied by total SCAR (spot check validation) divided by 100 and expressed as a RATE. In other words, if a ship is properly scheduling only 90% of the checks assigned from NAVSEA, and then properly accomplishing those checks at a grade of 90%. Then PPR would be 90 x 90= 8100 divided by 100= 81 PMS Performance RATE. The PMS side counts as HALF of the overall grade. 3. MPR (MDS Performance Rate). The MDS portion gets an overall 50% weight of the overall 3-M Inspection grade. This comes from the weight fleet commanders (CNAL or CNAP) place on CSMP accuracy and validity. This leads to proper planning and budgeting for complex refueling overhauls, extensive yard periods, and getting CVNs out on time and at the lowest cost. The 5 sections detailed in section IV are weighted as: MPR = (MCF x .20) + (ZIDL x .25) + (CVF x .30) + (SRE x .20) + (RAF x .05). 4. OVERALL GRADE is computed as CTS Formula: CTS = Average of DTS DTS = Average of Work Center Score Work Center Score = (PPR X .50) + (MPR X .50) PPR = MAR X SCAR ÷ 100

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-C-1 APPENDIX C APPENDIX C ZONE INSPECTION DEFICIENCY LIST, ZONE INSPECTION MATERIAL GUIDE AND FLOW CHARTS

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-C-2 APPENDIX C APPENDIX C SECTION I ZONE INSPECTION DEFICIENCY LIST (ZIDL) FORM

LOCATION: Page: of

ZONE: DATE:

WORK CENTER INSPECTO R PRESENTER RECORDER

OVERALL GRADE: Outstanding Excellent Satisfactory Unsatisfactory

An UNSAT grade requires inspection with the DH and DEPT LCPO present. Reinspection will be conducted on a new ZIDL form.

Category Codes: S=Safety, D=Damage Control, M=Material, H=Habitability, P=Preservation, C=Cleanliness Priority Codes: 1=Repair Immediately/Critical, 2=Some Repair/Attention Required/Urgent, 3=Routine Repair Item Cat Pri Deficiency JCN or TRBL CALL # & DATE DIVO INIT

____________________________________ ________________________________ DEPT LCPO Signature and Date DEPT Head Signature and Date

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-C-3 APPENDIX C

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-C-4 APPENDIX C APPENDIX C SECTION II ZONE INSPECTION MATERIAL GUIDE This is provided as a general guideline for inspections and is not all-inclusive. It is not intended and cannot replace experience, expertise, and good common sense. Material Checklist

Grade 1. Bull's-Eye Visible and Correct SAT UNSAT N/A a. Compartment number matches CCOL. b. Forward frame number (1 st line) matches frame number (2nd line).(Some passageways may be an exception.) c. Accurate dimensions (12" high X 15" wide). d. Photo luminescent paint (with ex ception of spaces open to topside). e. Frame numbering accurate and visible at each access. 2. Egress Markings SAT UNSAT N/A a. Photo luminescent escape. b. No obstruction. 3. NTD Doors SAT UNSAT N/A a. Compartment information and number on both sides of door. b. Listed on CCOL. 4. DC Equipment SAT UNSAT N/A a. CCOL(s) are computer generated, current and inside a CCOL holder (single, duplicate, and partial). b. CCOL posted and visible at each entrance. c. Compartment number on Bull's-Eye and CCOL match. d. CCOL is stamped duplicate or partial (as applicable). e. Partial CCOL item numbers match CCOL. f. All DC fittings in space listed per NSTM 079 Vol II. g. Valve hand wheels color coded, proper ly labeled, DC classified with frame number and listed on CCOL per NSTM 505 and 079 Vol II.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-C-5 APPENDIX C h. Valves properly lubricated and remote operators connected and operable. i. Deck drains open and close properl y, T-wrench available as required, labeled and DC classified, posted on CCOL, all screws must be installed and properly maintained. 5. Lighting SAT UNSAT N/A a. Lighting fixtures are properly mounted, and all fasteners are installed. b. Lighting covers are not cracked, covered with paint and all fasteners installed. c. No frayed wiring. d. Darken ship switches work properly. e. No deteriorated gaskets. f. All red and white lights work. g. Check for light leaks throughout space (turn lights off to inspect). 6. Additional Items SAT UNSAT N/A a Lagging intact, painted. b. Air test fitting caps secured. c. Fire main jumper hoses hydrostatically tested per MRC. d. Sounding tube fittings, classification, and numbering. e. First aid, decontamination and traffic markings are clearly visible. f. Porthole, hatch, dogging wrench, T-wrenches, and ventilation weather closure open or closed, end wrenches on station (as applicable). g. Damage control shoring, present and in good condition. h. Medical stretchers properly stowed (if applicable). i. Posted safety precautions, warning signs, and operating instructions. j. Posted First Aid instructions (4 step). k. Safety nets installed, properly tagged, no tears or worn straps and all hooks or eyes in place. l. First aid boxes are properly marked, tamper-proof seal intact. m. Inspect for unauthorized flammable materials. n. Frame numbering at least once in a compartment < 24 ft in length and every 24 ft in compartments > 24 ft in length. o. Installed and portable eye-wash stations operational, PMS current, alarms operational.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-C-6 APPENDIX C p. Verify any Danger and Caution tags are filled out properly per TUMS and JFMM. 7. Battle Lanterns SAT UNSAT N/A a. Rubber boot free of cracks and tears. b. Operates, in good physical condition. c. Correctly positioned to illuminate vital gage boards and escape routes. d. Properly mounted (fixed units not able to be removed from bracket). e. Battery power sufficient, no leaks. 8. CO2 Bottle SAT UNSAT N/A a. Record tag attached and correctly filled out. b. Tamper seal intact and snug. c. Bracket secured to bulkhead. d. CO 2 decal in place. e. Horn and hose assembly free of paint, no deterioration. f. No electrical tape on metal fitting at valve. 9. PKP Bottle SAT UNSAT N/A a. Record tag per MRC. b. Tamper seal intact and snug. c. Hinged securing strap with lanyard and pin are attached to mount. d. Bracket secured to bulkhead. e. PKP decal in place. 10. Fire Station SAT UNSAT N/A a. Hose neatly stowed 6" off deck, on camel. b. No verdigris on interior or exterior of nozzles, strainers, hose couplings and Y- gates. c. Current hydrostatic date stenciled on hose per MRC. d Fire plug (FPL) bull's-eye correct, red and white characters only (8-1/2"H X 18"W) and lists FPL and all COVs for FPL. e Navy Vari-Nozzle on hose and in bracket. f Y-gate connection to hose is secured and connection without hose is open. g Necessary equipment to operate FPL must be on station per MRC.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-C-7 APPENDIX C 11. Bulkheads and Decks SAT UNSAT N/A a. General cleanliness and no rust. b. Paint condition (no runs, good condition). c. No holes or missing rivets. d. Angle irons clean. e. No unused brackets. f. Penetrations sealed properly (turn lights off to inspect). g. Proper insulation and lagging for hot or cold (as applicable). h. Tanks and voids properly DC cla ssified, marked, closed, and safety precautions posted (as applicable); listed on CCOL. i. Deck covering material intact and maintained. j. Pad-eyes weight test data plate installed and within periodicity. 12. Berthing SAT UNSAT N/A a All lockers and bunk drawers locked. b TV(s) operational. c Watch, Quarter and Station Bill posted. d Racks made. e Rack curtains installed, clean and in good condition. f Bedding and linen clean. g Rack lights in working order (no unauthorized modifications). h No personal gear adrift. i Ironing board and legal iron present. j Tables and chairs in good condition. k General cleanliness. l Space secured for sea. 13. Archways and Ladders SAT UNSAT N/A a. Three nonskid strips (no gaps) on the deck of both sides of archways and on the deck above and below each ladder. b. Hand-rails and chains in good condition. c. Photo luminescent paint along frame of ladder per NSTM. d. Ladder treads not worn.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-C-8 APPENDIX C e. Handrail and ladder pins intact. 14. Machinery Spaces SAT UNSAT N/A a. Valve hand wheels attached, labeled, painted appropriate color, and not leaking. b. Valves, piping vents properly marked. c. Flange shields properly installed. d. Noise hazard warning signs posted. e. Deck grating, hand-rails clean, in place and secured. f. Deck free of grease. g. No equipment lubricants leaking. h. Lagging intact and painted. i. Flexible hoses have correct hydrostatic test data tag, in periodicity, and correctly filled out. j. All panel indicator lights working. k. No excess HAZMAT. l. Fixed firefighting equipment properly maintained for type of space. m. Bilges dry. 15. Overheads, Piping and Ventilation SAT UNSAT N/A a. Pipes stenciled with functional name of system, have appropriate color and flow arrow every 15' but at least once in space per NSTM (arrows will be no less than 4" in length, pipes with outer diameter greater than 2" will be stenciled with 1" characters, pipes smaller will be stenciled but will not use 3/8" characters or smaller. Pipes too small will have label plates or tags indicating system). b. Cableways clean. c. All penetrations sealed. d. General cleanliness, no rust. e. Vent ducting properly lagged (col d or hot), properly stenciled with functional name of system and flow arrow every 15' but at least once in space per NSTM. f. Ventilation filters and screens cl ean and all fasteners installed. g. Pad-eyes and mono-rails weight test data plate installed and within periodicity. 16. Equipment and Gear SAT UNSAT N/A

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-C-9 APPENDIX C a. No oily, combustible material or excess gear adrift. b. Flammable liquids in proper stowage, labeled “FLAMMABLE/COMBUSTIBLE LIQUIDS”, will have inventory posted, only one week’s worth, and cans properly sealed. c. Space secure for sea. d. Equipment foundations and supports properly preserved. e. Gage calibration within periodicity. f. Gage pointers properly set (red). g. LP air station oil lubricator filled. 17. Electrical Safety SAT UNSAT N/A a. Extension cords, appliance and tools safety checked. b. High voltage warnings posted (as applicable). c. Casualty power terminals pos ted and T-wrenches available. d. Emergency casualty power cables properly identified with number of cables, lengths and stowed. e. No frayed or exposed de ad ended electrical cables. f. Electrical outlets labeled and intact. g. Sound powered phone receptacles covere d, labeled, intact and wire lanyard installed to cover. h. Stuffing tube packed. i. One wire per stuffing tube, cables penetrate via stuffing tubes only. j. Power and lighting distribution panels labeled and intact. k. No unauthorized electrical or el ectronic equipment (refrigerators, coffee pots, fans, air conditioners, microwave, water cooler, etc. without proper authorization forms). m. Power panel megger holes plugged. n. Circuit breaker boxes have no voids. o. Vent controllers DC classified and listed on CCOL. p. Electrical panels, controllers , boxes cover bolts in place. 18. EEBDs SAT UNSAT N/A a. Sufficient number in space. 100% in work-spaces and berthing. 150% in main spaces.

b. Inspection port shows BLUE.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-C-10 APPENDIX C c. One per rack in berthing areas. 19. Office and Work Shops SAT UNSAT N/A a. Chairs in good condition, arms and backs intact. b. Cabinets open properly, door handles intact. c. Shelving installed prope rly, holding bar in place. d. Desk installed or mounted, drawers operate properly and in good condition. e. All lockers open and accessible. f. Space secured for sea with no horiz ontal or vertical movement. g. Rubber matting or diel ectric sheet associated electrical gear and or testing equipment. h. Electrical or electronic eq uipment safety checked. i. HAZMAT stowed in proper locker. 20. Heads SAT UNSAT N/A a. All plumbing operable and pipes have no cracks or leaks. b. No odors. c. General cleanliness. d. Toilets must be clean, free of buildup and toilet paper available. e. Shower curtains and stalls clean and free of mold. f. Hand soap dispenser available and filled. g. Electric hand dryer or paper towel dispenser filled and operational. 21. Access Closures SAT UNSAT N/A a. All dogs on center of strike plates on WTDs or QAWTDs when secured. b. All dogs present and able to be secured on WTHs. c. Hand wheels tight within ¼ turn of WTSs when secured. d. No paint on knife edges or gaskets, dogs, and striker plates. e. No loose dogs when WTH or WTD secured. f. No gap on gasket. g. No paint on moving parts. h. DC classification on both sides of door. i. Photo luminescent paint outlining door leading to egress.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-C-11 APPENDIX C j. Photo luminescent exit sign on bo ttom of door and within 5' of access. k. Label on both sides of hatch or scuttle. l. Door opens and shuts completely. m. Adequate non-skid strips (no gaps) on the deck on both sides of door. n. Listed on CCOL.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-C-12 APPENDIX C APPENDIX C SECTION III LIGHTING TROUBLE CALL FLOW CHART

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-C-13 APPENDIX C

AIR CONDITIONING (A/C) NOT OPERATING TROUBLE CALL FLOW CHART

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-C-14 APPENDIX C

FAN ROOM FLOODING TROUBLE CALL FLOW CHART

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-C-15 APPENDIX C WATER CLOSET (TOILET) CLOG TROUBLE CALL FLOW CHART

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-D-1 APPENDIX D APPENDIX D SKED 3.2 SETTINGS AND PREFERENCES

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-D-2 APPENDIX D SKED 3.2 SYSTEM USER SETTINGS The following SKED system user settings are detailed in the table below. Commands will configure user roles as listed below.

Permission

Primary Tab ADMIN 3MC DH DIVO WCS LCPO D3MA CREW Create FBR FBR X X X X X X Delete FBR FBR X X X X Delete Feedbacks FBR X Export Approved Feedbacks FBR X Set Feedback Preferences FBR X Sign FBR FBR X X X X X Add Equipment to a MJC Task

General

X

X

X

X

X

X

Add or Modify User Accounts General ** X Create User Report General X X X X X X Create, Delete, Modify Local Report

General

X

X

X

Disable User Accounts General X Import and Export Equipment General X Load Navy PMS Compact Disc (CD) General X Modify the CoC General X X Print MIP and MRC Documents General X X X X X X X

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-D-3 APPENDIX D SKED 3.2 SYSTEM USER SETTINGS

Permission

Primary Tab ADMIN 3MC DH DIVO WCS LCPO D3MA CREW Record Spot Check Results General X X X X X X Schedule Spot Checks General X X X Schedule Training Assignments General X X X X Set Global Preferences General X Set UIC Preferences General X Trigger MJC Work Candidate General X X X X X X Update Global Events General X Admin Tab Visible General X X X X X X Acknowledge Weekly Closeout Work Center X X X X X Add Work Center Journal Entry Work Center X X X X X X Approve MRC Lineout Customizations

Work Center

X

X

X

X

Assign Check and MRC Crew Assignments Work Center X X X X X X Create Work Center Work Center X Delete Work Center Work Center X Edit Check Note Work Center X X X X X X Enable and Disable IEM Work Center X X X X X X

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-D-4 APPENDIX D SKED 3.2 SYSTEM USER SETTINGS

Permission

Primary Tab ADMIN 3MC DH DIVO WCS LCPO D3MA CREW Open 2K (Work Candidate) Work Center X X X X X X Perform MRC Lineout Customizations

Work Center

X

X

X

X

X

X

Perform Work Center Revisions Work Center X X PMS Alert Confirmation Work Center X X X X X Print PMS Deck Work Center X X X X X X Reschedule Checks Work Center X X X X X X Update Check Status Work Center X X X X X X X Update Local Events Work Center X X X X X X Update Situational Measurements Work Center X X X X X X Update Work Center Crew List Work Center X X X X X X Weekly Closeout Work Center X X X X X X

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-D-5 APPENDIX D SKED 3.2 GLOBAL PREFERENCES SKED 3.2 Global Preferences will be set as referenced in the tables below:

PMS Art Path (as per system installation) OMMS .INI File Path (as per system installation) OMMS Mode OMMS Download Open work candidate? No Submit Completion work candidate? Yes Submit Open work candidate? Yes Download Stock Check Yes OMMS Download Equipment Yes OMMS PMS work candidate Discovery Code 9 Training Path Root (as per system installation) Distance Support Inbox Path (as per system installation) Distance Support Outbox Path Archive Path (as pe r system installation)

Allow CDM Import Document Path (as per system installation) FBR Path (as per system installation) Update Path (as per system installation)

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-D-6 APPENDIX D SKED 3.2 UIC PREFERENCES SKED 3.2 UIC Preferences will be set as referenced in the table below:

Default Training Due Date in Days 60 Weekly Closeout Limit (Days) 1 FBR Approval Limit (Days) 4 Lineout Approval Limit (Days) 7 PMS Alert Acknowledge Limit (Days) 7 PAR Admin Pass or Fail Threshold 85 PAR Periodic Pass or Fail Threshold 85 PAR Situational Pass or Fail Threshold 85 Serial Number Index As per system installation.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-1-E-1 APPENDIX E APPENDIX E FORMAT FOR REPORTING 3-M INSPECTIONS

4790 Ser Date From: Accomplishing Activity To: Commanding Officer (Command Name and Hull Number (if applicable.) Subj: REPORT OF 3-M INSPECTION OF Ref: (a) NAVSEAINST 4790.8 (series); Ships’ Ma intenance and Material Management (3-M) Manual (b) COMUSFLTFORCOMINST 4790.3; Joint Fl eet Maintenance Manual, Volume VI, Chapter 19 Encl: (1) (as required) 1. Per references (a) and (b), a 3-M Inspection of (__________________________) was conducted during the period (Date) to (Date). 2. During this inspection, the following signi ficant deficiencies were discovered: a. (List) Specific department and WC deficiencies are provided in enclosure(s) (1) through ( ). 3. The following overall ship or departme nt numerical assessments are assigned: a. 3-M Total Score __________________ b. 3-M Inspection __________________

(Above, At or Below Standards)

Copy to: Type Commander (with enclosures)

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-1 VOLUME VI CHAPTER 19-2 NAVY EXPEDITIONARY COMBAT COMMAND REFERENCES. (a) NAVSEAINST 4790.8 - Ships’ Maintena nce and Material Management (3-M) Manual (b) NAVEDTRA 43241 - Personnel Qualification Standard for Ship’s Maintenance and Material Management (3-M) System (c) NAVEDTRA 43523 - Personnel Qualificati on Standard for Quality Maintenance Program LISTING OF APPENDICES. A 3-M Inspection Criteria B Format for Reporting 3-M Inspections 19-2.1 ROLES AND RESPONSIBILITIES. a. Type Commander. Exercises primary re sponsibility for the effective operation and support of the Ships’ Maintenance and Material Management (3-M) System. Areas of responsibility include but are not limited to the following: (1) Ashore Maintenance Data System (MDS). (a) R-Supply, Organizational Maintena nce Management System – Next Generation (OMMS-NG). (b) Validation, Screening and Brokering (VSB). (2) Planned Maintenance System (P MS) Scheduling (SKED) software. (3) Current Ship’s Maintenance Project (CSMP). (4) The screening and processing of Feedback Reports (FBR). (5) Maintaining an inspection data file per 19-2.4.2.e of this chapter. (6) Providing program enhancement requirements to the respective Fleet Commander via N43. (7) Ensuring units are manned with Navy Enlisted Classification (NEC) qualified Type Commander (TYCOM) 3-M Coordinators (3MC) via N1. (8) Analyzing 3-M Inspection (3MI) an d Self-Assessment data, identifying common concerns, conducting root cause analysis, with the development, and implementation of solutions. (9) Ensuring TYCOM inspection team memb ers are qualified to inspect assigned areas. b. Immediate Superior In Command. The Im mediate Superior in Command (ISIC) is responsible for the routine monitoring and evaluation of the 3-M System for all

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-2 assigned activities. Areas of responsibility include but are not limited to the following: (1) Designating a 3-M Officer in writing. The 3-M Officer is responsible for the satisfactory administration of 3-M Programs, per reference (a) and this section, for subordinate commands or activities (2) Monitoring and evaluating 3-M Program for all assigned units. (3) Ensuring 3MIs are current. (4) Ensuring subordinate commands c onduct rigorous quarterly 3-M Self- Assessments and report results to the 3MC. (5) Monitoring the status of troubled systems and Top Management Attention items using the quarterly 3-M Self-Assessment. (6) Ensuring subordinate commands comply with standard Work Center (WC), division and department structure. (7) Tracking and monitoring 3-M ma jor milestones and training events, overseeing, or providing inspection teams and conducting 3-M Spot Checks during ISIC or staff visits. c. Inspection Teams. Areas of responsib ility include but are not limited to the following: (1) Scheduling and conducting 3MIs an d training events as directed. (2) Reporting of training status and cer tification recommendations to the TYCOM to include any perceived barriers to effective and timely completion of 3-M events. (3) Ensuring material failures are adequa tely examined to detect 3-M System inadequacies. d. Commanding Officer and Of ficer In Charge. The Commanding Officer (CO) or Officer in Charge is responsible for establishing an aggressive Self-Assessment Program that validates the administration and execution of maintenance and detects improperly conducted maintenance or falsely reported accomplishments. e. Executive Officer. The Executive Officer (XO) is the command’s 3-M System Manager responsible to the CO for the overall management of the 3-M Program. The XO will: (1) Chair quarterly 3-M System meetings with Department Heads (DH) and the 3MC. (2) Brief the CO on the status of 3-M. (3) Integrate 3-M System training into the command’s training and qualification program. (4) Ensure personnel receive adequate and effective 3-M System training. (5) Ensure the effectiveness of the command’s 3-M Self-Assessment Program.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-3 (6) Act as the final review officer for shifts of maintenance responsibility between departments. (7) Establish a command Zone Inspection Program. f. Command Master Chief. The Command Master Chief (CMC) will: (1) Attend the XO’s quarterly 3-M system meetings providing senior enlisted feedback. (2) Conduct PMS Spot Checks following the command’s policy to ensure required maintenance is being properly performed and documented. g. Command 3-M Coordinator. The 3MC will: (1) Serve as the key 3-M System assistant to the XO. (2) Maintain a file of 3-M System directives, newsletters, notes, and correspondence containing current 3-M Program information and ensure distribution to WC personnel. (3) Maintain copies of the current Force Revision (FR) NAVY PMS Digital Video Disk (DVD), List of Effective Pages (LOEP) for every WC, changes issued between FRs in their original format and classified Maintenance Requirement Cards (MRC). Digital copies are allowed unless there have been changes between FRs. (4) Advise, monitor, and assist Depart ment Heads (DHs), Division Officers (DIVO), Leading Chief Petty Officers (LCPO) and Work Center Supervisors (WCS) in matters concerning the 3-M System. (5) Monitor the Ship’s 3-M Personnel Qua lification Standard (PQS) Program and maintain an auditable record of personnel qualified in 3-M PQS. (6) Maintain a master accountability log of all PMS changes. (7) Develop and maintain a split Maintenance Index Page (MIP) Log. (8) Administer the configur ation management program. (9) Supervise the command’s 3-M Se lf-Assessment Program and provide a weekly status to the XO. (10) Develop and administer the PMS Spot Check Program. (11) Generate a weekly PMS spot check assignment matrix for officers, Chief Petty Officers (CPOs), and designated supervisory personnel. (12) Ensure corrective actions are take n on all unsatisfactory PMS Spot Checks and report same to the XO as part of weekly PMS reporting. (13) Ensure a complete back-up of the SKED system is made on removable media (i.e., DVD or Compact Disk (CD) following completion of the FR update and retain as part of the PMS Master File. (14) Ensure situational requirements ar e triggered in SKED and completed based on unit events.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-4 (15) Ensure that Global Stat es and Triggers are properly set at the command level. (16) Screen all FBRs, verify content, va lidity, serialize and forward within seven days of origination. (17) Maintain accountability of all submitted FBRs and actions taken until corrected or new PMS documentation is received. (18) Ensure the FBR originator and all ap plicable WCs are apprised of action taken and that changes or corrections are implemented when received. (19) Ensure 3-M documents such as Ship’s Maintenance Action Form OPNAV 4790/2K, Ship’s Configuration Change Forms OPNAV 4790/CK (CKs), etc. that require forwarding to a data processing activity are forwarded within seven days of origination or as operationally feasible. (20) Validate 3-M MDS data elements fo llowing the 3-M validation specifications. (21) Ensure 3-M documents returned fo r the correction of data are promptly revised and resubmitted. (22) Track the reporting of completed main tenance actions related to an alteration or because of a configuration change with timely processing of Automated Shore Interface (ASI) configuration and logistic data. (23) Report up-line CSMP maintenance transactions and command’s equipment file corrections at least twice a month. (24) Ensure current external bac kups of the command’s Configuration Management Database are created on removable media (i.e., DVD or CD). (25) Maintain any outstanding paper co pies of message work candidates and OPNAV 4790/2L, either paper or electronic. h. Maintenance Officer. The command Mainte nance Availability Coordinator will be responsible for the coordination of all Fleet Maintenance Activity (FMA) repairs and coordinate closely with the 3MC. The Maintenance Availability Coordinator will also provide a single working level point of contact and coordinate the command’s requirements with the requirements of the FMA. These duties include: (1) Technical review of work requests submitted for FMA accomplishment. (a) Ensure readability a nd technical correctness. (b) Prevent duplication of work reque sts for ship alterations, and other Master Job Catalog (MJC) originated deferrals. (c) Collect supplemental 4790/2L reque sts for routine work (i.e., lagging, painting, label plates, tiling, etc.) from all WCs and prepare an integrated priority list for each type of routine work to maximize the FMAs effectiveness. (2) Ensuring command preparations for an FMA availability are conducted per Volume II, Part I, Chapter 4 of this manual.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-5 (3) Meeting daily during an av ailability with the assigned Ship Superintendent to discuss the status of all active jobs. (4) Attending all FMA production, night work and management meetings. (5) Provide a daily FMA job status to ea ch DH, DIVO and Leading Petty Officer (LPO). (6) Establishment of a Planning Board for Maintenance (PB4M). i. Department Head. The DH is responsi ble to the XO for the operation and execution of the 3-M System within the department. Duties and responsibilities assigned to the DH are not to be delegated. The DH will: (1) Designate departmental 3- M personnel as applicable. (2) Ensure maintenance is prioritiz ed to facilitate accomplishment. (3) Review and approve all depart ment PMS schedules and revisions. (4) Review maintenance action annotations. (5) Acknowledge weekly alerts. (6) Implement a Self-Assessment Program within the department to validate properly accomplished and reported maintenance. (7) Take corrective action on all “Unsatis factory” PMS Spot Checks and report to the XO via 3MC as part of weekly PMS reporting. (8) Ensure all material deficiencies are documented and promptly reported. (9) Review and verify the content and va lidity of all FBRs, digitally sign FBRs within five days of origination. (10) Ensure the Configuration Mana gement Database accurately reflects equipment changes whether the action is performed by command personnel or outside activities. (11) Authorize placement of equipment in to an Inactive Equipment Maintenance (IEM) status, ensure PMS scheduling is annotated accordingly. (12) The review and approval of all depart ment work candidates within four days of creation; ensure completeness, accuracy, and the correct assignment of priority. (13) Review all work candidates in the departmental CSMP every 90 days. (14) Ensure that no classified data or Navy Nuclear Propulsion Information is reflected on 3-M documents designated for off hull distribution. (15) Conduct quarterly meetings with DI VOs, LCPOs and WCS and provide status of departmental 3-M System to the XO.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-6 j. Department Leading Chief Petty Officer. The department LCPO is responsible for the proper operation of the 3-M System within their department. The department LCPO will: (1) Provide 3-M System guidance and training to DIVOs and division LCPOs within their department. (2) Participate in quarterly Self-Assessments. (3) Review all quarterly Self-Assessments and promptly correct discrepancies found within the department. (4) Ensure the proper testing and inspec tion of work done by outside activities prior to job acceptance. k. Division Officer. The DIVO is respon sible to the DH for the execution of maintenance within the division. The DIVO will: (1) Ensure all PMS scheduling changes ha ve been properly annotated and applied prior to DH review and finalization. (2) Review the 13-Week Accountability Log at the beginning of the PMS week and sign at the end of the week if not using electronic accountability in SKED or when SKED is not available. (3) Review and verify the content and valid ity of PMS FBRs within three days of origination. (4) Ensure 3-M documents generated with in the division are complete, accurate and promptly submitted to the DH. (5) Conduct 3-M Self-Assessments as directed by the command’s policy. (6) Provide weekly updates to the DH con cerning the status of the 3-M System within the division. (7) Incorporate 3-M System training into the Divisional Training Plan. (8) Review divisional work candidates a nd the CSMP for validity and accuracy. (9) Conduct monthly briefings for the DH on the status of all work candidates. l. Division Leading Chief Petty Officer. The division LCPO is responsible for the proper operation of the 3-M System within their division. The division LCPO will: (1) Supervise WCSs in the execution of daily maintenance. (2) Ensure WCSs are properly trained, equipped and are knowledgeable of all WC divisional equipment maintenance requirements. (3) Ensure divisional personnel are pr operly trained and qualified to conduct maintenance. (4) Verify all divisional WC equipment is covered by PMS. (5) Ensure PMS is properly scheduled and conducted, including all underway and special evolution situational “R” checks.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-7 (6) Review WC PMS records (i.e., FRs, Advanced Change Notices (ACN) and PMS FBRs and Responses), approve all lineouts and additions on the LOEP, MIPs, and PMS schedules prior to DIVO and DH reviews. Ensure proper justification is noted on each lineout. (7) Review and approve non-applicable procedural steps lined-out on MRCs. (8) Review and sign the 13-Week Accountab ility Log at the end of the PMS week (if not using electronic accountability in SKED or when SKED is not available). Ensure checks added that week are hand-written into the blank accountability log. (9) Review the PMS Scheduling Forecasti ng Report to ensure that all Tools, Parts, Material and Test Equipment (TPMTE) are available to support upcoming maintenance actions. (10) Provide the DIVO a weekly status of the division’s Self-Assessment Program, CSMP and PMS. (11) Ensure the Configuration Manageme nt Database reflects current ship’s configuration. (12) Ensure FBRs are submitted reques ting LOEP changes to reflect system, equipment and component installs or removals. (13) Review and verify the content and va lidity of PMS FBRs within two days of origination. (14) Ensure the divisional CSMP accu rately reflects material conditions. (15) Review and approve work candidates, act as the second point of contact for work candidates and provide the DIVO a weekly brief on the status of all work candidates in the CSMP. (16) Ensure proper testi ng and inspection of work done by outside activities prior to job acceptance. (17) Coordinate repair activ ities within the division. (18) Review, approve, and close out weekly schedules. m. Work Center Supervisor. The WCS will be a senior petty officer assigned to the work center and qualified per reference (b). The WCS will: (1) Maintain a detailed working knowledge of all equipment deficiencies within the WC. (2) Ensure WC personnel have complete d 3-M PQS training commensurate with position held. (3) Ensure PMS covers all maintenance worthy equipment in the WC. (4) Maintain an accurate and current LOEP. (5) Ensure 3-M System WC files and pu blications are complete, current, and available to WC personnel.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-8 (6) Ensure WC initiated 3-M documentation is correct, legible, promptly prepared and submitted. (7) Maintain a 13-Week Accountability Log containing the current and previous 13-Week Log if not using electronic accountability in SKED or when SKED is not available. (8) Prepare weekly WC schedule, obtai n required approval, assign maintenance personnel, and update schedule to reflect status. (9) Ensure equipment changes, add ons and removals are reflected in the Configuration Management Database and, if not, report via a CK to the Configuration Data Manager (CDM). (10) Provide MRCs reflecting procedur al step lineouts and a listing of non- applicable R-Checks for review by the division LCPO or LPO. (11) Ensure FBRs are submitted whenever: (a) Maintenance requirements are not fully understood. (b) Errors are believed to exist. (c) Entries in the TPMTE block are wrong or inadequate. (d) Additional coverage is needed. (e) Performance of the maintenance requirement would cause a hazardous condition to exist. (12) Ensure prompt reporting of all material deficiencies and completed maintenance actions. (13) Ensure Periodic Maintenance Requirements scheduled for command accomplishment are completed and reported as required. (14) Ensure test and measurement equi pment or other portable support equipment is delivered for test or calibration as scheduled. (15) Ensure the DIVO and division LCPO or LPO are advised of all 3-M System activity within the WC. (16) Spot check completed equipment file validations; ensure accuracy of the information and PMS scheduling equipment associations. (17) Review the PMS Scheduling Forecasti ng Report to ensure that all TPMTE is available to support upcoming maintenance actions. (18) Ensure all WC weekly schedules are updated daily. n. Maintenance Personnel. Maintenance personnel will perform all PMS as assigned utilizing PMS documents in SKED and ensure Check Notes contain amplifying information and tagout identifiers as required. Maintenance personnel will: (1) Perform assigned maintenance. (2) Notify the WCS when:

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-9 (a) An MRC is not fully understood, ap pears to be incorrect or cannot be accomplished as written. (b) There are issues with the TPMTE block of the MRC. (c) The technician has doubts concerning his or her ability to perform the maintenance. (d) Equipment deficiencies or casualties are discovered. (e) Factors exist which would make performance of the maintenance unwise or dangerous. (3) Initiate FBRs when discrepancies ar e discovered during the performance of an MRC. (4) Inform the WCS when planned main tenance requirements are complete. (5) Annotate PMS schedule to reflec t accomplishment of maintenance. (6) Sign 13-Week Accountability Log if not using electronic accountability in SKED or when SKED is not available. 19-2.2 QUALIFICATIONS. All personnel assigned to billets associated with the 3-M system must be 3-M PQS qualified for the assigned billet per reference (b). Evidence of qualification in support of 3-M requirements must be maintained by the command in an auditable fashion. In addition to 3-M PQS qualifications, all personnel assigned to accomplish 3-M related maintenance on systems listed in Volume V, Part 1,Chapter 2 paragraph 2.2.1 of this manual, must be qualified per reference (c). Table 19-2-1 reflects the PQS qualifications required to fill 3-M billets. Table 19-2-1 - Required PQS Qualifications 3-M Coordinator PQS-307 3-M Assistant PQS-306 Department Head PQS-306 Department LCPO PQS-305 Division Officer PQS-304 Division LCPO PQS-304 Work Center Supervisor PQS-303 Repair Parts Petty Officer PQS-302 or RPPO Continuous Training and Qualifications Software Maintenance Personnel PQS-301 19-2.3 PLANNED MAINTENANCE. 19-2.3.1 Minimum Standards. MRC accomplishment is critical for maintaining equipment in a ready state and achieving expected service life. The maintenance tasks directed by MRCs are the minimum standards for organizational (shipboard) preventative maintenance and therefore

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-10 equipment degradation can be assumed if maintenance is deferred. The following provisions are provided to maximize on time performance of PMS and provide increased fleet latitude in maintaining equipment. a. MRCs are prepared as instructions to complete a maintenance task based upon the premise that the personnel assigned to perform the task have sufficient knowledge of the rate listed on the card and are qualified to perform maintenance as directed by the MRC. The MRC will be accomplished in sequential order, adhering to all Warnings, Cautions and Notes. Routine sub-steps (i.e., fastener removal, steps to don and remove Personnel Protective Equipment (PPE), turning on a vacuum) may or may not be included in the MRC and their absence should not prevent the maintainer from completing the maintenance task. b. Per Naval Sea System Command (NAVSEA), procedures are written at a level of detail based on the assumption maintenance personnel are trained, qualified, and supervised by experienced leadership to execute the maintenance consistently and expertly. They exist to provide a common standard, specify acceptance criteria, communicate warnings, and cautions specific to the maintenance and provide proven maintenance practices. They are not intended to: (1) Supplement or duplicate rules and pr ocedures that must be followed for hazards generally associated with the equipment, such as Hazardous Material Handling, Electrical Shock Risk Management, etc., but not specifically associated with a step of the procedure. (2) Identify every process and every wa rning associated with the maintenance environment of the component being maintained, such as aloft, in tanks, near an active flight deck, in a heat stress area, etc. (3) Specify every possible action of the maintainer. c. Leadership will uphold standards for comply ing with maintenance procedures. This standard does not mean the maintainer is expected to robotically follow the MRC word-by-word. Leadership, trainers, monitors, auditors, and inspectors should not expect it. The key word here is intent. The objective is to perform the intent of each step (not necessarily step-by-step performance). d. If a step is missing that is necessary to complete the task, and that step is not obvious to the Maintenance Person (MP), a FBR should be submitted. e. MRC completion status is dependent on the accomplishment of all procedural steps on all equipment listed on the MRC or its accompanying items listed on the Location Guide List (LGL) section of the MRC. f. The performance of additional rational ac tions during the accomplishment of an MRC is authorized. Examples of such actions include turning on and off items utilized during the performance of the MRC, such as vacuum cleaners, test equipment, etc., general housekeeping, cleaning up or containing spilled fluids or dirt. g. The substitution of any tools, materials or test equipment not held by the activity should be considered prior to deciding to defer the maintenance until the exact tools, materials or test equipment listed on the MRC are procured. This is especially critical

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-11 for frequently required maintenance where several performance cycles can be missed while waiting for supply to provide the correct items. Substitution requirements are provided by reference (a) and other technical documents. 19-2.3.2 Functional Components. a. PMS Master File. The Master File, maintained by the units 3MC, contains information relative to PMS requirements that are specific to equipment for which the command is responsible. The Master File provides for duplicate issue of missing MIPs and MRCs, contains supplementary information provided by Naval Sea Logistics Center Detachments Norfolk or San Diego and serves as a repository for changes received between Navy FR distributions, which must be retained on file until the changes are reflected in a subsequent FR. Master File content is delineated in Appendix A, Section II, Command Level Effectiveness Review (CLER). b. Work Center PMS File. The WC File provides a ready reference of planned maintenance requirements and information to be retained in the working area for use by the WCS and maintenance personnel. The WC File contains only the documents and information applicable to a particular WC. The content of the WC File is delineated in Appendix A, Section I-B, Scheduling and Execution Effectiveness Review. c. Interim MRC Procedures. The comma nd may develop interim MRC procedures based on experience and applicable technical manuals in support of equipment or systems without PMS coverage until formal documentation is received. Before scheduling preliminary MIP requirements, the WCS and the DH must verify their applicability to installed equipment. d. Weekly Status Report. The weekly PMS M onitoring status reports will be retained (electronically if desired) by the 3MC for 12 months. These reports from the 3MC to the XO will contain, as a minimum, the information cited in paragraphs 19-2.3.2.d.(1) through (6) of this chapter. (1) Completed Spot Check and Monitored MRC results. (2) Completed WC audits and results. (3) The number of FBRs over seven days ol d that have not been reviewed by the Chain Of Command (CoC). (4) Abatement and corrective actions comp leted because of a monitoring program finding. (5) IEM Details Summary Report. (6) Overdue (Alerting) MRCs a nd plan of corrective action. e. Change Service Accountability Log. The Change Service Accountability Log (CSAL) (Figure 19-2-1) provides a definitive record of all changes to a command’s 3- M Program. Whenever a change to a command’s 3-M Program is directed (be it from an FR, FBR, ISIC direction, etc.), the change will be routed to the concerned WCS(s) via a memorandum. Whenever such a memorandum is issued, it must be recorded in

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-12 the CSAL. Once the WCS reports the directed change has been completed, the 3MC will file the WCS’s response and annotate in the CSAL that the action is complete. (1) The CSAL is comprised of the actual l og sheet, a copy of all memos routed to the WCS and the memo from the WCS to the 3MC indicating completion. (2) The importance of the CSAL cannot be overstated. Basically, it provides for a day-to-day, year-to-year record of changes to a command’s planned maintenance program. It is also a turnover document at deployment sites, allowing a current command to quickly identify all changes from a previous command. Finally, it will be inspected during all command 3-M assessments and inspections, providing visibility as to how well a command manages 3-M from one inspection to another.

Figure 19-2-1 - Change Service Accountability Log

FR Change Number or Authority Date RCVD Cognizant Dept. or WC Date Cover Sheet Issued Date Cover Sheet Returned Date Master File Updated or Item Closed Summary of Change

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-13 19-2.3.3 Related Maintenance. Related maintenance, so designated by the ISEA or Technical Warrant Holder, is determined from the MIP. The RELATED MAINT column of the MIP reflects related maintenance requirements. Related requirements are positioned on the MIP to line up directly across from the MRC to which they are related. Related maintenance requirements are also identified in the TPMTE section of the MRC under MISCELLANEOUS. a. Related Maintenance Categories. (1) Mandatory Related. Mandatory relate d maintenance requirement(s) are those maintenance actions that must be accomplished concurrently with another maintenance requirement. The mandatory relationship is indicated with the use of the # sign. If the mandatory related maintenance resides on the same MIP, it will be reflected in the RELATED MAINT column as “periodicity#” (i.e., M-3#). If the related maintenance resides on another MIP, it will be reflected as “MIP:periodicity#” (i.e., IC-013/033:M-4#). Mandatory related maintenance requirements are automatically scheduled by SKED. NOTE: MANDATORY RELATED REQUIREMENTS MUST BE LINKED IN SKED TO BE AUTOMATICALLY SCHEDULED. (2) Convenience Related. Convenience related maintenance requirements are those maintenance actions that can be accomplished concurrently with another maintenance requirement to save time (preliminary steps and tag-outs already accomplished) or for work force considerations. If the convenience related maintenance resides on the same MIP, it will be reflected in the RELATED MAINT column as “periodicity” (i.e., M-5). If the related maintenance resides on another MIP, it will be reflected as “MIP:periodicity” (i.e., EL- 010/001:M-4)). In both cases, the # symbol is omitted. The WCS manually schedules convenience related requirements. (3) Conditional Related. Conditional related maintenance requirements are those maintenance actions that are performed when specific conditions are present or specified parameters are not met on the referencing MRC. Conditional related maintenance will appear on the MIP in the same manner as convenience related maintenance. The WCS manually schedules conditional related requirements. (4) None. No related maintenance is reflected as “None” in the RELATED MAINT column. b. Work Center Supervisors Actions. WCSs are encouraged to review their schedules on a regular basis for opportunities to perform other PMS when an equipment or system has maintenance actions scheduled. Rescheduling of PMS to take advantage of other system maintenance, convenience related, is highly recommended. (1) If an MRC has related maintenance fr om another MIP, review the related MIP and MRC and determine if it requires assistance from another WC. (2) If the related MIP and MRC does not require assistance from another WC and is not on the lead WC LOEP, submit a FBR to have it added to the LOEP.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-14 (3) If the related MIP and MRC requires assistance or completion by another WC and is mandatory, convenience or conditional related then it should also be on the lead WC LOEP. If it is not on the lead WC LOEP, submit an FBR to have it added to the LOEP. If the related MRC requires technical assistance, a special NEC, or another rating, that is not part of the lead WC, then the person with the technical training, special NEC or required rating should be temporarily added to the lead WC “Crew List” and assigned the related maintenance in either an assist or performance role. All WCSs involved will collaboratively plan the required maintenance and may adjust schedules based upon individual workload. When the maintenance is completed, the lead WCS will mark the MRC as completed. NOTE: WHEN EQUIPMENT IF FULL Y OPERATIONAL AND WILL NOT BE UTILIZED FOR EXTENDED SHUTDOWN PERIOD. 19-2.3.4 Inactive Equipment Maintenance. a. Inactive Equipment. A piece of equipmen t or system intentionally placed in a hibernated state for a specific period with the intention of reactivating that equipment or system at the end of that period. (1) Status I. Equipment that will: (a) Remain onboard, (b) Is not scheduled for corrective maintenance or overhaul, or (c) Will be inactive during extended shutdown periods and maintenance availabilities as determined by the DH. (Example: Caterpillar 120M Road Grater.) (2) Status II. Equipment that is inactive and: (a) Subject to corrective maintenan ce, overhaul, or removal for safe storage, (b) Temporarily transferred to another activity for maintenance responsibility for extended shutdown periods as determined by the DH, (Example: Combatant Craft.) (c) When craft is going into an av ailability for engine overhaul. b. Implementation and Responsibility. Wh ile inactive, minimum maintenance is performed to ensure the success of the reactivation. The IEM section of the MIP will cover this maintenance. However, consideration should also be given to active PMS maintenance checks (i.e., M-1, Q-1, A-1) that can be manually added and performed during this period of inactivity. (1) To implement procedures for the accomplishment of PMS for equipment declared in an inactive status, current PMS schedules are modified to annotate the requirements listed in the IEM section of the MIP. For advance planning and scheduling of maintenance to take place, it is necessary to determine and identify the extent to which unit or Ship’s Force personnel will conduct PMS

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-15 during an inactive period. MIPs in each WC will be reviewed to determine if equipment has IEM coverage (i.e., Lay-Up (LU), Periodic Maintenance (PM), Start-Up (SU) and Operational Test (OT)), if the coverage is adequate, and what procedures to follow if there is no IEM coverage on the MIP or provided coverage appears inadequate. The DH is responsible for determining equipment IEM status. When placing a system or equipment in IEM status, the DH will also determine the IEM start date to be reflected in SKED. The IEM end date will not be applied in SKED until the system or equipment is ready to be brought out of IEM status. All periodic PMS that would have been scheduled during the IEM period should be reviewed for applicability, with applicable maintenance accomplished prior to operating equipment. (2) IEM procedures are listed on MIPs and separated from operational PMS by a horizontal line. The IEM section is titled “Inactive Equipment Maintenance” and is prefaced by the following statement: “The following requirements will be scheduled when equipment is inactivated for periods of prolonged idleness.” When there are no IEM requirements the words “None required” will appear under the Inactive Equipment Maintenance Section of the MIP. When IEM procedures are inadequate, submit an FBR. The unit should consider all factors that affect equipment deterioration and take necessary precautionary measures. These factors include environmental conditions, equipment location, susceptibility to damage or other factors that cannot be anticipated when IEM procedures were originally developed by the cognizant ISEA or design activity. (3) The lack of IEM requirements on a MI P does not prohibit placing that system or equipment into an inactive state. Additionally, certain locations require precautions and maintenance not required force-wide. The unit should consider all factors that affect equipment deterioration and take necessary precautionary measures. The WCS or LCPO is responsible for identifying factors that are inadequate and may require additional preparation and maintenance of the inactive equipment while reporting same to the DH for approval. Factors may include environmental conditions, equipment location or susceptibility to damage. For those actions that are recurring in nature, the WCS should submit a FBR for possible MRC development. c. IEM Scheduling. SKED provides the capability to perform IEM scheduling. (1) Status I. The scheduling of main tenance for Status I inactive equipment utilizes conventional PMS scheduling techniques. LU checks will automatically be added to the schedule at the beginning of IEM by SKED. PM checks will be manually added to the schedule by the WCS for the period of IEM following the guidelines of the MIP. At the conclusion of IEM, SU checks and routine PMS will automatically be added to the schedule by SKED. SU checks must be accomplished the week IEM ends. All periodic checks added at the end of IEM, can be moved to the right, not to exceed the allowable date range. Since the MRC date range cannot be applied to the left into the IEM period, the MRC date range can only be moved to the right and

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-16 therefore only the plus value of the specific range. For example, the date range for a monthly is 21-41 days. The requirement can only be moved (scheduled) ten days to the right and will not go into “alert” until after the 10th day. This allows the MP or WCS scheduling flexibility within the plus side of the date range of the MRC. (2) Status II. The scheduling of mainte nance for Status II inactive equipment utilizes conventional PMS scheduling techniques, however, not all scheduled IEM PMS may need to be accomplished by the unit or Ship’s Force. LU checks will automatically be added to the schedule at the beginning of IEM by SKED and may be marked “NA” if the LU check did not support the equipment being removed from the unit or “Accomplished by Higher Authority” symbol if completed by the intermediate or depot level maintenance activity. PM checks may be required to be scheduled during the IEM period. At the conclusion of IEM, SU checks and routine PMS will automatically be added to the schedule by SKED. SU checks must be accomplished the week IEM ends and may be marked with the “Accomplished by Higher Authority” symbol if they were completed by the intermediate or depot level maintenance activity. Routine PMS added at the end of IEM may also be marked with the “Accomplished by Higher Authority” symbol if they were completed by the intermediate or depot level maintenance activity. All periodic checks added at the end of IEM, can be moved to the right, not to exceed the allowable date range. Since the MRC date range cannot be applied to the left (into the IEM period), the MRC date range can only be moved to the right and therefore only the plus value of the specific range, i.e., the date range for a monthly is 21-41 days. The requirement can only be moved (scheduled) ten days to the right and will not go into “alert” until after the tenth day. This allows the MP or WCS scheduling flexibility within the plus side of the date range of the MRC. NOTE: WHERE THE GOAL OF 100 % ACCOMPLISHMENT CANNOT BE REACHED, THE UNIT’S COC MUST BE KEPT INFORMED OF THE CIRCUMSTANCES THAT PREVENT ACCOMPLISHMENT OF SCHEDULED MAINTENANCE. 19-2.3.5 Scheduling. PMS is a portion of the command’s 3-M Program that provides, in one authoritative system, the scheduling information and technical procedures governing planned maintenance. PMS provides a simple method for scheduling and documenting the execution of planned maintenance procedures. Fleet policy and scope are listed in Chapter 19 of this Volume with the scope identified in Chapter 19, paragraph 19.3 of this Volume. a. Situational maintenance scheduling will be managed utilizing the tools provided by the computer-based PMS scheduling software employed by the activity. All event driven situational requirements will be “triggered” when required and performed per reference (a). b. Check Notes are required in SKED under the following circumstances. (1) When PMS is marked as “lost”.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-17 (2) When PMS is marked as not-applicable. (3) When PMS is marked with the ‘¢ ’ symbol, “satisfied by Higher Level Maintenance.” (4) When PMS requires a tag-out, the tag- out program of record identifier will be entered. c. Alert Notes will be in the format of paragraph 19-2.3.8 of this chapter. 19-2.3.6 SKED. The use of SKED version 3.2 or subsequent versions for PMS Scheduling constitutes full compliance with all administrative provisions of the 3-M Manual. a. Guidance for use of SKED is provided vi a the SKED users guide with help menus, and wizards associated with SKED functionality. b. The Navy PMS DVD or CD-ROM is used to update the command or unit’s SKED PMS data. c. The SKED program uses days to schedule and keep track of calendar periodicities. MRCs are displayed as out of periodicity when they fall outside the established date ranges in the SKED program. These date ranges are as reflected in Table 19-2-2: Table 19-2-2 - SKED Periodicity – Date Ranges Periodicity Date Range Daily None 2D None 3D None Weekly None 2W 9 - 19 days 3W 14 - 28 days Monthly 21 - 41 days 2M 41 - 83 days Quarterly 61 - 121 days 4M 83 - 165 days Semi-Annually 121 - 243 days 8M 165 - 331 days 9M + or - 90 days from scheduled date Annual + or - 90 days from scheduled date Multi-month after annual + or - 90 days from scheduled date

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-18 19-2.3.7 Accomplishing PMS. Maintenance personnel use MRCs to accomplish assigned planned maintenance as described in subparagraphs 19-2.3.7.a through 19-2.3.7.h of this chapter. a. From SKED “My Task” view , review the 13-week report. b. Determine maintenance task(s) assigned. c. Determine when the maintenance task(s) are due. d. Determine what tools, parts, material, te st equipment or supplies are needed. For MRCs that contain inspections and then maintenance actions based upon the inspection findings, the TPMTE needed to perform the follow-on maintenance caused by the inspection findings does not need to be obtained prior to performing the MRC but rather, may be obtained as needed. e. Perform the maintenance on schedule. f. Notify the WCS immediately whenever one or more of the following conditions exist: (1) Anything on an MRC is not fully understood, appears to be incorrect or cannot be accomplished as written. (2) TPMTE prescribed by the MRC is not av ailable, is not correct or questions about substitutions arise. (3) Any doubt exists about your capabilit y, training, or experience to properly perform the maintenance requirement as prescribed. (4) Factors exist which would make perf ormance of the maintenance requirement unwise or dangerous (i.e., disassembly of equipment needed for operations, radiation when prohibited, situations causing safety hazard to exist, etc.). (5) Equipment deficiencies or casualties are discovered. (6) Any provisions or requirements on the MRC cannot be accomplished as prescribed. See paragraph 19-2.4.1 of this chapter for clarification. g. If an MRC can be completed step by step as written, then the maintenance action can be signed off as completed. Report completed planned maintenance actions to the WCS, update the PMS schedule to reflect completed maintenance, annotate, and sign the 13-Week Report if used. If multiple maintenance personnel are assigned to a single maintenance action, the most senior person assigned must update the PMS Schedule, annotate, and sign the 13-Week Report or Check Note if using SKED 3.2 electronic accountability. h. Maintenance actions not fully completed will be reported to the WCS. If material deficiencies or casualties, which are unrelated to that MR, are discovered, the MR can be checked off provided the MR was fully completed, but the discrepancy must be reported via MDS. 19-2.3.8 Non-Accomplished PMS Categories. The WCS or LCPO will add a brief description for each Alert Note for non-accomplished categories using sub-paragraphs 19-2.3.8.a through 19-2.3.8.g of this chapter.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-19 a. System or Equipment Failure. System or Equipment is not operational or in a reduced operational status thus preventing maintenance from being accomplished. CSMP Job Sequence Number (JSN) required in additional text description. b. Inadequate Maintenance Procedures. MRC procedure or steps cannot be accomplished to a point where the maintenance can be considered accomplished. FBR number required in additional text description. c. Unit Operational Requirements. Operat ions prevent the maintenance from being accomplished. Requires additional text description. d. System or Equipment Operational Require ments. Required operation of system or equipment prevents maintenance from being accomplished. Requires additional text description e. Lack of Hazardous Material. Correct Hazardous Material (HAZMAT) not available at the time maintenance was to be performed. CSMP JSN required in additional text description. f. Missing or Incorrect TPMTE. Correct or calibrated TPMTE was not available at the time maintenance was to be performed. CSMP JSN required in additional text description. g. Other. Requires additi onal text description. 19-2.3.9 Accountability. The credibility of the Navy PMS program relies heavily on the individual accomplishing the maintenance. The required dedication and integrity of that individual cannot be overstressed. a. To maintain accountability, personnel ar e required to sign for the completion of assigned maintenance in an Accountability Log if used. The WCS is required to review and sign the Accountability Log weekly to verify the accuracy and completeness of entries. Accountability sheets will be maintained in the WC PMS File for a period of not less than 13 weeks. b. Electronic accountability will be utili zed by commands employing SKED 3.2. When an individual updates the disposition of a check, this is the same as signing and dating a check completion on a 13-Week Accountability Sheet. The disposition of a check will become permanent when the weekly closeout is performed. All PMS maintenance assigned to a MP is presented to them immediately upon SKED 3.2 log- on; and CoC review can be tracked on the Weekly Closeout Signature Sheet. Therefore, there is no need to print and sign the 13-Week Accountability Form. 19-2.3.10 Force Revision Implementation. In addition to the requirements of reference (a), the following steps ensure the most efficient and thorough implementation of an FR: a. The 3MC will: (1) Route the Service Brief to the CoC for review. (2) Enter the FR number from the Automa tic Library Issue Document in the PMS Supersedure and New Issue Accountability Log.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-20 (3) Update PMS and TFR data into SKED prior to routing the change documentation to WCs. (4) Route the FR to WCS for implementa tion. See Figures 19-2-2 and 19-2-3 of this chapter for an example of a routing memorandum and an FR implementation checklist, respectively. (5) Delete SKED FBRs after reflection within the FR. b. The WCS, upon receipt of the chan ge document from the 3MC, will: (1) Make the appropriate entry in the WC Record of Change Log. (2) Make appropriate LOEP, MIP, MRC, etc. changes to the WC PMS File. (3) Apply changes to the WC PMS sche dule utilizing SKED Revision Editor. (4) Route revision changes to division LCPO for review and concurrence. c. The division LCPO will: (1) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor. (2) Review line outs on LOEPs, MIPs and MRCs. Initial all such line-outs to indicate concurrence. (3) Submit PMS schedule to the DIVO for review and concurrence. d. The DIVO will: (1) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor. (2) Review and concur with the lined- out MIPs on the LOEP, MRCs on the MIPs. (3) Submit PMS schedule to DH for review and approval. e. The DH will: (1) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor. (2) Review and approve with the lined-out MIPs on the LOEP, MRCs on the MIPs. (3) Review and approve WC PMS Schedules. f. The WCS makes final entrie s in the WC Record of Change Log, completes the PMS Change Documentation Routing Memorandum, and returns it to the 3MC. g. The 3MC updates the CSAL and notifies the XO that the FR has been installed after receiving all FR PMS Change Documentation Routing Memorandums from the WC.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-21 Figure 19-2-2 - Force Revision Routing Memorandum MEMORANDUM From: 3-M Coordinator To: __________ Work Center Supervisor Subj: FORCE REVISION PACKAGE X-XX Encl: (1) Force Revision Implementation Checklist (2) List of Effective Pages (LOEP) 1. Force Revision Serial: X-XX has arrived from NSLC. 2. The SKED Force Revision (FR) update is complete. Begin your WC FR implementation using enclosures (1) and (2); complete through your Department Head no later than (Day Month Year). 3. Corrections, including those to LOEP, MIP and MRC, should be made immediately. Make certain ACNs and FBR responses are reflected in the FR. If not, maintain the copies and changes to your MIP(s) and MRC(s) until reflected in a subsequent FR. 4. MRCs with procedural line-outs previously approved by the LCPO must again be reviewed by the LCPO to confirm they continue to meet the requirements of the JFMM volume VI, chapter 19. Specifically, in the procedure block, Work Center Supervisors may line-out the non- applicable line items (alternate procedures) that do not pertain to current equipment or configuration when the step includes the words “if applicable” or a note identifies steps to be omitted. These items must be reviewed and approved by the division LCPO. As these changes are WC and maintenance item specific, submission of an FBR is not required.

R/

MC

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-22 Figure 19-2-3 - Force Revision Implementation Checklist MEMORANDUM From ____________________________ Work Center Supervisor To: 3-M Coordinator Subj: FORCE REVISION IMPLEMEN TATION CHECKLIST COMPLETION 1. The following actions have been accomplished in SKED to implement Force Revision X-XX. Task Description Initial Verified all equipment is listed under each MIP. Verified new or changed MRCs (green or yellow) are added to the correct Maintenance Item (equipment).

Verified all applicable MRCs for each piece of equipment are active. Verified all MRC’s have associated “Related Maintenance” attached. Verified that Safety of Ship is toggled to “YES” if applicable. Verified that all MIP lineout’s have a technical reason documented for deletion. (Select the “Pencil” Icon on top row)

Verify Maintenance Item Serials & Locations are correct. Upon completion of implementation Marked Complete for digital approval by: LCPO, Division Officer and Department Head. LCPO DIVO DH 2. After DH approval: LCPO run SKED report PMS Documents and Customized MRCs – Line-outs. Verify each procedural lineout meets JFMM volume VI chapter 19, paragraph 19.6.11 requirements.

WCS create an excel spread sheet from the Maintenance Outlook Report as a minimum electronic backup forecasting as many quarters in advance as available and store it on your hard drive (not a LAN drive) in the event of the LAN crashing.

WCS select “Work Center” from the upper menu and “Update Unassigned Slots.” Initially, any MRC without ownership will be assigned to the WCS. Reassignment by the WCS or LCPO will follow.

3. Printing requirements for MRCs are determined by individual command policy. Printed MRCs must come from “PMS Documents” (not PMS Viewer). 4. The only required documents in the WC PMS file are: a. Classified MRCs. b. MRCs required by the command. c. MRCs with pen & ink changes authorized by ACNs or answered FBRs.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-23 5. Approval Signatures: Position Signature LCPO DIVO DH 3MC

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-24 19-2.3.11 Planned Maintenance System Feedback Reports. PMS FBRs are used to identify problems with PMS documentation or to request the addition or deletion of PMS coverage. Issues with the periodicity, rates, man-hours, TPMTE and procedure may all be reported via an FBR. An FBR is also used to request copies of classified MRCs, request the addition or deletion of a maintenance requirement to or from a MIP, splitting a MIP between WCs, shifting of maintenance responsibility or to request PMS coverage for newly installed systems or equipment. Paragraphs 19-2.3.11.a through 19-2.3.11.j of this chapter provide amplifying information dealing with the issues that may prompt the submission of an FBR. a. Periodicity. An FBR can be used to reque st the increase or decrease in the frequency of a maintenance action, (i.e., MRC). However, the originator needs to keep in mind that the unit has the prerogative to increase the frequency because of harsh weather, unusual operating conditions or corrective maintenance and associated testing requirements. b. Rates. The Rates block on the MRC repr esents the developer’s recommendation of the skill level (rate and rank) best suited to accomplish the maintenance action. The key word is recommendation. Qualified personnel other than the rate and ranking specified may be assigned. When a DCPO, Safety Petty Officer (SPO) or NEC is assigned, substitution of other personnel is not allowed other than those exceptions as noted in reference (a). An FBR requesting the rate on an MRC be changed from an ET2 to an FT2 will probably not pass TYCOM screening, yet a FBR requesting the addition or deletion of personnel will generally pass to the cognizant technical activity for review. c. Man-hours. The MRC reflects the average time per equipment, per person. It does not reflect or account for gathering and putting away tools, tag-outs or time removing and replacing interferences. From a maintainer’s perspective, this is not an accurate representation of the time required to accomplish the maintenance action. The Future of PMS initiative will attempt to do a better job of accounting for this additional time but until then, FBRs should be submitted only when the allotted time per equipment is significantly out of synch with the actual time required. For example, an MRC calls out 0.5 man-hours per equipment, but it takes 1.0 man-hours. d. Tools, Parts, Material and Test Equipm ent. TPMTE FBRs should be submitted when the procedure calls for an item not listed in the TPMTE block or when the TPMTE block lists an item not called out in the procedure. Updating the MRC to reflect common hand tools, administrative or office supplies and basic housekeeping items is addressed in paragraph 19-2.3.11.k.(1) of this chapter. e. Procedure. Procedures are written at a level of detail based on the assumption maintenance personnel are trained, qualified, and supervised by experienced leadership to execute the maintenance consistently and expertly. MRCs exist to provide standardized proven procedures, specify consistent acceptance criteria and to communicate warnings and cautions relative to the specific maintenance action. They are not intended to specify every possible action of the maintainer. There may be instances where an obvious typographical error exists on the MRC (example: Turn switch to ON; however, switch may already be ON and the intent of the step is to turn unit off, the card should read Turn switch to OFF). This type of error should not

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-25 prevent the scheduling or performance of maintenance. However, in this situation, the accomplishment of the MRC is not possible until the WCS reviews the error and concurs that it is safe to proceed. A temporary notation including the reason for the correction must be made on the MRC, initialed by the WCS and a FBR submitted. Extreme caution will be taken when reviewing MRCs for this type of error. Errors must be obvious typographical errors and a PMS FBR must be submitted immediately upon discovered. Do not permanently alter the MRC until authorized by the applicable SYSCOM, ISEA or NSLC Detachment. If a step is missing that is necessary to complete the task, and that step is not obvious to the MP, submit a FBR to have it added. A FBR submitted to request procedural changes should include the originators contact information and supporting rationale or justification. If, however, a step is missing that is clearly obvious, such as a ladder that was used to install a fixture, but steps were not provided to put the ladder back in stowage, a FBR only serves to overload a process that should be focused on more technical issues. f. Duplicate MRCs. Unclassified MIPs a nd MRCs are now available from the DVD. Copies of classified MRCs still require a FBR request due to handling requirements. g. Addition or deletion of an MRC. During the life cycle of a system, equipment, or component it may become necessary to add a maintenance action to prevent an age- related functional failure or to delete a maintenance action due to inherent reliability not foreseen during maintenance development. A FBR submitted to request the addition or deletion of an MRC should include the originator’s contact information and supporting rationale or justification. h. Newly Installed or Removed Equipment. While a FBR request for PMS coverage will provide initial maintenance coverage or deletion of MIP(s) because of equipment removal, submission of a CK is still required to initiate the rest of the logistic support change process. This point cannot be overstressed; the submission of the FBR does not relieve the unit from initiating a CK. The CK initiates supply support, CDMD- OA changes, command selected record drawing updates and class maintenance plan updates. i. Splitting a MIP. There are instances in which a MIP includes MRCs for more than one WC to perform. When this occurs, a decision is required by the command as to whether the MIP will be split or will be scheduled singly by one WC. Only the XO can authorize the splitting of a MIP if an MRC requires another WC to perform the entire maintenance action. If the decision is made not to split the MIP, then the MRs will be accomplished through the coordination of WCSs. (1) If the MIP is split, the following procedures apply: (a) Submit to the XO a Non-Technical PMS FBR requesting approval to split the maintenance responsibility. (b) Upon receipt of the XO’s concurrence, the 3MC will make an annotation in the remarks block of the FBR stating, “XO concurs with splitting MIP maintenance responsibility”. (2) Upon receipt of the FBR approval:

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-26 (a) Utilizing the SKED Revision Edito r, delete the MRC from the MIP and show the reason for deletion as the designation of the WC assuming responsibility (i.e., EE01). (b) If the WC assuming responsibil ity does not reflect the MIP and maintenance items, utilize the SKED Revision Editor to add them. Schedule only the MRC(s) that pertain to the WC. Reflect remaining as deleted with the reason for deletion the designation of the parent (lead) WC (i.e., EA01). (3) If the situation occurs where a WC removes a split MIP, the following procedures apply: (a) Submit an XO approved, non-technical PMS FBR reporting the decision to remove the split maintenance responsibility. Upon receipt of the XO’s concurrence, the 3MC will make an annotation in the remarks block of the FBR “XO concurs with removing split MIP maintenance responsibility. (b) Upon receipt of FBR approval, utilize the SKED Revision Editor, remove the MIP, MRC(s) and maintenance item(s) from the WC no longer involved. Ensure that the lead WC assumes full responsibility for the MIP and MRC(s) and annotates their schedules accordingly. j. Shift of Maintenance Responsibility. Individual units sometimes consider it necessary to shift maintenance responsibility from one WC to another, to combine two or more existing WCs or to split an existing WC. These requests for changes of PMS maintenance responsibility require XO concurrence and may require final approval by the applicable TYCOM. Due to the considerable administrative burden, requests for this type of change should not be submitted to accommodate a temporary situation such as short-term assignment of two WCs to one supervisor. (1) The following factors should be carefully considered before submitting such requests: (a) Composition of WCs by size and ratings. (b) Scope of maintena nce responsibilities. (c) WC workload. (d) Ease of administration of a WC as a cohesive maintenance group. (e) Importance of WC grouping to equipment maintenance responsibilities, PMS scheduling, MDS reporting and CSMP listings. (2) When changes in maintenance respon sibility are considered necessary, the following procedures apply: (a) Submit a PMS FBR (Non-technical) . Indicate from which WC(s) equipment is to be deleted and to which it is to be transferred. Upon receipt of the XO’s concurrence, the 3MC will make an annotation in

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-27 the remarks block of the FBR “XO concurs with the shift of maintenance responsibility. (b) WC or equipment changes will also be reported in the OMMS/SNAP system via a CK through the CSMP up-line reporting process. (3) Upon receipt of the FBR approval, perform the following actions: (a) The PMS Master File is updated to reflect deletion of the MIP from one WC and addition to the WC receiving the responsibility. The originating FBR serial number is annotated on the affected line item on the LOEP for both WCs. The PMS Master File must contain a record of deleted equipment until the change is reflected in a future FR. (b) Utilizing the SKED Revision Editor, load the affected MIP(s) and MRC(s) to the WC receiving maintenance responsibility. Delete the MIP(s) and MRC(s) from WC shifting responsibility. (c) Utilizing SKED, perform a revisi on to move the equipment from the original WC’s current schedule to the WC receiving the maintenance responsibility. Data is exported from one and imported to the other maintaining equipment history. k. MRC Changes Not Requiring Feedback Reports. The only MRC modifications shipboard or unit personnel may make without submitting a PMS feedback report are as listed in sub-paragraphs 19-2.3.11.k.(1) and (2) of this chapter. (1) TPMTE block. (a) Common hand tools, administra tive or office supplies and basic housekeeping items may be substituted or added by the WCS. The WCS may add notes to the MRC to reflect these substitutions. In the case where specific common tools are called out by description, substitutions are not authorized. For example, substitutions such as using synthetic fiber brushes in place of animal hairbrushes or rags and paper towels in place of lint free cloths are not allowed. (b) Approved parts, materials and miscellaneous item substituted from the supply system, technical manual, or Military Specification, etc., which meet or exceed the requirements may be used. Ensure that substitutions satisfy both the basic maintenance and safety requirements of the MRC. If there is any doubt, a PMS FBR should be submitted specifying substitution desired and reason. (c) Test equipment or certified tools, which meet or exceed the Sub- Category (SCAT) code requirement, may be used. (d) When an MRC pertains to multiple configurations of equipment and the TPMTE block contains tools, parts, test equipment and materials for each unique configuration, the TPMTE block may be tailored for

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-28 the unit’s specific configuration by lining out the items that do not pertain to equipment held. (e) Exception to TPMTE block change: If an item listed in the TPMTE block is not called for in the procedures block, submit an FBR explaining the circumstances. Conversely, if a tool, piece of test equipment, part or material is called for in the procedure block and is not listed in the TPMTE block an FBR should be submitted. (2) In the procedure block, WCSs may line-out the non-applicable line items, such as alternate procedures, that do not pertain to current equipment or configuration when the step includes the words “if applicable” or a note identifies steps to be omitted. These items must be reviewed and approved by the division LCPO. As these changes are WC and maintenance item specific, submission of a FBR is not required. If a step or steps in the procedure block have been lined-out and tools, parts, materials, or test equipment in the TPMTE block pertain only to that step or steps, then they will be lined-out as well with a reference to the step or steps lined-out and approved by the division LCPO. Warnings, cautions, and notes associated with the lined-out step or steps will also be lined-out. l. Types of Feedback Reports. There are two types of FBRs, Technical and Non- Technical. (1) Technical. These FBRs are used to report technical discrepancies inhibiting PMS performance. Technical feedbacks normally adjudicated by an ISEA responsible for the system or equipment covered by the PMS documentation require all the supporting information the originator can provide. The originator should identify the issue, providing as much supporting technical information (Allowance Parts List (APL), Reparable Identity Code, drawing or Hierarchical Structure Code) as available and a proposed response or solution if known. Most importantly, provide point of contact information (name and phone number) so that the ISEA can contact the originator should they have questions. Bottom line, the FBR must be accurate and complete to “stand alone”, that is, the FBR will be understood without additional explanation. The better the FBR describes the problem, the more likely the originator will receive a timely response. There are two sub-categories of technical FBRs: (a) Routine. An FBR will be consid ered routine when it relates to the technical requirements of PMS. It is used to report technical discrepancies or request clarification of procedures. (b) Urgent FBR. An FBR will be considered urgent when it relates to the technical requirements of PMS and involves safety of personnel, safety of ship or the potential for equipment damage. Urgent FBRs will be forwarded by naval message containing a PMS FBR serial number, to both NSLC Detachments Norfolk and San Diego, with info to the cognizant SYSCOM, TYCOM and the Naval Safety Center. The

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-29 message must describe the unsafe procedure(s) or condition(s), must identify the MIP and MRC involved and reflect the serial number of the FBR generated in SKED or Planned Maintenance System - Management Information System (PMS-MIS). Once the message has been sent, include the date time group of the message in the FBR and submit. (2) Non-technical. These FBRs are intende d to support PMS requests that do not require technical review, including WC changes (shift of maintenance responsibility). Non-technical FBRs are submitted to request classified or other PMS documentation which cannot be obtained locally or to request clarification of issues not of a technical nature. m. Feedback Report Submission. All SKED users will submit FBRs via SKED using the Feedback Report Wizard. Non-SKED users may submit FBRs via the PMSMIS web site at https://pmsmis.navy.mil/ by selecting the Feedback Tab and Feedback Report Wizard from the drop-down tab. Non-SKED users accessing this web site for the first time will need to request an account. Click on File Manager and select New User Account Request. This displays options to select a form and readme file, which can be downloaded, filled out and sent via e-mail as directed in the readme file. An e-mail will be sent confirming your account and providing access to the main screen. The Anchor Desk web site can also be used to submit FBRs. n. Feedback Report Screening (Shipboard or Activity). (1) Initial screening is accomplished by th e originator or WCS who is responsible for ensuring all data is accurate and complete. (2) The division LCPO or DIVO accomp lishes the second level screening and verifies the content and validity of the FBR within three days of origination. (3) The DH, next to screen the FBR, is responsible for verifying the content and validity of the FBR and digitally signing FBRs within five days of origination. (4) The 3MC is responsible for sc reening, serializing, and forwarding FBRs within seven days of origination. The 3MC will also: (a) Maintain accountability for all PMS FBRs submitted and actions taken until updated PMS documentation is received. (b) Ensure that the originator and all applicable WCs are kept apprised of action taken and ensure the originating and other applicable WCSs implement the changes or corrections when received. o. Feedback Report Screening (External to Hu ll or Activity). FBRs are next processed by the TYCOM. The TYCOM will verify the content and validity of the FBR and

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-30 either return the document to the originator or pass it on for further processing and resolution. p. Feedback Processing Activities. (1) The central control points for processing FBRs are the Planned Maintenance System Coordinating Activities (PMSCA). Depending on the type of FBR and level of technical authority necessary to answer the FBR, the PMSCA will either respond to the originator with a resolution or forward the FBR to the appropriate technical authority for action. (2) ISEAs are those activi ties designated by NAVSEA as the technical experts for specific systems or equipment. Naval Surface Warfare Center, Philadelphia Detachment is the ISEA for the majority of non-nuclear hull, mechanical and electrical equipment installed on most ships. ISEAs under the direction of the NAVSEA Technical Warrant Holder adjudicate the FBR request and forward the response to the PMSCAs. The PMSCA provides the final response to the originator and update the PMS database to reflect ISEA changes. PMS changes are issued with the next available FR. q. Feedback Processing. FBRs are processed per NAVSEA policy: (1) Urgent FBRs. (a) The PMSCAs will provide a message response to all urgent FBRs within one (1) working day of receipt. If the FBR is forwarded to a Design Activity or ISEA for resolution, then the Design Activity or ISEA will provide a message response informing the originator of specific actions or required changes because of the adjudication of the FBR within one working day of receipt. This message response must be addressed to the originator and distributed to all TYCOMs of units holding the affected documentation. TYCOMs will forward this message to all commands that could be affected by the PMS change. (b) The PMSCA will distribute revised PMS documentation to all affected users within 30 calendar days of receipt of the FBR, via special issue or ACN. (2) Routine FBRs. (a) The PMSCA will perform technical review, research, and provide a response to routine FBRs where resolution does not require technical authority action. (b) FBRs that the PMSCA cannot resolve will be sent to the cognizant Design Activity or ISEA. The cognizant Design Activity or ISEA will provide the response to the appropriate PMSCA describing the action taken. The PMSCA will provide the response to the originator by electronic means. (c) Distribution of the revised MRC to the originator and other affected users will be accomplished via ACN or the next available FR.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-31 (d) NAVSEA’s existing policy calls fo r technical review activities and ISEAs to provide FBR responses in less than 21 working days from time of receipt. In addition, NAVSEA has established a goal of providing answers to FBRs in one day. While some FBRs will require extensive research and days, weeks or in some cases months to resolve, the vast majority of FBRs can and should be answered much sooner. One day may be overly optimistic, but the intent is to put the emphasis back on the timely resolution of FBRs. (e) If no revision to PMS documenta tion is required, pertinent comments will be provided in the response to the PMSCA. When not concurring with the feedback report, the rationale for the non-concurrence must be provided to the PMSCA. NOTE: IT IS POSSIBLE AN FBR RESP ONSE MAY NOT MAKE A SPECIFIC FR BASED ON THE DATE THE RESPONSE WAS RECEIVED BY NSLC. PROCESSING TIME AND HANDLING MAY CAUSE THE REVISED DOCUMENTATION TO MISS AN FR CUTOFF DATE. HOWEVER, SINCE ALL FRS ARE NOW RECEIVED QUARTERLY, IF A REVISION MISSES THE CURRENT FR CUTOFF WINDOW, THE REVISED DOCUMENTATION WILL BE AVAILABLE WITHIN THE NEXT THREE (3) MONTHS. r. Feedback Response Implementation. Units will implement responses to FBRs based on the category and content as determined by the unit’s 3MC. (1) Urgent FBR. Within 24 hours of receipt of FBR response. (2) Urgent FBR with an ACN. With in 24 hours of receipt, the unit will implement an administrative change to incorporate the new PMS documentation. These revised documents will be utilized to conduct maintenance until the revised PMS document is incorporated into the next FR. (3) Routine FBR: (a) Technical. The response deals wi th content such as a revision to technical specifications, tolerances, test equipment, materials, acceptance criteria or the sequence of procedural steps. These changes need to be implemented within two weeks of receipt of the FBR response or prior to the next scheduled accomplishment date should that date fall within the two-week window. (b) Administrative. The response deals with issues that do not affect the technical content or procedural steps. Administrative changes might be added steps to provide a better degree of clarity, formatting revisions to tables or figures that do not change technical content, or updating of Notes, Warnings or Cautions that do not impact the performance of the MRC. These changes do not need to be implemented prior to receipt of the next FR. If the next FR does not reflect the revised documentation, implementation is required before the next scheduled accomplishment date of the MRC.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-32 (4) Routine FBR with an ACN: (a) Technical. These changes need to be implemented via an administrative change within two weeks of receipt of the FBR response or prior to the next scheduled accomplishment date should that date fall within the two-week window. These revised documents will be utilized to conduct maintenance until the revised PMS document is incorporated into the next FR. (b) Administrative. These changes do not need to be implemented prior to receipt of the next FR. If the next FR does not reflect the revised documentation, implementation is required via an administrative change before the next scheduled accomplishment date of the MRC. 19-2.3.12 Assessment Procedure MRCs. Assessment Procedure (AP) MRCs need not be scheduled within SKED, but they will be maintained “active” through the FR and TFR process. AP MRCs need only be printed on an “as needed” basis for use by assessment personnel or Ship’s Force. The record of completed AP MRCs by off-ship personnel is recorded on the work candidate and Ship’s Force participation is recorded in their completion remarks of that work candidate. There is no need for recording Ship’s Force participation in an assessment event on their PMS schedule within SKED. FBRs submitted requesting deletion of a MIP that only contains AP MRCs will be disapproved and returned to the originator. 19-2.4 MAINTENANCE AND MATERIAL MANAGEMENT AFLOAT AND ASHORE EVALUATION CRITERIA. 19-2.4.1 Self-Assessments. The ability of an activity to perform critical self-assessments is instrumental to the success of the command’s PMS program. The PMS Self-Assessment Program needs to address all aspects of 3-M. a. TYCOM Policy. 3-M Self-Assessments wi ll be conducted at least once during the command’s O-FRP, or once every 24 months where commands do not operate under an Optimized Fleet Response Plan (O-FRP). Additional 3-M Self-Assessments may be conducted at the CO’s discretion but are neither required nor reported to the TYCOM Maintenance Officer. 3-M Self-Assessment events are not limited to a set duration but will have a set completion date when originally directed by the CO. Commands must conduct a 3-M Self-Assessment within the first 90 days of deployment to a Remain in Place Table of Allowance site. b. Self-Assessment Elements. The major program elements of a Self-Assessment include an evaluation of the PMS Performance Rate (PPR) and CSMP Validity, monitoring MRC performance (monitored MRC), and conducting PMS Spot Checks, WC audits, an Administrative Performance Rate (APR) review and deficiency abatement. 3MCs will retain monitored PMS, Spot Checks and WC audits from the

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-33 last completed quarter in either hard copy or digital format for review supporting the Self-Assessment. (1) Administrative Performance Rate. The APR consists of all administrative actions within a command. It is comprised of the average of all SEER scores + the CLER score divided by 2. APR = (SEER average + CLER) ÷ 2 (2) Monitored MRC. Supervisory pers onnel must periodically monitor the performance of PMS to provide feedback and training to maintenance personnel and to enforce command maintenance standards. Personnel charged with monitoring must be System Matter Experts (SME) for the system, equipment, or component for which the MRC applies. LCPOs, LPOs or personnel with similar system knowledge are appropriate. Monitored checks can be used for on-the-job training to teach the “right way” to conduct maintenance. These monitored MRCs will be documented as a monitored evolution and findings will be provided to the WC’s CoC for inclusion into training and deficiency abatement. The value of monitor maintenance cannot be overstated, and commands are encouraged to establish a robust monitored maintenance program. (3) PMS Spot Check. PMS Spot Checks are utilized to validate that previously scheduled and accomplished MRCs were performed and the degree to which they were performed. The checklist contained in Appendix A Section III of this chapter, is the tool supervisory personnel utilize to determine the accomplishment status of a completed MRC. Deficiencies noted and the final grade will be provided to the WC’s CoC for abatement. The WCS will record the Spot Check grade into SKED to generate the Spot Check Accomplishment Rating (SCAR) for the quarterly PMS Performance Report. Spot Checks will involve all elements of the CoC to include the CO, CMC, XO, 3MC, department CPOs, DHs, DIVOs, divisional CPOs, and first-class petty officers. By following the checklist, the inspector can determine if the sailor is competent, the maintenance was accomplished, required TPMTE was available and used, and safety precautions were followed. The focus should be less on administration and more on the condition of the gear. (a) Avoid Spot Checks of MRCs with insufficient complexity. Performing a Spot Check on a 3 or 5 step MRC does not provide the CoC an accurate picture of the health of the command’s maintenance program. Selected MRCs should be of sufficient content to provide the auditor with evidence of satisfactory performance (i.e., tag-outs, QA packages, parts required, off-hull reporting, test equipment, safety equipment, etc.). (b) Spot Checks evaluated as “below standards” will require immediate training and re-performance as determined by the XO. Any re- accomplishment of the MRC must be monitored by the LCPO to ensure noted deficiencies are not repeated.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-34 (c) The spot checker or monitor will ensure that the Spot Check or monitor data is immediately entered into SKED. When applicable, a brief synopsis of any deficiencies resulting from the Spot Check will be indicated within the Spot Check. (d) The minimum number of Spot Ch ecks are reflected in Tables 19-2-5 and 19-2-6 of this chapter. Table 19-2-5 - NECC Active Duty or Mobilized Commands Spot Checks Management Level Number of Checks Interval CO, XO, CMC or CSE 1 Weekly DH or Dept LCPO 1 per department Weekly DIVO or LCPO 1 per division Weekly 3MC 1 Weekly

Table 19-2-6 - NECC Non-Mobilized Reserve Units Spot Checks Management Level Number of Checks Interval CO, XO or CSO 1 Quarterly CMC or SEL 1 Quarterly DH 1 per department Quarterly DIVO or LCPO 1 per division Quarterly 3MC 1 Monthly (e) NECC Reserve Component 3MCs can request modification of the Spot Check matrix if it is believed that due to the size of the command and location of their WC, they are unable to accomplish that requirement. Requests must be submitted in writing to NECC N43 staff (via Echelon IV 3MC if applicable) and include their proposed Spot Check matrix for review. If approved, the command 3MC will maintain a copy of the request approval. (4) Work Center Audits. Each WC must receive an audit once per quarter by a supervisory individual, CPO or above. Deficiencies noted from this audit will be reported to the WC’s CoC for abatement. The 3MC will report recurring deficiencies to the XO for further investigation and corrective action. (5) Deficiency Abatement. The status of discovered deficiencies will be kept current within the monitoring program. Recurring deficiencies must be reported to the XO for further investigation and corrective action. Deficiencies that have been reported as corrected will be subject to follow up monitoring to ensure corrective action was effective and results of the follow

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-35 up monitoring will be reported to the XO. The command’s 3-M Abatement Program will include the previous quarter’s audits, Spot Checks, monitored evolutions and CSMP validity audits noting trends and corrective actions. 19-2.4.2 Inspections. The goal of the 3MI is to evaluate the effectiveness of the unit’s 3-M Program. It is critical that the inspection be conducted in a similar fashion in every command and detachment across the force. Inspections will be completed once commenced; early below- standards indications will not be used to change an inspection into an assistance visit. a. Frequency of Inspections. The TYCOM or ISIC (command exercising administrative control) will conduct a complete inspection of each command under their cognizance as follows: (1) Every Fleet Response Training Plan or Optimize Report Plan (ORP) cycle. (2) When deemed necessary by the TYCOM, ISIC or the unit’s CO. (3) Not to exceed 36 months. (4) The ISIC will submit a 3MI periodicity extension request to the TYCOM if a 3MI will exceed the Fleet Response Training Plan or ORP cycle or 24 months has elapsed since the last inspection. The TYCOM, when replying to the request for extension, will include Commander, United States Fleet Forces Command N43 or Commander Pacific Fleet N43, as applicable, as information addressees. Only the TYCOM can authorize such an extension. b. Method for Assignment of Numerical Ev aluations. The minimum performance requirements are as identified below: (1) Formula Acronyms: (a) APR = Administrative Performance Review (b) CLER = Command Level Effectiveness Review (c) CTS = Command Total Score (d) CVF = CSMP Validity Factor (e) DTS = Department Total Score (f) MAR = Maintenance Accomplishment Rate (g) MDS = Maintenance Data System (h) MPR = MDS Performance Rate (i) PAR = Periodic Accomplishment Rate (j) PPR = PMS Performance Rate (k) SAR = Situational Accomplishment Rate (l) SEER = Scheduling and Execution Effectiveness Review (m) SCAR = Spot Check Accomplishment Rating (2) The CTS consists of three parts and weighted as follows:

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-36 (a) APR = (SEER average + CLER) divided by 2 (b) Weighted PPR = (MAR x SCAR) divided by 100. (c) Weighted MPR = (Weighted CVF x RAF) divided by 100 (d) CTS = (APR x .2) + (PPR x .4) + (MPR x .4) (3) Criteria for grading MDS and CSMP: MPR = (CVF x RAF) divided by 100 (4) Ranking Standards. (a) Commands, departments, and WCs will be evaluated as “Above Standards” overall in 3-M if the unit’s total score is 90% or higher. (b) Commands, departments, and WCS will be evaluated as “At Standards” overall in 3-M if the unit’s total score is between 80% and 89.99%. (c) Commands, departments, and WC s will be evaluated as “Below Standards” overall in 3-M if the unit’s total score is less than 80%. (d) All calculations will be rounded to two decimal places. c. Inspection Procedures. Appendix A provi des a standard means for evaluating the 3- M Program. These procedures, centered on a set of core attributes applicable to all, are used to conduct 3-M Inspections. Inspection procedures are divided into five major areas: (1) Section I - Administrative Performa nce Review. The APR consists of all administrative actions within a command. It is comprised of the average of all SEER + CLER divided by 2. (2) Section II – Assessment of Command Level Effectiveness Review. The CLER is an evaluation of the XO’s management of the command’s maintenance as executed by the 3MC and the DHs. (3) Section III. PPR is calculated using a command’s MAR and SCAR. (4) Section IV - Maintenance Data System. (5) Section V - 3-M Inspec tion Command Total Score. d. Inspection Reporting. Significant defici encies and numerical assessments are reported to the assessed unit’s CO, ISIC and TYCOM using the format shown in appendix B of this chapter. Reporting may be accomplished on the entire unit or on a departmental basis. (1) Significant deficiencies require a report of corrective actions taken by the unit to be forwarded to the TYCOM via the ISIC within 30 days following the inspection. (2) Any command or department recei ving an overall evaluation of below standard in either CTS, MDS, and PPR must be re-evaluated within a

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-37 reasonable period, not to exceed six months, to ensure below standard areas have been corrected. (3) Each TYCOM will report the findings of the previous year’s inspections to Commander, United States Fleet Forces Command or Commander Pacific Fleet N43, as applicable, at the end of the calendar year. e. Inspection Data Retention. NECC is to main tain an inspection data file for each unit. As each command is evaluated, the individual evaluation standards and calculated values identified will be recorded in the data file with a copy of the inspection report provided to the inspected command. Section I through Section V of Appendix A of this chapter provide specific criteria to be used in the assessment of each command. .

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-1 APPENDIX A APPENDIX A SECTION I-A ADMINISTRATIVE PERFORMANCE REVIEW (APR)

The APR consists of all administrative actions within a command. It is comprised of the average of all SEER + CLER divided by 2. APR= (SEER average + CLER) divided by 2 1. Assessment of Scheduling Execution and Effectiveness Review (SEER) The SEER is an evaluation of PMS documentation at the WC level. The SEER focuses on PMS documentation within the WC PMS File, the scheduling of maintenance requirements in SKED and the documentation of accomplished PMS. Specific criteria for SEER evaluation is established by the TYCOM. Calculate each WC’s SEER as required by the SEER check sheet provided on the NECC Portal under the N43 tab. Calculate the command’s average SEER by calculating the sum of all WCs’ SEER scores and dividing by the number of WCs evaluated.

2. Assessment of Command Level Effectiveness Review (CLER) The CLER is an evaluation of the XO’s management of the command’s maintenance as executed by the 3MC and the DHs.

Specific criteria for CLER evaluation is established by the TYCOM and the command’s CLER is calculated by the CLER check sheet provided on the NECC Portal under the N43 tab.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-2 APPENDIX A APPENDIX A SECTION I-B SCHEDULING AND EXECUTION EFFECTIVENESS REVIEW (SEER)

Command Department Division Work Center Date General Attributes Value Points 1. Does the WC maintain: a. Current and applicable 3-M messages and notices? 2 b. Listing of personnel qualificat ions for personnel completing maintenance in the WC? (i.e., PQS, ASM, NEC, Training Completion)? 5 2. Is the WCS, and any assistant(s), designated in writing? 2 Maintenance Requirement Card (MRC) Deck 3. Does the LOEP and PMS Schedule reflect all PMS-worthy equipment? (Validate against authoritative database) 10 4. Do MRCs accurately re flect assigned MIPs? 10 5. Are LGL tables on MRC properly filled out? 2 6. Are inapplicable MRC lined out with the appropriate reference (FBR, Scheduling Aid, etc.). 3 7. Is mandatory related maintenance properly associated in accordance with the MIP? 10 8. Are all MRCs, if printed, the current version? 3 Chain of Command SKED Administration 9. Administrative functions: a. AAR (percentage from SKED divided by 10): 10 b. Are all PMS changes implemented and approved as required? 2 c. Are previous quarters archived as required? 2 d. Are check note entries accurate, valid, and complete? 5 Situational Requirements 10. Was situational PMS (pre & post op, metered, triggered and state events) accomplished when required? 10 11. Are meters updated to reflect reading when PMS was last accomplished? 5 PMS Execution and Accountability 12. Is maintenance assigned only to qualified maintenance personnel? 5 13. Are 13-Week Reports retained for the current week and 13 previous weeks? (13-Week Accountability Logs can be electronic or hard copy.) 2 14. Does the maintenance on the accoun tability sheets match maintenance listed in SKED? 2 15. Are Tag-Out serial numbers recorded as required? 2 Feedback Report Management

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-3 APPENDIX A 16. Are all Feedback responses applicab le to the WC properly managed in the WC? 5 17. Are the "Response" blocks in SKED updated as appropriate? 3 Inactive Equipment Maintenance (IEM) 18. Is the start of IEM approved as required? 2 19. Are all IEM requirements properly scheduled? 5 20. Upon completion of IEM period, was all required IEM maintenance assigned (LU, SU, PM, OT) and mandatory related maintenance scheduled prior to use? 5

Totals (Attributes evaluated as “NA” are not calculated)

Total Points Available 112

Total Points Awarded _______ Above Standards At Standards Below Standards Above Standards (90% or greater) At Standards (80-89.99%) Below Standards (less than 80%) Inspector Name and Command (Print and Sign)

Partial credit, a lesser number of points awarded if only 80% of a given attribute accomplished. Total Value Partial Credit 2 0 3 1 5 3 10 7 No credit, no points awarded if less than 80% accomplished.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-4 APPENDIX A

Print & Sign Inspector Name/Command

Date

PAR SAR AAR Checks Comp. Spot Checks Req'd Qual'd Y/N

DH: DIVO:

OM

0

LCPO: WCS: ADJ MAR RPPO:

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-5 APPENDIX A NECC SEER REMARKS

Provide amplifying information to describe the deficiencies driving point deductions. Significant deficiencies must be reported via the final inspection report. Attribute # Amplifying Information

Print Name: Signature: Command: Date:

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-6 APPENDIX A SEER CHECKLIST ATTRIBUTE GRADING 1. Attribute 1: Does the WC PMS File contain: 2. Attribute 1a.: Current and applicable 3-M messages? Are the latest released 3-M messages applicable in the WC PMS File? Applicable 3-M messages are messages that affect the performance of maintenance. It may vary based on assigned TOA. ISIC should provide guidance and requirements to subordinate units as to which messages are applicable. 3. Attribute 1b.: Listing of personnel qualifications for personnel completing maintenance in the WC? (i.e., PQS, ASM, NEC, Training Completion)? a. This means, generally, that the WCS ma intains a list of personnel conducting PMA within the WC and their commensurate qualifications necessary to do so. This can either be an accurate ASM report, copies of PQS watch station cover sheets, training certificates, or other authoritative record of qualification. This list must be kept current by the WCS and should reflect “real-time” status.

b. Additional items to consider are specia l qualifications, such as NECC Armorer's Course, or NEC's, as required. 4. Attribute 2: Is the WCS, and assistant(s), designated in writing? (Self-explanatory) 5. Attribute 3 : Does the LOEP and PMS Schedule reflect all PMS-worthy equipment? Verify SKED and OMMS against current authoritative database (RCRP). 6. Attribute 4: Do MRCs accurately reflect assigned MIPs? a. Review SKED LOEP Manager, FBR Responses, and Local (ISIC) Guidance. b. Verify through an authoritative data base for onboard equipment (NSW Crane Inventory, EXMIS, CBSS, EKMS RCRP). c. Does LOEP FR number match the entr y on the WC change page and journal? d. Is the LOEP the most current one issued?

NOTE: ISIC GUIDANCE FOR WC STA NDARDIZATION BY TOA ASSIGNED SHOULD BE PROVIDED TO THEIR UNITS. IF NOT, THEN IT IS THE DISCRETION OF THE TYCOM 3MI TO DETERMINE IF MAINTENANCE GROUPS ARE 1. BUILT PROPERLY BASED ON TOA 2. CONTAIN ALL EQUIPMENT ASSIGNED TO THE WC. 7. Attribute 5: Are LGL tables on MRC properly filled out? Does the LGL contain equipment name, accurate equipment location, and equipment unique identifier (if required)? 8. Attribute 6: Does the 3MC maintain:

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-7 APPENDIX A a. Current PMS DVD and Master LOEP? (Self-explanatory) b. Master LOEP is found on the PMS DVD a nd may be maintained hard-copy or electronically by the 3MC. (1) If changes (MIP additions or dele tions) for a WC LOEP are authorized by approved FBR, an up-to-date copy of the altered LOEP must be maintained by the 3MC. NOTE: THE CSAL IS COMPRISED OF THE ACTUAL LOG SHEET, A COPY OF ALL MEMOS ROUTED TO THE WCS AND THE MEMO FROM THE WCS TO THE 3MC INDICATING COMPLETION.

(2) Are all pen and ink changes on the LOEP, MIPs and MRCs (except where allowed by scheduling aid) annotated with the reference for the change (FBR serial number, ACN, etc.) and properly noted by the correct authority and initialed by LCPO? (3) Are all additions and deletions on LO EP, MIP and MRCs noted in SKED with the applicable authorization for the change? c. Current SKED database back-up files? 9. Attribute 7: Is mandatory related maintenance properly associated in accordance with the MIP? Calculate omitted checks, checks that should have been scheduled and completed but were not due to mandatory related maintenance not properly associated in SKED that should have been scheduled based on criteria set forth in the MRC of parent check. (Verify satisfactory condition of parent maintenance check requiring measurements or testing by way of documentation, i.e., AWR, logs) 10. Attribute 8: Are all MRCs, if printed, the current version? a. Verify that hard-copy MRCs are curren t and validated by the WCS as required. b. Verify that MRCs changes recorded to the Journal are reflected on the applicable MRC, when applicable. 11. Attribute 9: Administrative functions: a. AAR: (1) AAR (percentage from SKED divided by 10): (2) Awarded value will be the AAR fr om the SKED dashboard, sorted by WC, for the period covered by the inspection, divided by 10 and rounded to the nearest whole number. For example, if the AAR is a 76.54% then 8 points are awarded. (3) On the WC dashboard, double clic k the AAR, and it will generate a breakdown of all administrative actions within the WC. If AAR is not 100%, document items that negatively affected the percentage. b. Are all PMS changes implemented and approved as required?

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-8 APPENDIX A (1) Ensure the FR was approved by th e DH using WC Journal entries. (2) If FR was not implemented on fi rst Monday of the quarter, did the XO authorize late implementation? (3) ACNs properly installed. (4) MIP and MRC lineouts or customi zation approved by LCPO or DIVO? c. Are previous quarters archived as required? (1) Should be completed as part of the FR process. (2) Can be reviewed via drop down menu in the WC view. d. Are check note entries accurate, valid, and complete? (1) Check notes are submitted for all maintenance not accomplished within periodicity. (2) Check notes should be detailed enough to explain why non-accomplishment. 12. Attribute 10: Was situational PMS (pre & post op, metered, triggered and state events) accomplished when required? a. If there are no situational or conditional checks in the last 13 weeks, marked NA. b. Is all required situati onal maintenance listed on the accountability logs, and in SKED? (1) Pre and post operational maintena nce required but not documented? (2) Meter based or “As Requi red” (i.e., M-2R or R-7D) maintenance required but not documented? c. Are all required LU, PM, SU, and OT on the Accountability Logs and in SKED as required? d. Are meters up to date for WC equipment? 13. Attribute 11: Are meters updated to reflect reading when PMS was last accomplished? Check "Meters" under the Situational Tab. Compare the values entered against equipment currently in use or listed on the 13-Week Report for situational maintenance ("as required" or R-Checks). 14. Attribute 12: Is maintenance assigned only to qualified maintenance personnel? a. Was maintenance assigned to person nel with 3-M 301 qualification or above? b. ASM is single authoritative qualification program for NECC 3-M PQS. If held at previous command FLTMPS printout will suffice if original PQS cover page is unavailable. c. For MRCs that indicate or require uni que qualifications or NECs, such as: SPO, DCPO, or a specific NEC(s), does the name listed on the 13-Week Accountability Log MP responsible block and signature block hold that qualification?

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-9 APPENDIX A NOTE: SOME WEEKS (CURRENT, AN D POSSIBLY PREVIOUS) MAY STILL BE IN ROUTING THROUGH COC. 15. Attribute 13: Are 13-Week Accountability Logs retained for the current week and 13 previous weeks? (Self-explanatory) 13-Week Accountability Logs can be electronic or hard copy. NOTE: THE COLUMNS FOR ANY RE PORT GENERATED IN SKED CAN BE MANIPULATED (DRAGGED FROM LEFT TO RIGHT) TO HELP THE INSPECTOR LOCATE PERTINENT INFORMATION NEXT TO EACH OTHER FOR EASIER REVIEW. 16. Attribute 14: Does the maintenance on the accountability sheets match maintenance listed in SKED? a. Do the maintenance requirements from the completed and signed accountability sheets match the maintenance scheduled and marked completed within SKED? b. The number listed on the Forecasting Tab in the WC menu will display total number of completed checks, or a completed checks report can be generated in the Reports Tab under the Admin menu. 17. Attribute 15: Are Tag-Out serial numbers recorded as required? a. Does all maintenance with the tag-out icon and marked completed in SKED have the tag-out serial number annotated on the check note, or does all maintenance listed and marked completed on the WC’s 13-Week Accountability log annotate Tag-Out serial number or N/A? b. N/A is not required for maintenance not completed. c. Tag-Out serial numbers should be va lidated in the assigned Tag-Out binder. 18. Attribute 16: Are all FBR responses applicable to the WC properly managed in the WC? a. Has the WC received any PMS change notifications or memorandums, ACNs, or FBR responses? b. Have the required changes been installe d properly (i.e., revision made and approved, pen and ink changes made to MIPs or MRCs as required) and documented on the Journal or Change Page? c. Are authorized changes maintained un til corrected and installed by the NECC Force Revision Disc? 19. Attribute 17: Are the "Response" blocks in SKED updated as appropriate? The response block should be updated as part of the change memorandum workflow, if not, verify memorandums are being received from the 3MC to document changes. 20. Attribute 18: Is the start of IEM approved as required? Did the DH, or designated representative, approve equipment in IEM status? NOTE: IF THE EQUIPMENT IS IN IEM II PM MAINTENANCE IS NOT REQUIRED TO BE COMPLETED. VERIFY IEM CATEGORY WITH “IEM” TAB. 21. Attribute 19: Are all IEM requirements properly scheduled? a. Does the WC SKED contain proper schedul ing of all applicable IEM maintenance?

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-10 APPENDIX A (1) The “Review” Tab contains a history of maintenance history. (2) Compare date equipment was placed in IEM to date of last completed IEM maintenance. If maintenance has not been completed IAW the MIP or MRC the grade for this attribute is a zero. b. If WC has a system or equipment in IE M Category II and is an IMA or depot level repair, are JSN(s), Work Documentation for Outside Activity or Repair Center annotated? c. If there is no equipment in IEM in the last 13 weeks, mark as NA. d. Do maintenance items in IEM status II have valid documentation in the IEM remarks? (i.e., JCN, SSIC, 1149)? e. Use OMMS-NG to validate the JCN or avai lability listed in the IEM remarks that correspond to the actual reason for IEM status II. f. Does the WC maintain a listing of all IEM (IEM log) equipment if not using SKED 3.2 in accordance with TYCOM or ISIC policy? 22 Attribute 20: Upon completion of IEM period, was all required IEM maintenance assigned (LU, SU, PM, OT) and mandatory related maintenance scheduled prior to use? a. Does the WC’s SKED properly annota te the completion of the IEM period? b. Did the WCS schedule all missed periodi c maintenance once out of IEM? All planned maintenance due during the IEM period must be scheduled at a reasonable time following IEM period, generally within the quarter depending on maintenance material availability, but ISIC policy may be more stringent. c. If there is no equipment in IEM in the last 13 weeks, mark as NA.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-11 APPENDIX A APPENDIX A SECTION II COMMAND LEVEL EFFECTIVENESS REVIEW (CLER) Command: Date: General Administration Value Points 1. Are the 3MC and 3-M Assistant Coordinator PQS Qualified, and designated in writing by the CO? 3 2. Does the 3MC maintain oversight of the unit’s 3-M qualification program as required? 5 3. Are the unit's 3-M qualifications commensurate to meet mission requirements? 10 4. Does the 3MC provide weekly status reports to the 3-M Manager? 5 5. Does the unit conduct a Planning Bo ard for Maintenance (PB4M)? 10 PMS Master File 6. Does the 3MC maintain: a. Current PMS DVD? 2 b. Master LOEP reflecting appr oved pen-and-ink changes? 3 c. Current SKED database back-up files? 5 PMS Changes 7. Does the 3MC: a. Maintain a standardized, sequent ial system for tracking FBRs? 5 b. Export and transmit FBRs as required? 5 c. Have an effective system for explaining, routing, and tracking PMS changes? 10 d. Does the CSAL or WC Journal(s) accurately reflect changes to the command's 3-M documentation? 5 Self-Assessment 8. Does the 3MC: a. Promulgate Spot Check requirements? 5 9. Did the unit conduct: a. Ensure Spot Checks are accomplished as required? (proportionally graded. i.e., if 9 of 10 completed = 10 x .9 10 b. Audits of all WCs? (proportionally graded. i.e., if 9 of 10 completed = 10 x .9) 10 c. Self-Assessment? 10

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-12 APPENDIX A Totals (Attributes evaluated as” NA” are not calculated) Total Points Available: 95 Total Points Awarded: Above Standards At Standards Below Standards Inspector Name and Command (Print and Sign)

Attribute Scoring: Sat = 80 percent or better Attributes will be assessed as YES, NO, or NA except those specifically annotated as proportionally graded.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-13 APPENDIX A CLER CHECKLIST GRADING ATTRIBUTES

1. Attribute 1 : Are the 3MC and 3-M Assistant Coordinator PQS Qualified, and designated in writing by the CO? a. Is the 3MC NEC and PQS qualified, doe s the 3MC have a Letter of Designation signed by the CO? b. Is the 3MA PQS qualified to 3-M 305 at a minimum, and have a Letter of Designation signed by the CO? 2. Attribute 2 : Does the 3MC maintain a current ASM report of 3-M PQS? Does the 3MC maintain real-time oversite of 3-M qualifications for all personnel? This can be via direct access to ASM or some other means, but with the result being the 3MC tracks who aboard the command has what 3-M qualification(s) and who does not? 3. Attribute 3 : Are the unit's 3-M qualifications commensurate to meet mission requirements as required? Ensure that all personnel aboard greater than 90 days have obtained the 3-M watch station qualification MP (301) and that personnel filling a 3-M management role (i.e., RPPO to 3MC) and aboard greater than 90 days have obtained all requisite 3-M watch station qualifications for that position.” 4. Attribute 4 : Does the 3MC provide weekly status reports to the XO? a. Does the 3MC report the status of th e command’s 3-M Self-Assessment Program to the XO each week? Validate that the weekly reports report status of and changes to the Self-Assessment Program elements. These include spot checks (updated weekly), monitored MRCs (as they occur), WC audits (quarterly), bi-annual self-assessment (as it occurs), and deficiency abatement (status changes to POA&Ms as they occur). b. Is the XO report retained for at least one (1) year? (Can be electronic or hard-copy.) c. Ensure to check dates on W eekly XO Report for continuity. 5. Attribute 5 : Does the activity conduct a PB4M? 6. Attribute 6 : Does the 3MC maintain: a. Current PMS DVD and Master LOEP? (Self-explanatory) b. Master LOEP is found on the PMS DVD a nd may be maintained hard-copy or electronically by the 3MC. If changes (MIP additions or deletions) for a WC LOEP are authorized by approved FBR, an up-to-date copy of the altered LOEP must be maintained by the 3MC. NOTE: THE CSAL IS COMPRISED OF THE ACTUAL LOG SHEET, A COPY OF ALL MEMOS ROUTED TO THE WCS AND THE MEMO FROM THE WCS TO THE 3MC INDICATING COMPLETION. c. Does the CSAL or WC Journal accurate ly reflect changes to the command’s 3-M program? (1) CSAL should be in accordance with th e example provided in 19-2.3.2.e of this chapter.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-14 APPENDIX A (2) All PMS changes that would affect the command level should be annotated on the CSAL or WC Journal (i.e., AAMH, ACNs and DITs). d. Current SKED Database back-up files on external media? (1) External media includes but is not li mited to DVD-R(W), and external hard drives. (2) If the back-up file is located on the “H ”, “S” or “C” drive (local disc) of the 3MC’s machine, this attribute will be graded as a zero (0). 7. Attribute 7 : Does the 3MC: a. Maintain a standardized, sequential system for tracking FBRs? (1) If the command is not utilizing a split database configuration, the sequential serialization is completed automatically by SKED, but FBRs should be entered on CSAL. (2) If the command is utilizing a split database configuration, the sequential serialization needs to be done manually by opening the preferences of the FBR. (3) A log will be maintained by the 3-M staff to ensure no duplicate FBR serial numbers are exported. b. Export and transmit FBRs as required? (1) Check “FBR” tab in the WC SKED. All FBRs submitted are listed there, and information for status, date submitted, date exported is readily available. Receipt of exported report by PMSMIS (via RADWEB) must also be verified. This is accomplished by reviewing the serial numbers of unanswered FBRs in PMSMIS to ensure they were received. If the transmitted FBR doesn’t exist in PMSMIS 72 hours after transmittal, the 3MC likely did not upload it. (2) Double click to open details if fu rther information is required. c. Have an effective system for explai ning, routing, and tracking PMS changes? d. Does the CSAL or WC Journal(s) accur ately reflect changes to the command's 3-M documentation? (1) Check CSAL for received and completed PMS changes. (2) Check change memorandums verifying WC installation. (3) Ensure all received a nd applicable changes have a change memorandum completed from applicable WCs. (4) Verify using “FBR” tab in the WC view. 8. Attribute 8 : Does the 3MC: Promulgate Spot Check requirements? Ensure Spot Check matrix is inclusive of all levels of the 3-M CoC from the CO to the LCPO. 9. Attribute 9 : Did the unit conduct:

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-15 APPENDIX A a. Does the command ensure Spot Checks are accomplished as required? (1) Compare spot check matrix to number of spot checks completed. Completed spot checks must be recorded into SKED. However, consideration must be made for SKED outages where paper copies may have been used, as well as the exporting of maintenance items when transferred or removed from custody. Maintenance items exported from SKED retain their spot check history. The WC leadership, 3MC or both should have record of maintenance item exported from SKED. (2) Proportionally graded. If 9 of 10 requir ed spot checks are completed, then the multiplier is .9. The attribute is worth 20 points, so the attribute will be graded as (20 x .9 = 18), and 18 points will be awarded. (3) If a non-accomplished or below stan dard Spot Check is reported, was appropriate follow-up action and abatement conducted to correct deficiency? b. Audits of all WCs? (proportionately gr aded. i.e., if 9 of 10 completed = 10 x .9) (1) Audits are required once quarterly to be conducted by a 3-M 304 qualified E-7 or above. (2) Are findings and discrepancie s reported to the WC’s CoC? (3) Audits are to be retained for one year (4 QTRS). c. Self-assessments? (1) Is the CO debriefed on results of th e self-assessment and intended corrective actions? (2) Is the report of self-assessment made via a memorandum from the 3-M Manager to the CO?

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-16 APPENDIX A APPENDIX A SECTION III-A PMS PERFORMANCE RATE (PPR)

PPR (PMS Performance Rate) is calculated using a Command’s Maintenance Accomplishment Rate (MAR) and Spot Check Accomplishment Rate (SCAR). The MAR is a combination of the adjusted PAR and SAR, if applicable, multiplied by total SCAR divided by 100 and expressed as a RATE. For example, if a unit is properly scheduling and completing 90% of the checks assigned based on equipment configuration, and the average of Spot Checks conducted is 90%. Then PPR would be (90 x 90) ÷ 100 = 81% PMS Performance RATE. PPR = (MAR x SCAR) ÷ 100 Assessment of Maintenance Accomplishment Rate (MAR) The MAR is an evaluation of a command’s accomplishment of PMS maintenance requirements within periodicity and as required by situational requirements (R-Checks) and supporting Administrative Actions Required (AAR) within the previous 13 weeks prior to the inspection. Omitted maintenance is maintenance that was supposed to be scheduled and accomplished but was not, no matter the reason. Lost maintenance is scheduled maintenance that was not completed prior to the expiration of periodicity. Omitted maintenance and lost maintenance will be deducted from the WC’s MAR in the following manner: PAR = Completed divided by (Completed + Lost + Omitted). SAR = Completed divided by (Completed + Lost + Omitted). MAR = (PAR x .5) + (SAR x .5). Calculate the command’s average MAR by calculating the sum of all WCs’ MAR scores and dividing by the number of Work Centers evaluated. Null values - WCs that did not receive a Periodic Accomplishment Rate evaluation - will not be calculated into the CTS.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-17 APPENDIX A APPENDIX A SECTION III-B SPOT CHECK ACCOMPLISHMENT RATING (SCAR)

The SCAR is a measure of the inspector’s confidence that PMS maintenance requirements have been fully accomplished in accordance with PMS requirements. This is evaluated with one major consideration: PMS Spot Checks at the WC level by the inspector. Inspectors randomly select PMS maintenance requirements that have been recorded as accomplished at the organizational level within the previous 13 weeks until at least two percent of the total number of accomplished maintenance requirements have been selected with a minimum of one per WC. The total number of PMS Spot Checks per WC may be limited to 10 when the two percent results in more than 10 Spot Checks. In the event that no maintenance was completed in the past 13 weeks in a WC or if maintenance personnel whom have signed for completed maintenance in the past 13 weeks are not available to perform a Spot Check, the WC will receive a “Not Applicable” or “NA” evaluation and this will not be calculated toward the Command Total Score. Calculate each WC’s SCAR by dividing the total number of PMS Spot Checks assessed as fully accomplished by the total quantity of PMS Spot Checks conducted in that WC. Calculate the command’s average SCAR by calculating the sum of all WCs’ SCAR scores and dividing by the number of WCs evaluated. Null values (WCs that did not receive a SCAR evaluation) will not be calculated into the CTS. 1. Complete an MRC Evaluation SCAR Ch eck Sheet equivalent from SKED 3.2 or higher, for each MRC selected. Based on the results, evaluate the overall effectiveness of the accomplishment of each MR selected. Enter a numeric evaluation of each assessment attribute and provide amplifying information to describe the deficiencies driving point deductions. Significant deficiencies must be reported via the final inspection report. 2. Due to the nature of MRC completion, supporting programs such as Tag-Outs and HAZMAT are encountered. Care should be taken to avoid expanding the spot check to a review of the processes of those programs thereby preventing the assessor from determining the accomplishment status of the MRC under review. 3. The following is expanded guidance for co mpletion of the assessment attributes of the Spot Check sheet. Best practices or other policies not supported by source documentation must not be included in evaluating compliance: a. (1.a) Determine if the MP is qualified to perform the maintenance task. PQS 301 is required for all MRCs but attention should also be paid to other qualifications required such as SPO, DCPO or graduation from a required school such as NECC Armorer. b. (1.b) Determine if the correct TPM TE were used during the performance of the MRC. If the MP did not have the required TPMTE, it is unlikely that they would have been able to complete all the procedural steps of the MRC as

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-18 APPENDIX A required. If an item of TPMTE was required to perform a conditional step and that step was not required to be accomplished, it is not considered deficient. If the required test equipment required calibration, ensure that the calibration is within date and the equipment is of sufficient scale to accomplish the MRC. c. (1.c) Determine if the MP maintained the correct equipment. d. (1.d) Examine the MRC to determine that any locally applied changes are authorized by procedural notes, external correspondence or allowed by reference (a). e. (1.e) Determine applicability of the MRC to the component that the MP signed for completion. NOTE: IF A PROCEDURAL STEP WAS NOT COMPLETED, THE MRC SHOULD NOT HAVE BEEN REPORTED AS COMPLETE AND THEREFORE THE ATTRIBUTE GRADE SHOULD BE ZERO AND ALL SUBSEQUENT ATTRIBUTES SHOULD ALSO BE ZERO, EFFECTIVELY “FAILING” THE SPOT CHECK. f. (2.a) From a variety of potential te chniques, determine if the MP performed all the required steps of the MRC. This may be accomplished via re- enactment, a discussion regarding the steps or re-performance. The inspector should come away with a clear impression that all the steps of the MRC were either fully accomplished or not. NOTE: IF A REQUIRED TAG-OUT WA S NOT CONDUCTED IN SUPPORT OF ACCOMPLISHING THE MRC, THE MRC SHOULD NOT HAVE BEEN CONDUCTED AND REPRESENTS A SERIOUS SAFETY VIOLATION AND THEREFORE THE ATTRIBUTE GRADE SHOULD BE ZERO AND ALL SUBSEQUENT ATTRIBUTES SHOULD ALSO BE ZERO, EFFECTIVELY “FAILING” THE SPOT CHECK. g. (2.b) If required by the MRC, veri fy that a tag-out was hung on the day the maintenance was performed. Ensure the isolation boundaries were appropriately identified and correctly positioned to ensure complete isolation of the maintained equipment. If no Tag-Out was required, write “NA” on the sheet. NOTE: FAILURE TO ADHERE TO A SA FETY PRECAUTION PROVIDED ON THE MRC CONSTITUTES A SERIOUS SAFETY VIOLATION AND THE FAILURE TO PERFORM THE MRC AS WRITTEN. THE ATTRIBUTE GRADE WILL BE ZERO AND ALL SUBSEQUENT ATTRIBUTES WILL ALSO BE ZERO, EFFECTIVELY “FAILING” THE SPOT CHECK. h. (2.c) Determine compliance with all sp ecific safety precautions listed on the MRC. If no safety requirements were invoked, write “NA” on the sheet. i. (3.a) By physical examination of the maintained equipment, determine if maintenance of the nature required by the MRC had been performed. Take note of fasteners that would have had to be disturbed, dirt in filters, fresh oil, etc., to make a judgment as to whether the maintenance has been performed.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-19 APPENDIX A If unable to make this determination with absolute certainty, write “NA” on the sheet. NOTE: DUE TO THE POTEN TIAL LIABILITY INCURRED BY IMPROPER USE AND DISPOSAL OF HAZMAT, SOME WCS HAVE ASSIGNED SPECIALLY TRAINED PERSONNEL TO PROVIDE HAZMAT AND DISPOSAL SERVICES FOR SURPLUS MATERIAL INSTEAD OF THE MP. THIS IS ACCEPTABLE PROVIDED THE INSPECTOR CAN DETERMINE FULL COMPLIANCE. j. (3.b) Determine through questioning and record verification that HAZMAT was properly used and disposed of as a means of determining whether the MRC was accomplished. Once the inspector has determined that the HAZMAT was used and disposed of correctly, this attribute is considered fulfilled. If no HAZMAT was required to be utilized, write “NA” on the sheet. k. (3.c) Determine if the MP could have performed the MRC from a standpoint of being trained and proficient in the tasks called out for by the procedure. l. (4.a) Determine if the MP filled out the 13-Week Accountability Log correctly or annotated proper disposition of maintenance in SKED for the accomplished MRC with the appropriate accomplishment date. If a tag-out isolation was used, ensure the tag serial number is recorded in the space allowed or as a check note in SKED. Ensure that the printed name and legal signature of the MP who performed the maintenance is recorded or, in case of group performed PMS, the MP in charge of the group. m. (4.b) From reviewing the discussions and findings during the spot check, determine if a FBR had been submitted if required. If no FBR was required, write “NA” on the sheet. n. (4.c) Determine if a material defici ency was noted during the PMS; if so, examine the CSMP to ensure the deficiency was documented. If no material deficiency was noted, write “NA” on the sheet. If material discrepancies are properly documented in the CSMP attribute graded as a two. Material discrepancies which are not documented in the CSMP will receive an automatic grade of zero. 4. When a Spot Check is determined to be below standards, comments must be made in the “additional remarks” section of the sheet. Detailed descriptions will facilitate root cause analysis, the formulation of an effective corrective action plan and assist to clearly identify factors contributing to deficiencies that led to the conclusion that the MRC was not conducted as written or not conducted at all.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-20 APPENDIX A SPOT CHECK ACCOMPLISHMENT RATING (SCAR) CHECK SHEET Planned Maintenance System (PMS) 3-M Spot Check Form SHIP DEPARTMENT EQUIPMENT WORK CENTER DATE PERFORMED MIP EVALUATED MRC EVALUATED

Assigned To: Assigned Crew:

NOTES: “*” If attributes 1.a or 2 are evaluated as unsatisfactory, all subsequent attributes will be graded as "0".

Inspection Attribute Value Grade Notes Contact the MP assigned responsibility for the accomplishment of the MRC, have the individual deliver MRC (and EGL if applicable), and determine the following by questions, personal observation, or both. 1. a.* Is the MP qualified (PQS) to perform the MR? 2 b. Did the MP present the correct tools, Personal Protective Equipment (PPE), parts (NSN), material (Military Specification and calibrated test equipment? 3

c. Did the MP properly identify the equipment (location, equipment validation)? 4

d. Are there unauthorized changes or corrections to the MRC? 3 e. Is the MRC correct for the equipment maintained? 3 Demonstrated all steps of MR including all Notes, Warnings and Cautions according to the MRC. 2. a.* Followed all steps of the MRC. 5 b.* Correctly performed equipment Tag- Out. 5 c.* Followed all safety precautions. 5 Does the equipment condition reflect accomplishment of the MRC? 3. a. Is it apparent that maintenance was performed recently? 10 b. Correctly demonstrat ed use and disposal of Hazardous Material. 3 c. Was the MRC within the capability of the assigned individual? 5 PMS Reporting 4. a. MP reported status of MR to the WCS if Completed or Not Fully Accomplished and made appropriate updates. 2

b. WC generated FBR for any problem with MRC. 2 c. Material deficiencies detected by the PMS action were recorded in MDS. 2

Attributes Evaluated as “NA” are not Calculated Total Points Available: Total Points Awarded: Spot Check (SCAR) (Grade = Points Awarded ÷ Points Available): SCAR =

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-21 APPENDIX A Above Standards (90% or greater) At Standards (85-89.99%) Below Standards (less than 85%) Above Standards At Standards Below Standards Below Standard grade requires immediate accomplishment (if 3-M Manager determines re- performance is required) monitored by a Chief Petty Officer Additional Remarks: Printed Name:_______________________________Signature:_____________________________________ Command:_____________________________________________Date:_______________________________

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-22 APPENDIX A APPENDIX A SECTION IV-A CSMP VALIDITY FACTOR (CVF) CHECKLIST UNIT DEPARTMENT DIVISION WORK CENTER DATE

CSMP VALIDITY (RAW DATA) ASSESSMENT ATTRIBUTE VALUE 1. Number of TA-1 (Depot) Automa ted Work Requests (AWR). 2. Number of TA-2 (Intermediate Maintenance Activity) AWR. 3. Number of TA-3 (SYSCOM/OT A/Contractor Rep) AWR. 4. Number of TA-4 (Ship's Force) AWR. 5. Total Number of Work Candidates (WC) Sum of 1 – 4. 6. Number of TA-2 AW R over 180 days old. 7. Number of TA-4 AWR over 180 days old not forwarded to ISIC as required. 8. Aged AWR Work Candidates (WCO) Sum 6 and 7. 9. Material Correction Rate: WCO/3 (Aged TA-4). (#7/3)/#4 10. CSMP Validity review results from CVF Sheet. Enter score from CVF Worksheet. 11. Number of Ship's Force (TA-4) AWR over 7 days old that require parts and the parts are not submitted to RSUPPLY. 12. Open Ship’s Force WC over 30 days old, not up-lined to the Master CSMP. 13. Total Work Candidate Deficiencies (WCD) Sum. (#11 - #12)/#4 14. Work Candidate Multiple Average #9, #10 and #13 15. Number of material deficiencies noted on materiel condition inspections and spot checks not documented in CSMP. 16. Deductions #15/#5 17. CSMP Validity Average #14 and #16 Weighted Work Center Totals CSMP Validity Above Standards At Standards Below Standards

Above Standards (90% or greater), At Standards (80-89%), Below Standards (less than 80%)

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-23 APPENDIX A Remarks:

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-24 APPENDIX A

CSMP VALIDITY FACTOR (CVF) GRADING ATTRIBUTES NOTE: SEVERAL ATTRIBUTES CONT AINED ON THE CSMP VALIDITY CHECKLIST ARE NOT INCORPORATED INTO THE GRADE AND ARE DESIGNED TO CAPTURE CSMP DATA FOR FURTHER ANALYSIS. 1. Attribute 1 : Number of Type Availability (T/A) 1 Work Candidates. Defined as Depot level work candidates. 2. Attribute 2 : Number of Type Availability (T/A) 2 Work Candidates. Defined as Intermediate Maintenance Activity (IMA) level work candidates. 3. Attribute 3 : Number of Type Availability (T/A) 3 Work Candidates. Defined as Technical Support request work candidates in the CSMP. 4. Attribute 4 : Number of Type Availability (T/A) 4 Work Candidates. Defined as Ships Force level work candidates. 5. Attribute 5 : Total Work Candidates (sum of attributes 1 thru 4). Defined as All work candidates in the CSMP. 6. Attribute 6 : Number of TA-2 Work Candidates over 180 Days old. 7. Attribute 7 : Number of TA-4 Work Candidates over 180 Days old. 8. Attribute 8 : Aged Work Candidates (WCO) sum of 6 and 7. 9. Attribute 9 : Material Correction Rate WCO/3 (Aged TA-4) (#7/3)/#4. Defined as total TA2 and TA4 work candidates in the CSMP over 180 days old, divided by 3. That total is divided by Attribute 4: Number of TA-4 Work Candidates. This numerically defines if command is managing CSMP and maintenance. 10. Attribute 10: CSMP Validity review results from CVF Sheet Enter score from CVF Worksheet. CVF Work Candidate Worksheet is used for this score. 11. Attribute 11: Ship’s Force WC over seven days old that require parts and the parts are not ordered. RPPO log (submitted by the command prior to assessment) along with actual R- supply verification will be utilized to determine this attribute. 12. Attribute 12: Total Work Candidate Deficiencies (WDC) Sum (#11/#4). Place the result from Attribute 11: Ship’s Force WC over seven days old that require parts and the parts are not ordered divided by Attribute 4: Number of TA-4 Work Candidates. 13. Attribute 13: Work Candidate Multiple Average, #10 minus (#9 + #12) = CSMP Validity

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-25 APPENDIX A

CSMP VALIDITY FACTOR (CVF) WORK CANDIDATE WORKSHEET COMMAND:________________________________________________ DATE:________________ DEPARTMENT:___________________DIVISION:_______________WORK CENTER:________ JCN EQUIP Material not Ordered > 7 days 1 2 3 4 5 6 7 8 9 CVF Y N N/A Y N N/A Y N N/A Y N N/A Y N N/A Y N N/A Y N N/A Y N N/A Y N N/A CVF Average of all cells A V G A V G A V G A V G A V G A V G A V G A V G A V G A V G AVG

Number of Jobs Reviewed: CSMP entry was reviewed with the following results: Minus PTs 1. The work candidate written against the correct configuration item? #1 QTY 15 2. Problem description was adequate. #2 QTY 10 3. Recommended solution was adequate. #3 QTY 15 4. Deferral reason was incorrect. #4 QTY 10 5. 1st and 2nd contact not assigned. (Cannot be the same person) #5 QTY 10 6. Write-up does not reflect maintenance level assigned. (Originating WC, Intermediate Maintenance Activity, Depot Level Maintenance) #6 QTY 10 7. Incorrect CSMP summary. (Does not state the problem) #7 QTY 10 8. Priority code incorrect. #8 QTY 5 9. Does the Work Candidate Equipment Status Code match problem description? (Operational or Non-Operational) #9 QTY 15 10. Does the work candidate reflect the current and correct status of the material deficiency? #10 QTY Yes or No

Enter only numeric portion of JSN after ensuring that Department and WC header is filled in. NOTE: IF ITEM #10 IS “NO”, THE WORK CANDIDATE WILL BE ZERO. Assessment of CSMP Validity Factor (CVF). The CVF is an evaluation of a WC’s ability to accurately record deferred and corrective maintenance actions in the MDS. This is evaluated at the command level utilizing both the CVF Work Candidate (2K) check sheet. Inspectors will evaluate between 25 and 100 percent of deferred maintenance actions, per WC recorded on the CSMP. The results of the work candidate evaluation are then transferred to the CVF Score Sheet for

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-26 APPENDIX A incorporation with other attributes evaluated. Calculate each WC’s CVF as required by the CVF check sheet provided on NECC Portal under the N43 tab. Calculate the command’s average CVF by calculating the sum of all WCs’ CVF scores and dividing by the number of WCs evaluated. Null values (WCs that did not receive a CVF evaluation) will not be calculated into the CTS.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-27 APPENDIX A APPENDIX A SECTION IV-B REPORTING AND ASI PROCESSING CONFIDENCE FACTOR (RAF) REVIEW UNIT:

MDS Administration Points Available Points Awarded 1. Does the 3MC have a mechanism to track and remove users from MDS as they depart the command? 2 Configuration Management 2. Does the 3MC maintain a master file to track Configuration Item record validations? 3 3. Have all Parent-Level configuration items validated within prescribed timelines? 10 4. Is monthly follow-up action initiated with the CDM for CKs awaiting response in excess of 60 days? 5 5. Is the Review and Approval queue free of configuration transactions older than 7 days? 10 Work Candidate Management 6. Is each Department conducting monthly CSMP review? 10 7. Are there any approved Work Candidates with a Priority Designator of 1-3, without a CASREP as required? 5 8. Are Work Candidates, older than 180 days, forwarded to ISIC for assistance, if required? 3 9. Is the Review and Approval queue free of Work Candidates with no approval, over 7 days? 10 OMMS-NG System Maintenance 10. Are completed reports regularly deleted? 2 11. Is the Import Correction queue empty? 2 12. Has "Inactivate" been run in the past 15 days? 2 13. Has "Archive" been run in the past 15 days? 2 ASI Processing & Upline Reporting 14. Does the 3MC maintain an up-to-date ASI or Upline log? 5 15. Is the OMMS-NG Batch Job Queue routinely purged of completed processes? 5 16. Are .uru, .pts, and error report files kept for one year? 3 17. Are ASI_CDM error reports forwarded to the CDM following completion of each ASI? 3

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-28 APPENDIX A Attributes Evaluated as “NA” are not Calculated Total Points Available: 82 Total Points Awarded: RAF % = TP Awarded divided by TP Available RAF** 120 Inspector’s Name and Rate:_______________________________Date:_________________ Inspector Notes: ** SAT = 80% or better All attributes are assessed with a YES, NO or NA status. No partial points will be awarded.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-29 APPENDIX A APPENDIX A SECTION IV-C MAINTENANCE DATA SYSTEM PERFORMANCE RATE (MPR)

MDS Performance Rate (MPR) is an evaluation of the Current Ship’s Maintenance Project Validity Factor (CVF) and Reporting and Automated Shore Interface (ASI) Processing Confidence Factor (RAF) calculated by multiplying the CVF and RAF score divided by 100 and expressed as a RATE. For example, if a unit has a CVF of 90% and a RAF of 90%, then the MPR would be (90 x 90) ÷ 100 = 81% MPR. MPR = (CVF x RAF) ÷ 100 The MPR has an overall 40% weight of the overall 3M Inspection grade. This comes from the weight commanders place on CSMP accuracy and validity. This leads to proper maintenance action planning at the lowest cost, drives manning, and budget requirements. Specific criteria for MPR evaluation is established by the TYCOM and the approved MPR check sheet is provided on the NECC Portal under the N43 tab. Assessment of Current Ship’s Maintenance Project Validity Factor (CVF). The CVF is an evaluation of a WC’s ability to accurately record deferred and corrective maintenance actions in MDS. This is evaluated at the command level utilizing both the CVF Work Candidate (2K) check sheet. Inspectors will evaluate between 25 and 100 percent of deferred maintenance actions, per WC recorded on the CSMP. The results of the work candidate evaluation are then transferred to the CVF Score Sheet for incorporation with other attributes evaluated. Calculate each WC’s CVF as required by the CVF check sheet provided on NECC Portal under the N43 tab. Calculate the command’s average CVF by calculating the sum of all WCs CVF scores and dividing by the number of WCs evaluated. Null values - WCs that did not receive a CVF evaluation - will not be calculated into the CTS. Reporting and ASI Processing Confidence Factor (RAF). The RAF is an evaluation of a command’s ability to accurately report MDS records and ASI processing. Specific criteria for RAF is established by the TYCOM and the command’s RAF is calculated by the RAF check sheet provided on the NECC Portal under the N43 tab.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-30 APPENDIX A APPENDIX A SECTION V COMMAND TOTAL SCORE

1. The CTS consists of three (3) parts and weighted as follows: APR = (SEER average + CLER) divided by 2 Weighted PPR = (MAR x SCAR) divided by 100. Weighted MPR = (Weighted CVF x RAF) divided by 100 CTS = (APR x .2) + (PPR x .4) + (MPR x .4) 2. A minimum grade point of 80 is required for a satisfactory score. The final grade is awarded based on final scores as established utilizing grading check sheets.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-A-31 APPENDIX A 3-M ASSESSMENT TOTALS WORK SHEET

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-2-B-1 APPENDIX B APPENDIX B FORMAT FOR REPORTING 3-M INSPECTIONS

4790 Ser Date From: Accomplishing Activity To: Commanding Officer (Command Name and Hull Number (if applicable.) Subj: REPORT OF 3-M INSPECTION OF Ref: (a) NAVSEAINST 4790.8 (series); Ships’ Maintenance and Material Management (3- M) Manual (b) COMUSFLTFORCOMINST 4790.3; Join t Fleet Maintenance Manual, Volume VI, Chapter 19 Encl: (1) (as required) 1. Per references (a) and (b), a 3-M Inspection of (__________________________) was conducted during the period (Date) to (Date). 2. During this inspection, the following signi ficant deficiencies were discovered: a. (List) Specific department and WC deficiencies are provided in enclosure(s) (1) through ( ). 3. The following overall ship or departme nt numerical assessments are assigned: a. 3-M Total Score __________________ b. 3-M Inspection __________________ (Above, At or Below Standards)

Copy to: Immediate Superior In Command (with enclosures) Type Commander (with enclosures)

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-1 VOLUME VI CHAPTER 19-3 NAVAL INFORMATION FORCES REFERENCES. (a) NAVSEAINST 4790.8 - Ships’ Maintena nce and Material Management (3-M) Manual (b) NAVEDTRA 43241 - Personnel Qualificati on Standard for Ship’s Maintenance and Material Management (3-M) System (c) NAVSUP P-485 – Naval Supply Procedures (d) COMNAVIDFOR M-2066.1 – Base Communications Operations (e) COMNAVIFORINST 11311.1 – Test and Ma intenance Requirements for Generators, UPS, and Chillers Ashore (f) CNICINST 11000.3 – Z one Inspection, Building Manager and Building Energy Monitor Programs (g) SECNAV M-5239.2 – Cyber Information Technology and Cybersecurity Workforce Management and Qualification Manual (h) OPNAVINST 5100.23 - Navy Safety and Occupational Health Program (i) CNICINST 5100.2 – Tagout and Lockout Energized Work Program (j) UFC 3-560-01 – Operation and Maintenance: Electrical Safety LIST OF APPENDICES. A Inspection Criteria B Division Inactive Equipment Maintenance Plan C Format for Reporting 3-M Inspections 19-3.1 ROLES AND RESPONSIBILITIES. a. Type Commander. The Type Co mmander (TYCOM) exercises primary responsibility for the effective operation and support of the 3-M System. Areas of responsibility include but are not limited to the following: (1) Ashore Maintenance Data System (MDS). (a) Automated Work Notification (AWN). (b ) Maintenance Figure of Merit family of systems. (2) Planned Maintenance System (PMS) Scheduling (SKED) software. (3) Configuration Data Managers Database - Open Architecture (CDMD-OA) and Model Based Product Support (MBPS). (4) Scheduling and conducting 3-M Inspections (3MI), Training Assist Visits (TAV), and Evaluation Visits to be conducted by both TYCOM and Immediate Superior In Commands (ISIC). (5) Master Job Catalog. (6) The screening and processing of PMS feedback reports (FBR).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-2 (7) Maintaining inspection data files. (8) Providing program enhancement requirements to the respective Fleet Commander via N43. (9) Ensuring units are manned with Navy Enlisted Classification (NEC) qualified 3-M Coordinators (3MC). (10) Analyzing 3-M and self-assessment data, identifying common concerns, conducting problem root cause analysis with the development and implementation of solutions. (11) Ensuring TYCOM inspection team me mbers are qualified to inspect assigned areas. b. Immediate Superior In Command. The ISIC is responsible for the routine monitoring and evaluation of the 3-M System for all assigned activities. Areas of responsibility include but are not limited to the following: (1) Designating a 3-M Officer (3MO) in writing. The 3MO is responsible for the satisfactory administration of 3-M programs, per reference (a) and this subchapter, for subordinate commands or activities. The 3MO will maintain staff PMS and Personnel Qualification Standards (PQS) records. (2) Monitoring and evaluating 3- M program for all assigned units. Responsible for all TAVs as assigned by the TYCOM. (3) Ensuring 3MI are current. (4) Ensuring subordinate commands c onduct rigorous quarterly 3-M Self- Assessments and report results to the TYCOM 3MC. (5) Monitoring the status of troubled systems and Top Management Attention items using the quarterly 3-M Self-Assessment. (6) Ensuring subordinate commands comply with standard Work Center (WC), division and department structure. (7) Tracking and monitoring 3-M ma jor milestones and training events, overseeing, and providing inspection teams and conducting 3-M Spot Checks during ISIC or staff visits. (8) Forward all ISIC conducted 3MIs and TAVs to the TYCOM, and 30-day updates from post 3MI and TAV Plan of Action and Milestones (POA&M). c. Inspection Teams. Areas of responsib ility include but are not limited to the following: (1) Scheduling and conducting 3MIs an d training events as directed. (2) Reporting of training status and cer tification recommendations to the TYCOM to include any perceived barriers to effective and timely completion of 3-M events. (3) Ensuring material failures are adequa tely examined to detect 3-M system inadequacies.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-3 d. Commanding Officer or Officer In Charge. The Commanding Officer (CO) or Officer In Charge (OIC) or site Technical Director is responsible for establishing an aggressive Self-Assessment Program that validates the administration and execution of maintenance and detects improperly conducted maintenance or falsely reported accomplishments. e. Executive Officer. The Executive Offi cer (XO) is the command’s 3-M System Manager responsible to the CO or OIC for the overall management of the 3-M Program. For sites with no on-site executive officer, the OIC or technical director will ensure locally the below functions are conducted, and briefed to the ISIC Executive Officer. The XO will: (1) Chair quarterly 3-M System meetings with Department Heads (DH) and the 3MC. (2) Brief the CO on the status of 3-M. (3) Integrate 3-M System training into the command’s training and qualification program. (4) Ensure personnel receive adequate and effective 3-M System training. (5) Ensure the effectiveness of the command’s 3-M Self-Assessment Program. (6) Act as the final review officer for shifts of maintenance responsibility between departments. (7) Establish a command Zone Inspection Program. f. Command Master Chief. The Command Master Chief will: (1) Attend the XO’s scheduled 3-M System meetings providing senior enlisted feedback. (2) Conduct PMS Spot Checks following the command’s policy to ensure required maintenance is being properly performed and documented. g. Command 3-M Coordinator. The 3MC will: (1) Serve as the key 3-M System assistant to the XO. (2) Maintain a file of 3-M System directives, newsletters, notes, and correspondence containing current 3-M program information and ensure distribution to WC personnel. (3) Maintain copies of the current Force Revision (FR) NAVY PMS Digital Video Disk (DVD), List of Effective Pages (LOEP) for every WC, changes issued between FRs in their original format and classified Maintenance Requirement Cards (MRCs). Digital copies are allowed unless there have been changes between FRs. (4) Advise, monitor, and assist DHs, di vision officers (DIVOs), leading chief petty officers (LCPOs) and work center supervisors (WCS) in matters concerning the 3-M System.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-4 (5) Monitor the 3-M PQS Program and main tain an auditable record of personnel qualified in 3-M PQS. (6) Maintain a master accountability log of all PMS changes. (7) Develop and maintain a Split Ma intenance Index Page (MIP) Log. (8) Administer the configur ation management program. (9) Supervise the command’s 3-M Se lf-Assessment Program and provide a weekly status to the XO. (10) Develop and administer the PMS Spot Check Program. (11) Generate a weekly PMS Spot Check assignment matrix for officers, Chief Petty Officers (CPO) and designated supervisory personnel. (12) Ensure corrective actions are take n on all unsatisfactory PMS Spot Checks and report same to the XO as part of weekly PMS reporting. (13) Ensure a complete back up of the SKED system is made on removable media (e.g., DVD or Compact Disk (CD)) following completion of the FR update and retain as part of the PMS Master File. (14) Ensure situational requirements ar e triggered in SKED and completed based on unit events. (15) Ensure that Triggers are pr operly set at the command level. (16) Screen all FBRs, verify content, va lidity, serialize and forward within seven days of origination. (17) Maintain accountability of all submitted FBRs and actions taken until corrected or new PMS documentation is received. (18) Ensure the FBR originator and all ap plicable WCs are apprised of action taken and that changes or corrections are implemented when received. (19) Ensure 3-M documents such as Maintenance Action Form OPNAV 4790/2K (2-Kilo), Configuration Change Forms OPNAV 4790/CK, etc. that require forwarding to a data processing activity are forwarded within seven days of origination or as operationally feasible. (20) Validate 3-M MDS data elements fo llowing the 3-M validation specifications. (21) Ensure 3-M documents returned fo r the correction of data are promptly revised and resubmitted. (22) Track the reporting of completed main tenance actions related to an alteration or because of a configuration change with timely processing of Automated Shore Interface configuration and logistic data (as applicable). (23) Report up-line CSMP maintenance tr ansactions and command equipment file corrections at least once a week. (24) Ensure current external bac kups of the command’s Configuration Management Database are created on removable media (e.g., DVD or CD).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-5 (25) Maintain any outstanding paper co pies of message work candidates and 2- Kilos (paper or electronic). (26) Maintain a record of account cr eation documents as per volume II part 2 chapter 1 of this manual. (27) Ensure the sites in which responsib le are conducting equipment validations in such a manner that one hundred percent of configuration items are validated in a 36-month period. (28) Review all shore inst allation packages for Configuration, PMS, or Locally Generated Maintenance requirements in the shore installation program SPIDER. h. Department Head. The DH is responsibl e to the XO for the operation and execution of the 3-M System within the department. Duties and responsibilities assigned to the DH are not to be delegated. The DH will: (1) Designate departmental 3- M personnel as applicable. (2) Ensure maintenance is prioritiz ed to facilitate accomplishment. (3) Review and approve all depart ment PMS schedules and revisions. (4) Review maintenance action annotations. (5) Acknowledge weekly alerts if no DIVO is assigned to the WC. (6) Implement a Self-Assessment Program within the department to validate properly accomplished and reported maintenance. (7) Take corrective action on all “Unsatis factory” PMS Spot Checks and report to the XO via 3MC as part of weekly PMS reporting. (8) Ensure all material deficiencies are documented and promptly reported. (9) Review and verify the content and va lidity of all FBRs, digitally sign FBRs within five days of origination. (10) Ensure the Configuration Mana gement Database accurately reflects equipment changes whether the action is performed by command personnel or outside activities. (11) Authorize placement of equipment in to an Inactive Equipment Maintenance (IEM) status, ensure PMS scheduling is annotated accordingly. (12) Review and approve department work candidates within four days of creation; ensure completeness, accuracy, and the correct assignment of priority. (13) Review all work candidates in the departmental CSMP every 90 days. (14) Ensure that no classi fied data is reflected on 3-M documents designated for off hull distribution. (15) Conduct quarterly meetings with DIVOs, LCPOs and WCSs and provide status of departmental 3-M System to the XO.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-6 i. Department Leading Chief Petty Officer. The department LCPO is responsible for the proper operation of the 3-M System within their department. The department LCPO will: (1) Provide 3-M System guidance and training to DIVOs and division LCPOs within their Department. (2) Participate in quarterly Self-Assessments. (3) Ensure the proper testing and inspec tion of work done by outside activities prior to job acceptance. j. Division Officer. The DIVO is resp onsible to the DH for the execution of maintenance within the division. The DIVO will: (1) Ensure all PMS scheduling changes ha ve been properly annotated and applied prior to DH review and finalization. (2) Review the 13-Week Accountability Log at the beginning of the PMS week and sign at the end of the week (if not using electronic accountability in SKED or when SKED is not available). (3) Review and verify the content and valid ity of PMS FBRs within three days of origination. (4) Ensure 3-M documents generated with in the division are complete, accurate and promptly submitted to the DH. (5) Conduct 3-M Self-Assessments as directed by the command’s policy. (6) Provide weekly updates to the DH con cerning the status of the 3-M System within the division. (7) Incorporate 3-M System training into the Divisional Training Plan. (8) Review divisional work candidates a nd the CSMP for validity and accuracy. (9) Conduct monthly briefings for the DH on the status of all work candidates. (10) Acknowledge PMS Alerts. (11) Conduct weekly close-outs when the LCPO is not available. (12) When no LCPO is designated perfor m the functions of the LCPO, as well. k. Division Leading Chief Petty Officer. Th e division LCPO is responsible for the proper operation of the 3-M System within their division. The division LCPO will: (1) Supervise WCSs in the execution of daily maintenance. (2) Ensure WCSs are properly trained, equipped and are knowledgeable of all WC divisional equipment maintenance requirements. (3) Ensure divisional personnel are pr operly trained and qualified to conduct maintenance. (4) Verify all divisional WC equipment is covered by PMS.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-7 (5) Ensure PMS is properly scheduled and conducted, including all underway and special evolution situational “R” checks. (6) Review WC PMS records (e.g., FRs, Advanced Change Notices (ACN) and PMS FBRs and Responses), approve all lineouts and additions on the LOEP, MIP, and PMS schedules prior to DIVO and DH reviews. Ensure proper justification is noted on each lineout. (7) Review and approve non-applicable procedural steps lined-out on MRCs. (8) Review and sign the 13-Week Accountab ility Log at the end of the PMS week and ensure checks added that week are hand-written into the blank accountability log. (If not using electronic accountability in SKED or when SKED is not available. (9) Review the PMS Scheduling Forecasti ng Report to ensure that all Tools, Parts, Material and Test Equipment (TPMTE) are available to support upcoming maintenance actions. (10) Provide the DIVO a weekly status of the division’s Self-Assessment Program, CSMP and PMS. (11) Ensure the Configuration Mana gement Database reflects current configuration. (12) Ensure FBRs are submitted reques ting LOEP changes to reflect system, equipment and component installs or removals. (13) Review and verify the content and va lidity of PMS FBRs within two days of origination. (14) Ensure the divisional CSMP accu rately reflects material conditions. (15) Review and approve work candidates, act as the second point of contact for work candidates and provide the DIVO a weekly brief on the status of all work candidates in the CSMP. (16) Ensure proper testi ng and inspection of work done by outside activities prior to job acceptance. (17) Coordinate repair activ ities within the division. (18) Review all quarterly Self-Assessmen ts and promptly correct discrepancies found within the division. (19) Review, approve, and close out weekly schedules. This closeout of the previous week’s schedules must occur on the first day of the following week. (20) Review Check Notes for required and updated information. (21) Write PMS Alert details to include why planning allowed loss of periodicity and the plan to complete PMS. (22) When no DIVO is designated perfor m the functions of the DIVO as well.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-8 l. Work Center Supervisor. The WCS should be a senior petty officer assigned to the WC and qualified per reference (b) or civilian equivalent. The WCS will: (1) Maintain a detailed working knowledge of all equipment deficiencies within the WC. Record all equipment deficiencies within their WC, utilizing AWN to ensure all required 3-M System documents are submitted to the division LCPO. (2) Ensure WC personnel have complete d 3-M PQS training commensurate with position held. (3) Ensure PMS covers all maintenance worthy equipment in the WC. (4) Maintain an accurate and current LOEP. (5) Ensure 3-M System WC files and pu blications are complete, current, and available to WC personnel. (6) Ensure WC initiated 3-M documentation is correct, legible, promptly prepared and submitted. (7) Maintain a 13-Week Accountability Log containing the current and previous 13-Week Log (if not using electronic accountability in SKED or when SKED is not available). (8) Prepare weekly WC schedule, obtai n required approval, assign maintenance personnel, and update schedule to reflect status. (9) Ensure equipment changes, adds and removals are reflected in the Configuration Management Database and, if not, report via 4790/CK to the Configuration Data Manager (CDM). (10) Ensure FBRs are submitted whenever: (a) Maintenance requirements are not fully understood. (b) Errors are believed to exist. (c) Entries in the TPMTE block are wrong or inadequate. (d) Additional coverage is needed. (e) Performance of the maintenance requirement would cause a hazardous condition to exist. (11) Ensure prompt reporting of all material deficiencies and completed maintenance actions. (12) Ensure Periodic Maintenance Requirements scheduled for command accomplishment are completed and reported as required. (13) Ensure test and measurement equi pment or other portable support equipment is delivered for test or calibration as scheduled. (14) Ensure the DIVO and division LCPO or LPO are advised of all 3-M System activity within the WC.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-9 (15) Spot check completed equipment file validations; ensure accuracy of the information and PMS scheduling equipment associations. (16) Review the PMS Scheduling Forecasti ng Report to ensure that all TPMTE is available to support upcoming maintenance actions. (17) Ensure all WC weekly schedules are updated daily. (18) Use the Edit Equipment Details f unction of SKED to the maximum extent possible to associate maintenance items to the CDMD-OA database embedded in SKED 3.2 for configuration Items. The association should be made to the highest level or piece of the applicable equipment being maintained. m. Repair Parts Petty Offi cer. RPPO personnel are responsible to support the supply acquisition process for the shore site. Due to Naval information Forces’ (NAVIFOR) unique nature and not having a RSUPPLY back-end to AWN. RPPO will: (1) Order all NSN based parts per reference (c) . (2) Ensure all funding expenditure s are captured as outlined in section 19-3.4.2 of this chapter. (3) Maintain a RPPO log, to ensure accu rate transactions with Supply Staff. n. Maintenance Personnel. Maintenance personnel will perform all PMS as assigned utilizing PMS documents in SKED and ensure Check Notes contain amplifying information and tagout identifiers as required. Maintenance personnel will: (1) Perform assigned maintenance. (2) Notify the WCS when: (a) An MRC is not fully understood, ap pears to be incorrect or cannot be accomplished as written. (b) There are issues with the TPMTE block of the MRC. (c) The technician has doubts concerning his or her ability to perform the maintenance. (d) Equipment deficiencies or casualties are discovered. (e) Factors exist which would make performance of the maintenance unwise or dangerous. (3) Initiate FBRs when discrepancies ar e discovered during the performance of an MRC. (4) Inform the WCS when planned main tenance requirements are complete. (5) Annotate PMS schedule to reflec t accomplishment of maintenance. (6) Sign 13-Week Accountability Log (if not using electronic accountability in SKED or when SKED is not available). (7) Open a Work Notification in AWN when any discrepancy is annotated. o. Other Roles and Responsibilities

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-10 (1) Memorandum of Agreements (MOA) must be in place, per reference (f), when two sites are operating outside of the single site structure or tenant commands of one another to clearly define the responsibilities of both sites (2) Entities not covered by traditional 3M roles and responsibilities but are either required or contracted to conduct maintenance, whether hardware or software, must have those roles clearly defined by either a contract or MOA per reference (i). The site must still utilize the Navy’s 3M system to track the completion of this maintenance. If the utilized entity is outside of the site, the site will utilize a cent sign as dictated in this instruction to accomplish the maintenance actions. (3) Commands that may not have the PMS portion of 3-M, are still required to utilize MDS for mission readiness when the unavailability of the services effects mission capability, configuration management, facility issues, funding expenditures of Operation and Maintenance dollars, and man-hour expenditures for equipment driven and equipment supporting tasks. (4) Base Communications Operations (BCO ) as defined in reference (d) have configurations such as but not limited to Universal Power Supplies (UPS), Generators, and Definity Servers that are to be maintained in accordance with this manual. All BCO deficiencies and updated configurations are to be documented and maintained in accordance with section 19-3.4.2 and volume VI, chapter 19-7 of this manual. (5) NAVIFOR has a large amount of small boats, all small boats maintenance will follow in addition to this chapter, JFMM VOL VI, chapter 11. (6) For equipment supporting and installed on Military Sealift Command ships by NAVIFOR activities, will use JFMM VOL VI in the performance of their maintenance and deficiency reporting. 19-3.2 QUALIFICATIONS. All personnel assigned to billets associated with the 3-M system must be 3-M PQS qualified for the assigned billet per reference (b). a. All military, civilian, or contract, who are on-site contractors providing maintenance coverage, assigned or contracted to billets associated with performing 3-M must complete required 3-M PQS, which coincides with their position or billet. All military, Department of Defense civilian, and contractors are required to re-qualify when directed by a PQS revision, or if the member’s qualification date has exceeded 5 years. For Local National (LN) personnel, where the LN cannot be qualified a Military or Government employee must perform a quality review of the work, and sign-off the maintenance as the government official. b. 3MCs are responsible for maintaining an effective 3-M training program designed to equip personnel with the knowledge and skills required for their designated position incorporated into the long term and short-term training plans, to include but not limited to requirements outlined in reference (a). c. Evidence of qualification in support of 3-M requirements must be maintained by the command in an auditable record. Fleet Training Management and Planning System

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-11 (FLTMPS) reporting is the required method to reflect qualifications and NEC requirements. d. Cyber security work force qualification and certifications for system administrator maintenance must be maintained as applicable to the user or system administration role of the performance of maintenance, further delineated below and in reference (g) (1) Minimum qualification NAVEDTRA 43469, Personnel Qualification Standard for Cybersecurity, is required at all levels of cybersecurity workforce and directs the training necessary prior to qualifying as a technician or manager as per reference (g). (2) For Host Based Security System (H BSS), all personnel with privileged access must be trained with “F” school or Network Security Vulnerability Technician (NSVT) NEC, with certification on file as per reference (g). (3) For cyber security operating syst em certifications, and requirements for system utilization required baselines are outlined in reference (g). e. Evidence of qualification in support of 3- M requirements must be maintained by the command in an auditable fashion. In addition to 3-M PQS qualifications, all personnel assigned to accomplish 3-M related maintenance on systems listed in Volume V, Part 1, Chapter 2 paragraph 2.2.1 of this manual, must be qualified per reference (c). Table 19-3-1 reflects the PQS qualifications required to fill 3-M billets. Table 19-3-1 - Required PQS Qualifications 3-M Coordinator PQS-307 3-M Assistant PQS-306 Department Head PQS-306 Department LCPO PQS-305 Division Officer PQS-304 Division LCPO PQS-304 Work Center Supervisor PQS-303 Repair Parts Petty Officer PQS-302 Maintenance Personnel PQS-301 f. Personnel checking into the command w ith a 3-M qualification obtained from a previous command may be required to re-qualify. They will re-qualify directly to the highest level previously obtained and they do not have to re-qualify at lower levels.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-12 g. Completion of SKED training videos provided on the FR disk equivalent to 3-M PQS qualification is required. h. Commands will utilize a written test, a nd the appendix a Sked Proficiency, and MDS proficiency sheets to ensure as the baseline for oral board signatures for every qualification and re-qualification. i. Training resources include but not limited to the following: (1) NAVIFOR 3-M Milsuite course at https://www.milsuite.mil/university/navifor3-m (2) 3-M University (3) SKED training modules in the SKED 3.2 program (4) Training Assist Visits from the ISIC or TYCOM, this is not a requirement prior to an inspection. 19-3.3 PLANNED MAINTENANCE. 19-3.3.1 PMS Functional Operation: a. PMS execution is conducted in accordance reference (a), and no other Preventive Maintenance system supersedes the 3-M system, other than those dictated in chapter 19 of this instruction. PMS execution begins Ashore with the Fleet Readiness Certification Board (FRCB) process, and the preventive maintenance can be found in the logistics section for User Logistic Support Summary (ULSS) packages. This will list out the required MIPS or point to the technical manuals to be utilized for locally generated maintenance procedures for PMS. b. Change Service Accountability Log (CSAL) provides a definitive record to all work center changes and is kept in the master PMS File by the 3MC. For sites where the 3MC is not co-located, the site must also maintain a CSAL. The CSAL includes all changes no matter how minor including MRC changes in the command or sites 3M Program. An example of items in the CSAL include, but not limited to FR, ACN, FBR, locally generated maintenance changes, or Document Information Transmittal (DIT). (1) The CSAL is comprised of the actual l og sheet, a copy of all memos routed to the WCS and the memo from the WCS to the 3MC indicating completion. (2) The importance of the CSAL cannot be overstated. In essence, it provides for a day-to-day, year-to-year record of changes to a command’s planned maintenance program. It is also a turnover document at deployment sites, allowing a current command to quickly identify all changes from a previous command. Finally, it will be inspected during all command 3-M assessments and inspections, providing visibility as to how well a command manages 3-M from one inspection to another.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-13 Figure 19-3-1 Change Service Accountability Log FR Change Number or Authority Date RCVD Cognizant Dept. or WC Date Cover Sheet Issued Date Cover Sheet Returned Date Master File Updated or Item Closed Summary of Change

c. Planning Board for Maintenance (PB4M). E ach unit will have a formally structured PB4M which will meet monthly at minimum. For Echelon 5 and below ISIC representation should be present for the PB4M. This forum provides a review of current/future planned installs and updates, organizational maintenance, CSMP quality and accuracy, future maintenance, and fiscal concerns. Attendees must include XO, 3MC, all DH’s, and additional personnel as desired. d. A SKED forecasting report will be used to ensure all future requirements such as tools, parts, and test equipment are available for maintenance checks. Any items with NSN must be ordered from the primary means of Military Standard Requisitioning and Issue Procedures (MILSTRIP) ONETOUCH. e. Standard entries will be utilized for all SKED 3.2 check notes reports or alert details. (1) SKED 3.2 Check note report entries must begin with rescheduled, out of periodicity, non-accomplished, lost or n/a (2) Detailed remarks explaining why check note was not completed to include date, Job sequence number, and/or supply requisition numbers. (3) For units using SKED Electronic f. Cent (¢) sign Check note entries will begin with “PERFORMED BY” and followed by the detailed information of the individual completing the maintenance, job sequence number (JSN), Work order, or applicable documentation used to complete the maintenance. Due to the unique nature of NAVIFOR units, this mark is utilized for outside activities performing maintenance such as engine repair shops, NAVFAC, not to be utilized with internal contractors that are conducting the maintenance as part of the command. In cases where the completing activity is not available to sign the accountability log, the DH will sign into SKED 3.2 to document the completion of the MRs by outside activities after reviewing the Check Note ensuring the LCPO has

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-14 annotated satisfactory completion of the maintenance action (For example: “PERFORMED BY –Captain’s Marina and Boat Shop, Contractor John Smith, JSN BCIC-0124 Work Order #2018-031). g. The substitution of any tools, materials or test equipment not held by the activity should be considered prior to deciding to defer the maintenance until the exact tools, materials or test equipment listed on the MRC are procured. This is especially critical for frequently required maintenance where several performance cycles can be missed while waiting for supply to provide the correct items. Substitution requirements are provided by reference (a) and other technical documents. h. The minimum requirement for the testing and maintenance of facility mission support equipment that is government owned and maintained by NAVIFOR components, is listed in reference (e). Examples of facility mission support equipment include but are not limited to: Uninterruptable Powers Supply (UPS) systems, generators, and Heating, Ventilation, and Cooling (HVAC) systems. i. Locally generated maintenance must be in place if no maintenance procedures exist for the mission support equipment. Following the TFBR process for Equipment not covered by PMS section dictated in reference a. This process details the designations for Maintenance requirement substantiated, and No Maintenance required. Maintenance requirement substantiated can be further defined below for PMS and MDS clarification. (1) Government owned equipment that is maintained by military, civilian, or contractor will fall into both PMS and MDS programs (2) Contractor owned equipment as per the contract that is maintained by contractors that affects readiness or degradation of mission will fall into the MDS program only. (3) Contractor owned equipment as per the contract that is maintained by contractors that does not affect readiness or degradation of mission will not fall into either the PMS or MDS programs. j. All maintenance and testing procedures must be scheduled, and accomplished in SKED, whether conducted by outside contractor or local command representative. k. COMSEC maintenance, ashore COMSEC sites will utilize PMS SKED program in order to maintain and record COMSEC equipment maintenance. When transferring the COMSEC from the ashore site to another, the site will utilize the import/export feature to ensure the maintenance history of the equipment is going to where the Controlled Cryptographic Item is being transferred to. 2-Kilos will be submitted for the accomplishment of those items. l. Where a difference between requirements or procedures of PMS and other technical documentations exist, PMS requirements will take precedence. m. For equipment not currently supported by Naval Sea Systems Command (NAVSEA), command subject matter experts will develop local PMS procedures. Commands are required to search the FR Reference disk, and PMSMIS prior to locally generating maintenance procedures. These procedures can be pointer cards that point to

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-15 procedures already created, and meet the intent, and training required to maintain the system whether hardware or software. 19-3.3.2 Functional Components. a. PMS Master File. The Master File, maintained by the units 3MC, contains information relative to PMS requirements that are specific to equipment for which the command is responsible. The Master File provides for duplicate issue of missing MIPs and MRCs, contains supplementary information provided by Naval Sea Logistics Center (NSLC) Detachments Norfolk or San Diego and serves as a repository for changes received between FR distributions, which must be retained on file until the changes are reflected in a subsequent FR. Master File content is delineated in Appendix A Section I-B the Command Level Effectiveness Review (CLER) of this subchapter. b. Work Center PMS File. The WC File provides a ready reference of planned maintenance requirements and information to be retained in the working area for use by the WCS and maintenance personnel. The WC File contains only the documents and information applicable to a specific WC. The content of the WC File is delineated in Appendix A Section I-A the Scheduling and Execution Effectiveness Review (SEER) of this subchapter. c. PMS Administrative Requirements. In lie u of a WC or a Master File the following should be retained: (1) Work Center: Current locally generated LOEP and MRCs. (2) 3-M Coordinator (a) SKED 3.2 Help file (b) Split MIP Tracking Log (updated to current FR). (c) Applicable 3-M Instructions (Activity, ISIC or TYCOM). (d) Current 3-M messages and guidance. (f) Master classified MRCs (g) Current SKED Database back- up files on DVD or CD-ROM and an Excel spread sheet from the SKED report Checks and Maintenance Outlook Report of all WCs, for the current and next future quarter. (3) 3-M Program short and long range training plan approved by the XO. (4) The following post-quarter SKED reports will be generated by the 3MC and forwarded to the ISIC by the 3rd Monday of the quarter (as conditions permit). These reports will be analyzed and electronically routed through the applicable DH to the XO. These reports will be retained as Objective Quality Evidence, by the 3MC for four quarters. (a) PMS Analysis Spreadsheet and the virtual snap shot .pdf file. (b) Calibration METBENCH Calibration Management System (MCMS Report).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-16 (c) Spot Checks – Passed & Failed Reports . d. Interim MRC Procedures. The activity ma y develop interim MRC procedures based on experience and applicable technical manuals in support of equipment or systems without PMS coverage until formal documentation is received. Before scheduling preliminary MIP requirements, the WCS and the DH must verify their applicability to installed equipment. e. Weekly Status Report. The weekly PMS monitoring status reports will be retained (electronically if desired) by the 3MC for six months. These reports from the 3MC to the XO will contain, as a minimum, the information cited in paragraphs 19-3.4.2.e.(1) through (6) of this chapter: (1) Completed Spot-Check and Monitored MRC results. (2) Completed WC audits and results. (3) The number of FBRs over seven days ol d that have not been reviewed by the Chain of Command (CoC). (4) Abatement and corrective actions comp leted because of a monitoring program finding. (5) IEM Details Summary Report. (6) Overdue or alerting MRCs a nd plan of corrective action. (7) For commands that have been moved over to the virtual snap shot tool, this will become the weekly status report with attached sections for line item 2, 3, 4, and 5.

19-3.3.3 Related Maintenance. Related maintenance, so designated by the In-Service Engineering Activity (ISEA) or Technical Warrant Holder, is determined from the MIP. The RELATED MAINT column of the MIP reflects related maintenance requirements. Related requirements are positioned on the MIP to line up directly across from the MRC to which they are related. Related maintenance requirements are also identified in the TPMTE section of the MRC under MISCELLANEOUS. a. Related Maintenance Categories. (1) Mandatory Related. Mandatory relate d maintenance requirements are those maintenance actions that must be accomplished concurrently with another maintenance requirement. The mandatory relationship is indicated with the use of the # sign. If the mandatory related maintenance resides on the same MIP, it will be reflected in the RELATED MAINT column as “periodicity#” (e.g., M-3#). If the related maintenance resides on another MIP, it will be reflected as “MIP:Periodicity#” (e.g., IC-013/033:M-4#). Mandatory related maintenance requirements are automatically scheduled by SKED. NOTE: MANDATORY RELATED REQUIREMEN TS MUST BE LINKED IN SKED TO BE AUTOMATICALLY SCHEDULED.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-17 (2) Convenience Related. Convenience related maintenance requirements are those maintenance actions that can be accomplished concurrently with another maintenance requirement to save time (preliminary steps and tag-outs already accomplished) or for work force considerations. If the convenience related maintenance resides on the same MIP, it will be reflected in the RELATED MAINT column as “periodicity” (e.g., M-5). If the related maintenance resides on another MIP, it will be reflected as “MIP:Periodicity” (e.g., EL- 010/001:M-4)). In both cases, the # symbol is omitted. The WCS manually schedules convenience related requirements. (3) Conditional Related. Conditional related maintenance requirements are those maintenance actions that are performed when specific conditions are present or specified parameters are not met on the referencing MRC. Conditional related maintenance will appear on the MIP in the same manner as convenience related maintenance. The WCS manually schedules conditional related requirements. (4) None. No related maintenance is reflected as “None” in the “RELATED MAINT” column. b. Work Center Supervisor Actions. WCSs ar e encouraged to review their schedules on a regular basis for opportunities to perform other PMS when an equipment or system has maintenance actions scheduled. Rescheduling of PMS to take advantage of other system maintenance (convenience related) is highly recommended. (1) If an MRC has related maintenance fr om another MIP, review the related MIP and MRC and determine if it requires assistance from another WC. (2) If the related MIP and MRC does not require assistance from another WC and is not on the lead WC LOEP, submit an FBR to have it added to the LOEP. (3) If the related MIP and MRC requires assistance or completion by another WC and is mandatory, convenience or conditional related then it should also be on the lead WC LOEP. If it is not on the lead WC LOEP, submit an FBR to have it added to the LOEP. If the related MRC requires technical assistance, a special NEC, or another rating, that is not part of the lead WC, then the person with the technical training, special NEC or required rating should be temporarily added to the lead WC “Crew List” and assigned the related maintenance in either an assist or performance role. All WCSs involved will collaboratively plan the required maintenance and may adjust schedules based upon individual workload. When the maintenance is completed, the lead WCS will mark the MRC as completed. 19-3.3.4 Inactive Equipment Maintenance. a. Inactive Equipment. A piece of equipm ent or system intentionally placed in a hibernated state for a specific period with the intention of reactivating that equipment or system at the end of that period. (1) Status I. Equipment that will: (a) Remain onboard,

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-18 (b) Is not scheduled for corrective maintenance or overhaul, or (c) Will be inactive during extended shutdown periods and maintenance availabilities as determined by the DH. Example: Submarine CO2 Removal Plant in wet or dry lay-up. NOTE: PERFORM A “WET LAY-UP” (CO 2 REMOVAL PLANT FILLED WITH DISTILLED OR DEMINERALIZED WATER) PRIOR TO ENTERING PORT WHEN THE SHIP IS EXPECTED TO BE IN PORT FOR 7 TO 45 DAYS OR A “DRY LAY-UP” (CO 2 REMOVAL PLANT LEFT EMPTY AFTER FLUSHING AND DRAINING), PRIOR TO ENTERING PORT WHEN THE SHIP IS EXPECTED TO BE IN PORT FOR GREATER THAN 45 DAYS, OR PRIOR TO ENTERING PORT WHEN MAINTENANCE REQUIRING THE REMOVAL OF ALL CO2 REMOVAL PLANT FLUID IS EXPECTED. (2) Status II. Equipment that is inactive and: (a) Subject to corrective maintenan ce, overhaul, or removal for safe storage, or (b) Temporarily transferred to another activity for maintenance responsibility for extended shutdown periods as determined by the DH. (Example: Submarine Refrigeration Compressor removed for Depot level overhaul.) (c) When system(s) components are scheduled for replacement. b. Implementation and Responsibility. Wh ile inactive, minimum maintenance is performed to ensure the success of the reactivation. The IEM section of the MIP will cover this maintenance. However, consideration should also be given to active PMS maintenance checks that can be manually added and performed during this period of inactivity. (1) The activity will develop an IEM plan for all inactive equipment. The plan will include reason for inactivation, and duration. DH approval of this plan will be documented in the SKED IEM remarks. Use Appendix B of this chapter. (2) To implement procedures for the accomplishment of PMS for equipment declared in an inactive status, current PMS schedules are modified to annotate the requirements listed in the IEM section of the MIP. For advance planning and scheduling of maintenance to take place, it is necessary to determine and identify the extent to which unit personnel will conduct PMS during an inactive period. MIPs in each WC will be reviewed to determine if equipment has IEM coverage (e.g., Lay-up (LU), Periodic Maintenance (PM), Start-up (SU) and Operational Test (OT)), if the coverage is adequate, and what procedures to follow if there is no IEM coverage on the MIP in question or provided coverage appears inadequate. The Department Head is responsible for determining equipment IEM status. When placing a system or equipment in IEM status, the DH will also determine the IEM start date to be reflected in SKED. The IEM end date will not be applied in SKED until the system or

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-19 equipment is ready to be brought out of IEM status. All periodic PMS scheduled at the end of IEM should be reviewed for applicability, with applicable maintenance accomplished prior to operating equipment. (3) IEM procedures are listed on MIPs and separated from operational PMS by a horizontal line. The IEM section is titled “Inactive Equipment Maintenance” and is prefaced by the following statement: “The following requirements will be scheduled when equipment is inactivated for periods of prolonged idleness.” When there are no IEM requirements the words “None required” will appear under the IEM section of the MIP. When IEM procedures are inadequate, submit an FBR. The unit should consider all factors that affect equipment deterioration and take necessary precautionary measures. These factors include environmental conditions, equipment location, susceptibility to damage or other factors that cannot be anticipated when IEM procedures were originally developed by the cognizant ISEA or design activity. (4) The lack of IEM requirements on a MI P does not prohibit placing that system or equipment into an inactive state. Additionally, certain locations require precautions and maintenance not required force-wide. The unit should consider all factors that affect equipment deterioration and take necessary precautionary measures. The WCS or LCPO is responsible for identifying factors that are inadequate and may require additional preparation and maintenance of the inactive equipment while reporting same to the DH for approval. Factors may include environmental conditions, equipment location or susceptibility to damage. For those actions that are recurring in nature, the WCS should submit an FBR for possible MRC development. c. IEM Scheduling. SKED provides th e capability to perform IEM scheduling. (1) Status I. The scheduling of main tenance for Status I inactive equipment utilizes conventional PMS scheduling techniques. LU checks will automatically be added to the schedule at the beginning of IEM by SKED. PM checks will be manually added to the schedule by the WCS for the period of IEM following the guidelines of the MIP. At the conclusion of IEM, SU checks and routine PMS will automatically be added to the schedule by SKED. SU checks must be accomplished the week IEM ends. All periodic checks added at the end of IEM, can be moved to the right, not to exceed the allowable date range. Since the MRC date range cannot be applied to the left (into the IEM period), the MRC date range can only be moved to the right and therefore only the plus value of the specific range, i.e., the date range for a monthly is 21-41 days. The requirement can only be moved (scheduled) ten days to the right and will not go into “alert” until after the 10th day. This allows the Maintenance Person (MP) or WCS scheduling flexibility within the plus side of the date range of the MRC. (2) Status II. The scheduling of main tenance for Status II inactive equipment utilizes conventional PMS scheduling techniques, however, not all scheduled IEM PMS may need to be accomplished by activity personnel. LU checks will automatically be added to the schedule at the beginning of IEM by SKED

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-20 and may be marked “N/A” if the LU check did not support the equipment being removed from the activity or “Accomplished by Higher Authority” symbol if completed by the intermediate or depot level maintenance activity. PM checks may be required to be schedule during the IEM period. At the conclusion of IEM, SU checks and routine PMS will automatically be added to the schedule by SKED. SU checks must be accomplished the week IEM ends and may be marked with the “Accomplished by Higher Authority” symbol if they were completed by the intermediate or depot level maintenance activity. Routine PMS added at the end of IEM may also be marked with the “Accomplished by Higher Authority” symbol if they were completed by the intermediate or depot level maintenance activity. All periodic checks added at the end of IEM, can be moved to the right, not to exceed the allowable date range. Since the MRC date range cannot be applied to the left (into the IEM period), the MRC date range can only be moved to the right and therefore only the plus value of the specific range, i.e., the date range for a monthly is 21-41 days. The requirement can only be moved (scheduled) ten days to the right and will not go into “alert” until after the tenth day. This allows the MP or WCS scheduling flexibility within the plus side of the date range of the MRC. 19-3.3.5 Scheduling. PMS is a portion of the command’s 3-M program that provides, in one authoritative system, the scheduling information and technical procedures governing planned maintenance. PMS provides a simple method for scheduling and documenting the execution of planned maintenance procedures. Fleet policy and scope are listed in chapter 19 of this volume. NOTE: WHERE THE GOAL OF 100 % ACCOMPLISHMENT CANNOT BE REACHED, THE UNIT’S CoC MUST BE KEPT INFORMED OF THE CIRCUMSTANCES THAT PREVENT ACCOMPLISHMENT OF SCHEDULED MAINTENANCE. a. Situational maintenance scheduling will be managed utilizing the tools provided by the computer based PMS scheduling software employed by the activity. All event driven situational requirements will be “triggered” when required and performed per reference (a). b. The MP will be assigned prior to comme ncing the week and must complete the maintenance as directed. If a different person is required, the WCS will reassign the PMS accordingly. c. Check Notes are required in SKED under the following circumstances. (1) When PMS is marked as “lost”. (2) When PMS is marked as not-applicable. (3) When PMS is marked with the ‘¢ ’ symbol, “satisfied by Higher Level Maintenance.” (4) When PMS requires a tag-out, the tag-out program of record identifier will be entered. d. Alert Notes will be in the format of paragraph 19-3.4.8 of this chapter.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-21 e. After the FR is approved, the 3MC will conduct quarter archival to maintain one completed quarter, one current quarter, and at least four future quarters. This permits the ability to review past records and forecasting of upcoming maintenance actions. 19-3.3.6 SKED. The use of SKED version 3.2 or subsequent versions for PMS scheduling constitutes full compliance with all administrative provisions of the 3-M Manual. a. Guidance for use of SKED is provided vi a the SKED users guide with help menus, and wizards associated with SKED functionality. b. The Navy PMS DVD or CD-ROM is used to update the command or unit’s SKED PMS data c. The SKED program uses days to schedule and keep track of calendar periodicities. MRCs are displayed as out of periodicity when they fall outside the established date ranges in the SKED program. These date ranges are as reflected in Table 19-3-2: Table 19-3-2 - SKED Periodicity – Date Ranges Periodicity Date Range Daily None 2D None 3D None Weekly None 2W 9 - 19 days 3W 14 - 28 days Monthly 21 - 41 days 2M 41 - 83 days Quarterly 61 - 121 days 4M 83 - 165 days Semi-Annually 121 - 243 days 8M 165 - 331 days 9M + or - 90 days from scheduled date Annual + or - 90 days from scheduled date

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-22 Table 19-3-2 - SKED Periodicity – Date Ranges Periodicity Date Range Multi-month after annual + or - 90 days from scheduled date 19-3.3.7 SKED Server Failure. In the event of a SKED server failure, operation of PMS performance and tracking is as follows: a. Retrieve Maintenance Outl ook Report that was created following approval of current FR. b. The WCS or LCPO will maintain the a ssignment of PMS with the Maintenance Outlook Report until server is restored. c. Print assigned MRCs from the PMS viewer program that is located on the FR DVD. d. Document and retain accomplished main tenance on printed blank 13 Week Reports that are in the documents folder on the FR DVD. e. When the server is restored, update SKED based on accomplished maintenance documented on 13-Week Reports. 19-3.3.8 Accomplishing PMS. Maintenance personnel use MRCs to accomplish assigned planned maintenance as described in subparagraphs 19-3.3.8.a through 19-3.3.8.h of this chapter. a. From SKED “My Task” view , review the 13-Week Report. b. Determine maintenance tasks assigned. c. Determine when the maintenance task is due. d. Determine what tools, parts, material, te st equipment or supplies are needed. For MRCs that contain inspections and then maintenance actions based upon the inspection findings, the TPMTE needed to perform the follow-on maintenance caused by the inspection findings does not need to be obtained prior to performing the MRC but rather, may be obtained as needed. e. Perform the maintenance on schedule. f. Notify the WCS immediately whenever one or more of the following conditions exist: (1) Anything on an MRC is not fully understood, appears to be incorrect or cannot be accomplished as written. (2) TPMTE prescribed by the MRC is not av ailable, is not correct or questions about substitutions arise. (3) Any doubt exists about your capabilit y, training, or experience to properly perform the maintenance requirement as prescribed. (4) Factors exist which would make perf ormance of the maintenance requirement unwise or dangerous (e.g. disassembly of equipment needed for operations, radiation when prohibited, situations causing safety hazard to exist, etc.).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-23 (5) Equipment deficiencies or casualties are discovered. (6) Any provisions or requirements on the MRC cannot be accomplished as prescribed. See paragraph 19-3.4.1 of this chapter for clarification. g. If an MRC can be completed step by step as written, then the maintenance action can be signed off as completed. Report completed planned maintenance actions to the WCS, update the PMS schedule to reflect the completed maintenance, and annotate and sign the 13-Week Report if used. If multiple maintenance personnel are assigned to a single maintenance action, the most senior person assigned must update the PMS schedule, annotate, and sign the 13-Week Report or Check Note if using SKED 3.2 electronic accountability. h. If inspection criteria or a threshold insp ected by the MRC does not meet the intended criteria, then those maintenance actions cannot be signed off as completed until the discrepancies are corrected. The only allowable maintenance actions that can be signed off as complete are those discrepancies where the PMS documents (MRC or MIP) have an actual statement that directs a CSMP, MCAP, or EDL entry to be made if there are discrepancies. The statement to inform the WCS of discrepancies, by itself, is not sufficient to sign the maintenance action as complete when discrepancies exist. Maintenance actions not fully completed will be reported to the WCS. However, if material deficiencies or casualties, which are unrelated to that MR, are discovered, the MR can be checked off, provided the MR was fully completed, but the discrepancy must be reported via the MDS. 19-3.3.9 Non-Accomplished Categories. The WCS or LCPO will add a brief description for each check note or alert for non-accomplished categories using paragraphs 19-3.3.9.a through 19-3.3.9.g of this chapter. a. System or Equipment Failure. System or equipment is not operational or in a reduced operational status thus preventing maintenance from being accomplished. CSMP JSN required in additional text description. b. Inadequate Maintenance Procedures. MRC procedure or steps cannot be accomplished to a point where the maintenance can be considered accomplished. FBR number required in additional text description. c. Ship and Unit Operational Requirements. Operations prevent the maintenance from being accomplished. Requires additional text description, with a JSN for the ships force backlog, and deferral. d. System or Equipment Operational Requirements. Required operation of system or equipment prevents maintenance from being accomplished. Requires additional text description. e. Lack of Hazardous Material. Correct Hazardous Material (HAZMAT) not available at the time maintenance was to be performed. CSMP JSN required in additional text description.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-24 f. Missing or Incorrect TPMTE. Correct or calibrated TPMTE was not available at the time maintenance was to be performed. CSMP JSN required in additional text description. g. Other. Requires additional text description. 19-3.3.10 Accountability. The credibility of the Navy PMS program relies heavily on the individual accomplishing the maintenance. The required dedication and integrity of that individual cannot be overstressed. a. To maintain accountability, personnel ar e required to sign for the completion of assigned maintenance in an Accountability Log, if used. The WCS is required to review and sign the Accountability Log weekly to verify the accuracy and completeness of entries. Accountability sheets will be maintained in the WC PMS File for a period of not less than 13 weeks. b. For commands utilizing electronic accountability by activities employing SKED 3.2, the following will be used. (1) When an individual updates the dispositi on of a check, this is the same as signing and dating a check completion on a 13-Week Accountability Sheet. The disposition of a check will become permanent when the weekly closeout is performed. (2) All PMS maintenance assigned to a maintenance person is presented to them immediately upon SKED 3.2 log-on. (3) CoC review can be tracked on the Weekly Closeout Signature Sheet. There is no need to print and sign the 13-Week Accountability Form. 19-3.3.11 Force Revision Implementation. In addition to the requirements of reference (a), the following steps ensure the most efficient and thorough implementation of an FR: a. MRC deletions on MIPs must be mark ed to indicate the reason for deletion: (1) Scheduling Aids (SA). Indicate ap plicable scheduling aid “(e.g., SA-.”). (2) Split MIP. Indicate responsible WC (e.g., “EA01”) if the MRC is applicable to the activity, the responsible WC designation must be used versus a scheduling aid. (3) “Other” includes approved responses to FBRs, ACNs (e.g., “NSWC ltr Ser 4790.005.”), Message Date Time Group (e.g., “NUWC R124535Z AUG 05.”), and dual periodicity. Indicate guiding notation for deletion: “SA-1” or “Note 1”, configuration change number. b. The FR should be completed on or before the first Monday of the new calendar quarter. When operational schedules do not provide adequate time to implement the revision prior to the start of the quarter, the XO may direct an alternate implementation date. This deferred FR will be reported to the ISIC unless deployed. If two or more FRs were not available while the unit was deployed, only the most recent FR will be installed and implemented.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-25 c. It is advisable to complete the FR process through DH approval before conducting quarterly audits by a chief or more senior. d. The 3MC will: (1) Route the Service Brief to the CoC for review. (2) Enter the FR number from the ALID in the PMS Supersedure and Accountability Log. (3) Update PMS data into SKED prior to routing the change documentation to WCs. (4) Route the FR to WCS for implementa tion. See Figures 19-3-2 and 19-3-3 of this chapter for an example of a routing memorandum and an FR implementation checklist respectively. (5) Delete SKED FBRs after reflection within the FR. e. The WCS, upon receipt of the change document from the 3MC, will: (1) Make the appropriate entry in the WC Record of Change Log (2) Make appropriate LOEP, MIP, MRC, etc. changes to the WC PMS File. (3) Apply changes to the WC PMS sche dule utilizing SKED Revision Editor. (4) Route revision changes to division LCPO for review and concurrence.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-26 Figure 19-3-2 - Force Revision Routing Memorandum MEMORANDUM From: 3-M Coordinator To: __________ Work Center Supervisor Subj: FORCE REVISION PACKAGE X-XX Encl: (1) Force Revision Implementation Checklist (2) List of Effective Pages (LOEP) 1. Force Revision Serial: X-XX has arrived from NSLC 2. The SKED Force Revision (FR) update is complete. Begin your WC FR implementation using enclosures (1) and (2); complete through your Department Head no later than (Day Month Year). 3. Corrections, including those to LOEP, MIP and MRC, should be made immediately. Make certain ACNs and FBR responses are reflected in the FR. If not, maintain the copies and changes to your MIP(s) and MRC(s) until reflected in a subsequent FR. 4. MRCs with procedural line-outs previously approved by the LCPO must again be reviewed by the LCPO to confirm they continue to meet the requirements of the JFMM volume VI, chapter 19. Specifically, in the procedure block, Work Center Supervisors may line-out the non- applicable line items (alternate procedures) that do not pertain to current equipment or configuration when the step includes the words “if applicable” or a note identifies steps to be omitted. These items must be reviewed and approved by the division LCPO. As these changes are WC and maintenance item specific, submission of an FBR is not required.

R/

3MC

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-27 Figure 19-3-3 - Force Revision Implementation Checklist MEMORANDUM From __________ Work Center Supervisor To: 3-M Coordinator Subj: FORCE REVISION IMPLEMEN TATION CHECKLIST COMPLETION 1. The following actions have been accomplished in SKED to implement Force Revision X-XX. Task Description Initial Verified all equipment is listed under each MIP. Verified new or changed MRCs (green or yellow) are added to the correct Maintenance Item (equipment).

Verified all applicable MRCs for each piece of equipment are active. Verified all MRC’s have associated “Related Maintenance” attached. Verified that Safety of Ship is toggled to “YES” if applicable. Verified that all MIP lineout’s have a technical reason documented for deletion. (Select the “Pencil” Icon on top row)

Verify Maintenance Item Serials & Locations are correct. Upon completion of implementation Marked Complete for digital approval by: LCPO, Division Officer and Department Head. LCPO DIVO DH 2. After DH approval: LCPO run SKED report PMS Documents and Customized MRCs – Line- outs. Verify each procedural lineout meets JFMM volume VI chapter 19, paragraph 19.6.11 requirements.

WCS create an excel spread sheet from the Maintenance Outlook Report as a minimum electronic backup forecasting as many quarters in advance as available and store it on your hard drive (not a LAN drive) in the event of the LAN crashing.

WCS select “Work Center” from the upper menu and “Update Unassigned Slots.” Initially, any MRC without ownership will be assigned to the WCS. Reassignment by the WCS or LCPO will follow.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-28 3. Printing requirements for MRCs are determined by individual command policy. Printed MRCs must come from “PMS Documents” (not PMS Viewer). 4. The only required documents in the WC PMS file are: a. Classified MRCs. b. MRCs required by the command. c. MRCs with pen & ink changes authorized by ACNs or answered FBRs. 5. Approval Signatures: Position Signature LCPO DIVO DH 3MC

f. The division LCPO will: (1) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor. (2) Review line outs on LOEPs, MIPs and MRCs. Initial all such line-outs to indicate concurrence. (3) Submit PMS schedule to DIVO for review and concurrence. g. The DIVO will: (1) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor. (2) Review line outs on LOEPs, MIPs and MRCs. Initial all such line-outs to indicate concurrence. (3) Submit PMS schedule to DH for review and approval. h. The DH will: (1) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor. (2) Review and approve lined out MIPs on the LOEP, and MRCs on the MIPs. (3) Review and approve WC PMS Schedules.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-29 i. The WCS makes final entries in the WC Record of Change Log, completes the PMS Change Documentation Routing Memorandum, and returns it to the 3MC. j. The 3MC updates the CSAL and notifies the XO that the FR has been installed after receiving all FR PMS Change Documentation Routing Memorandums from the WCs. 19-3.3.12 Planned Maintenance System Feedback Reports. PMS FBRs are used to identify problems with PMS documentation or to request the addition or deletion of PMS coverage. Issues with the periodicity, rates, man-hours, TPMTE and procedure may all be reported via an FBR. An FBR is also used to request copies of classified MRCs, request the addition or deletion of an MRC (maintenance requirement) to or from a MIP, splitting a MIP between WCs, shifting of maintenance responsibility or to request PMS coverage for newly installed systems or equipment. Paragraphs 19-3.3.12.a. through 19-3.3.12.j of this chapter provide amplifying information dealing with the issues that may prompt the submission of an FBR. a. Periodicity. An FBR can be used to reque st the increase or decrease in the frequency of a maintenance action, i.e., an MRC. However, the originator needs to keep in mind that the ship or unit has the prerogative to increase the frequency because of harsh weather, unusual operating conditions or corrective maintenance and associated testing requirements. A 726 Class submarine submitted an FBR requesting the frequency of cleaning a specific electronics cabinet filter be increased from quarterly to monthly. Research revealed this MRC was applicable to all 726 Class units and no other ship had submitted a similar request. In fact, two other units had requested the frequency be decreased to semi-annual. It was determined that the submitting unit was in an extended upkeep period and increased foot traffic by shipyard personnel near the electronic cabinet was the most likely cause of the filter becoming clogged. The ship was authorized to increase the frequency to support the extended upkeep period and the periodicity of the MRC was not changed. b. Rates. The Rates block on the MRC repr esents the developer’s recommendation of the skill level (rate and rank) best suited to accomplish the maintenance action. The key word is recommendation. Qualified personnel other than the rate and ranking specified may be assigned. When an NEC is assigned or Damage Control Petty Officer (DCPO) or Safety Petty Officer (SPO), substitution of other personnel is not allowed other than those exceptions as noted in reference (a). An FBR requesting the rate on an MRC be changed from an ET2 to an FT2 will probably not pass TYCOM screening, yet an FBR requesting the addition or deletion of personnel will generally pass to the cognizant technical activity for review. c. Man-hours. The MRC reflects the average time per equipment, per person. It does not reflect or account for gathering and putting away tools, tag-outs or time removing and replacing interferences. From a maintainer’s perspective, this is not an accurate representation of the time required to accomplish the maintenance action. The Future of PMS initiative will attempt to do a better job of accounting for this additional time but until then, FBRs should be submitted only when the allotted time per equipment

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-30 is significantly out of synch with the actual time required. For example, an MRC calls out 0.5 man-hours per equipment, but it takes 1.0 man-hours. d. Tools, Parts, Material and Test Equipm ent. TPMTE FBRs should be submitted when the procedure calls for an item not listed in the TPMTE block or when the TPMTE block lists an item not called out in the procedure. Updating the MRC to reflect common hand tools, administrative or office supplies and basic housekeeping items is addressed in paragraph 19-3.3.12.k.(1) of this chapter. e. Procedure. Procedures are written at a level of detail based on the assumption maintenance personnel are trained, qualified, and supervised by experienced leadership to execute the maintenance consistently and expertly. MRCs exist to provide standardized proven procedures, specify consistent acceptance criteria and to communicate warnings and cautions relative to the specific maintenance action. They are not intended to specify every possible action of the maintainer. There may be instances where an obvious typographical error exists on the MRC (example: Turn switch to ON; however, switch may already be ON and the intent of the step is to turn unit off, the card should read Turn switch to OFF). This type of error should not prevent the scheduling or performance of maintenance. However, in this situation, the accomplishment of the MRC is not possible until the WCS reviews the error and concurs that it is safe to proceed. A temporary notation including the reason for the correction must be made on the MRC, initialed by the WCS and an FBR submitted. Extreme caution will be taken when reviewing MRCs for this type of error. Errors must be obvious typographical errors and a PMS FBR must be submitted immediately upon discovered. Do not permanently alter the MRC until authorized by the applicable SYSCOM, ISEA or NSLC Detachment. If a step is missing that is necessary to complete the task, and that step is not obvious to the maintenance person, submit an FBR to have it added. An FBR submitted to request procedural changes should include the originators contact information and supporting rationale or justification. If, however, a step is missing that is clearly obvious (a ladder was used to install a fixture, but steps were not provided to put the ladder back in stowage) an FBR only serves to overload a process that should be focused on more technical issues. f. Duplicate MRCs. Unclassified MIPs a nd MRCs are now available from the DVD. Copies of classified MRCs still require an FBR request due to handling requirements. g. Addition or Deletion of an MRC. During the life cycle of a system, equipment, or component it may become necessary to add a maintenance action to prevent an age related functional failure or to delete a maintenance action due to inherent reliability not foreseen during maintenance development. An FBR submitted to request the addition or deletion of an MRC should include the originator’s contact information and supporting rationale or justification. h. Newly Installed or Removed Equipment. While an FBR request for PMS coverage will provide initial maintenance coverage or deletion of MIP(s) because of equipment removal, submission of an OPNAV 4790/CK or Not In Model for AWN, is still required to initiate the rest of the logistic support change process. This point cannot be overstressed; the submission of the FBR does not relieve the ship or unit from

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-31 initiating a CK. The CK initiates supply support, CDMD-OA/MBPS changes, selected record drawing updates and class maintenance plan updates. i. Splitting a MIP. There are instances in which a MIP includes MRCs for more than one WC to perform. When this occurs, a decision is required by the command as to whether the MIP will be split or will be scheduled singly by one WC. Only the XO can authorize the splitting of a MIP if an MRC requires another WC to perform the entire maintenance action. If the decision is made not to split the MIP, then the MRs will be accomplished through the coordination of WCSs. (1) If the MIP is split, the following procedures apply: (a) Submit to the XO a non-technical PMS FBR requesting approval to split the maintenance responsibility. (b) Upon receipt of the XO’s concurrence, the 3MC will make an annotation in the remarks block of the FBR stating, “XO concurs with splitting MIP maintenance responsibility”. (2) Upon receipt of the FBR approval: (a) Utilizing the SKED Revision Edito r, delete the MRC from the MIP and show the reason for deletion as the designation of the WC assuming responsibility (e.g., EE01). (b) If the WC assuming responsibil ity does not reflect the MIP and maintenance items, utilize the SKED Revision Editor to add them. Schedule only the MRC(s) that pertain to the WC. Reflect remaining as deleted with the reason for deletion the designation of the parent or lead WC (e.g., EA01). (3) If the situation occurs where a WC removes a split MIP, the following procedures apply: (a) Submit an XO approved, non-technical PMS FBR reporting the decision to remove the split maintenance responsibility. Upon receipt of the XO’s concurrence, the 3MC will make an annotation in the remarks block of the FBR “XO concurs with removing split MIP maintenance responsibility”. (b) Upon receipt of FBR approval, utilize the SKED Revision Editor, remove the MIP, MRC(s) and maintenance item(s) from the WC no longer involved. Ensure that the lead WC assumes full responsibility for the MIP and MRC(s) and annotates their schedules accordingly. j. Shift of Maintenance Responsibility. Indi vidual ships or units sometimes consider it necessary to shift maintenance responsibility from one WC to another, to combine two or more existing WCs or to split an existing WC. These requests for changes of PMS maintenance responsibility require XO concurrence and may require final approval by the applicable TYCOM. Due to the considerable administrative burden,

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-32 requests for this type of change should not be submitted to accommodate a temporary situation such as short-term assignment of two WCs to one supervisor. (1) The following factors should be carefully considered before submitting such requests: (a) Composition of WCs by size and ratings. (b) Scope of maintena nce responsibilities. (c) WC workload. (d) Ease of administration of a WC as a cohesive maintenance group. (e) Importance of WC grouping to equipment maintenance responsibilities, PMS scheduling, MDS reporting and CSMP listings. (2) When changes in maintenance respon sibility are considered necessary, the following procedures apply: (a) Submit a Non-technical PMS FBR. Indicate from which WC(s) equipment is to be deleted and to which it is to be transferred. Upon receipt of the XO’s concurrence, the 3MC will make an annotation in the remarks block of the FBR “XO concurs with the shift of maintenance responsibility (b) WC or equipment changes will also be reported in the OMMS or SNAP system via a 4790-CK through the CSMP up-line reporting process. (3) Upon receipt of the FBR approval, perform the following actions: (a) The PMS Master File is updated to reflect deletion of the MIP from one WC and addition to the WC receiving the responsibility. The originating FBR serial number is annotated on the affected line item on the LOEP for both WCs. The PMS Master File must contain a record of deleted equipment until the change is reflected in a future FR. (b) Utilizing the SKED Revision Editor, load the affected MIP(s) and MRC(s) to the WC receiving maintenance responsibility. Delete the MIP(s) and MRC(s) from WC shifting responsibility. (c) Utilizing SKED, perform a revisi on to move the equipment from the original WC’s current schedule to the WC receiving the maintenance responsibility. Data is exported from one and imported to the other maintaining equipment history. k. MRC Changes Not Requiring Feedback Reports. The only MRC modifications shipboard or unit personnel may make without submitting a PMS feedback report are as listed in paragraphs 19-3.3.12.k.(1) and (2) of this chapter. (1) TPMTE Block

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-33 (a) Common hand tools, administra tive or office supplies and basic housekeeping items may be substituted or added by the WCS. The WCS may add notes to the MRC to reflect these substitutions. In the case where specific common tools are called out by description, substitutions are not authorized. For example, substitutions such as using synthetic fiber brushes in place of animal hairbrushes or rags and paper towels in place of lint free cloths are not allowed. (b) Approved parts, materials and miscellaneous item substituted from the supply system, technical manual, or Military Specification (MIL- SPEC), etc., which meet or exceed the requirements may be used. Ensure that substitutions satisfy both the basic maintenance and safety requirements of the MRC. If there is any doubt, a PMS FBR should be submitted specifying substitution desired and reason. (c) Test equipment or certified tools, which meet or exceed the Sub- Category (SCAT) code requirement, may be used. (d) When an MRC pertains to multiple configurations of equipment and the TPMTE block contains tools, parts, test equipment and materials for each unique configuration, the TPMTE block may be tailored for the unit’s specific configuration by lining out the items that do not pertain to equipment held. (e) Exception to TPMTE block change: If an item listed in the TPMTE block is not called for in the procedures block, submit an FBR explaining the circumstances. Conversely, if a tool, piece of test equipment, part or material is called for in the procedure block and is not listed in the TPMTE block an FBR should be submitted. (2) In the procedure block, WCSs may line-out the non-applicable line items (alternate procedures) that do not pertain to current equipment or configuration when the step includes the words “if applicable” or a note identifies steps to be omitted. These items must be reviewed and approved by the division LCPO. As these changes are WC and maintenance item specific, submission of an FBR is not required. If a step or steps in the procedure block have been lined out and tools, parts, materials, and test equipment in the TPMTE block pertain only to that step or steps, then they will be lined out as well with a reference to the step or steps lined out and approved by the division LCPO. Warnings, Cautions and Notes associated with the lined-out step or steps will also be lined out. l. Types of Feedback Reports. There are two types of FBRs, Technical and Non- Technical. (1) Technical. These FBRs are used to report technical discrepancies inhibiting PMS performance. Technical feedbacks normally adjudicated by an ISEA responsible for the system or equipment covered by the PMS documentation require all the supporting information the originator can provide. The originator should identify the issue, providing as much supporting technical

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-34 information (Allowance Parts List, Reparable Identity Code, drawing or Hierarchical Structure Code) as available and a proposed response or solution if known. Most importantly, provide point of contact information (name and phone number) so that the ISEA can contact the originator should they have questions. Bottom line, the FBR must be accurate and complete to “stand alone”, that is, the FBR will be understood without additional explanation. The better the FBR describes the problem, the more likely the originator will receive a timely response. There are two sub-categories of technical FBRs: (a) Routine. An FBR will be consid ered routine when it relates to the technical requirements of PMS. It is used to report technical discrepancies or request clarification of procedures. (b) Urgent. An FBR will be considered urgent when it relates to the technical requirements of PMS and involves safety of personnel, safety of ship or the potential for equipment damage. Urgent FBRs will be forwarded by naval message containing a PMS Feedback Serial Number, to both NSLC Detachments Norfolk and San Diego, with info to the cognizant SYSCOM, TYCOM and the Naval Safety Center. The message must describe the unsafe procedure(s) or condition(s), must identify the MIP and MRC involved and reflect the serial number of the FBR generated in SKED or Planned Maintenance System – Management Information System. Once the message has been sent, include the date time group of the message in the FBR and submit. (2) Non-technical. These FBRs are intende d to support PMS requests that do not require technical review, including WC changes (shift of maintenance responsibility). Non-technical FBRs are submitted to request classified or other PMS documentation which cannot be obtained locally or to request clarification of issues not of a technical nature. m. Feedback Report Submission. All SKED users will submit FBRs via SKED using the Feedback Report Wizard. Non-SKED users may submit FBRs via the Planned Maintenance System – Management Information System web site at https://algol.pmsmis.navy.mil/PMSMIS by selecting the Feedback Tab and Feedback Report Wizard from the drop-down tab. Non-SKED users accessing this web site for the first time will need to request an account. Click on File Manager and select New User Account Request. This displays options to select a form and readme file, which can be downloaded, filled out and sent via e-mail as directed in the readme file. An e-mail will be sent confirming your account and providing access to the main screen. n. Feedback Report Screening. (1) Initial screening is accomplished by th e originator or WCS who is responsible for ensuring all data is accurate and complete. (2) The division LCPO or DIVO accomp lishes the second level screening and verifies the content and validity of the FBR within three days of origination. (3) The DH, next to screen the FBR, is responsible for verifying the content and validity of the FBR and digitally signing FBRs within five days of origination.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-35 (4) The 3MC is responsible for screen ing, serializing, and forwarding FBRs within seven days of origination. The 3MC will also: (a) Maintain accountability for all PM S FBRs submitted and actions taken until updated PMS documentation is received. (b) Ensure that the originator and all applicable WCs are kept apprised of action taken and ensure the originating and other applicable WCSs implement the changes or corrections when received. o. Feedback Report Screening (External to Hu ll or Activity). FBRs are next processed by the TYCOM. The TYCOM will verify the content and validity of the FBR and either return the document to the originator or pass it on for further processing and resolution. p. Feedback Processing Activities. (1) The central control points for processing FBRs are the Planned Maintenance System Coordinating Activities (PMSCA). Depending on the type of FBR and level of technical authority necessary to answer the FBR, the PMSCAs will either respond to the originator with a resolution or forward the FBR to the appropriate technical authority for action. (2) ISEAs are those activi ties designated by NAVSEA as the technical experts for specific systems or equipment. Naval Surface Warfare Center, Philadelphia Detachment (NAVSURFWARCEN-PD) is the ISEA for the majority of non- nuclear hull, mechanical and electrical equipment installed on most ships. ISEAs under the direction of the NAVSEA Technical Warrant Holder adjudicate the FBR request and forward the response to the PMSCAs. The PMSCAs provide the final response to the originator and update the PMS database to reflect ISEA changes. PMS changes are issued with the next available FR. q. Feedback Processing. FBRs are processed per NAVSEA policy: (1) Urgent FBRs. (a) The PMSCA will provide a message response to all urgent FBRs within one working day of receipt. If the FBR is forwarded to a Design Activity or ISEA for resolution, then the Design Activity or ISEA will provide a message response informing the originator of specific actions or required changes as a result of the adjudication of the FBR within one working day of receipt. This message response must be addressed to the originator and distributed to all TYCOMs of units holding the affected documentation. TYCOMs will forward this message to all commands that could be affected by the PMS change. (b) The PMSCA will distribute revised PMS documentation to all affected users within 30 calendar days of receipt of the FBR, via special issue or ACN. (2) Routine FBRs.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-36 (a) The PMSCA will perform technical review, research, and provide a response to routine FBRs where resolution does not require technical authority action. (b) FBRs that the PMSCA cannot resolve will be sent to the cognizant Design Activity or ISEA. The cognizant Design Activity or ISEA will provide the response to the appropriate PMSCA describing the action taken. The PMSCAs will provide the response to the originator by electronic means. (c) Distribution of the revised MRC to the originator and other affected users will be accomplished via ACN or the next available FR. (d) NAVSEA’s existing policy calls fo r technical review activities and ISEAs to provide FBR responses in less than 21 working days from time of receipt. In addition, NAVSEA has established a goal of providing answers to FBRs in one day. While some FBRs will require extensive research and days, weeks or in some cases months to resolve, the vast majority of FBRs can and should be answered much sooner. One day may be overly optimistic, but the intent is to put the emphasis back on the timely resolution of FBRs. (e) If no revision to PMS documenta tion is required, pertinent comments will be provided in the response to the PMSCA. When not concurring with the feedback report, the rationale for the non-concurrence must be provided to the PMSCA. NOTE: IT IS POSSIBLE AN FBR RESPON SE MAY NOT MAKE A SPECIFIC FR BASED ON THE DATE THE RESPONSE WAS RECEIVED BY NAVSEALOGCEN. PROCESSING TIME AND HANDLING MAY CAUSE THE REVISED DOCUMENTATION TO MISS AN FR CUTOFF DATE. HOWEVER, SINCE ALL FRS ARE NOW RECEIVED QUARTERLY, IF A REVISION MISSES THE CURRENT FR CUTOFF WINDOW, THE REVISED DOCUMENTATION WILL BE AVAILABLE WITHIN THE NEXT THREE MONTHS. r. Feedback Response Implementation. Units will implement responses to FBRs based on the category and content as determined by the unit’s 3MC. (1) Urgent FBR – within 24 hours of receipt of FBR response. (2) Urgent FBR with an ACN – within 24 hours of receipt, the ship or unit will implement an administrative change to incorporate the new PMS documentation. These revised documents will be utilized to conduct maintenance until the revised PMS document is incorporated into the next FR. (3) Routine FBR: (a) Technical. The response deals wi th content such as a revision to technical specifications, tolerances, test equipment, materials, acceptance criteria or the sequence of procedural steps. These changes need to be implemented within two weeks of receipt of the FBR

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-37 response or prior to the next scheduled accomplishment date should that date fall within the two-week window. (b) Administrative. The response deals with issues that do not affect the technical content or procedural steps. Administrative changes might be added steps to provide a better degree of clarity, formatting revisions to tables or figures that do not change technical content, or updating of Notes, Warnings or Cautions that do not impact the performance of the MRC. These changes do not need to be implemented prior to receipt of the next FR. If the next FR does not reflect the revised documentation, implementation is required before the next scheduled accomplishment date of the MRC. (4) Routine FBR with an ACN: (a) Technical. These changes need to be implemented via an administrative change within two weeks of receipt of the FBR response or prior to the next scheduled accomplishment date should that date fall within the two-week window. These revised documents will be utilized to conduct maintenance until the revised PMS document is incorporated into the next FR. (b) Administrative. These changes do not need to be implemented prior to receipt of the next FR. If the next FR does not reflect the revised documentation, implementation is required via an administrative change before the next scheduled accomplishment date of the MRC. 19-3.3.13 Assessment Procedures MRCs. Assessment Procedure (AP) MRCs need not be scheduled within SKED, but they will be maintained “active” through the FR process. AP MRCs need only be printed on an “as needed” basis for use by assessment personnel or Ship’s Force. The record of completed AP MRCs by off-ship personnel is recorded on the work candidate and Ship’s Force participation is recorded in their completion remarks of that work candidate. There is no need for recording Ship’s Force participation in an assessment event on their PMS schedule within SKED. FBRs submitted requesting deletion of a MIP that only contains AP MRCs will be disapproved and returned to the originator. 19-3.4 MAINTENANCE AND MATERIAL MANAGEMENT ASHORE EVALUATION CRITERIA. 19-3.4.1 Self-Assessments. The ability of an activity to perform critical self-assessments is instrumental to the success of the command’s PMS program. The PMS Self-Assessment Program needs to address all aspects of 3-M. a. TYCOM Policy. Each co mmand and subordinate command(s) must conduct a rigorous quarterly 3-M Self-Assessment. The 3-M checklists contained in appendix A will be utilized and retained for 12 months. In addition, the Maintenance Accomplishment Rate (MAR) and Spot Check Accomplishment Rating (SCAR) percentages will be reported to Commander, Naval information Forces (CNIF) no later than the 25th day of January, April, July, and October. The CO will receive a

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-38 formal briefing of the findings of the Self-Assessment and intended corrective actions. b. Self-Assessment Elements. The major program elements of a Self-Assessment include an evaluation of the PMS Performance Rate (PPR) and CSMP Validity, monitoring MRC performance (monitored MRC), and conducting PMS Spot-Checks, WC audits, and deficiency abatement. 3MCs will retain monitored PMS results, Spot Checks and WC audits from the last completed quarter in either hard copy or digital format for review supporting the self-assessment. (1) PMS Performance Rate. The PPR is made up of the MAR multiplied by the SCAR divided by 100. PPR = MAR X SCAR ÷ 100 (2) CSMP Validity. The CSMP Validity f actor is evaluated utilizing the check sheets provided via section IV (MDS) of the TYCOM’s 3-M Inspection Criteria, appendix A. (3) Monitored MRC. Supervisory pers onnel must periodically monitor the performance of PMS to provide feedback and training to maintenance personnel and to enforce command maintenance standards. Personnel charged with monitoring must be system matter experts for the system, equipment, or component for which the MRC applies. LCPOs, LPOs or personnel with similar system knowledge are appropriate. Monitored checks can be used like on the job training to teach the “right way” to conduct maintenance. These monitored MRCs will be documented as a monitored evolution and findings will be provided to the WC’s CoC for inclusion into training and deficiency abatement. The value of monitor maintenance cannot be overstated. (4) PMS Spot Check. PMS Spot Checks are utilized to validate that previously scheduled and accomplished MRCs were performed and the degree to which they were performed. The checklist contained in Appendix A section II of this chapter, is the tool supervisory personnel utilize to determine the accomplishment status of a completed MRC. Deficiencies noted and the final grade will be provided to the WC’s CoC for abatement. The WCS will record the Spot Check grade into SKED to generate the SCAR for the quarterly PMS Performance Report. Spot Checks will involve all elements of the CoC to include the CO, Command Master Chief, XO, 3MC, department CPOs, DHs, DIVOs, divisional CPOs, and first class petty officers. By following the checklist, the inspector can determine if the sailor is competent, the maintenance was accomplished, required TPMTE was available and used, and safety precautions were followed. The focus should be less on administration and more on the condition of the gear. (a) Avoid Spot-Checks of MRCs with insufficient complexity. Performing a Spot-Check on a 3 or 5 step MRC does not provide the CoC an accurate picture of the health of the command’s maintenance program. Selected MRCs should be of sufficient content to provide the auditor with evidence of satisfactory performance (e.g., tag-outs,

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-39 QA packages, parts required, off-hull reporting, test equipment, safety equipment, etc.). (b) Command 3MCs can request modifica tion of the Spot Check matrix if it is believed that due to the size of the command and location of their WCs, they are unable to accomplish that requirement. Requests must be submitted in writing to CNIF 3-M staff (via Echelon IV 3MC if applicable) and include their proposed Spot Check matrix for review. If approved by CNIF, the command 3MC will retain a copy of the request approval. (c) Spot-Checks evaluated as “below standards” will require immediate training and re-performance as determined by the XO. Any re- accomplishment of the MRC must be monitored by the LCPO to ensure noted deficiencies are not repeated. (d) Table 19-3-3 represents the minimum number of Spot Checks and Monitored Checks for CNIF activities. (e) Utilize the Spot Check Randomizer located in the Weekly Virtual Snap-Shot Report. Use is mandated unless Sailor or equipment is unavailable in which 3MC will select another Spot Check to be conducted. (f) Spot Check Randomizer. The Spot Check Randomizer is the last section of the Virtual Snap-Shot Report. It produces a list of random spot checks based upon criteria such as periodicity, troubled systems, and when the check was accomplished. The program will reduce the number of times the same maintenance check is selected. The list of spot checks is for the next week. The program will choose a single check for each work center but will not assign a spot checker. 3MC will still create a list of spot checkers and assign the work center they are to inspect. The spot checker will then conduct a spot check on the maintenance action selected by the program. The 3MC will ensure that spot checkers are inspecting checks selected by the program. (5) Work Center Audits. Each WC must receive an audit once per quarter by a supervisory individual, (CPO) or above. Deficiencies noted from this audit will be reported to the WC’s CoC for abatement. The 3MC will report recurring deficiencies to the XO for further investigation and corrective action. (6) Deficiency Abatement. The status of discovered deficiencies will be kept current within the monitoring program. Recurring deficiencies must be reported to the XO for further investigation and corrective action. Deficiencies that have been reported as corrected will be subject to follow up monitoring to ensure corrective action was effective and results of the follow up monitoring will be reported to the XO. The unit’s 3-M Abatement

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-40 Program will include the previous quarter’s audits, Spot-Checks, monitored evolutions and CSMP validity audits noting trends and corrective actions. (7) The Virtual Snap-Shot Report is a n Excel workbook that creates a 20-page graphical representation for the health of the MAR and Spot Check program pillars of performance. The report uses a drill down method to identify strengths and weaknesses with the two pillars. (a) This report is to be conducted at a minimum monthly by all commands, and should be utilized weekly. (b) Required documents are the PMS analysis Spreadsheet and Spot Check – All reports. (8) The Virtual Snap-shot re port Cover Sheet breakdown (a) Cover sheet, automatically fills in the ship’s name and date. The user will enter the below information for the command’s 3-M program. (b) FR#. Enter the current Force Revision the SKED implemented at the commands. (Ex. 4-21, 1-22, 2-22) (c) 3-M Cert Date. Enter the date for your last 3-M Certification event. If the certification even is not known, contact your TYCOM 3-M team to provide. (d) CSMP Reconciliation. Enter the date of the last CSMP reconciliation was conducted, ex: during a PB4M. (e) Attachments. There are two mandatory attachments that must be submitted with the Virtual Snap-Shot Report. The IEM Details Report, (f) Acknowledgement blocks: The use of these blocks are voluntary. It contains a place for the CO/XO/OIC/TD to initial stating they have received the document. (9) PMS Performance Rate (PPR). The PPR page provides an overview of both the command’s MAR and Spot Check Average to create a PPR for the command and each of the departments within. (10) Maintenance Accomplishment Summ ary. The Maintenance Accomplishment Summary provides a three-page executive level evaluation of the MAR for the command. The major sections of the report as follows: (a) Maintenance Accomplishment by Week Graph. A graphical representation of the MAR for the last 13 weeks. The graph provides a trend analysis for the command’s maintenance accomplishment. The Fleet Requirement of 80% is identified by a red dotted line on the graph. (b) Each department at the command has the maintenance accomplishment number identified. This is listed as #COMPL, #ALERTS, #LOST, #NA, TOTAL # CHKS, PAR %, SAR %, WEIGHT %, MAR%.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-41 (c) Work Centers for the Last Quarter. This section is identical to the department section except data is for a specific Work Center over the last 13 weeks. (d) Alerts Report. A two-page section that graphically displays the command’s alerts over the last 13 weeks. It is important to understand that a check will not start alerting until the check is beyond its maximum scheduling range. For example, an A-1 check will not alert as soon as the check is due. The check can still be moved out six months. After 18 months the check will start alerting. This section contains the Alerts by Week, Number of Alerts per Work Center, Top 50 longest alerts by # of weeks alerted, W/C, MIP, Periodicity, Equipment name. (e) Lost Checks report. A two-page section that graphically displays the command’s lost checks over the last 13 weeks. This is listed by Lost Checks per Week, Lost Checks per Work Center, Top 50 Equipment with the most lost checks by W/C, # of times lost, and Equipment. (f) NA Checks Report. A two-page section that graphically displays the command’s Not Applicable checks over the last 13 weeks. Although NA checks are not counted against the command’s MAR, the command should be aware of the checks marked NA as it could indicate maintenance that should have been accomplished and was not. (g) Top 50 Equipment items with the most NA checks. This is a list of the top 50 NA checks based upon the equipment and work center. (11) Spot Check Analysis Report. A summary of the Spot Check Program health via actionable metrics. (a) Number of Spot Checks per Week. A graph that displays the number of Spot Checks conducted at the command over the last 13 weeks (b) Department Spot Check Program Health. A list of each department and their respective Spot Check Metrics by # of Spot Checks, # Fail, Pass %, Weight %, and AVG Score %. (c) Work Center Spot Check Pogrom Health. A list of each Work Center and their Respective Spot Check metrics by Work Center, #Spot Checks, #Fail, Pass %, Weight %, and AVG Score %. (d) Top 10 Spot Checks Conducted. A list of the maintenance checks that were spot checked the most in the last 13 weeks. The “# of SCs” block indicates the number of times a spot check was completed. Line items highlighted in green indicate a troubled system check as specified by TYCOM. These are checks mostly identified as leading to 3MI discrepancies. (e) Toughest Spot Checkers. This list contains the names of the 10 personnel that have failed the most spot checks. The list will only contain the names of Spot Checkers that have conducted more than the

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-42 average number of spot checks for the command and have failed at least one spot check. (f) The 100% Club. A list of Spot Checkers that have conducted the over the average number of spot checks and have found zero discrepancies. While grading one or more spot checks at 100% may be legitimate, this list may indicate personnel that need to have a more critical eye during spot checks. (g) Partial Spot Checkers. A list of personnel that have conducted one or more spot checks with a partial grade. CNIF does not authorize partial grading during spot checks. Each attribute on the Spot Check form is an all or nothing score. For Example, an attribute worth 10 points will either be 10, 0, or NA as applicable. A grade of 1 through 9 will not be used for any reason for this attribute. (12) Spot Check Completion Report. A li st of the command spot checkers and the number of spot checks the personnel conducted for each week for the last 13 weeks. Because this list is derived directly from SKED data, the personnel paygrade is unavailable. Due to this limitation, the list is sorted based upon the number of historical checks conducted in the last 13 weeks. (13) Spot Check Randomizer. A list of ra ndomly selected checks to be spot checked for each work center that has conducted maintenance in the last 13 weeks. Checks are randomly selected based upon periodicity, troubled system status, when the check was accomplished, and how many times the spot check was previously conducted. All units are directed to utilize the Spot Check Randomizer to the maximum extent possible. If a maintenance person or equipment is unavailable and the randomly selected check cannot be performed, the spot checker will select another check within that work center with a moderate level of difficulty. c. Zone Inspection. The XO will establish a zone inspection program (1) Zone inspections will be all areas utilized by the command, and if there are any tenant commands, they must conduct zone inspections on their cognizant spaces. Examples include but not limited to, working areas, electronic spaces, server communication rooms, UPS rooms, or generator areas. (2) The XO will designate command personnel to perform the zone inspections on every space outlined above at minimum quarterly periodicity. (3) All discrepancies annotated during the zone inspection will be recorded as part of the CSMP by the owning work center in AWN, utilizing the Zone Inspection Deficiency List (ZIDL) status code for the AWN 2-Kilo. d. 3MC will ensure a quarterly Virtual Snap-shot report is forwarded to the ISIC with POAM for discrepancies identified. (1) Virtual Snap Shot template reports can be found on the CNIF 3-M Forcewide Teams Page, or ISIC.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-43 Table 19-3-3 - CNIF Spot Checks Management Level Periodicity of Number of Spot Checks Periodicity of Monitored Maintenance CO or OIC One per Month N/A XO or AOIC or Technical Director Two Per Month Monthly DH Two Per Month Monthly DIVO Two Per Month Monthly 3MC One a week Weekly LCPO Two Per Month Monthly LPO N/A Two Per Month WCS N/A Two Per Month 19-3.4.2 Maintenance Data System . This section is to provide greater clarity for the Maintenance Data System and does not supersede but provides more detail in MDS processes ashore. h. All commands under NAVIFOR administrative control will utilize AWN as their MDS program. All sites are required to use MDS for documenting man hour expenditures pertaining to network administration, cyber hygiene, locally generated maintenance, corrective maintenance, and all monetary expenditures whether contractual, tools, parts or otherwise. The use of the MDS is baselined and dictated from volume VI chapters 5 and 19-7 and volume II part II chapter 1 of this manual. b. Weekly bulk jobs are au thorized to account for man hour expenditures mentioned above utilizing the tasks completed against the configuration or if no configuration the “Support Services” category. Care should be taken to ensure appropriate work center association and info provided meets grading criteria per appendix a. These type of jobs must have enough detail, the purpose is to right size, to ensure the right amount of Sailors, Civilians, and Contractors are on site. This type of job is not for recording watchstanding hours, only the equipment driven and equipment supporting tasks that may have occurred during that time frame. c. In order to ensure proper readiness reporti ng for the E-Pillar all sites are required to have their configuration whether Program of Record or not to be put into CDMD- OA/MBPS that refreshes AWN for equipment validations. This can be done either through the shore side installation process FRCB through work files for Program Executive Office (PEO) or Program Manager, Warfare (PMW) installation entities, or

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-44 using Not In Models (NIM) inside of AWN for 3rd party and other than command funded installations done by the command. d. Equipment validations must be conducted on a weekly basis by each work center to ensure proper logistics support, and accurate configuration management. The goal is to validate all equipment in a five-year period in AWN. The 3MC will maintain a master listing of all configuration items, assign all validations, and track validation completion. The person conducting the equipment validation will sign and date the validation sheet obtained from AWN upon completion. All validation information, including completion date, will be entered into AWN. All validations will be provided to the 3MC who will verify changes. The 3MC will also maintain validations on file for a minimum of 13 weeks. e. Sailors, civilians, and contractors will only be granted access up to their 3-M qualification level, and designation letter. For example, a WCS does not warrant 3MC access even though they may be 3MC qualified, and a DIVO that is not qualified DIVO, even if designated, must not have DIVO access in AWN unless qualified or interim qualified. f. AWN Management is imperative and for each 2Kilo the following is done. (1) Proper configuration is identified whether hardware or software. (2) Correct codes are used for Cause Codes, discovery codes, deferral codes, and type availability. (3) The CoC reviews each 2Kilo and approves at the appropriate level. (4) Proper supply documents are generated to ensure correct part tracking, and expenditure is in the 2K. This means for the majority of NAVIFOR units a manual entry from ONETOUCH as the primary MILSTRIP process, secondarily through open purchase requests. g. Examples of equipment driven and equipment supporting tasks that require the use of a 2K. (1) Fleet Technical Support per Vol VI Chapter 2 of this manual, intermediate, and Depot level work requests for both hardware and software requires the initial Job Control Number (JCN) before the use of NAVY 311/NESD. This same concept will utilize for NAVFAC’s MAXIMO program, and any other PARM ticketed system will utilize this concept in ensuring 2K are entered into the command CSMP. (2) Installations of new equipment whether PEO, Other than Command Funded, or 3 rd/site installed equipment. (3) Accounting for locally generated maintenance man-hours expenditures. h. CNIF Ashore funding expenditure process due to the lack of a supply back-end and to connect maintenance data to the configuration, and command the following processes must be used.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-45 (1) OPNAV as the resource sponsor and liaison for funding for Operation and Maintenance dollars requires an accounting method inside of AWN. (2) All AWN CSMP entries will include the cost of the maintenance action which is to be entered in the AWN comment section under ships force. (3) The requirement to document cost in the Supply comment section applies to all corrective maintenance and logistics actions (including one-touch or any other program being utilized for navy standard stock repair parts, command contracts for systems maintenance, casualty report (CASREP) support, open purchase for non-standard stock parts and maintenance services). (4) Maintenance Contracts (FOR NAVWAR, NIWC, CIV or GOV contractor support) and open purchase documentation must incorporate the AWN assigned JCN. (5) Recording cost data in AWN and applying the JCN to financial documentation will support NAVIFOR budget discussions with OPNAV. Failure to document all maintenance actions and associated costs in AWN will limit NAVIFOR ability to support command unfunded requirements submissions and seek additional funding from OPNAV resource sponsors. (6) All commands without an AWN account will use their parent commands AWN account to submit CSMP entries. For commands without an AWN account and no parent command AWN account, contact NAVIFOR points of contact for additional guidance. (7) Financial documentation includes documents used for open purchase items and contracting maintenance actions or contracting support services. E.G. Infrastructure upkeep, system administration. If you are purchasing services for maintenance, it requires a CSMP entry. General office supply purchases, servmart, and command operating expenditures such labor and utilities (salary, electric, vehicles, water, sewer, etc.) are exempt from AWN CSMP entries. (8) Open AWN CSMP entries for maintenance contracts entering Statement of Work (SOW) and Period of Performance (POP) in the narrative, adding the cost to the AWN comments section under ships force. After entry is made and approved by 3MC, after contract is awarded and funds executed, the job can be closed. Subsequent contract renewals, option year extensions, or if a current fiscal year contract (shorter than full fiscal year POP) is extended, will require new AWN CSMP entries with costs applied to AWN comment section under Supply comments. (9) The goal is to capture maintenance actions and associated costs to support budget submissions and verifications with OPNAV N2N6. Your documented maintenance data is the authoritative record to eliminate budget shortfalls and restore funding to modernize based on traceable and supportable documentation pulled from the authoritative source.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-46 i. CNIF MDS Supply Process. All NAVIFOR units will utilize the ref n that is for both shipboard and ashore for ordering processes, and Material Obligation Verification processes. (1) For non-RSUPPLY connected AWN, NSN ordering process will be, to enter a 2Kilo into AWN. (2) NSN will be verified via ONETOUCH. (3) Site will check the MILSTRIP requisition tracking spreadsheet, which is created and maintained by the site, for which document number to use next. W requisitions tracking spreadsheets for CASREPs. (4) Site will input the NSN into ONETOUCH, verify it is correct. Once verified to be correct they will generate the MILSTRIP for the requisition along with the supporting 1348. (5) Site will send an email attaching the 1348 to the email and will input the full MILSTRIP Requisition into the body of the email as well. The E-mail will go to the COMPCONTROLLER for funding verification and MILSTRIP recording. (6) Once MILSTRIP is verified to be correct and funding has been approved, site will open ONETOUCH, navigate to the Requisition Functions menu, select MILSTRIP upload, paste the MILSTRIP into the File Contents box and hit the submit button. (7) COMPCONTROLLER will record the MILSTRIP into Command Financial Management System and Standard Accounting, Budgeting, and Reporting System. (8) Site will continue to follow any carcass turn-in and documentation record procedures. (9) Update the AWN JCN with funding expenditure in supply comments, and requisition into the recommended solution block. (10) If the site cannot find the required item via NSN, then an Open Purchase Request (OPR) be utilized. All OPRs will be verified with a JCN prior to ordering and funding expenditures outlined in Supply Comments. (11) If items need to be added to the APL/AEL. The site will utilize the COSAL FBR process per reference (c). j. To ensure proper job Verification, Sc reening, and Brokeraging NAVIFOR follows JFMM VOL II Part II Chapter 1. k. Configuration management is a key co mponent of all maintenance, material management, and readiness reporting across the Navy. Configuration management is dictated from volume VI chapter 19-7 of this manual and its associated references. 19-3.4.3 Programmatics: a. Calibration and Test Equipment. All Test, Measurement, and Diagnostic Equipment (TDME) that is within the NAVIFOR force must utilize volume VI chapter 9 of this

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-47 manual, and utilize MCMS to track all government owned calibration equipment for calibration readiness and reporting. For any test equipment item that requires calibration, a job in AWN must be entered to account for the item’s degradation. b. 2-M Processes will be utilized from chapter 8 of this volume, all CCA/ECMs will be screened that are owned by the platform, and a subsequent 2-K will be processed for the screening and repairing against the configuration. c. A lock out and tag out program shall be used if an energy-isolating device is capable of being locked out. Shore activities will pattern their lock out tag out program after Occupational Safety and Health Administration (OSHA) regulations as delineated in reference (h), utilizing NAVSEA Form 9210/9, Tag Out Record Sheet (TORS). Lock out tag out procedures are necessary to prevent the unexpected startup of machinery or equipment, or the release of stored or residual energy that could cause material damage, serious injury, or death. Lock out tag out is achieved through the installation of locking devices and tags to isolate energy sources so maintenance can be accomplished safely. Per references (h), (i), and (j), lock out procedures will be used for all corrective and preventive maintenance requiring electrical or mechanical isolation, including maintenance performed by repair activities or contractors. When energy isolating devices are not lockable, technicians will follow tag out procedures outlined in references (i) and (j). Kirkey lock-out/tag-out Systems will follow NAVIFOR Safety Professional guidance. 19-3.4.4 Inspections and Training Assist Visits. The goal of the 3MI is to evaluate the effectiveness of the unit’s 3-M program. It is critical that the inspection be conducted in a similar fashion in every command and detachment across the force. Inspections will be completed once commenced; early below-standards indications will not be used to change an inspection into an assistance visit. Current instructions are available on the COMNAVIFOR portal page at https://usff.navy.deps.mil/sites/NAVIFOR/N4/N42/Pages/N421.aspx, and the NAVIFOR 3-M Teams Page. 3-M is the foundation of a well-executed, effective maintenance program. Therefore, configuration, PMS, and MDS must be vigorously prosecuted and thoroughly monitored. The standards of PMS performance must remain high. a. Frequency of Inspections and TAVs. The TYCOM or ISIC will conduct a complete inspection of each command under their cognizance as follows: (1) When deemed necessary and scheduling allows outside of the normal inspection window by the TYCOM, ISIC or the unit’s CO. (2) Not to exceed 36 months. The governing factor is that every unit will be inspected every 24 months, and a maximum of 36 months (3) The ISIC will submit a 3MI periodicity extension request to the TYCOM if a 3MI will exceed 24 to 36 months has elapsed since the last inspection. The TYCOM, when replying to the request for extension, will include Commander, United States Fleet Forces Command N43 or Commander, Pacific Fleet N43 (as applicable) as information addressees. Only the TYCOM can authorize such an extension. (4) TAVs will be conducted by the ISICs as dictated from the TYCOM, or the by the TYCOM if the ISIC is the TYCOM. TAVs are an opportunity to train

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-48 personnel in specific areas of 3-M. The purpose of the assist visit is to identify areas where improvements may be made, this is not a direct translation of a 3MI. Prior to the arrival of the 3-M Team, the ship will respond appropriately to identify areas that need attention and ascertain the type of assistance desired. This is not required to conduct an inspection (5) An evaluation visit may be determined or required when a command has during a previous assessment was deemed as having no configuration whether hardware or software. This visit will occur once every 36 months to determine that the command has not gained any configurations during that timeframe, whether program of record or not. Once determined the TYCOM will include Commander, United States Fleet Forces Command N43 or Commander, Pacific Fleet N43 (as applicable) as concurrences. b. Inspection Team Composition. (1) Team Leader. The inspection team leader will be the TYCOM 3-M Representative who will concur with the assignment of inspection team members. The team leader will ensure inspection attributes are evaluated in a manner consistent with current guidance and directives provided by COMNAVIFOR and provide guidance to the inspection team members to ensure a common process. (2) Team Members. Team members will c onsist of Commander, Naval Forces or ISIC staff personnel or both who are adequately trained in the area to which they are assigned to assess. They will report findings to the team leader. c. Method for Assignment of Numerical Evaluations. The minimum performance requirements are as identified below: (1) Formula Acronyms: (a) CLER = Command Level Effectiveness Review (b) CTS = Command Total Score (c) CVF = CSMP Validity Factor (d) DTS = Department Total Score (e) MAR = Maintenance Accomplishment Rate (f) MDS = Maintenance Data System (g) MPR = MDS Performance Rate (h) PAR = Periodic Accomplishment Rate (i) PPR = PMS Performance Rate (j) SAR = Situational Accomplishment Rate (k) SEER = Scheduling and Execution Effectiveness Review (l) SCAR = Spot Check Accomplishment Rating

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-49 (2) CTS must 80 percent or higher , 50 percent of the score is the PMS effectives, and 50% is the MDS effectiveness. Any CTS score evaluated below 80 percent will be re-evaluate. CNIF CTS = ((SCAR X .15) + (MAR X .10) + (SEER X .15) + (CLER X .10) + (SPF X .5)) + ((CVF X .40) + (MPF .5)) * For commands without a billeted or collateral duty 3MC: CTS = ((SCAR X .20) + (MAR X .10) + (SEER X .20) + (SPF X .5)) + ((CVF X .40) + (MPF .5)) (3) MAR = PAR (.5) + SAR (.5) MA R = PAR (If Work Center holds no situational maintenance) PAR = Completed / (Complet ed + Lost + Alerts + Omitted) SAR = Completed / (Completed + Lost + Omitted ) (4) Each Department is required to m eet the DTS minimum of 80 percent. DTS = Work Center Score X Weighted Factor Work Center Score= (PPR X .50) + (CVF/MDS X .50) PPR = 50% of the Work Center Score CVF/MDS = 50% of the Work Center Score PPR = MAR X SCAR ÷ 100 (5) Ranking Standards. (a) Commands, departments, and WCs will be evaluated as “Above Standards” overall in 3-M if the unit’s total score is 90% or higher. (b) Commands, departments, and WCs will be evaluated as “At Standards” overall in 3-M if the unit’s total score is between 80% and 89.99%. (c) Commands, departments, and WC s will be evaluated as “Below Standards” overall in 3-M if the unit’s total score is less than 80%. (d) All calculations will be rounded to two decimal places. d. Inspection Procedures. Appendix A provide s a standard means for evaluating the 3- M program. These procedures, centered on a set of core attributes applicable to all, are used to conduct 3-M Inspections. Inspection procedures are divided into six major areas, and three programmatic scores for CNIF: (1) Section I - Work Center a nd Command Effectiveness Reviews (a) Scheduling and Execution Effectiveness Review. (b) Command Level Effectiveness Review. (2) Section II - Spot Check Accomplishment Rating. (3) Section III - Maintenance Accomplishment Rate.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-50 (4) Section IV - Maintenance Data System. (5) Section V - Proficiency (6) Section VI - 3-M Inspec tion Command Total Score. (7) Section VII – Test Equipment (8) Section VIII – 2-M (9) Section IX - Lock-out/Tag-out e. Inspection Reporting. Significant defici encies and numerical assessments are reported to the assessed unit’s CO, ISIC and TYCOM using the format shown in appendix C. Reporting may be accomplished on the entire unit or on a departmental basis. (1) Significant deficiencies require a report of corrective actions taken by the unit to be forwarded to the TYCOM via the ISIC within 30 days following the inspection. (2) Any command or department recei ving an overall evaluation of below standard in either PPR or CVF and MDS must be re-evaluated. (3) Each TYCOM will report the findings of the previous year’s inspections to Commander, United States Fleet Forces Command or Commander, Pacific Fleet N43, as applicable, at the end of the calendar year. f. Inspection Data Retention. CNIF will mainta in an inspection data file for each unit. As each command is evaluated, the individual evaluation standards and calculated values identified will be recorded in the data file with a copy of the inspection report provided to the inspected command. Sections I through VI of Appendix A provides specific criteria to be used in the assessment of each command. Section VII is evaluated based on test equipment readiness from chapter 9 of this manual. Section VIII is evaluated based on chapter 8 of this manual. Section IX is evaluated based on reference (h).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-1 APPENDIX A APPENDIX A INSPECTION CRITERIA

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-2 APPENDIX A APPENDIX A SECTION I-A SCHEDULING AND EXECUTION EFFECTIVENESS REVIEW (SEER) Complete the SEER checklist below for each WC. Enter a numeric evaluation of each inspection attribute and provide amplifying information to describe the deficiencies driving point deductions on the “Remarks” page provided. Significant deficiencies must be reported via the final inspection report. Command Department Division Work Center Date General Attributes Value Points 1. Does the WC PMS file contain: a.* The current Service Brief? 1

b.* Current and applicable 3-M messages, notices, and supplementary information are available? 2 2. Do MIPs and MRCs accurately reflect equipment configuration; are non-applicable MRCs correctly lined out and are applicable MRCs active? 10 3. * Does the WC retain an auditable record of 3-M personnel qualification standards and designation letters? 5 Maintenance Requirement Card (MRC) Deck 4. Is the WC deck of MRCs, including classified MRC locator cards, complete and current? (Per TYCOM direction) 2 5. Are locally generated MRCs complete and current? 3 6. Are blanks requiring installation data (including MRC location block) filled in prior to use? Specific location must reflect BLDG # with Room #. 3 Chain of Command SKED Administration 7. Are all administrative changes a pproved at the appropriate level? a. Is the FR approved by DH? (Verify using Journal tab.) 2 b. Are weekly closeouts are performed by close of business on the first workday of the week by the LCPO? 2 c. Are lineouts and MRC customization approved by the LCPO? 2 d. Are check notes reviewed, and alerts approved by the DH? 2

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-3 APPENDIX A Location Guide Lists (LGL) 8. a. Do LGLs contain required information (e.g., equipment name, equipment location, equipment serial number or unique identifier)? 3

b. Are maintenance items in SKED associated to the existing equipment configuration? 3 Situational Requirements 9. * Are all situational (states, triggered or metered) events being scheduled and executed in SKED? 8 PMS Execution and Accountability 10. Are check note entries accurate, valid, and complete? 3 11. * Was maintenance assigned only to qualified maintenance personnel for MRCs requiring unique qualifications, NECs, or billet? 4 12. Is a check note made for maintenance actions not completed or rescheduled during the week and retained in SKED? 2 13. Is a unique tag out serial number or “tag out not required” entered as a “check note” for maintenance actions requiring a lock out or tag out and marked as complete? 2 14. Have the minimum number of spot checks and monitored checks been accomplished? 3

FBR File 15. Are FBRs tracked in SKED, “Action Taken” block updated by WCS? 3 Inactive Equipment Maintenance (IEM) 16. * Is the start of an inactive period correctly annotated and approved by DH? 2 17. Are all IEM requirements properly scheduled? 5 18. Is the completion of the inactive period correctly annotated? 2 Totals (Attributes evaluated as NA are not calculated) Total Points Available:__________ Total Points Awarded:_______ SAT **SAT is 80% or better UNSAT (Score = Points Awarded Divided by Points Available)

* Electronic Versions Acceptable Attribute Scoring: > 85% = Satisfactory = Full Credit < 85% = Unsatisfactory = No Credit

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-4 APPENDIX A Example - Attribute 17 – If 85% or better of IEM requirements were properly scheduled, points awarded would be five. If less than 85% of IEM requirements were properly scheduled, points awarded would be zero.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-5 APPENDIX A APPENDIX A SECTION I-A2 SEER REMARKS Provide amplifying information to describe the deficiencies driving point deductions. Significant deficiencies must be reported via the final inspection report. Attribute # Amplifying Information

Print Inspector’s Name: ________________________ Signature: ________________________ Command: _____________________________________ Date: __________________

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-6 APPENDIX A APPENDIX A SECTION I-A3 SKED 3.2 SEER CHECKLIST GRADING ATTRIBUTES

* Indicates electronic versions acceptable.

1. Attribute 1 : Does the WC PMS file contain: 2. Attribute 1a. (*) : (1). Current Service Brief? (2). Is the latest FR PMS Service Brief available? 3. Attribute 1b. (*): (1). Current and applicable 3-M messages, notices, and supplementary information? (2). Are applicable messages and bulletins th at provide additional guidance, information or areas of focus that pertain to MIPs or MRCs available? (3). Have the 3-M team at the activity, read and initialed the 3-M messages, notices, and supplementary information? Digital copy may be retained after initialed up to DH. 4. Attribute 2: Do MIPs and MRCs accurately reflect equipment configuration; are non- applicable MRCs correctly lined out and are applicable MRCs active? (May be MIP standardization violations) a. Does WC meet TYCOM MIP standardiza tion requirements? Are any MRCs listed on MIP lined out that are applicable to installed equipment configuration and within the cognizance of the WC to perform maintenance? (Split MIP log will be verified against the LOEP and MIP.) b. Are applicable MRCs active on all applicable maintenance items? c. Are non-applicable MRCs lined out? MRCs that are not applicable to the WC’s installed equipment configuration. d. Are line out justifications on MIPs accurate? e. Has activities configuration been ve rified against available maintenance requirements? Does the shore Installation Process packages dictate that locally generated maintenance be required or identified maintenance requirements in technical manuals provided? 5. Attribute 3 (*): a. Does the WC retain an auditable r ecord of personnel PQS qualifications and designation letters? b. Does the WC have record of:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-7 APPENDIX A (1) Department. 3MA and WCS designati on letters for 3-M (301) Maintenance Person PQS, 3-M (303) WCS PQS, and 3-M (304) Division Officer PQS? (2) FLTMPS report, if available, must be used. If FLTMPS is not available, PQS watch station cover sheets signed by the XO must be used. 6. Attribute 4 : Is the WC deck of MRCs, including classified MRC locator cards, complete and current? (Per TYCOM direction) a. Does WC MRC deck contain all MRCs that are not lined out on MIP? As a minimum, the deck will contain all quarterly checks and below, all R-checks, and all MRCs with fill in the blanks or pen and ink changes. Any MRC completed within the previous 13 weeks must be retained in the WC MRC deck. Verify SYSCOM MRC control number against MIPs per the 3-M Manual or TYCOM guidance? b. Does MRC location block contain one of th e following entries, as appropriate? (1) BLDG # with room #; (2) “See LGL,” (3) “See METBENCH Calibration Management System (MCMS)” (4) “See Account Inventory Summary (AIS),” (5) “LGL attached.” c. Is the MRC SYSCOM correct and ma tches the SYSCOM number on the MIP? 7. Attribute 5: Are locally generated MRCs complete and current? a. Does the command perform local maintenance? b. Has the local maintenance been recently updated? c. Is there a locally generated LOEP with MIPs associated to these MRCs? d. Do antenna’s that do not have maintenan ce been verified again the Ashore Red HF, Ashore Green VHF/UHF/HF, and Ashore Yellow LF/VLF books? e. Shore stations that do not have a lo cally generated MRC documentation mark as “N/A”. 8. Attribute 6: a. Are blanks requiring installation data (inc luding MRC location block) filled in prior to use? Specific location must reflect BLDG # with Room #. b. Are all WC MRCs with blank fields or tables within the MRC procedure block requiring data completed? 9. Attribute 7: Are all administrative changes approved at the appropriate level? 10. Attribute 7a: FR approved by DH. (Verify using Journal tab.) Has the final approval of revisions (FR, ACNs, FBR, Document Information Transmittals (DIT), and administrative changes) been completed by DH? 11. Attribute 7b:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-8 APPENDIX A a. Are weekly closeouts performed by close of business on the first workday of the week by the LCPO? b. Is the weekly closeout completed on the first workday of the week? c. Is the weekly closeout completed by LCPO? 12. Attribute 7c: All lineouts and MRC customization approved by the LCPO. Are all lineouts approved and initialed by LCPO? 13. Attribute 7d: a. Are check notes reviewed, and alerts approved by the DH? b. Are check notes and alert details approved by DH? 14. Attribute 8a (*): a. Do LGLs contain required informati on (e.g., equipment name, equipment location, equipment serial number or unique identifier)? b. WCs with LGLs: Does the LGL have e quipment nomenclature, serial number or unique identifier, and location (BLDG # and Room #) block completed for each line item? c. If equipment manufacture serial numbe r is available, it must be used. 15. Attribute 8b: a. Are maintenance items in SKED associ ated to existing equipment configuration? b. Are maintenance items in SKED correctly associated with equipment configuration? 16. Attribute 9 (*): a. Are all situational (states, triggers, mete red) events being scheduled and executed in SKED? b. Are all local triggers and states executed as required? c. Are all required R-Checks listed on the acc ountability logs and scheduled in SKED? d. Are metered readings entered and tracked in SKED (if applicable)? 17. Attribute 10: a. Are check note entries acc urate, valid, and complete? b. For all entries on the WC schedule that are not marked complete, is there a corresponding check note entry? c. Does the check note entry begin with either: rescheduled, out of periodicity, non- accomplished, not applicable (NA) for situational checks and with the date the check went out of periodicity, the reason why the MR was not accomplished, or the reason check was not applicable? d. Cent (¢) sign entries will begin with “P erformed by” and followed by the detailed information of the outside activity completing the maintenance, JSN, work order or applicable documentation used to complete the maintenance. Proof of the completion

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-9 APPENDIX A will be maintained in the WC PMS file until the next accomplishment of the maintenance action. DH will sign for accountability of all maintenance actions completed by outside activities. 18. Attribute 11: a. Was maintenance assigned only to qualified maintenance personnel for MRCs requiring unique qualifications, NECs, or billet? For example, a system administrator requires NAVEDTRA 43469 for privileged access into the system. b. For MRCs that indicate or require unique qualifications such as: SPO, DCPO, gage calibration or NECs, does the assigned individual(s) hold that qualification or billet? Utilize school completion certificates, position descriptions or FLTMPS for verification. 19. Attribute 12: a. Is a check note made for maintenance actions not completed or rescheduled during the week and retained in SKED? b. Do all check note entries match all entries in SKED? c. Do check notes that require a JCN or Requisition number accurately placed into SKED? 20. Attribute 13: a. Is a unique tag out serial number or “tag out not required” entered as a “check note” for maintenance actions requiring a lock out or tag out and marked as complete? b. No entry is required for maintenance not completed. 21. Attribute 14: a. Have the minimum number of spot check s and monitored checks been accomplished? b. Are all required spot checks co mpleted per this instruction? 22. Attribute 15: a. Are FBRs being tracked in SKED, “Action Taken” block updated by WCS? b. Does the WC retain copies of FBR res ponses requiring changes to PMS documents until reflected in the FR? c. Are FBRs being tracked in SKED? d. Are FBR responses entered in SKED when received and action taken updated within seven days? e. If no outstanding FBRs, mark as NA. 23. Attribute 16 (*): a. Is the start of an inactive period correctly annotated and approved by DH? b. Does WC IEM tab annotate the proper IEM status?

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-10 APPENDIX A c. If WC has systems or equipment in IEM status II, is a JSN, work documentation, DH authorization and outside activity or repair WC annotated? d. Did the WC obtain DH written authorizati on prior to placing equipment in IEM? e. Does the equipment in IEM for being sunset or retired in place, have an appropriate Divestment or sunset message? e. If there is no equipment in IEM in the last 13 weeks, mark as NA. 24. Attribute 17: a. Are all IEM requirements properly scheduled? b. Does the WC annotate the proper scheduling of all applicable IEM maintenance (e.g., LU and PM)? c. If there is no equipment in IEM in the last 13 weeks, mark as NA. 25. Attribute 18: a. Is the completion of the in active period correctly annotated? b. Does the WC schedule annotate the pr oper scheduling when removing equipment from IEM (e.g., SU and OT)? c. If there was no equipment removed from IEM in the last 13 weeks, mark as NA.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-11 APPENDIX A APPENDIX A SECTION I-B1 COMMAND LEVEL EFFECTIVENESS REVIEW (CLER) Using the attributes and grading criteria described below, conduct the CLER. Provide amplifying information for deficiencies causing point reduction on the remarks page. Command: Date: General Attributes Value Points 1. Does the 3MC maintain: a. A Change Accountability Log (including FBR Accountability Log in SKED)? 2 b. * A log tracking the assignment of MRCs from split MIPs to ensure all applicable MRCs are assigned (if applicable)? 3 c. A LOEP containing locally generated MIPs and a record of the associated MRC files? 2 d. * A current PMS DVD or downloaded file? 3 2. Does the command have a reliable system for backing up MDS and PMS data? 5 3. * Does the 3MC have an effective system in place to track, route and explain externally provided PMS changes? 3 4. Is there an effective system in use (Spot Check Program) whereby supervisory personnel periodically and routinely monitor PMS performance? 10 5. Have all FBRs entered in SKED been properly reviewed by the CoC and submitted off station within seven days? 3 6. Have CSMP reconciliations been conducted per JFMM and TYCOM instructions? 5 7. * Does the activity conduct internal audits (Quarterly Self- Assessments) of all WCs and retain for one year copies of deficiencies, corrections, and abatements? Are copies of assessments forwarded to the ISIC and TYCOM on a quarterly basis? 15

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-12 APPENDIX A 8. * Does the 3MC provide weekly status reports to the 3-M Manager per specific TYCOM directives? 3 9. * Does the 3MC have an approve d master copy of 3-M PQS? 3 10. * Does the 3MC maintain an auditable record of PMS PQS for the command (e.g., copy of service record entries, signed copy of PQS cover letter, officer verified divisional training record or FLTMPS report)? 3 11. Does the 3MC maintain the status of command FBRs, responses and follow up actions taken in SKED? 3 12. Does the activity conduct 3-M pr ogram training per directives? 10 13. Does the 3MC have an active AWN account with proper permissions? 2 14. Does the activity conduct equi pment validations via AWN? 3 15. Are changes annotated on validation and entered in AWN? 3 16. Does the 3MC retain 13 w eeks’ worth of validations? 2 17. Does the 3MC retain one years’ worth of quarterly reports? 2 18. Are the quarterly reports si gned and dated by the CoC? 2 19. Are the Check Note Reports included? 1 Totals (Attributes evaluated as NA are not calculated) Total Points Available: (88) Total Points Awarded:_________ (Score = Points Awarded Divided by Points Available) SAT UNSAT Inspector Name and Command (Print and Sign) * Electronic Version Acceptable Sat = 80 percent or better Attribute Scoring: 80% or above = Satisfactory = Full Credit Less than 80% = Unsatisfactory = No Credit

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-13 APPENDIX A APPENDIX A SECTION I-B2 CLER REMARKS Provide amplifying information describing the deficiencies and associated point deductions. Significant deficiencies will be reported via the final inspection report. Attribute # Amplifying Information

Print Name: _____________________________Signature: _______________________________ Command: _______________________________________ Date: ________________________

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-14 APPENDIX A APPENDIX A SECTION I-B3 CLER CHECKLIST GRADING ATTRIBUTES

* Indicates electronic versions acceptable. 1. Attribute 1: Does the 3MC maintain: 2. Attribute 1a. Does the 3MC maintain: (1) A Change Accountability Log (inclu ding FBR Accountability Log in SKED)? (2) Is the Accountability Log and FBR record in SKED updated? 3. Attribute 1b. Does the 3MC maintain: (1) A log tracking the assignment of MRCs from split MIPs to ensure all applicable MRCs are assigned (if applicable)? (2) Is a log available and ap proved by the XO to track the assignment of MRC(s) from split MIPs? 4. Attribute 1c. Does the 3MC maintain: a. A LOEP containing locally generated MIPs and a record of the associated MRC files? b. Does the 3MC maintain a LOEP that contains locally generated MIPs? c. Does the 3MC maintain a master file with the locally generated MRC documentation? d. Shore stations that do not have a locally generated LOEP or associated locally generated MRC documentation mark as “NA”. 5. Attribute 1d (*). Does the 3MC maintain: a. A current PMS DVD or downloaded file? b. The latest PMS FR loaded and finalized on the first Monday of the quarter or on the later date as authorized by TYCOM? c. The latest version of SKED implemented? 6. Attribute 2 (*): a. Does the command have a reliable system for backing up MDS and PMS data? b. Are back-ups and daily systems checks conducted? c. Are external back-ups available? d Are multiple data points saved on NM CI or ONE-NET servers as required? 7. Attribute 3 (*): a. Does the 3MC have an effective system in place to track, route and explain externally provided PMS changes? b. Does the 3MC route, maintain and tr ack externally provided PMS changes?

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-15 APPENDIX A 8. Attribute 4: a. Is there an effective system in us e (Spot Check Program) whereby supervisory personnel periodically and routinely monitor PMS performance? b. Does the 3MC maintain a Spot Check Matrix for the current week and the past 13 weeks? 9. Attribute 5: a. Have all FBRs entered in SKED been properly reviewed by the CoC and submitted off hull within seven days? b. Are all FBRs entered in SKED? c. Are all FBRs reviewed and processed off station (Planned Maintenance System – Management Information System) within seven days? 10. Attribute 6: a. Have CSMP reconciliations been co nducted per JFMM and TYCOM instructions? b. Does the command or activity routinely submit CSMP reports to the ISIC and TYCOM per TYCOM direction? c. Does the command conduct CSMP Reconciliations during PB4M? 11. Attribute 7 (*): a. Does the activity conduct internal audits (Quarterly Self-Assessments) of all WCs and retain for a one (1) year the copies of deficiencies, corrections, and abatement? Are copies of assessments forwarded to the ISIC and TYCOM on a quarterly basis? b. Does the unit conduct quarterl y internal audits or self-assessments of all WC PMS? c. Are quarterly self-assessme nts retained for one year? d. Are complete quarterly self-assessment deficiencies and POAM submitted to ISIC and TYCOM? 12. Attribute 8 (*): a. Does the 3MC provide weekly status reports to the 3-M Manager per specific TYCOM directive? b. Does 3MC provide weekly status reports to the 3-M Manager as per this instruction? c. Does 3MC retain the last 13 weeks of weekly reports plus the current week? d. Does 3MC retain the cover pages of one y ears’ worth of weekly reports signed by the CoC? 13. Attribute 9: a. Does the 3MC have an approved master copy of 3-M PQS specifically tailored for the command? b. Does 3MC have a master copy of 3-M PQS specifically tailored for the command that is approved by the CO?

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-16 APPENDIX A c. Is the command using the latest version of 3-M PQS? 14. Attribute 10 (*): a. Does the 3MC maintain an auditable record of PMS PQS for the command (e.g., copy of service record entries, signed copy of PQS cover letter, officer verified divisional training record, or FLTMPS report)? b. Does the 3MC will maintain a list of all assigned 3-M positions and PQS qualifications? c. Are all personnel qualified fo r their assigned 3-M positions? 15. Attribute 11: a. Does the 3MC maintain the status of command FBRs, responses and follow up actions taken in SKED? b. Are the FBR response actions noted in SKED Feedback Report Manager? c. Are command generated FBRs, respons es and action taken tracked in SKED. d. Is the latest PMS 22 availabl e? (Reports issued monthly.) 16. Attribute 12: a. Does the activity conduct 3-M program training per directives? b. Is 3-M training included in PB4T (Planning Board for Training). c. Is 3-M training scheduled and published in the POW or POD? d. Does the 3MC retain copies of 3-M traini ng muster sheets for a minimum of one (1) year? 17. Attribute 13: a. Does the 3MC have an active AWN account with proper permissions? b. Can the 3MC demonstrate creating a new AWN account? 18. Attribute 14: Does the activity conduct equipment validations via AWN? 19. Attribute 15: a. Are changes annotated on validation and entered in AWN? b. Does the 3MC ensure that pen and ink ch anges annotated on the validation aid are entered in AWN? 20. Attribute 16: a. Does the 3MC retain 13 weeks’ worth of validations? b. Does 3MC ensure all required validations are completed? 21. Attribute 17: Does the 3MC retain one years’ worth of quarterly reports? 22. Attribute 18: Are the quarterly reports signed and dated by the CoC? 23. Attribute 19: Are the Check Note Reports included?

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-17 APPENDIX A APPENDIX A SECTION II-A SPOT CHECK ACCOMPLISHMENT RATING (SCAR) Using the basic definitions and guidelines described, determine the PMS Spot Check Accomplishment Rating (SCAR) for each WC. Enter the values determined on the Spot Check Monitor Form, section II-A of this appendix. The number of Spot Checks has been established: Periodic= 2% Situational= 0.5% For all completed maintenance (including daily, weekly, and bi-weekly) from the last 13 weeks. Every WC will receive at least one periodic and one situational documented spot check. The maximum spot checks accomplished during the inspection will be five per WC. 1. Complete an MRC Evaluation, SCAR Check Sheet , Section II-A of this appendix, for each MRC selected. Based on the results, evaluate the overall effectiveness of the accomplishment of each MR selected. Enter a numeric evaluation of each assessment attribute and provide amplifying information describing the deficiencies and associated point deductions. Significant deficiencies will be reported via the final inspection report. 2. The SCAR Check Sheet reflects a series of questions to be asked to determine the accomplishment status of an MRC previously reported as accomplished. Although, the sheet may be used as a reference for conducting a real time monitored MRC evaluation, for the purposes of conducting a 3MI, all spot checks will be conducted on accomplished (historic) MRCs. 3. Due to the nature of MRC completion, supporting programs such as Tag-Outs and HAZMAT are encountered. Care should be taken to avoid expanding the spot check to a review of the processes of those programs thereby preventing the assessor from determining the accomplishment status of the MRC under review. 4. The following is expanded guidance for completion of the SCAR check sheet. Items identified in ( ) are the SCAR check sheet inspection attributes. Best practices or other policies not supported by source documentation will not be included in evaluating compliance: a. (1.a.) Determine if the MP is qualified to perform the maintenance task. PQS 301 is required for all MRCs but attention should also be paid to other qualifications required such as Quality Maintenance (see Volume 5, Part I, Chapter 3, paragraph 3.4 of this manual) or graduation from a required school such as gage calibration technician. b. (1.b.) Determine if the correct TPMTE were used during the performance of the MRC. If the MP did not have the required TPMTE, it is unlikely that he or she would have been able to complete all the procedural steps of the MRC as required. If an item of TPMTE was required to perform a conditional step and that step was not required to be accomplished, it is not considered deficient. If the required test equipment required calibration, ensure that the calibration is within date and the equipment is of sufficient scale to accomplish the MRC. c. (1.c.) Determine if the MP maintained the correct equipment.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-18 APPENDIX A d. (1.d.) Examine the MRC to determine that any locally applied changes are authorized by procedural notes, external correspondence, or allowed by reference (a). e. (1.e.) Determine applicability of the MRC to the component that the MP signed for completion on the 13-Week Accountability Log. NOTE: IF A PROCEDURAL STEP WAS NOT COMPLETED, THE MRC SHOULD NOT HAVE BEEN REPORTED AS COMPLETE AND THEREFORE THE ATTRIBUTE GRADE SHOULD BE ZERO AND ALL SUBSEQUENT ATTRIBUTES SHOULD ALSO BE ZERO, EFFECTIVELY “FAILING” THE SPOT CHECK. f. (2.a.) From a variety of potential techniques, determine if the MP performed all the required steps of the MRC. This may be accomplished via re-enactment, a discussion regarding the steps or re-performance. The inspector should come away with a clear impression that all the steps of the MRC were either fully accomplished or not. NOTE: IF A REQUIRED TAG-OUT WA S NOT CONDUCTED IN SUPPORT OF ACCOMPLISHING THE MRC, THE MRC SHOULD NOT HAVE BEEN CONDUCTED AND REPRESENTS A SERIOUS SAFETY VIOLATION. THEREFORE, THE ATTRIBUTE GRADE SHOULD BE ZERO AND ALL SUBSEQUENT ATTRIBUTES SHOULD ALSO BE ZERO, EFFECTIVELY “FAILING” THE SPOT CHECK. g. (2.b.) If required by the MRC, veri fy that a Tag-Out was hung before the maintenance was performed. Ensure the isolation boundaries were appropriately identified and correctly positioned to ensure complete isolation of the maintained equipment. If no tag-out was required, write NA on the sheet. NOTE: FAILURE TO ADHERE TO A SA FETY PRECAUTION PROVIDED ON THE MRC CONSTITUTES A SERIOUS SAFETY VIOLATION AND THE FAILURE TO PERFORM THE MRC AS WRITTEN. THE ATTRIBUTE GRADE WILL BE ZERO AND ALL SUBSEQUENT ATTRIBUTES WILL ALSO BE ZERO, EFFECTIVELY “FAILING” THE SPOT CHECK. h. (2.c.) Determine compliance with all speci fic safety precautions listed on the MRC. If no safety requirements were invoked, write NA on the sheet. i. (3.a.) By physical examination of the maintained equipment, determine if maintenance of the nature required by the MRC had been performed. Take note of fasteners that would have had to be disturbed, dirt in filters, fresh oil, etc. to make a judgment as to whether the maintenance has been performed. NOTE: DUE TO THE POTEN TIAL LIABILITY INCURRED BY IMPROPER USE AND DISPOSAL OF HAZMAT, SOME WCS HAVE ASSIGNED SPECIALLY TRAINED PERSONNEL TO PROVIDE HAZMAT AND DISPOSAL SERVICES FOR SURPLUS MATERIAL INSTEAD OF THE MP. THIS IS ACCEPTABLE PROVIDED THE INSPECTOR CAN DETERMINE FULL COMPLIANCE. j. (3.b.) Determine through questioning and record verification that HAZMAT was properly used and disposed of as a means of determining whether the MRC was

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-19 APPENDIX A accomplished. Once the inspector has determined that the HAZMAT was used and disposed of correctly, this attribute is considered fulfilled. If no HAZMAT was required to be utilized, write NA on the sheet. k. (3.c.) Determine if the MP could have performed the MRC from a standpoint of being trained and proficient in the tasks called out for by the procedure. l. (4.a.) Determine if the MP filled out the 13-Week Accountability Log or annotated proper disposition of maintenance in SKED correctly for the accomplished MRC with the appropriate accomplishment date. Ensure that if a tag-out isolation was used; the tag serial number is recorded in the space allowed or as a check note in SKED. Ensure that the printed name and legal signature of the MP who performed the maintenance is recorded or, in case of group performed PMS, the MP in charge of the group. m. (4.b.) From reviewing the discussions and findings during the spot check, determine if an FBR had been submitted if required. If no FBR was required, write NA on the sheet. n. (4.c.) Determine if a mate rial deficiency was noted during the PMS; if so, examine the CSMP to ensure the deficiency was documented. If no material deficiency was noted, write NA on the sheet. If material discrepancies are properly documented in the CSMP attribute graded as a two. Material discrepancies which are not documented in the CSMP will be entered with an automatic grade of zero. 5. When a Spot Check is determined to be belo w standards, the command undergoing inspection is likely to have numerous questions. To facilitate root cause analysis and the formulation of an effective corrective action plan, care should be taken to clearly identify factors contributing to deficiencies that led to the conclusion that the MRC was not conducted as written or not conducted at all.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-20 APPENDIX A APPENDIX A SECTION II-B SCAR CHECK SHEET Planned Maintenance System (PMS) 3-M Spot Check Form COMMAND DEPARTMENT EQUIPMENT WORK CENTER DATE PERFORMED MIP EVALU ATED MRC EVALUA TED

Maintenance Person: Spot Check Date: NOTES: 1. If an attribute marked with an “*” is evaluated as unsatisfactory, all subsequent attributes will be graded as "0". 2. Attribute marked with a pound sign “#”. Due to the potential liability incurred by improper use and disposal of HAZMAT, some WCs have assigned specially trained personnel to provide HAZMAT and disposal services for surplus material instead of the MP. This is acceptable provided the inspector can determine full compliance. Inspection Attribute Value Grade Notes Contact the MP assigned responsibility for the accomplishment of the MRC, have the individual deliver MRC, and determine the following by questions, personal observation, or both. 1. a.* Is the MP qualified (PQS) to perform the MR? 2 b. Did the MP present the correct tools, Personal Protective Equipment, parts (NSN), material (Military Specification (MIL-SPEC)) and calibrated test equipment? 3

c. Did the MP properly identify the equipment (location, equipment validation)? 4

d. Are there unauthorized changes or corrections to the MRC? 3

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-21 APPENDIX A e. Is the MRC correct for the equipment maintained? 3 Demonstrated all steps of MR including all Notes, Warnings and Cautions according to the MRC. 2. a.* Followed all steps of the MRC. 5 b.* Correctly performed equipment Tag-Out. 5 c.* Followed all safety precautions. 5 Does the equipment condition reflect accomplishment of the MRC? 3. a. Is it apparent that maintenance was performed recently? 10 b.# Correctly demonstrated use and disposal of Hazardous Material. 3 c. Was the MRC within the capability of the assigned individual? 5 PMS Reporting 4. a. MP reported status of MR to the WCS if Completed or Not Fully Accomplished and made appropriate updates in SKED. 2

b. WC generated FBR for any problem with MRC. 2 c. Material deficiencies detected by the PMS action were recorded in MDS. 2

Attributes Evaluated as NA are not Calculated Total Points Available:_____________ Total Points Awarded:____________ Spot Check (SCAR) (Grade = Points Awarded ÷ Points Available): SCAR = Above Standards (90% or greater) At Standards (80-89.99%) Below Standards (less than 80%) Above Standards At Standards Below Standards

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-22 APPENDIX A Below Standard grade requires immediate accomplishment (if XO determines re-performance is required) monitored by a Chief Petty Officer Additional Remarks: Printed Name:______________________________________________________ Signature:__________________________________________________________ Command:___________________________________________ Date:__________________

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-23 APPENDIX A APPENDIX A SECTION III MAINTENANCE ACCOMPLISHMENT RATE (MAR)

1. The Maintenance Performance formula has been redefined to more effectively capture maintenance that was not scheduled. 2. The PAR and SAR reports are automatically generated by SKED. 3. The MAR grade will be determined utilizing the formula reflected and a date range consisting of the previous 13 weeks of maintenance. MAR = PAR (.5) + SAR (.5) MAR = PAR (If WC holds no situational maintenance) PAR = Comp ÷ (Comp + Lost + Alerts + Omitted) SAR = Comp ÷ (Comp + Lost + Omitted) 4. Omitted is defined as any maintenance action that should have been performed on any and every maintenance item and no matter the reason did not get scheduled. For example: a. Situational or state maintenance that did not get scheduled when the situation dictated. b. Improperly lined out periodic checks. c. Non-accomplished IEM checks. d. Non-accomplished maintenance added via ACN, FBR, Preliminary PMS, etc.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-24 APPENDIX A APPENDIX A SECTION IV-A CURRENT MAINTENANCE PROJECT VALIDITY FACTOR (CVF) CHECKLIST COMMAND DEPARTMENT DIVISION WC DATE General: Assessment Attributes Value

CSMP Validity Raw Data 1. Number of TA-1 Work Candidates. 2. Number of TA-2 Work Candidates. 3. Number of TA-3 Work Candidates. 4. Number of TA-4 Work Candidates. 5. Total Work Candidates Sum of 1, 2, 3, 4. 6. Number of TA-2 Work Candidates ove r 180 days old (not reported to the ISIC).

7. Number of TA-4 Work Candidates ove r 180 days old (not reported to the ISIC).

8. Aged Work Candidates (WCO) Sum of 6 and 7. 9. Material Correction Rate: WCO/3 (Aged TA-4) (#7÷3)÷#4 (percentage). 10. CSMP Validity review results from CVF Sheet. (Enter score from CVF Worksheet). 11. Ship's Force Work Candidates over seve n days old that require parts and the parts are not yet ordered.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-25 APPENDIX A 12. Open Ship's Force Work Candidates over 30 days old, not in the 2-K status. 13. Total Work Candidate Deficiencies (WCD) Sum (#11+#12)÷#4 (percentage).

14. Work Candidate Multiple #10 minus (#9 + #13). 15. Material deficiencies noted by MRC spot checks , or space walk-thru’s that were not documented in the CSMP.

16. Deductions #15 ÷ #5 (percentage). 17. CSMP Validity Score #14 and #16. CSMP Validity Above Standards At Standards Below Standards Above Standards (90% or greater), At Standards (80-89%), Below Standards (less than 80%)

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-26 APPENDIX A APPENDIX A SECTION IV-B CVF WORK CANDIDATE WORKSHEET CSMP VALIDITY FACTOR (CVF) WORK CANDIDATE WORKSHEET COMMAND:______________________________________________________DATE:_______ _______________ DEPARTMENT:________________________DIVISION:_________________WORK CENTER:____________ JCN EQUIPMENT 1 2 3 4 5 6 7 8 9 10 CVF

CVF Average of all cells A V G A V G A V G A V G A V G A V G A V G A V G A V G A V G AVG

CSMP entry was reviewed with the following results: Score 1. Problem description adequate. 10 2. Recommended solution adequate. 10 3. Write-up reflects maintenance level assigned. 10 4. First (1st) and second (2nd) contact person assigned. 10 5. Correct CSMP summary. 10

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-27 APPENDIX A 6. Correct type of availability (maintenance assignment) 1, 2, 3 or 4 work candidates. 10 7. Priority code correct. 10 8. Write-up matches the configuration item and is written on the correct configuration item. 20 9. Was the correct special purpose or safety block selected with the correct values assigned? If selected, was the required Block 35 remarks present? 10 10. Does the work candidate reflect the current and correct status of the material deficiency? (physical verification, space walk-throughs, spot checks)

Yes or No

For attributes not required due to class or type differences, “N/A” attribute and recalculate total value of each field. NOTE: IF ITEM #10 IS “NO”, THE WORK CANDIDATE WILL BE ZERO. NOTE: ENTER ONLY NUMERIC PORTIO N OF JSN AFTER ENSURING THAT DEPARTMENT AND WC HEADER ARE FILLED IN.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-28 APPENDIX A APPENDIX A SECTION V-A1 SKED 3.2 PROFICIENCY FACTOR (SPF) WORKSHEET COMMAND DEPARTMENT DIVISION WC DATE Individual Evaluated: 3M Billet Assigned: Proficiency Required Proficie ncy Attribute Yes or No WORK CENTER ACTIONS MP WC S LCP O DIV O D H 3M C Y/N Y/N Y/N Y/N Y/N Y/N 1 X X X X X X Able to log on. 2 X X X X X X Able to open a WC. 3 X X X X X X Able to view the Schedule, Review, Forecast, Situational, IEM, Journal and PMS Document displays.

4 X X X X X X Able to annotate disposition of maintenance.

5 X X X X X X Able to view previous 13-weeks. 6 X X X X X X Able to view Check Details. 7 X X X X X Able to schedule Spot Checks and update Spot Check results.

8 X X X X X X Able to enter and view Check Note remarks.

SCHEDULE ACTIONS 9 X X X X X Able to add, delete or modify MIPs/MRCs in Revision Mode.

10 X X X Able to perform MRC lineout. 11 X X X X X Able to modify MRC line out justification.

12 X X X Able to approve MRC lineout. 13 X X X Able to perform weekly closeout. 14 X X X X Able to acknowledge PMS Alerts. 15 X X X X Able to reschedule checks.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-29 APPENDIX A 16 X X X X Able to assign maintenance responsibilities.

17 X X X Able to modify equipment associations.

18 X Able to archive 13-weeks. EVENT LIST ACTIONS 19 X X X Able to create an Event List. 20 X X X Able to add checks to an Event List. 21 X X X X Able to trigger a Local Event. 22 X Able to trigger a Global Event. FEEDBACK REPORT ACTIONS 23 X X Able to generate an FBR. 24 X X X X Able to review and approve an FBR. REVISION ACTIONS 25 X X X Able to start a revision. 26 X X X Able to approve a revision. 27 X X Able to finalize a revision. REPORTS 28 X X X X X Able to generate and view PMS reports.

ADMINISTRATIVE ACTIONS 29 X Able to add users. 30 X X X X Able to edit users. 31 X X X Able to disable users. 32 X X X X Able to view and modify the CoC. TOTALS 8 19 26 23 18 32 Divide total Yes by Proficiency required totals for the billet held by the individual. Total Yes SKED PROFICIENCY FACTOR SAT = 85% or better MP SPF (%):

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-30 APPENDIX A WCS LCPO DIVO DH 3MC

COMMENTS

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-31 APPENDIX A APPENDIX A SECTION V-A2 SPF DESCRIPTION AND GRADING ATTRIBUTES 1. Ability to log on. a. Click on SKED 3.2 desktop icon. b. Enter username and password. c. Click “ Enter”. 2. Ability to open a Work Center. a. On the view tab bar, click “ WORKCENTER”. A box should open. b. Click to highlight the WC to be opened. c. Click “ Open” or double click the highlighted WC to open it. 3. Ability to view the Schedule, Review, Fo recast, Situational, IEM, Journal and PMS Document display. a. From the WC toolbar, click “ Schedule”. b. From the WC toolbar, click “ Review”. c. From the WC toolbar, click “ Forecast”. d. From the WC toolbar, click “ Situational”. e. From the WC toolbar, click “ IEM”. f. From the WC toolbar, click “ Journal”. g. From the WC toolbar, click “ PMS Documents”. 4. Ability to annotate disposition of maintenance. (Mark a check as complete etc.) a. From an open WC, in the grid, click to highlight the desired check. b. Right click the selected item and select the “Complete (Green X) Check” icon from the menu. c. The icon (Green X) will be displayed in the grid. d. To unmark the check, right click the sa me item and click the (Green X) again. NOTE: WHEN THE PIN ACCOUNTABIL ITY FEATURE IS ENABLED THE CREW MEMBER THAT WAS ASSIGNED THE MAINTENANCE MUST BE PRESENT TO INPUT PIN WHEN WCS MARKS THE CHECK COMPLETE. 5. Ability to view previous 13-Weeks. a. From an open WC, in Schedule display vi ew, on the secondary tool bar, click on the “Quarterly” icon drop down arrow. b. Click one of the available quarter s in the past to be reviewed.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-32 APPENDIX A c. Once done reviewing, click on the “ Quarterly” icon drop down arrow and select the current quarter. 6. Ability to view Check Details. a. From an open WC, in Schedule display view , highlight a check in the grid and right click it. b. From the menu, select “ View Details”. c. From the “ Check Details” window, select the desired tab, such as General, SPMIG, MIP Document and MRC Document. d. Close when done. 7. Ability to schedule Spot Checks and update Spot Check results. a. Ability to update Spot Check results: (1) From an open WC, in Schedule display view, highlight a check that has been scheduled for a spot check. A circle with a yellow  (check mark), is the spot check icon. (2) Double click it. NOTE: A SPOT CHECK MUST HAVE BEEN ALREADY ASSIGNED ON THE SCHEDULE. (3) The check details box opens, sele ct the “Spot Checks”, click on the “Edit Spot Check” icon and a spot check window displays. (4) Fill in the scores of the spot check. The task will be in your task list. (5) Double click the task to edit the spot check results. b. Ability to Schedule Spot Check. (1) On the view bar tab, click “ SPOT CHECK”. (2) On the secondary tool bar select “ Schedule Spot Check”. (3) The Spot Check scheduling wizard will appear . Click “Next”. (4) Select “ Spot Check”. (5) Select the person that will be conducting the spot check, then click “Next”. (6) Select the date the spot check will be conducted and the WC the spot check will be conducted in. (7) Select the check, click “ Next”. (8) Review the information and click “ Finish”. 8. Ability to view and enter Check Note remarks . a. From an open WC, in Schedule display vi ew, click to highlight the desired check. b. Right click the highlighted check. c. Select the “ Check Note” icon from the menu.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-33 APPENDIX A d. Enter your remarks (Lost, Not Applicable, Reschedule etc.). e. Click “ OK”. 9. Ability to add, delete or modify MIPs and MRCs in Revision Mode . NOTE: THE WC MUST BE PUT IN RE VISION MODE, DONE BY THE LCPO (STEP #25 LCPO OR 3MC ONLY). PROCEDURES 12 THROUGH 16 ARE PERFORMED FROM THE REVISION EDITOR. a. Ability to add a New MIP . (1) On the Revision Editor toolbar, click “ New MIP” icon. (2) The Add MIP dialog box opens. (3) Select the MIP to be added to your WC. NOTE: IF YOUR MIP IS NOT LISTED , ENTER THE MIP NUMBER IN THE BLANK PROVIDED IN THE LOWER PORTION OF THE SCREEN. THIS WILL ONLY BE AN ADMINISTRATIVE CHANGE UNTIL THE NEW MIP IS ADDED TO THE FR DVD. CLICK “OK”. THE NEW MIP WILL BE GREEN. b. Ability to make a maintenance it em active or inactive (Delete). (1) Follow the MIP outline to the desire d maintenance item and highlight it. (2) On the toolbar, click the “ Make Active or Inactive” icon. The maintenance item icon in the outline will become blue for active and gray for inactive. Clicking the button will toggle back and forth. NOTE: MAKING A MAINTENANCE ITEM ACTIVE OR INACTIVE WILL AUTOMATICALLY MAKE ALL MRCS FOR THAT MAINTENANCE ITEM ACTIVE OR INACTIVE TO MATCH THE MAINTENANCE ITEM. c. Ability to add MRCs (Same as add cross MIP related MRCs) . Follow the MIP outline to the desired maintenance item and highlight the item. (1) On the toolbar, click the “ New MRC” icon. The add MRC wizard opens. (2) Click “ Next”. (3) Click the check box next to Check to se lect an MRC from the reference data. A check appears and the MIP Outline on the screen becomes active. (4) Follow the MIP Outline to the MRC to be added. Highlight the MRC and click “Next”. (5) Review the MRC details and make needed adjustments. Click “Next”. (6) Click “ Finish” and the MRC is added to the WC’s MIP Outline. NOTE: STEPS 4 AND 5 MAY BE SKIPPED BUT THE INDIVIDUAL BEING EVALUATED NEEDS TO MANUALLY ENTER ALL DETAILS OF THE MRC IN STEP 6.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-34 APPENDIX A d. Ability to modify the details of a maintenance item or MRCs. (1) Follow the MIP outline to the desired maintenance item or MRC and highlight the item. (2) Modify or add data in the white gr ids only on the right pane of the window. The maintenance item or MRC icon on the MIP outline and the grid that has changed becomes yellow. NOTE: “BOLD” TEXT INDICATES A STATUS CHANGE FOR THAT MRC. THE MRC SYSCOM CONTROL NUMBERS (MRC CODE) MAY NOT BE EDITED. IF A REVISED DOCUMENT IS RECEIVED BECAUSE OF AN FBR OR DIT REPLY, THE “ADD MRC” FUNCTIONALITY IS USED TO ADD THE DOCUMENT. 10. Ability to perform MRC lineout. NOTE: DHS MUST APPROVE LINEOUTS BEFORE THEY ARE PRINTED. a. From an open WC, click “ PMS Documents”. b. Expand the appropriate MIP folder and follow the path to the MRC. c. On the secondary toolbar, click “ Customize MRC”. The Customize MRC Document dialog box opens. d. Scroll through the MRC and double click and hi ghlight the procedure lines that are to be omitted. e. To remove a lineout, double cl ick the procedure line again. f. Type the notes to appear on the MRC in the Tools, Parts and Materials Custom Note field. Click “OK”. g. Your custom note is now part of the M RC and all the icons in the organizational outline become red. (Not yet approved.) 11. Ability to modify MRC line out justification. a. From an open WC, click the “ PMS Documents” button on the top of the screen. b. Expand the MIP for the MRC that needs changes. c. Expand the tree for that MIP to get to the list of MRC(s) under that MIP. d. Highlight the MRC th at needs modification. e. Click on the “ Pencil” icon on the top left-hand corner of the screen (this the “customize MRC” icon). f. A “Customize MRC Document” box will co me up containing the MRC selected. (1) Scroll through the MRC and click on the procedural step(s) that need(s) to be lined out. The affected procedural step will have a red line going through it. The red line indicates that the lineout has been performed but not yet approved. Lineouts approved by LCPO or higher turn the lineout from red to blue.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-35 APPENDIX A (2) In the Tools, Parts, and Materials Custom Note on the bottom, refer to the specific procedural step lined out and provide detailed justification for lineout (e.g., Step 1.a.(2)(a) – Step omitted per FBR 2025-18). (3) To reverse a lineout marked in red, click on the procedural step again. As long as the lineout is not yet approved, this will clear the lineout. 12. Ability to approve MRC lineout. a. “MY TASKS” displays MRCs that have custom review and omit line outs which require lineout for a WC in your role in the CoC. Since multiple users may belong to the same role in the CoC, only one of the user’s needs to approve the lineout to remove it from everyone’s list. Lineouts appear in red, indicating they are not yet approved. When approving or disapproving lineouts, the requirement is to approve All or None of the lineouts. Partial lineouts are not allowed. b. Expand the Lineout approval list. c. Highlight the desired row. d. Double click the row. The Approve Custom izations details screen displays for the selected item. e. On the “View Details” toolbar, click “ Approve and Close or Reject and Close”. The task is removed from your “My Task” list. 13. Ability to perform weekly closeout. a. From an open WC, on the “Tool bar”, click to open the WC menu. b. Scroll down to “Weekly Closeout” and clic k it. A window opens, if there are no issues in the WC to resolve, the “Close Out” icon at the top of the window will be active. c. Select it and the week will be closed out. d. If there are issues, they must be reso lved prior to the week being closed out. 14. Ability to acknowledge PMS Alerts. a. “MY TASKS” displays PMS Alerts for MRCs that are out of periodicity. When PMS cannot be accomplished before going out of periodicity, the WCS must provide a reason, which should be specific and include well-defined details. The CoC, from the LCPO to the 3MC sees the alerts displayed in their “MY TASKS” list. Only one user needs to acknowledge the alert to remove it from everyone’s list. b. On the secondary toolbar at th e top of the screen click on “Tasks”. c. Expand the PMS Alert list. d. Highlight the desired row, double clic k it, or on the tool bar select “VIEW DETAILS” icon. e. Click “ OK”.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-36 APPENDIX A NOTE: IF “CANCEL” IS SELEC TED, THE PMS ALERT IS NOT ACKNOWLEDGED AND THEREFORE NOT REMOVED FROM THE TASK LIST. 15. Ability to Reschedule Checks. Checks that are manually added or reschedule checks when the periodicity is weekly or greater. a. From an open WC in the grid, right click a check. A menu will open. b. Scroll down to the “ Reschedule” calendar icon and click it. c. A calendar opens with the origin ally scheduled date highlighted. d. Click the date the check is to be rescheduled. ( Only the white dates are available for the check to be rescheduled to.) e. Click “ Next”. Click “Finish”. NOTE: PER COMNAVIFOR 4790.1, A CHEC K NOTE MUST BE ENTERED FOR RESCHEDULED, OUT OF PERIODICITY, NON-ACCOMPLISHED CHECKS. 16. Ability to assign maintenance responsibilities. a. From an open WC, in Schedule display view. b. In the grid, click to highlight the desired check. c. On the “Toolbar”, click “ Assign Crew Member” icon, or right click the desired check and select “Assign Crew” from the menu. d. Under the column heading for Crew Member, click the drop-down arrow to view available crew members. e. Click the crewmember’s name. f. Click the small box to apply changes. A checkmark will appear in this box. g. Click “ OK”. 17. Ability to modify equipment associations. a. From an open WC, on the toolba r, click to open the WC menu. b. Select “ Edit Equipment Details”. c. Follow the MIP outline to the desired maintenance item and highlight the item. d. Click the ellipses button in the SHIP RI N or CDM RIN row, which is found in the white grids. A dialog box will open. Use the drop-down menus to locate criteria or enter search text. Click “GO”. Highlight the row of data needed. Click “OK”. e. Alternately, from the Revision Editor: f. Follow the MIP outline to the desired maintenance item and highlight the item. g. Click the ellipse button in the SHIP RI N or CDM RIN row, which is found in the white grids.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-37 APPENDIX A h. A dialog box will open. Use the drop-down me nus to locate criteria or enter search text. Click “GO”. Highlight the row of data needed. Click “OK”. 18. Ability to archive 13-weeks. NOTE: THIS IS PERFORMED ONLY BY THE 3MC. ALL WCS MUST BE UP TO DATE WITH THE LAST WEEK OF THE CURRENT QUARTER CLOSED OUT FOR THE QUARTER BEING ARCHIVED. WHEN THE 3MC ARCHIVES A QUARTER, A NEW QUARTER WILL BE CREATED. a. On the view tab bar, click “ ADMIN”. b. From the “Admin” drop down on the top of screen, click “Archive Quarter”. c. If any WC has not closed out a week in the quarter being archived, a message will appear, and the archive process will not be allowed to continue until close issues are resolved. 19. Ability to create an Event List. a. Local Event List. (1) Click on “Reports tab”. (2) Double click "Local Events" from the left-side menu. (3) Click “Next”. (4) Select your WC from the drop-down menu. Click “Next”. (5) Select your date ranges when prompted. Click “Next”. (6) Click "Finish" to run your report. b. Situational “ Event List”. (1) Click on “ Reports tab”. (2) Double click " Situational Events" from the left-side menu. Click “Next”. (3) Select your WC from the drop-down menu. Click “Next”. (4) Select your situational even t from the drop-down menu. Click “Next”. (5) Click " Finish" to run your report. 20. Ability to add checks to an Event List. a. Click “ Add Trigger” on the toolbar. A dialog box opens. b. Select a trigger from the menu. Use the scroll bar to view all selections. c. Click the date the trigger is to occur. The trigger icon now displays on the EVENTS calendar. 21. Ability to trigger a Local Event. a. From the Situational view, on the secondary toolbar, click “Events”. b. In the left pane, open the desired MIP outline.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-38 APPENDIX A c. Click to highlight the maintenance item. d. Click the “ADD TRIGGER” icon to launch the Add Trigger Wizard. e. From the list, highlight a trigger. Then select the date for the trigger to occur. f. Click “ OK”. 22. Ability to trigger a Global Event. NOTE: THIS IS PERFORME D ONLY BY THE 3MC. 23. Ability to generate an FBR. NOTE: THERE ARE SEVERA L WAYS TO CREATE AN FBR IN SKED 3.2. THE FOLLOWING IS JUST ONE WAY OF DOING IT. a. From an open WC, highlight a check from the grid. b. On the WC toolbar menu, scroll down to “ Submit Feedback Report” and click it. c. Select “ Technical MIP Changes or Technical MRC Changes”. d. The Feedback Report Wizard opens. e. Several choices will be available for your selection. Choose one. Click “Next”. f. Enter any additional comments. Click “ Next”. g. Your information will be displayed. If ch anges are required, click the back button, or click “Finish”. 24. Ability to review and approve an FBR. a. “My Tasks” displays FBRs aw aiting your review and approval. b. Expand the FBR list. c. Highlight the desired row. d. Double-click the row. The FBR Details block opens. e. The ability to view, approve, modify, ma ke urgent or reject the FBR is here. f. The LCPO, DIVO, and DH must review and sign the FBR before it goes to the 3MC. NOTE: THE 3MC CAN BYPA SS THE CoC IF REQUIRED TO GET THE FBR TRANSMITTED ASAP. 25. Ability to start a revision. NOTE: THE LCPO WILL PUT THE WC IN REVISION MODE FOR THE WCS. a. Open the WC, on the “Toolbar”. Click to open the “Work Center” menu. b. Scroll down to “ Start Revision” and click it. The Start Revision wizard opens. c. Click “ Next”. The Start Revision dialog box opens. d. Select the Revision Type. e. Enter a valid Revision Name. Click “ Next”.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-39 APPENDIX A f. Provide a revision reason. A reason for starting a revision for anything other than an FR is required. Click “OK”, then click “Finish”. g. The Revision editor will load. The evaluated individual should now be in Revision Editor Mode. 26. Ability to approve a revision. a. “MY TASKS” displays re visions ready for approval. b. Expand the revision approval list . Highlight the desired row. c. Double click the row. The Revision Edito r opens. Expand the path to the revision. d. On the toolbar, click “ Approve” (Star icon) e. The Revision Editor screen closes and is removed from your task list. 27. Ability to finalize a revision. a. Same as paragraph 26, except that if perf ormed by the DH or 3MC once they click on “Approve” (Star icon), the revision is finalized. b. Revisions should be approved (signed) by the LCPO and DIVO before being approved by the DH. When the DH goes in to approve the revision, they will see a window indicating whether the revision was approved by the LCPO and DIVO. The DH can choose to approve the revision regardless. 28. Ability to generate and view PMS Reports. a. Open the “REPORTS” tab at the bot tom right of the SKED 3.2 program. b. A window opens with two panes. The left-hand pane has all the reports available to view. The right-hand pane is blank. This is where your data will be displayed. c. Double click the report of your choice and follow the report wizard to display your requested data. 29. Able to add users. a. Select the Admin tab (Last tab on the lower right). b. Select User Manageme nt from the top menu. c. Click “ Add User” icon. The Edit User Details, New User dialog box opens. d. Enter pertinent information for the new user. e. Click the General, Feedback Reports, and Work Center tabs to check allowed permissions. 30. Ability to edit users. a. Select the Admin tab (Last tab on the lower right). b. Select User Manageme nt from the top menu. c. Highlight a crewmember from th e display grid, and double click it. d. The User Details box opens.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-40 APPENDIX A e. Update User information in the appropriate fields. f. Click “ OK” to save changes. 31. Ability to disable users. a. Select the Admin tab (Last tab on the lower right). b. Select User Manageme nt from the top menu. c. Highlight a crewmember from th e display grid, and double click it. d. The User Details box opens. e. Click the Status Field arrow. Select disabled. f. Click “ OK” to save changes. 32. Ability to view or modify the CoC. a. Select the Admin tab (Last tab on the lower right). b. Select chain of comm and from the top menu. c. A screen displays for the activity and lists the username, role, rate, last name, first name, and signature. d. Click the plus sign at the far left to view by department, division, and WC. e. Select the “ Edit Chain of Command” icon (top left corner, under File menu). An Edit CoC display box opens. Edit accordingly (add or delete) DH, DIVO, LCPO, or WCS.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-41 APPENDIX A APPENDIX A SECTION V-B MAINTENANCE DATA SYSTEM PROFICIENCY FACTOR (MPF) WORKSHEET

COMMAND DEPARTMENT DIVISION WORK CENTER DATE Individual Evaluated: 3-M Billet Assigned: Proficiency Required Proficie ncy Attribute Yes or No MP RPP O WC S LCPO DIV O DH 1 X X X X X X 3-M PQS Qualification completed. 2 X X X X X X Able to Log-on. CSMP ACTIONS 3 X X X X X X Display Work Candidate or Maintenance Action.

4 X X X X X Add Work Candidate or Maintenance Action.

5 X X X X X Change Work Candidate or Maintenance Action.

6 X X X X X Close Work Candidate or Maintenance Action.

CONFIGURATION MAINTENANCE ACTIONS 7 X X X X X X Display Equipment File or Configuration Item.

8 X X X Report Installation of Equipment. 9 X X X Report Modification of Equipment File (to include Validation and WC Change)

1 0 X X X Report Removal of Equipment.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-42 APPENDIX A SUPPLY REQUISITIONING 1 1 X X X X Order Maintenance Parts from Allowance Parts List (ONETOUCH)

1 2 X X X X Order Maintenance Parts not Listed (COSAL FBR)

1 3 X X X X Order Non-Maintenance Related Items (Open Purchase)

1 4 X X X X Review Parts Ordered Status (RSUPPLY, ONETOUCH)

1 5 X X X Execute Parts Approval. PRINT REPORTS 1 6 X X X Validation Aid Report. 1 7 X X X X X CSMP Reports with Parts Status. REVIEW AND APPROVAL 1 8 X X X X Review Work Candidate (Add, Mod, Complete).

1 9 X X X X Review Configuration Item (Add, Mod, Delete).

2 0 X X X X Review Work Related to Configuration Item.

TOTALS 7 12 19 20 20 9 Divide Total Yes by Proficiency Required totals for the billet held by the individual. Total Yes

MPF (%)

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-43 APPENDIX A Comments:

SAT = 80% or better

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-A-44 APPENDIX A APPENDIX A SECTION VI 3-M INSPECTION COMMAND TOTAL SCORE (CTS)

1. CNIF CTS = ((SCAR X .15) + (MAR X .10) + (SEER X .15) + (CLER X .10) + (SPF X .5)) + ((CVF X .40) + (MPF .5)) * For commands without a billeted or collateral duty 3MC: 2. CNIF CTS = ((SCAR X .20) + (MAR X .10) + (SEER X .20) + (SPF X .5)) + ((CVF X .40) + (MPF .5)) A minimum grade point of 80 is required for a passing score.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-B-1 APPENDIX B APPENDIX B DIVISION INACTIVE EQUIPMENT MAINTENANCE (IEM) PLAN

From: Division Leading Chief Petty Officer, To: Department Head,

Subj: Division Inactive Equipmen t Maintenance (IEM) Plan

Ref: (a) COMUSFLTFORCOMINST 4790.3

Encl: (1) Inactive Equipment Maintenance Plan Matrix

1. Per reference (a), the following systems or equipment will be placed in an IEM status in SKED while the command conducts.

2. Enclosure (1) lists all Systems and Equipment that this division will place in IEM for the upcoming maintenance period. This list was checked for accuracy and linked to the appropriate system or equipment restoration and key event. The IEM Plan is considered a living document; reviews will occur when key events timelines change.

3. A current copy of this plan will be provided to the command 3MC and be made available to the LMA, CTE, and Project Superintendent.

//SIGNATURE// I.M. CHIEF

5. I concur with placing the Systems or Equipment identified in Encl (1) in an IEM Status.

// SIGNATURE// Department Head

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-B-2 APPENDIX B

Enclosure (1)

System or Equipment MIP CAT 1 / 2 LU PM SU/OT Due MRs Restoration Key Event Estimated Restoration Date #1 Burner 5151/902 1 LU- 3 LU- 4 PM- 1 PM- 2 SU-2 SU-3 OT-1 A-8 43 Ventilation Restore 12/25/16

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 NOV 2023 VI-19-3-C-1 APPENDIX C APPENDIX C FORMAT FOR REPORTING 3-M INSPECTIONS

4790 Ser Date From: Accomplishing Activity To: Commanding Officer (Command Name) Subj: REPORT OF 3-M INSPECTION OF Ref: (a) NAVSEAINST 4790.8; Ships’ Mainte nance and Material Management (3-M) Manual (b) COMUSFLTFORCOMINST 4790.3; Jo int Fleet Maintenance Manual, Volume VI, Chapter 19 Encl: (1) (as required) 1. Per references (a) and (b), a 3-M Inspection of (__________________________) was conducted during the period (Date) to (Date). 2. During this inspection, the following signi ficant deficiencies were discovered: a. (List) by enclosure Specific department and WC deficiencies are provided in enclosure(s) (1) through ( ). 3. The following overall activity or departme nt numerical assessments are assigned: a. 3-M Total Score __________________ b. 3-M Inspection __________________ (Above, At or Below Standards)

Copy to: Immediate Superior In Command (with enclosures) Type Commander (with enclosures)

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-1 VOLUME VI CHAPTER 19-4 NAVAL INSTALLATIONS COMMAND REFERENCES. (a) OPNAVINST 4790.4 - Ships Maintenance a nd Material Management System Policy (b) NAVSEAINST 4790.8 - Ships’ Maintena nce and Material Management (3-M) Manual (c) NAVEDTRA 43241 - Personnel Qualification Standard for Ship’s Maintenance and Material Management (3-M) System LIST OF APPENDICES. A Inspection Criteria B Division Inactive Equipment Maintenance (IEM) Plan C Format for Reporting 3-M Inspections 19-4.1 ROLES and RESPONSIBILITIES. a. Type Commander. The Type Co mmander (TYCOM) exercises primary responsibility for the effective operation and support of the Maintenance and Material Management (3-M) System. Areas of responsibility include but are not limited to the following: (1) Ashore Maintenance Data System (MDS). (a) Maintenance Figure of Merit family of systems. (b) Maintenance Data Analysis Tool. (2) Planned Maintenance System (P MS) Scheduling (SKED) software. (3) Configuration Data Managers Databa se - Open Architecture (CDMD-OA). (4) Current Shore Maintenance Project (CSMP). (5) The screening and processi ng of feedback reports (FBR). (6) Maintaining an inspection data file per paragraph 19-4.4.2.f of this chapter. (7) Ensuring units are manned with Navy Enlisted Classification (NEC) qualified 3-M Coordinator (3MC) (as required). (8) Analyzing 3-M inspection and self -assessment data, identifying common concerns, conducting problem root cause analysis with the development and implementation of solutions. (9) Ensuring TYCOM inspection team memb ers are qualified to inspect assigned areas.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-2 b. TYCOM 3-M Team. The 3-M team consists of representatives from Port Operations (N31), Air Operations (N32), and Force Protection (N34). This team is responsible for: (1) Assisting and advising Commander Naval Installations Command (CNIC) commands in administration of the 3-M System. (2) Conducting reviews of PMS f eedback reports and responses. (3) Conducting 3-M System trai ning, assists and inspections. (4) Monitoring overall implementation a nd effectiveness of the 3-M System. (5) Review of self-assessment results to identify trends and provide prompt support to stations as required. (6) Maintaining liaison with Commander, U.S. Fleet Forces Command, Naval Sea Logistics Centers (NSLC) and other commands on 3-M matters. c. Immediate Superior In Command an d Regional Commander. The Immediate Superior In Command (ISIC) and Regional Commander are responsible for the routine monitoring and evaluation of the 3-M System for all assigned activities. Areas of responsibility include but are not limited to the following: (1) Monitoring and evaluating 3-M Program for all assigned units in accordance with reference (a) and (b). (2) Ensuring 3-M Inspections (3MI) are current. (3) Ensuring subordinate commands c onduct rigorous quarterly 3-M Self- Assessments and report results to the TYCOM 3-M team. (4) Monitoring the status of troubled systems using the quarterly 3-M Self- Assessment. (5) Ensuring subordinate commands comply with standard Work Center (WC), division and department structure. (6) Tracking and monitoring 3-M majo r milestones, training events, and conducting 3-M Spot Checks during ISIC or staff visits. d. Commanding Officer or Of ficer In Charge. The Commanding Officer (CO) or Officer In Charge is responsible for establishing an aggressive Self-Assessment Program that validates the administration and execution of maintenance and detects improperly conducted maintenance or falsely reported accomplishments. The designate the 3MC in writing as the primary duty of an officer, Chief Petty Officer (CPO) or Petty Officer First Class (who has been assigned a secondary Navy Enlisted Classification (NEC) of 9517). As an exception to this policy, commands not having

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-3 an allowance for a 3MC will assign these duties in writing as the most significant collateral duty of an appropriately qualified officer, CPO or Petty Officer First Class. e. Executive Officer. The Executive Officer (XO) is the command’s 3-M System Manager responsible to the CO for the overall management of the 3-M Program. The XO will: (1) Chair quarterly 3-M System meetings with Department Heads (DH) and the 3MC. (2) Brief the CO on the status of 3-M. (3) Ensure personnel receive adequate and effective 3-M System training. (4) Ensure the effectiveness of the command’s 3-M Self-Assessment Program. f. Command Master Chief. The Command Master Chief (CMC) will: (1) Attend the XO’s quarterly 3-M System meetings providing senior enlisted feedback. (2) Conduct PMS Spot Checks following the command’s policy to ensure required maintenance is being properly performed and documented. g. Command 3-M Coordinator. The 3MC will: (1) Serve as the key 3-M System assistant to the XO. (2) Maintain a file of 3-M System directives, newsletters, notes, and correspondence containing current 3-M Program information and ensure distribution to WC personnel. (3) Maintain copies of the current Force Revision (FR) NAVY PMS Digital Video Disk (DVD), List of Effective Pages (LOEP) for every WC, changes issued between FRs in their original format and classified Maintenance Requirement Cards (MRCs). Digital copies are allowed unless there have been changes between FRs. (4) Advise, monitor, and assist DHs, Di vision Officers (DIVOs), Leading Chief Petty Officers (LCPOs) and Work Center Supervisors (WCS) in matters concerning the 3-M System. (5) Monitor the 3-M Personnel Qualif ication Standard (PQS) Program and maintain an auditable record of personnel qualified in 3-M PQS. (6) Maintain a master accountability log of all PMS changes. (7) Develop and maintain a Split Ma intenance Index Page (MIP) Log. (8) Administer the configur ation management program. (9) Supervise the command’s 3-M Se lf-Assessment Program and provide a weekly status to the XO. (10) Develop and administer the PMS Spot Check Program.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-4 (11) Generate a weekly PMS Spot Check assignment matrix for officers, CPOs, and designated supervisory personnel. (12) Ensure corrective actions are take n on all unsatisfactory PMS Spot Checks and report same to the XO as part of weekly PMS reporting. (13) Ensure a complete back up of the SKED system is made on removable media (e.g., DVD or CD-ROM) following completion of the FR update and retain as part of the PMS Master File. (14) Ensure two complete backups of the SKED database are produced weekly and saved in two separate locations (e.g., local hard drive, share drive). (15) Ensure situational requirements ar e triggered in SKED and completed based on unit events. (16) Ensure that Triggers are pr operly set at the command level. (17) Screen all FBRs, verify content, va lidity, serialize and forward within seven days of origination. (18) Maintain accountability of all submitted FBRs and actions taken until corrected or new PMS documentation is received. (19) Ensure the FBR originator and all ap plicable WCs are apprised of action taken and that changes or corrections are implemented when received. (20) Ensure 3-M documents such as Maintenance Action Form OPNAV 4790/2K, Configuration Change Forms OPNAV 4790/CK, etc. that require forwarding to a data processing activity are forwarded within seven days of origination or as operationally feasible. (21) Ensure 3-M documents returned fo r the correction of data are promptly revised and resubmitted. h. Department Head. The DH is responsibl e to the XO for the operation and execution of the 3-M System within the department. Delegating review and approval authority will not relieve the DH of his or her duties and responsibilities in maintaining an effective 3-M Program. The DH will: (1) Ensure departmental 3-M assistant, DIVOs, LCPOs and WCSs are qualified in accordance with reference (c) and designated in writing as applicable. (2) Ensure maintenance is prioritiz ed to facilitate accomplishment. (3) Review and approve all depart ment PMS schedules and revisions. (4) Review maintenance action annotations. (5) Implement a Self-Assessment Program within the department to validate properly accomplished and reported maintenance. (6) Take corrective action on all “Unsatis factory” PMS Spot Checks and report to the XO via 3MC as part of weekly PMS reporting. (7) Ensure all material deficiencies are documented and promptly reported.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-5 (8) Review and verify the content and va lidity of all FBRs, digitally sign FBRs within five days of origination. (9) Ensure the Configuration Manage ment Database accurately reflects equipment changes whether the action is performed by command personnel or outside activities. (10) Authorize placement of equipment in to an Inactive Equipment Maintenance (IEM) status, ensure PMS scheduling is annotated accordingly. (11) Review and approve department work candidates within four days of creation; ensure completeness, accuracy, and the correct assignment of priority. (12) Review all work candidates in the departmental CSMP every 90 days. (13) Ensure that no classified da ta is reflected on 3-M documents. (14) Conduct quarterly meetings with DIVOs, LCPOs and WCSs and provide status of departmental 3-M System to the XO. i. Department Leading Chief Petty Officer or Departmental 3M Assistant. The department LCPO is responsible for the proper operation of the 3-M System within their department. The department LCPO will: (1) Provide 3-M System guidance and training to DIVOs and division LCPOs within their department. (2) Participate in quarterly Self-Assessments. (3) Ensure the proper testing and inspec tion of work done by outside activities prior to job acceptance. j. Division Officer. The DIVO is resp onsible to the DH for the execution of maintenance within the division. The DIVO will: (1) Ensure all PMS scheduling changes ha ve been properly annotated and applied prior to DH review and finalization. (2) Review the 13-Week Accountability Log at the beginning of the PMS week and sign at the end of the week if not using electronic accountability in SKED or when SKED is not available. (3) Review and verify the content and valid ity of PMS FBRs within three days of origination. (4) Ensure 3-M documents generated with in the division are complete, accurate and promptly submitted to the DH. (5) Conduct 3-M Self-Assessments as directed by the command’s policy. (6) Provide weekly updates to the DH con cerning the status of the 3-M System within the division. (7) Incorporate 3-M System training into the Divisional Training Plan. (8) Ensure divisional personnel are pr operly trained and qualified to conduct maintenance.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-6 (9) Review divisional work candidates a nd the CSMP for validity and accuracy. (10) Conduct monthly briefings for the DH on the status of all work candidates. (11) Acknowledge PMS Alerts. k. Division Leading Chief Petty Officer. Th e division LCPO is responsible for the proper operation of the 3-M System within their division. The division LCPO will: (1) Supervise WCSs in the execution of daily maintenance. (2) Ensure WCSs are properly trained, equipped and are knowledgeable of all WC divisional equipment maintenance requirements. (3) Verify all divisional WC equipment is covered by PMS. (4) Ensure PMS is properly scheduled and conducted, including all special evolution situational “R” checks. (5) Review WC PMS records (e.g., FRs, Advanced Change Notices (ACN) and PMS FBRs and Responses), approve all lineouts and additions on the LOEP, MIP, and PMS schedules prior to DIVO and DH reviews. Ensure proper justification is noted on each lineout. (6) Review and approve non-applicable procedural steps lined-out on MRCs. (7) Review and sign the 13-Week Accountab ility Log at the end of the PMS week and ensure checks added that week are hand-written into the blank accountability log (if not using electronic accountability in SKED or when SKED is not available). (8) Review the PMS Scheduling Forecasti ng Report to ensure that all Tools, Parts, Material and Test Equipment (TPMTE) are available to support upcoming maintenance actions. (9) Provide the DIVO a weekly status of the division’s Self-Assessment Program, CSMP and PMS. (10) Ensure the Configuration Mana gement Database reflects current configuration. (11) Ensure FBRs are submitted reques ting LOEP changes to reflect system, equipment and component installs or removals. (12) Review and verify the content and va lidity of PMS FBRs within two days of origination. (13) Ensure the divisional CSMP accu rately reflects material conditions. (14) Review and approve work candidates, act as the second point of contact for work candidates and provide the DIVO a weekly brief on the status of all work candidates in the CSMP. (15) Ensure proper testi ng and inspection of work done by outside activities prior to job acceptance. (16) Coordinate repair activ ities within the division.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-7 (17) Review all quarterly Self-Assessmen ts and promptly correct discrepancies found within the division. (18) Review, approve, and close out weekly schedules. This closeout of the previous week’s schedules must occur on the first day of the following week (i.e., Monday). (19) Review Check Notes for required and updated information. (20) Write PMS Alert details to include why planning allowed loss of periodicity and the plan to complete PMS. l. Work Center Supervisor. The WCS will be a Senior Petty Officer assigned to the WC and qualified per reference (c) or civilian equivalent. The WCS will: (1) Maintain a detailed working knowledge of all equipment deficiencies within the WC. Record all equipment deficiencies within their WC, utilizing AWN or authorized equivalent to ensure all required 3-M System documents are submitted to the division LCPO. (2) Ensure WC personnel have complete d 3-M PQS training commensurate with position held. (3) Ensure PMS covers all maintenance worthy equipment in the WC. (4) Maintain an accurate and current LOEP. (5) Ensure 3-M System WC files and pu blications are complete, current, and available to WC personnel. (6) Ensure WC initiated 3-M documentation is correct, legible, promptly prepared and submitted. (7) Maintain a 13-Week Accountability Log containing the current and previous 13-Week Log if not using electronic accountability in SKED or when SKED is not available. (8) Prepare weekly WC schedule, obtai n required approval, assign maintenance personnel, and update schedule to reflect status. (9) Ensure equipment changes, adds and removals are reflected in the Configuration Management Database and, if not, report via 4790/CK to the Configuration Data Manager (CDM). (10) Ensure FBRs are submitted whenever: (a) Maintenance requirements are not fully understood. (b) Errors are believed to exist. (c) Entries in the TPMTE block are wrong or inadequate. (d) Additional coverage is needed. (e) Performance of the maintenance requirement would cause a hazardous condition to exist.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-8 (11) Ensure prompt reporting of all material deficiencies and completed maintenance actions. (12) Ensure test and measurement equi pment or other portable support equipment is delivered for test or calibration as scheduled. (13) Ensure the DIVO and division LCPO or LPO are advised of all 3-M System activity within the WC. (14) Spot check completed equipment file validations. Ensure accuracy of the information and PMS scheduling equipment associations. (15) Review the PMS Scheduling Forecasti ng Report to ensure that all TPMTE is available to support upcoming maintenance actions. (16) Ensure all WC weekly schedules are updated daily. (17) Use the Edit Equipment Details f unction of SKED to the maximum extent possible to associate maintenance items to the CDMD-OA database embedded in SKED 3.2 for configuration items. The association should be made to the highest level (piece) of the applicable equipment being maintained (i.e., #1 Torpedo Tube vice the Slide Valve). m. Maintenance Personnel. Maintenance personnel will perform all PMS as assigned utilizing PMS documents in SKED and ensure Check Notes contain amplifying information and tag-out identifiers as required. Maintenance personnel will: (1) Perform assigned maintenance. (2) Notify the WCS when: (a) An MRC is not fully understood, ap pears to be incorrect or cannot be accomplished as written. (b) There are issues with the TPMTE block of the MRC. (c) The technician has doubts concerning his or her ability to perform the maintenance. (d) Equipment deficiencies or casualties are discovered. (e) Factors exist which would make performance of the maintenance unwise or dangerous. (3) Initiate FBRs when discrepancies ar e discovered during the performance of an MRC. (4) Inform the WCS when planned main tenance requirements are complete. (5) Annotate PMS schedule to reflec t accomplishment of maintenance. (6) Sign 13-Week Accountability Log (if not using electronic accountability in SKED or when SKED is not available).

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-9 19-4.2 QUALIFICATIONS. All personnel assigned to billets associated with the 3-M System must be 3-M PQS qualified for the assigned billet per reference (c) and Table 19-4-1. a. Evidence of qualification in support of 3- M requirements must be maintained by the command in an auditable fashion. b. Personnel checking into the command w ith a 3-M qualification obtained from a previous command may be required to re-qualify. They may re-qualify directly to the highest level previously obtained and they do not have to re-qualify at lower levels. Table 19-4-1 - Required PQS Qualifications 3-M Coordinator PQS-307 Departmental 3-M Assistant PQS-305 Department Head PQS-306 Department LCPO PQS-305 Division Officer PQS-304 Division LCPO PQS-304 Work Center Supervisor PQS-303 Repair Parts Petty Officer PQS-302 or RPPO Continuing Training and Qualifications Software Maintenance Personnel PQS-301 19-4.3 PLANNED MAINTENANCE 19-4.3.1 Minimum Standards. MRC accomplishment is critical for maintaining equipment in a ready state and achieving expected service life. The maintenance tasks directed by MRCs are the minimum standards for organizational (activity) planned maintenance and therefore equipment degradation can be assumed if maintenance is deferred. The following provisions are provided to maximize on time performance of PMS and provide increased fleet latitude in maintaining equipment. a. MRCs are prepared as instructions to complete a maintenance task based upon the premise that the personnel assigned to perform the task have sufficient knowledge of the rate listed on the card and are qualified to perform maintenance as directed by the MRC. The MRC will be accomplished in sequential order, adhering to all Warnings, Cautions and Notes. Routine sub-steps (e.g., fastener removal, steps to don and remove personnel protective equipment, turning on a vacuum) may or may not be included in the MRC and their absence should not prevent the maintainer from completing the maintenance task. b. Per Naval Sea Systems Command (NAVSEA), procedures are written at a level of detail based on the assumption maintenance personnel are trained, qualified, and supervised by experienced leadership to execute the maintenance consistently and expertly. They exist to provide a common standard, specify acceptance criteria,

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-10 communicate warnings, and cautions specific to the maintenance and provide proven maintenance practices. They are not intended to: (1) Supplement or duplicate rules and pr ocedures that must be followed for hazards generally associated with the equipment (Hazardous Material Handling, Electrical Shock Risk Management, etc.) but not specifically associated with a step of the procedure. (2) Identify every process and every wa rning associated with the maintenance environment of the component being maintained (aloft, in tanks, near an active flight deck, in a heat stress area, etc.) (3) Specify every possible action of the maintainer. c. Leadership will uphold standards for comply ing with maintenance procedures. This standard does not mean the maintainer is expected to robotically follow the MRC word-by-word. Leadership, trainers, monitors, auditors, and inspectors should not expect it. The key word here is intent. The objective is to perform the intent of each step (not necessarily step-by-step performance). d. If a step is missing that is necessary to complete the task, and that step is not obvious to the Maintenance Person (MP), an FBR should be submitted. e. MRC completion status is dependent on the accomplishment of all procedural steps on all the equipment listed on the MRC or its accompanying Equipment Guide List or items listed on the Location Guide List (LGL) section of the MRC. f. The performance of additional rational ac tions during the accomplishment of an MRC is authorized. Examples of such actions include turning on and off items utilized during the performance of the MRC (vacuum cleaners, test equipment, etc.) and general housekeeping (cleaning up or containing spilled fluids or dirt). g. The substitution of any tools, materials or test equipment not held by the activity should be considered prior to deciding to defer the maintenance until the exact tools, materials or test equipment listed on the MRC are procured. This is especially critical for frequently required maintenance where several performance cycles can be missed while waiting for supply to provide the correct items. Substitution requirements are provided by reference (b) and other technical documents. 19-4.3.2 Functional Components. a. PMS Master File. The Master File, maintained by the units 3MC, contains information relative to PMS requirements that are specific to equipment for which the command is responsible. The Master File provides for duplicate issue of missing MIPs and MRCs, contains supplementary information provided by NSLC Detachments Norfolk or San Diego and serves as a repository for changes received between FR distributions, which must be retained on file until the changes are reflected in a subsequent FR. Master File content is delineated in appendix A, section I-B the Command Level Effectiveness Review (CLER). b. Work Center PMS File. The WC File provides a ready reference of planned maintenance requirements and information to be retained in the working area for use

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-11 by the WCS and maintenance personnel. The WC File contains only the documents and information applicable to a specific WC. The content of the WC File is delineated in appendix A section I-A, Scheduling and Execution Effectiveness Review (SEER). c. PMS Administrative Requirements. In lie u of a WC or a Master File the following should be retained: (1) Work Center (a) Current locally generated LOEP and MRCs. (b) Current Tailored Force Revision reports. (2) 3-M Coordinator (a) SKED 3.2 Help file. (b) Split MIP Tracking Log (updated to current FR). (c) Applicable 3-M instructions (Activity, ISIC, or TYCOM). (d) Current 3-M messages and guidance. (e) Current 3MC Tailored Force Revision (TFR) Reports. (f) Master classified MRCs. (g) Current SKED Database back- up files on DVD or CD-ROM and an Excel spread sheet from the SKED report Checks and Maintenance Outlook Report of all WCs, for the current and next future quarter. (3) 3-M Program short and long range training plan approved by the XO. (4) The following post-quarter SKED reports will be generated by the 3MC and forwarded to the ISIC by the third Monday of the quarter as conditions permit. These reports will be analyzed and electronically routed through the applicable DH to the XO. These reports will be retained as objective quality evidence, by the 3MC for four quarters. (a) PMS Analysis Spreadsheet. (b) Spot Checks – Passed & Failed Reports. d. Interim MRC Procedures. The activity ma y develop interim MRC procedures based on experience and applicable technical manuals in support of equipment or systems without PMS coverage until formal documentation is received. Before scheduling preliminary MIP requirements, the WCS and the DH must verify their applicability to installed equipment. e. Weekly Status Report. The weekly PMS monitoring status reports will be retained, electronically if desired, by the 3MC for six months. These reports from the 3MC to the XO will contain, as a minimum: (1) Completed Spot-Check a nd Monitored MRC results. (2) Completed WC audits and results.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-12 (3) The number of FBRs over seven days ol d that have not been reviewed by the Chain of Command (CoC). (4) Abatement and corrective actions comp leted because of a monitoring program finding. (5) IEM Details Summary Report. (6) Overdue (Alerting) MRCs a nd plan of corrective action. f. Change Service Accountability Log. The Change Service Accountability Log (CSAL) (Figure 19-4-1) provides a definitive record of all changes to a command’s 3- M Program. Whenever a change to a command’s 3-M Program is directed, be it from an FR, FBR, ISIC direction, etc., the change will be routed to the concerned WCS(s) via a memorandum. Whenever such a memorandum is issued, it must be recorded in the CSAL. Once the WCS reports the directed change has been completed, the 3MC will file the WCS’s response and annotate the CSAL that the action is complete. (1) The CSAL is comprised of the actual l og sheet, a copy of all memos routed to the WCS and the memo from the WCS to the 3MC indicating completion. (2) The importance of the CSAL cannot be overstated. In essence, it provides for a day-to-day, year-to-year record of changes to a command’s planned maintenance program. It is also a turnover document at deployment sites, allowing a current command to quickly identify all changes from a previous command. Finally, it will be inspected during all command 3-M assessments and inspections, providing visibility as to how well a command manages 3-M from one inspection to another.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-13

Figure 19-4-1 - Change Service Accountability Log FR Change Number or Authority Date RCVD Cognizant Dept. or WC Date Cover Sheet Issued Date Cover Sheet Returned Date Master File Updated or Item Closed Summary of Change

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-14 19-4.3.3 Related Maintenance. Related maintenance, so designated by the ISEA or Technical Warrant Holder, is determined from the MIP. The “RELATED MAINT” column of the MIP reflects related maintenance requirements. Related requirements are positioned on the MIP to line up directly across from the MRC to which they are related. Related maintenance requirements are also identified in the TPMTE section of the MRC under “MISCELLANEOUS”. NOTE: MANDATORY RELATED REQUIREMENTS MUST BE LINKED IN SKED TO BE AUTOMATICALLY SCHEDULED. a. Related Maintenance Categories. (1) Mandatory Related. Mandatory relate d maintenance requirements are those maintenance actions that must be accomplished concurrently with another maintenance requirement. The mandatory relationship is indicated with the use of the # sign. If the mandatory related maintenance resides on the same MIP, it will be reflected in the “RELATED MAINT” column as “periodicity#” (e.g., M-3#). If the related maintenance resides on another MIP, it will be reflected as “MIP:Periodicity#” (e.g., IC-013/033:M-4#). Mandatory related maintenance requirements are automatically scheduled by SKED. (2) Convenience Related. Convenience related maintenance requirements are those maintenance actions that can be accomplished concurrently with another maintenance requirement to save time, such as preliminary steps and tag-outs already accomplished, or for work force considerations. If the convenience related maintenance resides on the same MIP, it will be reflected in the “RELATED MAINT” column as “periodicity” (e.g., M-5). If the related maintenance resides on another MIP, it will be reflected as “MIP:Periodicity” (e.g., EL-010/001:M-4)). In both cases, the # symbol is omitted. The WCS manually schedules convenience related requirements. (3) Conditional Related. Conditional related maintenance requirements are those maintenance actions that are performed when specific conditions are present or specified parameters are not met on the referencing MRC. Conditional related maintenance will appear on the MIP in the same manner as convenience related maintenance. The WCS manually schedules conditional related requirements. (4) None. No related maintenance is reflected as “None” in the “RELATED MAINT” column. b. Work Center Supervisor Actions. WCSs ar e encouraged to review their schedules on a regular basis for opportunities to perform other PMS when an equipment or system has maintenance actions scheduled. Rescheduling of PMS to take advantage of other system maintenance (convenience related) is highly recommended. (1) If an MRC has related maintenance from another MIP, review the related MIP and MRC and determine if it requires assistance from another WC.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-15 (2) If the related MIP and MRC does not require assistance from another WC and is not on the lead WC LOEP, submit an FBR to have it added to the LOEP. (3) If the related MIP and MRC requi res assistance or completion by another WC and is mandatory, convenience or conditional related then it should also be on the lead WC LOEP. If it is not on the lead WC LOEP, submit an FBR to have it added to the LOEP. If the related MRC requires technical assistance, a special NEC, or another rating, that is not part of the lead WC, then the person with the technical training, special NEC or required rating should be temporarily added to the lead WC “Crew List” and assigned the related maintenance in either an assist or performance role. All WCSs involved will collaboratively plan the required maintenance and may adjust schedules based upon individual workload. When the maintenance is completed, the lead WCS will mark the MRC as completed. 19-4.3.4 Inactive Equipment Maintenance. a. Inactive Equipment. A piece of equipm ent or system intentionally placed in a hibernated state for a specific period with the intention of reactivating that equipment or system at the end of that period. (1) Status I. Equipment that will: (a) Remain onboard. (b) Is not scheduled for corrective maintenance or overhaul. or (c) Will be inactive during extended shutdown periods and maintenance availabilities as determined by the DH. (2) Status II. Equipment that is inactive and: (a) Subject to corrective maintenan ce, overhaul, or removal for safe storage. or (b) Temporarily transferred to another activity for maintenance responsibility for extended shutdown periods as determined by the DH. (c) When system(s) components are scheduled for replacement. b. Implementation and Responsibility. Wh ile inactive, minimum maintenance is performed to ensure the success of the reactivation. The IEM section of the MIP will cover this maintenance. However, consideration should also be given to active PMS maintenance checks (e.g., M-1, Q-1, A-1) that can be manually added and performed during this period of inactivity. (1) The activity will develop an IEM plan for all inactive equipment. The plan will include reason for inactivation, and duration. DH approval of this plan will be documented in the “SKED IEM” remarks. Use Appendix (B)

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-16 (2) To implement procedures for the accomplishment of PMS for equipment declared in an inactive status, current PMS schedules are modified to annotate the requirements listed in the IEM section of the MIP. For advance planning and scheduling of maintenance to take place, it is necessary to determine and identify the extent to which unit personnel will conduct PMS during an inactive period. MIPs in each WC will be reviewed to determine if equipment has IEM coverage (e.g., Lay-up (LU), Periodic Maintenance (PM), Start-up (SU) and Operational Test (OT)), if the coverage is adequate, and what procedures to follow if there is no IEM coverage on the MIP in question or provided coverage appears inadequate. The Department Head is responsible for determining equipment IEM status. When placing a system or equipment in IEM status, the DH will also determine the IEM start date to be reflected in SKED. The IEM end date will not be applied in SKED until the system or equipment is ready to be brought out of IEM status. All periodic PMS scheduled at the end of IEM should be reviewed for applicability, with applicable maintenance accomplished prior to operating equipment. (3) IEM procedures are listed on MIPs and separated from operational PMS by a horizontal line. The IEM section is titled “Inactive Equipment Maintenance” and is prefaced by the following statement: “The following requirements will be scheduled when equipment is inactivated for periods of prolonged idleness.” When there are no IEM requirements the words “None required” will appear under the IEM section of the MIP. When IEM procedures are inadequate, submit an FBR. The unit should consider all factors that affect equipment deterioration and take necessary precautionary measures. These factors include environmental conditions, equipment location, susceptibility to damage or other factors that cannot be anticipated when IEM procedures were originally developed by the cognizant ISEA or design activity. (4) The lack of IEM requirements on a MI P does not prohibit placing that system or equipment into an inactive state. Additionally, certain locations require precautions and maintenance not required force-wide. The unit should consider all factors that affect equipment deterioration and take necessary precautionary measures. The WCS or LCPO is responsible for identifying factors that are inadequate and may require additional preparation and maintenance of the inactive equipment while reporting same to the DH for approval. Factors may include environmental conditions, equipment location or susceptibility to damage. For those actions that are recurring in nature, the WCS should submit an FBR for possible MRC development. c. IEM Scheduling. SKED provides the capability to perform IEM scheduling. (1) Status I. The scheduling of main tenance for Status I inactive equipment utilizes conventional PMS scheduling techniques. LU checks will automatically be added to the schedule at the beginning of IEM by SKED. PM checks will be manually added to the schedule by the WCS for the period of IEM following the guidelines of the MIP. At the conclusion of IEM, SU checks and routine PMS will automatically be added to the schedule by

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-17 SKED. SU checks must be accomplished the week IEM ends. All periodic checks added at the end of IEM, can be moved to the right, not to exceed the allowable date range. Since the MRC date range cannot be applied to the left (into the IEM period), the MRC date range can only be moved to the right and therefore only the plus value of the specific range, i.e., the date range for a monthly is 21-41 days. The requirement can only be moved (scheduled) ten days to the right and will not go into “alert” until after the tenth day. This allows the MP or WCS scheduling flexibility within the plus side of the date range of the MRC. (2) Status II. The scheduling of mainte nance for Status II inactive equipment utilizes conventional PMS scheduling techniques, however, not all scheduled IEM PMS may need to be accomplished by activity personnel. LU checks will automatically be added to the schedule at the beginning of IEM by SKED and may be marked “NA” if the LU check did not support the equipment being removed from the activity or “Accomplished by Higher Authority” symbol if completed by the intermediate or depot level maintenance activity. PM checks may be required to be schedule during the IEM period. At the conclusion of IEM, SU checks and routine PMS will automatically be added to the schedule by SKED. SU checks must be accomplished the week IEM ends and may be marked with the “Accomplished by Higher Authority” symbol if they were completed by the intermediate or depot level maintenance activity. Routine PMS added at the end of IEM may also be marked with the “Accomplished by Higher Authority” symbol if they were completed by the intermediate or depot level maintenance activity. All periodic checks added at the end of IEM, can be moved to the right, not to exceed the allowable date range. Since the MRC date range cannot be applied to the left (into the IEM period), the MRC date range can only be moved to the right and therefore only the plus value of the specific range, i.e., the date range for a monthly is 21-41 days. The requirement can only be moved (scheduled) ten days to the right and will not go into “alert” until after the tenth day. This allows the MP or WCS scheduling flexibility within the plus side of the date range of the MRC. NOTE: WHERE THE GOAL OF 100 % ACCOMPLISHMENT CANNOT BE REACHED, THE UNIT’S CoC MUST BE KEPT INFORMED OF THE CIRCUMSTANCES THAT PREVENT ACCOMPLISHMENT OF SCHEDULED MAINTENANCE. 19-4.3.5 Scheduling. PMS is a portion of the command’s 3-M Program that provides, in one authoritative system, the scheduling information and technical procedures governing planned maintenance. PMS provides a simple method for scheduling and documenting the execution of planned maintenance procedures. Fleet policy and scope are listed in Chapter 19 of this volume. a. Situational maintenance scheduling will be managed utilizing the tools provided by the computer based PMS scheduling software employed by the activity. All event driven situational requirements will be “triggered” when required and performed per reference (a).

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-18 b. The MP will be assigned prior to comme ncing the week and must complete the maintenance as directed. If a different person is required, the WCS will reassign the PMS accordingly. c. Check Notes are required in SKED under the following circumstances. (1) When PMS is marked as “lost”. (2) When PMS is marked as not-applicable. (3) When PMS is marked with the ‘¢ ’ symbol, “satisfied by Higher Level Maintenance.” (4) When PMS requires a tag-out, the tag-out program of record identifier will be entered. d. After the FR is approved, the 3MC will conduct quarter archival to maintain one completed quarter, one current quarter, and at least four future quarters. This permits the ability to review past records and forecasting of upcoming maintenance actions. 19-4.3.6 SKED. The use of SKED version 3.2 or subsequent versions for PMS scheduling constitutes full compliance with all administrative provisions of the 3-M Manual. a. Guidance for use of SKED is provided vi a the SKED users guide with help menus, and wizards associated with SKED functionality. b. The Navy PMS DVD or CD-ROM is used to update the command or unit’s SKED PMS data c. The SKED program uses days to schedule and keep track of calendar periodicities. MRCs are displayed as out of periodicity when they fall outside the established date ranges in the SKED program. These date ranges are as reflected in Table 19-4-2.

Table 19-4-2 - SKED Periodicity – Date Ranges Periodicity Date Range Daily None 2D None 3D None Weekly None 2W 9 - 19 days 3W 14 - 28 days Monthly 21 - 41 days 2M 41 - 83 days Quarterly 61 - 121 days 4M 83 - 165 days

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-19 Table 19-4-2 - SKED Periodicity – Date Ranges Periodicity Date Range Semi-Annually 121 - 243 days 8M 165 - 331 days 9M + or - 90 days from scheduled date Annual + or - 90 days from scheduled date Multi-month after annual + or - 90 days from scheduled date 19-4.3.7 SKED Server Failure. In the event of a SKED server failure, operation of PMS performance and tracking is as follows: a. Retrieve Maintenance Outl ook Report that was created following approval of current FR. b. The WCS or LCPO will maintain the a ssignment of PMS with the Maintenance Outlook Report until server is restored. c. Print assigned MRCs from the PMS viewer program that is located on the FR DVD. d. Document and retain accomplished main tenance on printed blank 13-Week Reports that are in the documents folder on the FR DVD. e. When the server is restored, update SKED based on accomplished maintenance documented on 13-Week Reports. 19-4.3.8 Accomplishing PMS. Maintenance personnel use MRCs to accomplish assigned planned maintenance as described in sub-paragraphs 19-4.3.8.a. through 19-4.3.8.h of this chapter. a. From SKED “My Task” view , review the 13-Week Report. b. Determine maintenance task(s) assigned. c. Determine when the maintenance task(s) are due. d. Determine what tools, parts, material, te st equipment or supplies are needed. For MRCs that contain inspections and then maintenance actions based upon the inspection findings, the TPMTE needed to perform the follow-on maintenance caused by the inspection findings does not need to be obtained prior to performing the MRC but rather, may be obtained as needed. e. Perform the maintenance on schedule. f. Notify the WCS immediately whenever one or more of the following conditions exist: (1) Anything on an MRC is not fully understood, appears to be incorrect or cannot be accomplished as written. (2) TPMTE prescribed by the MRC is not av ailable, is not correct or questions about substitutions arise.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-20 (3) Any doubt exists about your capabilit y, training, or experience to properly perform the maintenance requirement as prescribed. (4) Factors exist which would make perf ormance of the maintenance requirement unwise or dangerous (e.g., disassembly of equipment needed for operations, radiation when prohibited, situations causing safety hazard to exist, etc.). (5) Equipment deficiencies or casualties are discovered. (6) Any provisions or requirements on the MRC cannot be accomplished as prescribed. g. If an MRC can be completed step-by-step as written, then the maintenance action can be signed off as completed. Report completed planned maintenance actions to the WCS, update the PMS schedule to reflect the completed maintenance, annotate and sign the 13-Week Report. If multiple maintenance personnel are assigned to a single maintenance action, the most senior person assigned must update the PMS schedule, annotate, and sign the 13-Week Report or Check Note if using SKED 3.2 electronic accountability. h. If inspection criteria or a threshold insp ected by the MRC does not meet the intended criteria, then those maintenance actions cannot be signed off as completed until the discrepancies are corrected. Maintenance actions not fully completed will be reported to the WCS. However, if material deficiencies or casualties, which are unrelated to that MR, are discovered, the MR can be checked off (provided the MR was fully completed) but the discrepancy must be reported via the MDS. The only exceptions are: (1) Systems designed with redundancy capability (e.g., AN/GPN-30, AN/URN 32, AN/FPN63, etc.) if one channel or stack meets the MRC criteria then maintenance action can be signed off as complete. However, the discrepancy must be recorded via MDS (Maintenance Data Analysis Tool for Air Operations). (2) Maintenance actions that can be signed off as complete are those discrepancies where the PMS documents (MRC or MIP) have an actual statement that directs a CSMP entry(s) to be made if there are discrepancies. The statement to inform the WCS of discrepancies, by itself, is not sufficient to sign the maintenance action as complete when discrepancies exist. 19-4.3.9 Non-Accomplished Categories. The WCS or LCPO will add a brief description for each check note or alert for non-accomplished categories using subparagraphs 19-4.3.9.a through 19-4.3.9.g of this chapter. a. System or Equipment Failure. System or equipment is not operational or in a reduced operational status thus preventing maintenance from being accomplished. CSMP Job Sequence Number (JSN) required in additional text description. b. Inadequate Maintenance Procedures. MRC procedure or steps cannot be accomplished to a point where the maintenance can be considered accomplished. FBR number required in additional text description.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-21 c. Unit Operational Requirements. Operat ions prevent the maintenance from being accomplished. Requires additional text description. d. System or Equipment Operational Require ments. Required operation of system or equipment prevents maintenance from being accomplished. Requires additional text description. e. Lack of Hazardous Material. Correct Hazardous Material (HAZMAT) not available at the time maintenance was to be performed. CSMP JSN required in additional text description. f. Missing or Incorrect TPMTE. Correct or calibrated TPMTE was not available at the time maintenance was to be performed. CSMP JSN required in additional text description. g. Other. Requires additi onal text description. 19-4.3.10 Accountability. The credibility of the Navy PMS program relies heavily on the individual accomplishing the maintenance. The required dedication and integrity of that individual cannot be overstressed. a. To maintain accountability, personnel ar e required to sign for the completion of assigned maintenance on the 13-Week Accountability Sheet. The WCS is required to review and sign the Accountability Sheet weekly to verify the accuracy and completeness of entries. Accountability sheets will be maintained in the WC PMS Manual for the current and previous quarter. b. Electronic Accountability may be utili zed by commands employing SKED 3.2. When an individual updates the disposition of a check, this is the same as signing and dating a check completion on a 13-Week Accountability Sheet. The disposition of a check will become permanent when the weekly closeout is performed. All PMS maintenance assigned to a MP is presented to them immediately upon SKED 3.2 log- on; and CoC review can be tracked on the Weekly Closeout Signature Sheet. However, commands must still print, sign, and retain 13-Week Accountability Sheets as prescribed in para 19-4.3.10.a. of this chapter to retain accomplishment record in the event of a database loss. 19-4.3.11 Force Revision Implementation. In addition to the requirements of reference (a), the following steps ensure the most efficient and thorough implementation of an FR: a. MRC deletions on MIPs will be marked to indicate the reason for deletion: (1) Scheduling Aids (SA). Indicate ap plicable scheduling aid “(e.g., SA-.”). (2) Split MIP. Indicate responsible WC (e.g., “EA01”) if the MRC is applicable to the activity, the responsible WC designation will be used versus a scheduling aid. (3) “Other” includes approved responses to FBRs, ACNs (e.g., “NSWC ltr Ser 4790.005.”), Message Date Time Group (e.g., “NUWC R124535Z AUG 05.”), dual periodicity. Indicate guiding notation for deletion: “SA-1” or “Note 1”, configuration change number.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-22 b. The FR will be completed on or before th e first Monday of the new calendar quarter. When operational schedules do not provide adequate time to implement the revision prior to the start of the quarter, the XO may direct an alternate implementation date. This deferred FR will be reported to the ISIC. c. It is advisable to complete the FR process through DH approval before conducting quarterly audits by a chief or more senior. d. The 3MC will: (1) Route the Service Brief to the CoC for review. (2) Enter the FR number from the ALID in the PMS Supersedure and Accountability Log. (3) Update PMS and TFR data into SKED prior to routing the change documentation to WCs. (4) Route the FR to WCS for implemen tation. See Figure 19-4-2 and Figure 19- 4-3 of this chapter for an example of a routing memorandum and an FR implementation checklist, respectively) (5) Delete SKED FBRs after reflection within the FR. e. The WCS, upon receipt of the ch ange document from the 3MC, will: (1) Make the appropriate entry in the WC Record of Change Log (2) Make appropriate LOEP, MIP, MRC, etc. changes to the WC PMS File. (3) Apply changes to the WC PMS sche dule utilizing SKED Revision Editor. (4) Route revision changes to division LCPO for review and concurrence. f. The division LCPO will: (1) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor. (2) Review line outs on LOEPs, MIPs and MRCs. Initial all such line-outs to indicate concurrence. (3) Submit PMS schedule to DIVO for review and concurrence. g. The DIVO will: (1) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor. (2) Review line outs on LOEPs, MIPs and MRCs. Initial all such line-outs to indicate concurrence. (3) Submit PMS schedule to DH for review and approval. h. The DH will: (1) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-23 (2) Review and approve lined-out MIPs on the LOEP, and MRCs on the MIPs. (3) Review and approve WC PMS Schedules. i. The WCS makes final entries in the WC Record of Change Log, completes the PMS Change Documentation Routing Memorandum, and returns it to the 3MC. j. The 3MC updates the CSAL and notifies the XO that the FR has been installed after receiving all FR PMS Change Documentation Routing Memorandums from the WCs.

Figure 19-4-2 - Force Revision Routing Memorandum MEMORANDUM From: 3-M Coordinator To: __________ Work Center Supervisor Subj: FORCE REVISION PACKAGE X-XX Encl: (1) Force Revision Implementation Checklist (2) List of Effective Pages 1. Force Revision Serial: X-XX has arrived from NSLC 2. The SKED Force Revision (FR) update is complete. Begin your WC FR implementation using Enclosures (1) and (2). Complete through your Department Head no later than Day/Month/Year. 3. Corrections, including those to LOEP, MIP and MRC, should be made immediately. Make certain ACNs and FBR responses are reflected in the FR. If not, maintain the copies and changes to your MIP(s) and MRC(s) until reflected in a subsequent FR. 4. MRCs with procedural line-outs previously approved by the LCPO must again be reviewed by the LCPO to confirm they continue to meet the requirements of COMUSFLTFORCOMINST 4790.3, Volume VI, Chapter 19. Specifically, in the procedure block, Work Center Supervisors may line-out the non-applicable line items (alternate procedures) that do not pertain to current equipment or configuration when the step includes the words “if applicable” or a note identifies steps to be omitted. These items must be reviewed and approved by the division LCPO. As these changes are WC and maintenance item specific, submission of an FBR is not required.

R/ 3MC

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-24 Figure 19-4-3 - Force Revision Implementation Checklist MEMORANDUM From __________ Work Center Supervisor To: 3-M Coordinator Subj: FORCE REVISION IMPLEMEN TATION CHECKLIST COMPLETION 1. The following actions have been accomplished in SKED to implement Force Revision X-XX. Task Description Initial Verified all equipment is listed under each MIP. Verified new or changed MRCs (green or yellow) are added to the correct Maintenance Item (equipment).

Verified all applicable MRCs for each piece of equipment are active. Verified all MRC’s have associated “Related Maintenance” attached. Verified that all MIP lineout’s have a technical reason documented for deletion. (Select the “Pencil” Icon on top row)

Verify Maintenance Item Serials & Locations are correct. Upon completion of implementation Marked Complete for digital approval by: LCPO, Division Officer and Department Head. LCPO DIVO DH 2. After DH approval: LCPO run SKED report PMS Documents and Customized MRCs – Line-outs. Verify each procedural lineout meets JFMM volume VI chapter 19-4.3.12. requirements.

WCS create an excel spread sheet from the Maintenance Outlook Report as a minimum electronic backup forecasting as many quarters in advance as available and store it on your hard drive (not a LAN drive) in the event of the LAN crashing.

WCS select “Work Center” from the upper menu and “Update Unassigned Slots.” Initially, any MRC without ownership will be assigned to the WCS. Reassignment by the WCS or LCPO will follow.

3. Printing requirements for MRCs are determined by individual command policy. Printed MRCs must come from “PMS Documents” (not PMS Viewer). 4. Approval Signatures: POSITION SIGNATURE LCPO DIVO DH 3MC

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-25 19-4.3.12 Planned Maintenance System Feedback Reports. PMS FBRs are used to identify problems with PMS documentation or to request the addition or deletion of PMS coverage. Issues with the periodicity, rates, man-hours, TPMTE and procedure may all be reported via an FBR. An FBR is also used to request copies of classified MRCs, request the addition or deletion of an MRC (maintenance requirement) to or from a MIP, splitting a MIP between WCs, shifting of maintenance responsibility or to request PMS coverage for newly installed systems or equipment. Paragraphs 19-4.3.12.a. through 19-4.3.12.j of this chapter. provide amplifying information dealing with the issues that may prompt the submission of an FBR. a. Periodicity. An FBR can be used to reque st the increase or decrease in the frequency of a maintenance action, i.e., an MRC. However, the originator needs to keep in mind that the ship or unit has the prerogative to increase the frequency because of harsh weather, unusual operating conditions or corrective maintenance and associated testing requirements. A 726 Class submarine submitted an FBR requesting the frequency of cleaning a specific electronics cabinet filter be increased from quarterly to monthly. Research revealed this MRC was applicable to all 726 Class units and no other ship had submitted a similar request. In fact, two other units had requested the frequency be decreased to semi-annual. It was determined that the submitting unit was in an extended upkeep period and increased foot traffic by shipyard personnel near the electronic cabinet was the most likely cause of the filter becoming clogged. The ship was authorized to increase the frequency to support the extended upkeep period and the periodicity of the MRC was not changed. b. Rates. The Rates block on the MRC repr esents the developer’s recommendation of the skill level (rate and rank) best suited to accomplish the maintenance action. The key word is recommendation. Qualified personnel other than the rate and ranking specified may be assigned. When an NEC is assigned or Damage Control Petty Officer or Safety Petty Officer, substitution of other personnel is not allowed other than those exceptions as noted in reference (a). An FBR requesting the rate on an MRC be changed from an ET2 to an FT2 will probably not pass TYCOM screening, yet an FBR requesting the addition or deletion of personnel will generally pass to the cognizant technical activity for review. c. Man-hours. The MRC reflects the average time per equipment, per person. It does not reflect or account for gathering and putting away tools, tag-outs or time removing and replacing interferences. From a maintainer’s perspective, this is not an accurate representation of the time required to accomplish the maintenance action. The Future of PMS initiative will attempt to do a better job of accounting for this additional time but until then, FBRs should be submitted only when the allotted time per equipment is significantly out of synch with the actual time required. For example, an MRC calls out 0.5 man-hours per equipment, but it takes 1.0 man-hours. d. Tools, Parts, Material and Test Equipm ent. TPMTE FBRs should be submitted when the procedure calls for an item not listed in the TPMTE block or when the TPMTE block lists an item not called out in the procedure. Updating the MRC to reflect

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-26 common hand tools, administrative or office supplies and basic housekeeping items is addressed in paragraph 19-4.3.12.k.(1) of this chapter. e. Procedure. Procedures are written at a level of detail based on the assumption maintenance personnel are trained, qualified, and supervised by experienced leadership to execute the maintenance consistently and expertly. MRCs exist to provide standardized proven procedures, specify consistent acceptance criteria and to communicate warnings and cautions relative to the specific maintenance action. They are not intended to specify every possible action of the maintainer. There may be instances where an obvious typographical error exists on the MRC (example: Turn switch to ON; however, switch may already be ON and the intent of the step is to turn unit off, the card should read Turn switch to OFF). This type of error should not prevent the scheduling or performance of maintenance. However, in this situation, the accomplishment of the MRC is not possible until the WCS reviews the error and concurs that it is safe to proceed. A temporary notation including the reason for the correction must be made on the MRC, initialed by the WCS and an FBR submitted. Extreme caution will be taken when reviewing MRCs for this type of error. Errors must be obvious typographical errors and a PMS FBR must be submitted immediately upon discovered. Do not permanently alter the MRC until authorized by the applicable Systems Command (SYSCOM), ISEA or NSLC Detachment. If a step is missing that is necessary to complete the task, and that step is not obvious to the maintenance person, submit an FBR to have it added. An FBR submitted to request procedural changes should include the originators contact information and supporting rationale or justification. If, however, a step is missing that is clearly obvious, such as a ladder was used to install a fixture, but steps were not provided to put the ladder back in stowage, an FBR only serves to overload a process that should be focused on more technical issues. f. Duplicate MRCs. Unclassified MIPs a nd MRCs are now available from the DVD. Copies of classified MRCs still require an FBR request due to handling requirements. g. Addition or Deletion of an MRC. During the life cycle of a system, equipment, or component it may become necessary to add a maintenance action to prevent an age related functional failure or to delete a maintenance action due to inherent reliability not foreseen during maintenance development. An FBR submitted to request the addition or deletion of an MRC should include the originator’s contact information and supporting rationale or justification. h. Newly Installed or Removed Equipment. While an FBR request for PMS coverage will provide initial maintenance coverage or deletion of MIP(s) because of equipment removal, submission of an OPNAV 4790/CK is still required to initiate the rest of the logistic support change process. This point cannot be overstressed; the submission of the FBR does not relieve the ship or unit from initiating an OPNAV 4790/CK. The OPNAV 4790/CK initiates supply support, CDMD-OA changes, selected record drawing updates and class maintenance plan updates. i. Splitting a MIP. There are instances in which a MIP includes MRCs for more than one WC to perform. When this occurs, a decision is required by the command as to whether the MIP will be split or will be scheduled singly by one WC. Only the XO

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-27 can authorize the splitting of a MIP if an MRC requires another WC to perform the entire maintenance action. If the decision is made not to split the MIP, then the MRs will be accomplished through the coordination of WCSs. (1) If the MIP is split, the following procedures apply: (a) Submit to the XO a non-technical PMS FBR requesting approval to split the maintenance responsibility. (b) Upon receipt of the XO’s concurrence, the 3MC will make an annotation in the remarks block of the FBR stating, “XO concurs with splitting MIP maintenance responsibility”. (2) Upon receipt of the FBR approval: (a) Utilizing the SKED Revision Edito r, delete the MRC from the MIP and show the reason for deletion as the designation of the WC assuming responsibility (e.g., EE01). (b) If the WC assuming responsibil ity does not reflect the MIP and maintenance items, utilize the SKED Revision Editor to add them. Schedule only the MRC(s) that pertain to the WC. Reflect remaining as deleted with the reason for deletion the designation of the parent (lead) WC (e.g., EA01). (3) If the situation occurs where a WC removes a split MIP, the following procedures apply: (a) Submit an XO approved, non-technical PMS FBR reporting the decision to remove the split maintenance responsibility. Upon receipt of the XO’s concurrence, the 3MC will make an annotation in the remarks block of the FBR “XO concurs with removing split MIP maintenance responsibility”. (b) Upon receipt of FBR approval, utilize the SKED Revision Editor, remove the MIP, MRC(s) and maintenance item(s) from the WC no longer involved. Ensure that the lead WC assumes full responsibility for the MIP and MRC(s) and annotates their schedules accordingly. j. Shift of Maintenance Responsibility. Individual units sometimes consider it necessary to shift maintenance responsibility from one WC to another, to combine two or more existing WCs or to split an existing WC. These requests for changes of PMS maintenance responsibility require XO concurrence and may require final approval by the applicable TYCOM. Due to the considerable administrative burden, requests for this type of change should not be submitted to accommodate a temporary situation such as short-term assignment of two WCs to one supervisor. (1) The following factors should be carefully considered before submitting such requests: (a) Composition of WCs by size and ratings. (b) Scope of maintena nce responsibilities.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-28 (c) WC workload. (d) Ease of administration of a WC as a cohesive maintenance group. (e) Importance of WC grouping to equipment maintenance responsibilities, PMS scheduling, MDS reporting and CSMP listings. (2) When changes in maintenance respon sibility are considered necessary, the following procedures apply: (a) Submit a PMS FBR (Non-technical) . Indicate from which WC(s) equipment is to be deleted and to which it is to be transferred. Upon receipt of the XO’s concurrence, the 3MC will make an annotation in the remarks block of the FBR “XO concurs with the shift of maintenance responsibility (b) WC or equipment changes will also be reported in the OMMS or SNAP system via a configuration change request OPNAV 4790/CK through the CSMP up-line reporting process. (3) Upon receipt of the FBR approval, perform the following actions: (a) The PMS Master File is updated to reflect deletion of the MIP from one WC and addition to the WC receiving the responsibility. The originating FBR serial number is annotated on the affected line item on the LOEP for both WCs. The PMS Master File must contain a record of deleted equipment until the change is reflected in a future FR. (b) Utilizing the SKED Revision Editor, load the affected MIP(s) and MRC(s) to the WC receiving maintenance responsibility. Delete the MIP(s) and MRC(s) from WC shifting responsibility. (c) Utilizing SKED, perform a revisi on to move the equipment from the original WC’s current schedule to the WC receiving the maintenance responsibility. Data is exported from one and imported to the other maintaining equipment history. k. MRC Changes Not Requiring Feedback Reports. The only MRC modifications shipboard or unit personnel may make without submitting a PMS feedback report are as listed in subparagraphs 19-4.3.12.k.(1) and (2) of this chapter. (1) TPMTE Block (a) Common hand tools, administra tive or office supplies and basic housekeeping items may be substituted or added by the WCS. The WCS may add notes to the MRC to reflect these substitutions. In the case where specific common tools are called out by description, substitutions are not authorized. For example, substitutions such as using synthetic fiber brushes in place of animal hairbrushes or rags and paper towels in place of lint free cloths are not allowed.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-29 (b) Approved parts, materials and miscellaneous item substituted from the supply system, technical manual, or Military Specification, etc., which meet or exceed the requirements may be used. Ensure that substitutions satisfy both the basic maintenance and safety requirements of the MRC. If there is any doubt, a PMS FBR should be submitted specifying substitution desired and reason. (c) Test equipment or certified tools, which meet or exceed the Sub- Category code requirement, may be used. (d) When an MRC pertains to multiple configurations of equipment and the TPMTE block contains tools, parts, test equipment and materials for each unique configuration, the TPMTE block may be tailored for the unit’s specific configuration by lining out the items that do not pertain to equipment held. (e) Exception to TPMTE block change: If an item listed in the TPMTE block is not called for in the procedures block, submit an FBR explaining the circumstances. Conversely, if a tool, piece of test equipment, part or material is called for in the procedure block and is not listed in the TPMTE block an FBR should be submitted. (2) In the procedure block, WCSs may line-ou t the non-applicable line items (alternate procedures) that do not pertain to current equipment or configuration when the step includes the words “if applicable” or a note identifies steps to be omitted. These items must be reviewed and approved by the division LCPO. As these changes are WC and maintenance item specific, submission of an FBR is not required. If a step or steps in the procedure block have been lined-out and tools, parts, materials, and test equipment in the TPMTE block pertain only to that step or steps, then they will be lined-out as well with a reference to the step or steps lined-out and approved by the division LCPO. Warnings, Cautions and Notes associated with the lined-out step or steps will also be lined-out. l. Types of Feedback Reports. There are two types of FBRs, Technical and Non- Technical. (1) Technical. These FBRs are used to report technical discrepancies inhibiting PMS performance. Technical feedbacks normally adjudicated by an ISEA responsible for the system or equipment covered by the PMS documentation require all the supporting information the originator can provide. The originator should identify the issue, providing as much supporting technical information (Allowance Parts List, Reparable Identity Code, drawing or Hierarchical Structure Code) as available and a proposed response or solution if known. Most importantly, provide point of contact information (name and phone number) so that the ISEA can contact the originator should they have questions. Bottom line, the FBR must be accurate and complete to “stand alone”, that is, the FBR will be understood without additional explanation. The better the FBR describes the problem, the more likely the originator will receive a timely response. There are two sub-categories of technical FBRs:

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-30 (a) Routine. An FBR will be consid ered routine when it relates to the technical requirements of PMS. It is used to report technical discrepancies or request clarification of procedures. (b) Urgent. An FBR will be considered urgent when it relates to the technical requirements of PMS and involves safety of personnel, safety of ship or the potential for equipment damage. Urgent FBRs will be forwarded by naval message containing a PMS Feedback Serial Number, to both NSLC Detachments Norfolk and San Diego, with info to the cognizant SYSCOM, TYCOM and the Naval Safety Center. The message must describe the unsafe procedure(s) or condition(s), must identify the MIP and MRC involved and reflect the serial number of the FBR generated in SKED or Planned Maintenance System – Management Information System (PMS-MIS). Once the message has been sent, include the date time group of the message in the FBR and submit. (2) Non-technical. These FBRs are intende d to support PMS requests that do not require technical review, including WC changes, such as shift of maintenance responsibility. Non-technical FBRs are submitted to request classified or other PMS documentation which cannot be obtained locally or to request clarification of issues not of a technical nature. m. Feedback Report Submission. SKED user s will generate FBRs via SKED using the Feedback Report Wizard. Command 3MCs will then export FBR text file for submission to NLSC for uploading to the Planned Maintenance System Management Information System (PMSMIS). Following adjudication NLSC will send FBR response to command 3MC for uploading into SKED for implementation as required. Non-SKED user can also generate FBRs in PMSMIS at https://pmsmis.navy.mil/Default.aspx by selecting the “Feedback” tab and “Feedback Report Wizard” from the drop-down tab. Non-SKED users accessing this web site for the first time will need to request an account. Click on “File Manager” and select “New User Account Request”. This displays options to select a form and readme file, which can be downloaded, filled out and sent via e-mail as directed in the readme file. An e-mail will be sent confirming your account and providing access to the main screen. n. Feedback Report Screening. (1) Initial screening is accomplished by th e originator or WCS who is responsible for ensuring all data is accurate and complete. (2) The division LCPO or DIVO accomp lishes the second level screening and verifies the content and validity of the FBR within three days of origination. (3) The DH, next to screen the FBR, is responsible for verifying the content and validity of the FBR and digitally signing FBRs within five days of origination. (4) The 3MC is responsible for screen ing, serializing, and forwarding FBRs within seven days of origination. The 3MC will also:

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-31 (a) Maintain accountability for all PM S FBRs submitted and actions taken until updated PMS documentation is received. (b) Ensure that the originator and all applicable WCs are kept apprised of action taken and ensure the originating and other applicable WCSs implement the changes or corrections when received. o. Feedback Report Screening (External to Ac tivity). FBRs are next processed by the TYCOM. The TYCOM will verify the content and validity of the FBR and either return the document to the originator or pass it on for further processing and resolution. p. Feedback Processing Activities. (1) The central control points for processing FBRs are the Planned Maintenance System Coordinating Activities (PMSCA). Depending on the type of FBR and level of technical authority necessary to answer the FBR, the PMSCAs will either respond to the originator with a resolution or forward the FBR to the appropriate technical authority for action. (2) ISEAs are those activi ties designated by NAVSEA as the technical experts for specific systems or equipment. Naval Surface Warfare Center, Philadelphia Detachment is the ISEA for the majority of non-nuclear hull, mechanical and electrical equipment installed on most ships. ISEAs under the direction of the NAVSEA Technical Warrant Holder adjudicate the FBR request and forward the response to the PMSCAs. The PMSCAs provide the final response to the originator and update the PMS database to reflect ISEA changes. PMS changes are issued with the next available FR. NOTE: IT IS POSSIBLE AN FBR RESPON SE MAY NOT MAKE A SPECIFIC FR BASED ON THE DATE THE RESPONSE WAS RECEIVED BY NAVSEALOGCEN. PROCESSING TIME AND HANDLING MAY CAUSE THE REVISED DOCUMENTATION TO MISS AN FR CUTOFF DATE. HOWEVER, SINCE ALL FRS ARE NOW RECEIVED QUARTERLY, IF A REVISION MISSES THE CURRENT FR CUTOFF WINDOW, THE REVISED DOCUMENTATION WILL BE AVAILABLE WITHIN THE NEXT THREE (3) MONTHS. q. Feedback Processing. FBRs are processed per NAVSEA policy: (1) Urgent FBRs. (a) The PMSCA will provide a message response to all urgent FBRs within one working day of receipt. If the FBR is forwarded to a Design Activity or ISEA for resolution, then the Design Activity or ISEA will provide a message response informing the originator of specific actions or required changes as a result of the adjudication of the FBR within one working day of receipt. This message response must be addressed to the originator and distributed to all TYCOMs of units holding the affected documentation. TYCOMs will forward this message to all commands that could be affected by the PMS change.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-32 (b) The PMSCA will distribute revised PMS documentation to all affected users within 30 calendar days of receipt of the FBR, via special issue or ACN. (2) Routine FBRs. (a) The PMSCA will perform technical review, research, and provide a response to routine FBRs where resolution does not require technical authority action. (b) FBRs that the PMSCA cannot resolve will be sent to the cognizant Design Activity or ISEA. The cognizant Design Activity or ISEA will provide the response to the appropriate PMSCA describing the action taken. The PMSCAs will provide the response to the originator by electronic means. (c) Distribution of the revised MRC to the originator and other affected users will be accomplished via ACN or the next available FR. (d) NAVSEA’s existing policy calls fo r technical review activities and ISEAs to provide FBR responses in less than 21 working days from time of receipt. In addition, NAVSEA has established a goal of providing answers to FBRs in one day. While some FBRs will require extensive research and days, weeks or in some cases months to resolve, the vast majority of FBRs can and should be answered much sooner. One day may be overly optimistic, but the intent is to put the emphasis back on the timely resolution of FBRs. (e) If no revision to PMS documenta tion is required, pertinent comments will be provided in the response to the PMSCA. When not concurring with the feedback report, the rationale for the non-concurrence must be provided to the PMSCA. r. Feedback Response Implementation. Units will implement responses to FBRs based on the category and content as determined by the unit’s 3MC. (1) Urgent FBR. Within 24 hours of receipt of FBR response. (2) Urgent FBR with an ACN. Within 24 hours of receipt, the ship or unit will implement an administrative change to incorporate the new PMS documentation. These revised documents will be utilized to conduct maintenance until the revised PMS document is incorporated into the next FR. (3) Routine FBR: (a) Technical. The response deals wi th content such as a revision to technical specifications, tolerances, test equipment, materials, acceptance criteria or the sequence of procedural steps. These changes need to be implemented within two weeks of receipt of the FBR response or prior to the next scheduled accomplishment date should that date fall within the two-week window.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-33 (b) Administrative. The response deals with issues that do not affect the technical content or procedural steps. Administrative changes might be added steps to provide a better degree of clarity, formatting revisions to tables or figures that do not change technical content, or updating of “Notes, Warnings or Cautions” that do not impact the performance of the MRC. These changes do not need to be implemented prior to receipt of the next FR. If the next FR does not reflect the revised documentation, implementation is required before the next scheduled accomplishment date of the MRC. (4) Routine FBR with an ACN: (a) Technical. These changes need to be implemented via an administrative change within two weeks of receipt of the FBR response or prior to the next scheduled accomplishment date should that date fall within the two-week window. These revised documents will be utilized to conduct maintenance until the revised PMS document is incorporated into the next FR. (b) Administrative. These changes do not need to be implemented prior to receipt of the next FR. If the next FR does not reflect the revised documentation, implementation is required via an administrative change before the next scheduled accomplishment date of the MRC. 19-4.3.13 Assessment Procedure MRCs. Assessment Procedure (AP) MRCs need not be scheduled within SKED, but they will be maintained “active” through the FR and TFR process. AP MRCs need only be printed on an “as needed” basis. The completion of AP MRCs is recorded on the work candidate. There is no need for recording unit participation in an assessment event on their PMS schedule within SKED. FBRs submitted requesting deletion of a MIP that only contains AP MRCs will be disapproved and returned to the originator. 19-4.4 MAINTENANCE AND MATERIAL MANAGEMENT EVALUATION CRITERIA. 19-4.4.1 Self-Assessments. The ability of an activity to perform critical self-assessments is instrumental to the success of the command’s PMS program. The PMS Self-Assessment Program needs to address all aspects of 3-M. a. TYCOM Policy. Each co mmand and subordinate command(s) must conduct a rigorous quarterly 3-M Self-Assessment. The 3-M checklists contained in appendix A will be utilized and retained for 12 months. The CO will receive a formal briefing of the findings of the Self-Assessment and intended corrective actions. b. Self-Assessment Elements. The major program elements of a Self-Assessment include an evaluation of the PMS Performance Rate (PPR) and CSMP Validity, monitoring MRC performance (monitored MRC), and conducting PMS Spot-Checks, WC audits, and deficiency abatement. 3MCs will retain monitored PMS results, Spot

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-34 Checks and WC audits from the last completed quarter in either hard copy or digital format for review supporting the self-assessment. (1) PMS Performance Rate. The PPR is made up of the Maintenance Accomplishment Rate (MAR) multiplied by the Spot Check Accomplish Rate (SCAR) divided by 100. PPR = MAR X SCAR ÷ 100 (2) CSMP Validity. The CSMP Validity f actor is evaluated utilizing the check sheets provided via Section IV (MDS) of the TYCOM’s 3-M Inspection Criteria, Appendix (A). (3) Monitored MRC. Supervisory pers onnel must periodically monitor the performance of PMS to provide feedback and training to maintenance personnel and to enforce command maintenance standards. Personnel charged with monitoring must be system matter experts (SME) for the system, equipment, or component for which the MRC applies. LCPOs, LPOs or personnel with similar system knowledge are appropriate. Monitored checks can be used like on the job training to teach the “right way” to conduct maintenance. These monitored MRCs will be documented as a monitored evolution and findings will be provided to the WC’s CoC for inclusion into training and deficiency abatement. The value of monitor maintenance cannot be overstated, and commands are encouraged to establish a robust monitored maintenance program. (4) PMS Spot Check. PMS Spot Checks are utilized to validate that previously scheduled and accomplished MRCs were performed and the degree to which they were performed. The checklist contained in appendix A Section II, is the tool supervisory personnel utilize to determine the accomplishment status of a completed MRC. Deficiencies noted and the final grade will be provided to the WC’s CoC for abatement. The WCS will record the Spot Check grade into SKED to generate the SCAR for the quarterly PMS Performance Report. Spot Checks will involve all elements of the CoC to include the CO, CMC, XO, 3MC, department CPOs, DHs, DIVOs, divisional CPOs, and first class petty officers. By following the checklist, the inspector can determine if the sailor is competent, the maintenance was accomplished, required TPMTE was available and used, and safety precautions were followed. The focus should be less on administration and more on the condition of the gear. (a) Avoid Spot-Checks of MRCs with insufficient complexity. Performing a Spot-Check on a 3 or 5 step MRC does not provide the CoC an accurate picture of the health of the command’s maintenance program. Selected MRCs should be of sufficient content to provide the auditor with evidence of satisfactory performance (e.g., tag-outs, QA packages, parts required, off-hull reporting, test equipment, safety equipment, etc.). (b) Command 3MCs can request modifica tion of the Spot Check matrix if it is believed that due to the size of the command and location of their

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-35 WCs, they are unable to accomplish that requirement. Requests must be submitted in writing to CNIC 3-M team (via Regional Commander as applicable) and include their proposed Spot Check matrix for review. If approved by CNIC, the command 3MC will retain a copy of the request approval. (c) Spot-Checks evaluated as “below standards” will require immediate training and re-performance as determined by the XO. Any re- accomplishment of the MRC must be monitored by the LCPO to ensure noted deficiencies are not repeated. (d) Table 19-4-3 represents the mi nimum number of Spot Checks for CNIC activities. (5) Work Center Audits. Each WC must receive an audit once per quarter by a supervisory individual, CPO or above. Deficiencies noted from this audit will be reported to the WC’s CoC for abatement. The 3MC will report recurring deficiencies to the XO for further investigation and corrective action. (6) Deficiency Abatement. The status of discovered deficiencies will be kept current within the monitoring program. Recurring deficiencies must be reported to the XO for further investigation and corrective action. Deficiencies that have been reported as corrected will be subject to follow up monitoring to ensure corrective action was effective and results of the follow up monitoring will be reported to the XO. The unit’s 3-M Abatement Program will include the previous quarter’s audits, Spot-Checks, monitored evolutions and CSMP validity audits noting trends and corrective actions. .Table 19‐4‐3 ‐ CNIC Spot Checks Management Level Number of Checks Interval CO or Officer in Charge 1 Quarterly XO or AOIC 2 Quarterly CMC 1 Quarterly DH 2 Monthly DIVO 2 Monthly 3MC 1 Weekly LCPO 2 Monthly 19-4.4.2 Inspections. The goal of the 3MI is to evaluate the effectiveness of the unit’s 3-M Program. It is critical that the inspection be conducted in a similar fashion in every command and detachment across the force. CNIC does not have a dedicated 3M inspection team or 3MO to conduct independent 3MIs. Inspections will be completed concurrently with other TYCOM or ISIC inspections or visits by N31, N32, and N34 representatives. Inspections will be conducted

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-36 at the department level with results provided to CNIC N32 Ground Electronics Officer for consolidation and retention. a. Frequency of Inspections. The TYCOM or ISIC (command exercising administrative control) will conduct a complete inspection of each command under their cognizance as follows: (1) When deemed necessary by the TYCOM, ISIC or the unit’s CO. (2) Every 24 months in conjunction with other TYCOM inspections and not to exceed 36 months. b. Inspection Team Composition. The team will be comprised of members from the respective TYCOM N-code that is conducting the primary inspection. c. Method for Assignment of Numerical Evaluations. The minimum performance requirements are as identified below: (1) Formula Acronyms: (a) CLER = Command Level Effectiveness Review (b) CTS = Command Total Score (c) CVF = CSMP Validity Factor (d) DTS = Department Total Score (e) MAR = Maintenance Accomplishment Rate (f) MDS = Maintenance Data System (g) MPR = MDS Performance Rate (h) PAR = Periodic Accomplishment Rate (i) PPR = PMS Performance Rate (j) SAR = Situational Accomplishment Rate (k) SEER = Scheduling and Execution Effectiveness Review (l) SCAR = Spot Check Accomplishment Rating (2) CTS must 80 percent or higher. Any CTS score evaluated below 80 percent will be re-evaluated on a case by case basis. CNIC CTS = Sum of all Departments ÷ Total number of Departments (Example 1: CTS = N31 DTS + N32 DTS + N34 DTS ÷ 3) (3) Each Department is required to m eet the DTS minimum of 80 percent. (a) DTS = Sum of all Work Center Scores ÷ Total number of Work Centers (b) Work Center Score= (PPR x .5) + (CVF/MDS x .3) + (SEER x .2) (c) PPR = 50% of the Work Center Score (d) CVF/MDS = 30% of th e Work Center Score

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-37 (e) SEER = 20% of the Work Center Score (f) PPR = MAR x SCAR ÷ 100 (g) MAR = (PAR x .5) + (SAR x .5) (h) MAR = PAR (If WC holds no situational maintenance) (i) SCAR = Sum of Spot Check Scor es ÷ Total number of spot checks (4) Ranking Standards. (a) Commands, departments, and WCs will be evaluated as “Above Standards” overall in 3-M if the unit’s total score is 90% or higher. (b) Commands, departments, and WCs will be evaluated as “At Standards” overall in 3-M if the unit’s total score is between 80% and 89.99%. (c) Commands, departments, and WC s will be evaluated as “Below Standards” overall in 3-M if the unit’s total score is less than 80%. (d) All calculations will be rounded to two decimal places. d. Inspection Procedures. Appendix A provide s a standard means for evaluating the 3- M Program. These procedures, centered on a set of core attributes applicable to all, are used to conduct 3-M Inspections. Inspection procedures are divided into six major areas: (1) Section I - Work Center a nd Command Effectiveness Reviews (a) Scheduling and Execution Effectiveness Review. (b) Command Level Effectiveness Review. (2) Section II – Spot Check Acco mplishment Rating (Spot Checks). (3) Section III - Assessment of Ma intenance Accomplishment Rate. (4) Section IV - Maintenance Data System. (5) Section V – Proficiency (6) Section VI - 3-M Inspec tion Command Total Score. e. Inspection Reporting. Significant defici encies and numerical assessments are reported to the assessed unit’s CO, ISIC and TYCOM using the format shown in Appendix C. Reporting may be accomplished on the entire unit or on a departmental basis. (1) Significant deficiencies require a report of corrective actions taken by the unit to be forwarded to the TYCOM via the ISIC within 30 days following the inspection. (2) Any command or department recei ving an overall evaluation of below standard in either PPR or CVF and MDS must be re-evaluated within a reasonable period, not to exceed six months, to ensure below standard areas have been corrected.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-38 f. Inspection Data Retention. CNIC will mainta in an inspection data file for each unit. As each command is evaluated, the individual evaluation standards and calculated values identified will be recorded in the data file with a copy of the inspection report provided to the inspected command. Section I through Section VI of Appendix A of this chapter provides specific criteria to be used in the assessment of each command.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-1 APPENDIX A APPENDIX A INSPECTION CRITERIA

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-2 APPENDIX A APPENDIX A SECTION I-A1 SCHEDULING AND EXECUTION EFFECTIVENESS REVIEW (SEER) Complete the SEER checklist below for each WC. Enter a numeric evaluation of each inspection attribute and provide amplifying information to describe the deficiencies driving point deductions on the “Remarks” page provided. Significant deficiencies will be reported via the final inspection report.

Command Department Division Work Center Date General Attributes Value Points 1. Does the WC PMS file contain: a.* The current Service Brief? 1 b.* Current and applicable 3-M messages, notices, and supplementary information? 2 2. Do MIPs and MRCs accurately reflect equipment configuration; are non-applicable MRCs correctly lined-out and are applicable MRCs active? 10 3. * Does the WC retain an auditable record of 3-M personnel qualification standards and designation letters? 5 Maintenance Requirement Card (MRC) Deck 4. Is the WC deck of MRCs, includ ing classified MRC locator cards, complete and current? (Per TYCOM direction) 2 5. Are locally generated MRCs complete and current? 3 6. Are blanks requiring installation data (including MRC location block) filled in prior to use? Specific location must reflect BLDG # with Room #. 3 Chain of Command SKED Administration 7. Are all administrative changes a pproved at the appropriate level? a. Is the FR approved by DH? (Verify using Journal tab.) 2 b. Are weekly closeouts are perfor med by close of business on the first workday of the week by the LCPO? 2 c. Are lineouts and MRC customization approved by the LCPO? 2 d. Are check notes reviewed, and alerts approved by the DH? 2 Location Guide Lists

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-3 APPENDIX A 8. a. Do LGLs contain required information (e.g., equipment name, equipment location, equipment serial number or unique identifier)? 3 b. Are maintenance items in SKED associated to the existing equipment configuration? 3 Situational Requirements 9. * Are all situational (states, triggered or metered) events being scheduled and executed in SKED? 8 PMS Execution and Accountability 10. Are check note entries accurate, valid, and complete? 3 11. * Was maintenance assigned only to qualified maintenance personnel for MRCs requiring unique qualifications, NECs, or billet? 4 12. Are current quarter and previous quarter 13-week reports maintained? 3 13. Is a check note made for maintenance actions not completed or rescheduled during the week and retained in SKED? 2 14. Is a unique tag-out serial number or “tag-out not required” entered as a “check note” for maintenance actions requiring a lock out or tag-out and marked as complete? 2 15. Have the minimum number of spot checks and monitored checks been accomplished? 3 FBR File 16. Are FBRs tracked in SKED, “Ac tion Taken” block updated by WCS? 3 Inactive Equipment Maintenance 17. * Is the start of an inactive pe riod correctly annotated and approved by DH? 2 18. Are all Inactive Equipment Maintenance requirements properly scheduled? 5 19. Is the completion of the inac tive period correctly annotated? 2 Totals (Attributes evaluated as NA are not calculated) Total Points Available:__________ Total Points Awarded:_______ SAT **SAT is 80% or better UNSAT (Score = Points Awarded Divided by Points Available)

* Electronic Versions Acceptable Attribute Scoring: > 85% = Satisfactory = Full Credit < 85% = Unsatisfactory = No Credit

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-4 APPENDIX A Example - Attribute 18 – If 85% or better of IEM requirements were properly scheduled, points awarded would be five (5). If less than 85% of IEM requirements were properly scheduled, points awarded would be zero (0).

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-5 APPENDIX A APPENDIX A SECTION I-A2 SEER REMARKS Provide amplifying information to describe the deficiencies driving point deductions. Significant deficiencies must be reported via the final inspection report. Attribute # Amplifying Information

Print Inspector’s Name: ______________________________ Signature: _________________________________ Command: __________________________________________ Date: _________________________

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-6 APPENDIX A APPENDIX A SECTION I-A3 SKED 3.2 SEER CHECKLIST GRADING ATTRIBUTES

* Indicates electronic versions acceptable.

1. Attribute 1 : Does the WC PMS file contain: 2. Attribute 1a. (*) : a. Current Service Brief? b. Is the latest FR PMS Service Brief available? 3. Attribute 1b. (*): a. Current and applicable 3-M messages, notices, and supplementary information? b. Are applicable messages and bulletins that provide additional guidance, information or areas of focus that pertain to MIPs or MRCs available? 4. Attribute 2: a. Do MIPs and MRCs accurately reflect e quipment configuration; are non-applicable MRCs correctly lined-out and are applicable MRCs active? (May be MIP standardization violations) b. Does WC meet TYCOM MIP standardization requirements? Are any MRCs listed on MIP lined-out that are applicable to installed equipment configuration and within the cognizance of the WC to perform maintenance? (Split MIP log will be verified against the LOEP and MIP.) c. Are applicable MRCs active on all applicable maintenance items? d. Are non-applicable MRCs lined-out? MRCs that are not applicable to the WC’s installed equipment configuration. e. Are line out justifications on MIPs accurate? 5. Attribute 3 (*): a. Does the WC retain an auditable r ecord of personnel PQS qualifications and designation letters? b. Does the WC have record of the followi ng: Designation letters for the 3MC, DIVO, Departmental 3-MA, LCPO and WCS; 3-M PQS completion validation for 3MC (307), DH (306), Departmental 3M Assistant (305), DIVO (304), LCPO (304), WCS (303), MP (301)? FLTMPS report, if available, must be used. If FLTMPS is not available, PQS watch station cover sheets signed by the XO or DH must be used. 6. Attribute 4 : a. Is the WC deck of MRCs, including cl assified MRC locator cards, complete and

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-7 APPENDIX A current? (Per TYCOM direction) b. Does WC MRC deck contain all MRCs that are not lined-out on MIP? As a minimum, the deck will contain all quarterly checks and below, all R-checks, and all MRCs with fill in the blanks or pen and ink changes. Any MRC completed within the previous 13 weeks must be retained in the WC MRC deck. Verify SYSCOM MRC control number against MIPs per the 3-M Manual or TYCOM guidance? c. Does MRC location block contain one of th e following entries, as appropriate? (1) BLDG # with room #; (2) “See LGL,” (3) “See Metbench Calibration Management System (MCMS),” (4) “See Account Inventory Summary (AIS),” (5) “LGL attached.” d. Is the MRC SYSCOM correct and matc hes the SYSCOM number on the MIP? 7. Attribute 5: a. Are locally generated MRCs complete and current? b. Does the command perform local maintenance? c. Has the local maintenance been recently updated? d. Is there a locally generated LOEP with MIPs associated to these MRCs? e. Shore stations that do not have a lo cally generated MRC documentation mark as “NA”. 8. Attribute 6: a. Are blanks requiring installation data (inc luding MRC location block) filled in prior to use? Specific location must reflect BLDG # with Room #. b. Are all WC MRCs with blank fields or tables within the MRC procedure block requiring data completed? 9. Attribute 7: Are all administrative changes approved at the appropriate level? 10. Attribute 7a: FR approved by DH. (Verify using Journal tab.) Has the final approval of revisions (FR, ACNs, FBR, Document Information Transmittals (DIT), and administrative changes) been completed by DH? 11. Attribute 7b: a. Weekly closeouts are performed by close of business on the first workday of the week by the LCPO? b. Is the weekly closeout completed on the first workday of the week? c. Is the weekly closeout completed by LCPO? 12. Attribute 7c: All lineouts and MRC customization approved by the LCPO. Are all lineouts approved and initialed by LCPO?

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-8 APPENDIX A 13. Attribute 7d: a. Are check notes reviewed, and alerts approved by the DH? b. Are check notes and alert details approved by DH? 14. Attribute 8a (*): a. Do LGLs contain required informati on (e.g., equipment name, equipment location, equipment serial number or unique identifier)? b. WCs with LGLs: Does the LGL have e quipment nomenclature, serial number or unique identifier, and location (BLDG # and Room #) block completed for each line item? c. If equipment manufacture serial numbe r is available, it must be used. 15. Attribute 8b: a. Are maintenance items in SKED associat ed to existing equipment configuration? b. Are maintenance items in SKED correctly associated with equipment configuration? 16. Attribute 9 (*): a. Are all situational (states, triggers, mete red) events being scheduled and executed in SKED? b. Are all local triggers and states executed as required? c. Are all required R-Checks listed on the acc ountability logs and scheduled in SKED? d. Are metered readings entered and tracked in SKED (if applicable)? 17. Attribute 10: a. Are check note entries acc urate, valid, and complete? b. For all entries on the WC schedule that are not marked complete, is there a corresponding check note entry? c. Does the check note entry begin with either: rescheduled, out of periodicity, non- accomplished, not applicable (NA) for situational checks and with the date the check went out of periodicity, the reason why the MR was not accomplished, or the reason check was not applicable? d. Cent (¢) sign entries will begin with “P erformed by” and followed by the detailed information of the outside activity completing the maintenance, JSN, work order or applicable documentation used to complete the maintenance. Proof of the completion will be maintained in the WC PMS file until the next accomplishment of the maintenance action. DH will sign for accountability of all maintenance actions completed by outside activities. 18. Attribute 11: a. Was maintenance assigned only to qualified maintenance personnel for MRCs requiring unique qualifications, NECs, or billet?

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-9 APPENDIX A b. For MRCs that indicate or require unique qua lifications such as: Safety Petty Officer, Damage Control Petty Officer, gage calibration or NECs, does the assigned individual(s) hold that qualification or billet? (Utilize school completion certificates, position descriptions or FLTMPS for verification.) 19. Attribute 12: Current quarter and previous quarter 13-week reports? (Due to unreliability of SKED 3.2 ashore databases hard copy 13-week reports are required in the event of database corruption.) 20. Attribute 13: a. Is a check note made for maintenance actions not completed or rescheduled during the week and retained in SKED? b. Do all check note entries match all entries in SKED? 21. Attribute 14: a. Is a unique tag-out serial number or “tag-out not required” entered as a “check note” for maintenance actions requiring a lock out or tag-out and marked as complete? b. No entry is required for maintenance not completed. 22. Attribute 15: a. Have the minimum number of spot check s and monitored checks been accomplished? b. Are all required spot checks complete d per Table 19-4-3 of this chapter. 23. Attribute 16: a. Are FBRs being tracked in SKED, “Action Taken” block updated by WCS? b. Does the WC retain copies of FBR res ponses requiring changes to PMS documents until reflected in the FR? c. Are FBRs being tracked in SKED? d. Are FBR responses entered in SKED when received and action taken updated within seven days? e. If no outstanding FBRs, mark as NA. 24. Attribute 17 (*): a. Is the start of an inactive period correctly annotated and approved by DH? b. Does WCIEM tab annotate the proper IEM status? c. If WC has systems or equipment in IEM Status II , is a JSN, work documentation, DH authorization and outside activity or repair WC annotated? d. Did the WC obtain DH written authorizati on prior to placing equipment in IEM? e. If there is no equipment in IEM in the last 13 weeks, mark as NA. 25. Attribute 18 : a. Are all IEM requirements properly scheduled?

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-10 APPENDIX A b. Does the WC annotate the proper scheduling of all applicable IEM maintenance (e.g., LU and PM)? c. If there is no equipment in IEM in the last 13 weeks, mark as NA. 26. Attribute 19: a. Is the completion of the in active period correctly annotated? b. Does the WC schedule annotate the pr oper scheduling when removing equipment from IEM (e.g., SU and OT)? c. If there was no equipment removed from IEM in the last 13 weeks, mark as NA.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-11 APPENDIX A APPENDIX A SECTION I-B1 COMMAND LEVEL EFFECTIVENESS REVIEW Using the attributes and grading criteria described below, conduct the CLER. Provide amplifying information for deficiencies causing point reduction on the remarks page. Command Date General Attributes Value Points 1. Does the 3MC maintain: a. A Change Accountability Log (including FBR Accountability Log in SKED)? 2 b. * A log tracking the assignment of MRCs from split MIPs to ensure all applicable MRCs are assigned (if applicable)? 3 c. A LOEP containing locally generated MIPs and a record of the associated MRC files? 2 d. * A current PMS (and where applicable TFR) DVD or downloaded file? 3 2. Does the command have a reliable system for backing up MDS and PMS data? 5 3. * Does the 3MC have an effective system in place to track, route and explain externally provided PMS changes? 3 4. Is there an effective system in use (Spot Check Program) whereby supervisory personnel periodically and routinely monitor PMS performance? 10 5. Have all FBRs entered in SKED been properly reviewed by the CoC and submitted off station within seven days? 3 6. Have CSMP reconciliations been conducted per JFMM and TYCOM instructions? 5 7. * Does the activity conduct internal audits (Quarterly Self- Assessments) of all WCs and retain for one year copies of deficiencies, corrections, and abatements? 15 8. * Does the 3MC provide weekly status reports to the 3-M Manager per specific TYCOM directives? 3 9. * Does the 3MC have an approved master copy of 3-M PQS specifically tailored for the command? 3 10. * Does the 3MC maintain an auditable record of PMS PQS for the command (e.g., copy of service record entries, signed copy of 3

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-12 APPENDIX A PQS cover letter, officer verified divisional training record or FLTMPS report)? 11. Does the 3MC maintain the status of command FBRs, responses and follow up actions taken in SKED? 3 12. Does the activity conduct 3-M Pr ogram training per directives? 10 13. Does the 3MC have an active AWN account with proper permissions? 2 14. Does the 3MC retain one years’ worth of quarterly reports? 2 15. Are the quarterly reports si gned and dated by the CoC? 2 16. Are the Check Note Reports included? 1 Totals (Attributes evaluated as NA are not calculated) Total Points Available: (80) Total Points Awarded:_________ (Score = Points Awarded Divided by Points Available) SAT UNSAT Inspector Name and Command (Print and Sign) * Electronic Version Acceptable Sat = 80 percent or better Attribute Scoring: 80% or above = Satisfactory = Full Credit Less than 80% = Unsatisfactory = No Credit

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-13 APPENDIX A APPENDIX A SECTION I-B2 COMMAND LEVEL EFFECTIVENESS REVIEW REMARKS Provide amplifying information describing the deficiencies and associated point deductions. Significant deficiencies will be reported via the final inspection report. Attribute # Amplifying Information

Print Name: _________________________________ Signature: _____________________________ Command: _______________________________________ Date: ____________________________

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-14 APPENDIX A APPENDIX A SECTION I-B3 CLER CHECKLIST GRADING ATTRIBUTES

* Indicates electronic versions acceptable. 1. Attribute 1: Does the 3MC maintain: 2. Attribute 1a: a. A Change Accountability Log (inclu ding FBR Accountability Log in SKED)? b. Is the Accountability Log and FBR record in SKED updated? 3. Attribute 1b: a. A log tracking the assignment of MRCs from split MIPs to ensure all applicable MRCs are assigned (if applicable)? b. Is a log available and appr oved by the XO to track the assignment of MRC(s) from split MIPs? 4. Attribute 1c: a. A LOEP containing locally generated MIPs and a record of the associated MRC files? b. Does the 3MC maintain a LOEP that contains locally generated MIPs? c. Does the 3MC maintain a master file with the locally generated MRC documentation? d. Shore stations that do not have a locally generated LOEP or associated locally generated MRC documentation mark as “NA”. 5. Attribute 1d (*): a. A current PMS (and where applicab le TFR) DVD or downloaded file? b. Is the latest PMS FR and TFR loaded and finalized on the first Monday of the quarter or on the later date as authorized by TYCOM? c. Is the latest version of SKED implemented? 6. Attribute 2 (*): Does the command have a reliable system for backing up MDS and PMS data? a. Are back-ups and daily systems checks conducted? b. Are external back-ups available? c. Are multiple data points saved on NMCI or ONE-NET servers as required? 7. Attribute 3 (*): a. Does the 3MC have an effective system in place to track, route and explain externally provided PMS changes? b. Does the 3MC route, maintain and tr ack externally provided PMS changes?

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-15 APPENDIX A 8. Attribute 4: a. Is there an effective system in us e (Spot Check Program) whereby supervisory personnel periodically and routinely monitor PMS performance? b. Does the 3MC maintain a Spot Check Matrix for the current week and the past 13 weeks? 9. Attribute 5: a. Have all FBRs entered in SKED been properly reviewed by the CoC and submitted off hull within seven days? b. Are all FBRs entered in SKED? c. Are all FBRs reviewed and processed off station (PMSMIS) within seven days? 10. Attribute 6: a. Have CSMP reconciliations been co nducted per JFMM and TYCOM instructions? b. Does the command or activity routinely s ubmit CSMP reports to the ISIC or TYCOM per TYCOM direction? 11. Attribute 7 (*): a. Does the activity conduct internal audits (Quarterly Self-Assessments) of all WCs and retain for a one year the copies of deficiencies, corrections, and abatement? b. Does the unit conduct quarterl y internal audits or self-assessments of all WC PMS? c. Are quarterly self-assessme nts retained for one year? d. Are complete quarterly self-assessment deficiencies and POAM submitted to ISIC or TYCOM? 12. Attribute 8 (*): a. Does the 3MC provide weekly status reports to the 3-M Manager per specific TYCOM directive? b. Does 3MC provide weekly status reports to the 3-M Manager ? c. Does 3MC retain the last 13 weeks of weekly reports? d. Does 3MC retain the cover pages of one y ears’ worth of weekly reports signed by the CoC? 13. Attribute 9: a. Does the 3MC have an approved master copy of 3-M PQS specifically tailored for the command? b. Does 3MC have a master copy of 3-M PQS specifically tailored for the command that is approved by the CO? c. Is the command using the latest version of 3-M PQS? 14. Attribute 10 (*):

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-16 APPENDIX A a. Does the 3MC maintain an auditable record of PMS PQS for the command (e.g., copy of service record entries, signed copy of PQS cover letter, officer verified divisional training record, or FLTMPS report)? b. Does the 3MC will maintain a list of all assigned 3-M positions and PQS qualifications? c. Are all personnel qualified fo r their assigned 3-M positions? 15. Attribute 11: a. Does the 3MC maintain the status of command FBRs, responses and follow up actions taken in SKED? b. Are the FBR response actions noted in SKED Feedback Report Manager? c. Are command generated FBRs, respons es and action taken tracked in SKED. 16. Attribute 12: a. Does the activity conduct 3-M Program training per directives? b. Is 3-M training included in PB4T (Planning Board for Training). c. Is 3-M training scheduled and published in the POW or POD? d. Does the 3MC retain copies of 3-M trai ning muster sheets for a minimum of one year? 17. Attribute 13: Does the 3MC have an active AWN account with proper permissions? 18. Attribute 14: Does the 3MC retain one years’ worth of quarterly reports? 19. Attribute 15: Are the quarterly reports signed and dated by the CoC? 20. Attribute 16: Are the Check Note Reports included?

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-17 APPENDIX A APPENDIX A SECTION II-A SPOT CHECK ACCOMPLISHMENT RATING (SCAR)

Using the basic definitions and guidelines described, determine the PMS Spot Check Accomplishment Rating (SCAR) for each WC. Enter the values determined on the Spot Check Monitor Form, section II-A of this appendix. For all completed maintenance (including daily, weekly, and bi-weekly) from the last 13 weeks. Every WC will receive at least one periodic and one situational documented spot check. The maximum spot checks accomplished during the inspection will be five per WC. 1. Complete an MRC Evaluation, SCAR Check Sheet , section II-A of this appendix, for each MRC selected. Based on the results, evaluate the overall effectiveness of the accomplishment of each MR selected. Enter a numeric evaluation of each assessment attribute and provide amplifying information describing the deficiencies and associated point deductions. Significant deficiencies will be reported via the final inspection report. 2. The SCAR Check Sheet reflects a series of questions to be asked to determine the accomplishment status of an MRC previously reported as accomplished. Although, the sheet may be used as a reference for conducting a real time monitored MRC evaluation, for the purposes of conducting a 3MI, all spot checks will be conducted on accomplished (historic) MRCs. 3. Due to the nature of MRC completion, supporting programs such as Tag-Outs and HAZMAT are encountered. Care should be taken to avoid expanding the spot check to a review of the processes of those programs thereby preventing the assessor from determining the accomplishment status of the MRC under review. 4. The following is expanded guidance for completion of the SCAR check sheet. Best practices or other policies not supported by source documentation will not be included in evaluating compliance: a. (1.a.) Determine if the MP is qualified to perform the maintenance task. PQS 301 is required for all MRCs but attention should also be paid to other qualifications required such as Quality Maintenance (see volume 5, part I, chapter 3, paragraph 3.4 of this manual) or graduation from a required school such as gage calibration technician. b. (1.b.) Determine if the correct TPMTE were used during the performance of the MRC. If the MP did not have the required TPMTE, it is unlikely that he or she would have been able to complete all the procedural steps of the MRC as required. If an item of TPMTE was required to perform a conditional step and that step was not required to be accomplished, it is not considered deficient. If the required test equipment required calibration, ensure that the calibration is within date and the equipment is of sufficient scale to accomplish the MRC. c. (1.c.) Determine if the MP maintained the correct equipment. d. (1.d.) Examine the MRC to determine that any locally applied changes are authorized by procedural notes, external correspondence, or allowed by reference (b).

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-18 APPENDIX A e. (1.e.) Determine applicability of the MRC to the component that the MP signed for completion on the 13-Week Accountability Log. NOTE: IF A PROCEDURAL STEP WAS NOT COMPLETED, THE MRC SHOULD NOT HAVE BEEN REPORTED AS COMPLETE AND THEREFORE THE ATTRIBUTE GRADE SHOULD BE ZERO AND ALL SUBSEQUENT ATTRIBUTES SHOULD ALSO BE ZERO, EFFECTIVELY “FAILING” THE SPOT CHECK. f. (2.a.) From a variety of potential techniques, determine if the MP performed all the required steps of the MRC. This may be accomplished via re-enactment, a discussion regarding the steps or re-performance. The inspector should come away with a clear impression that all the steps of the MRC were either fully accomplished or not. NOTE: IF A REQUIRED TAG-OUT WA S NOT CONDUCTED IN SUPPORT OF ACCOMPLISHING THE MRC, THE MRC SHOULD NOT HAVE BEEN CONDUCTED AND REPRESENTS A SERIOUS SAFETY VIOLATION. THEREFORE, THE ATTRIBUTE GRADE SHOULD BE ZERO AND ALL SUBSEQUENT ATTRIBUTES SHOULD ALSO BE ZERO, EFFECTIVELY “FAILING” THE SPOT CHECK. g. (2.b.) If required by the MRC, veri fy that a Tag-Out was hung before the maintenance was performed. Ensure the isolation boundaries were appropriately identified and correctly positioned to ensure complete isolation of the maintained equipment. If no tag-out was required, write NA on the sheet. NOTE: FAILURE TO ADHERE TO A SA FETY PRECAUTION PROVIDED ON THE MRC CONSTITUTES A SERIOUS SAFETY VIOLATION AND THE FAILURE TO PERFORM THE MRC AS WRITTEN. THE ATTRIBUTE GRADE WILL BE ZERO AND ALL SUBSEQUENT ATTRIBUTES WILL ALSO BE ZERO, EFFECTIVELY “FAILING” THE SPOT CHECK. h. (2.c.) Determine compliance with all speci fic safety precautions listed on the MRC. If no safety requirements were invoked, write NA on the sheet. i. (3.a.) By physical examination of the maintained equipment, determine if maintenance of the nature required by the MRC had been performed. Take note of fasteners that would have had to be disturbed, dirt in filters, fresh oil, etc. to make a judgment as to whether the maintenance has been performed. NOTE: DUE TO THE POTEN TIAL LIABILITY INCURRED BY IMPROPER USE AND DISPOSAL OF HAZMAT, SOME WCS HAVE ASSIGNED SPECIALLY TRAINED PERSONNEL TO PROVIDE HAZMAT AND DISPOSAL SERVICES FOR SURPLUS MATERIAL INSTEAD OF THE MP. THIS IS ACCEPTABLE PROVIDED THE INSPECTOR CAN DETERMINE FULL COMPLIANCE. j. (3.b.) Determine through questioning and record verification that HAZMAT was properly used and disposed of as a means of determining whether the MRC was accomplished. Once the inspector has determined that the HAZMAT was used and

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-19 APPENDIX A disposed of correctly, this attribute is considered fulfilled. If no HAZMAT was required to be utilized, write NA on the sheet. k. (3.c.) Determine if the MP could ha ve performed the MRC from a standpoint of being trained and proficient in the tasks called out for by the procedure. l. (4.a.) Determine if the MP filled out the 13-Week Accountability Log or annotated proper disposition of maintenance in SKED correctly for the accomplished MRC with the appropriate accomplishment date. Ensure that if a tag-out isolation was used; the tag serial number is recorded in the space allowed or as a check note in SKED. Ensure that the printed name and legal signature of the MP who performed the maintenance is recorded or, in case of group performed PMS, the MP in charge of the group. m. (4.b.) From reviewing th e discussions and findings during the spot check, determine if an FBR had been submitted if required. If no FBR was required, write NA on the sheet. n. (4.c.) Determine if a mate rial deficiency was noted during the PMS; if so, examine the CSMP to ensure the deficiency was documented. If no material deficiency was noted, write NA on the sheet. If material discrepancies are properly documented in the CSMP attribute graded as a two. Material discrepancies which are not documented in the CSMP will be entered with an automatic grade of zero. 5. When a Spot Check is determined to be belo w standards, the command undergoing inspection is likely to have numerous questions. To facilitate root cause analysis and the formulation of an effective corrective action plan, care should be taken to clearly identify factors contributing to deficiencies that led to the conclusion that the MRC was not conducted as written or not conducted at all.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-20 APPENDIX A APPENDIX A SECTION II-B SCAR CHECK SHEET Planned Maintenance System (PMS) 3-M Spot Check Form COMMAND DEPARTMENT EQUIPMENT WORK CENTER DATE PERFORMED MIP EVALUATED MRC EVALUATED

Maintenance Person: Spot Check Date: NOTES: 1. If an attribute marked with an “*” is evaluated as unsatisfactory, all subsequent attributes will be graded as "0". 2. Attribute marked with a pound sign “#” – Due to the potential liability incurred by improper use and disposal of HAZMAT, some WCs have assigned specially trained personnel to provide HAZMAT and disposal services for surplus material instead of the MP. This is acceptable provided the inspector can determine full compliance. Inspection Attribute Value Grade Notes Contact the MP assigned responsibility for the accomplishment of the MRC, have the individual deliver MRC, and determine the following by questions, personal observation, or both. 1. a.* Is the MP qualified (PQS) to perform the MR? 2 b. Did the MP present the correct tools, personal protective equipment, parts (NSN), material (Military Specification (Military Specification)) and calibrated test equipment? 3

c. Did the MP properly identify the equipment (location, equipment validation)? 4

d. Are there unauthorized changes or corrections to the MRC? 3 e. Is the MRC correct for the equipment maintained? 3 Demonstrated all steps of MR including all Notes, Warnings and Cautions according to the MRC. 2. a.* Followed all steps of the MRC. 5 b.* Correctly performed equipment Tag-Out. 5 c.* Followed all safety precautions. 5 Does the equipment condition reflect accomplishment of the MRC? 3. a. Is it apparent that maintenance was performed recently? 10 b.# Correctly demonstrat ed use and disposal of Hazardous Material. 3

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-21 APPENDIX A c. Was the MRC within the capability of the assigned individual? 5 PMS Reporting 4. a. MP reported status of MR to the WCS if Completed or Not Fully Accomplished and made appropriate updates in SKED. 2

b. WC generated FBR for any problem with MRC. 2 c. Material deficiencies detected by the PMS action were recorded in MDS. 2

Attributes Evaluated as NA are not Calculated Total Points Available:_____________ Total Points Awarded:____________ Spot Check (SCAR) (Grade = Points Awarded ÷ Points Available): SCAR = Above Standards (90% or greater) At Standards (80-89.99%) Below Standards (less than 80%) Above Standards At Standards Below Standards Below Standard grade requires immediate accomplishment (if XO determines re-performance is required) monitored by a Chief Petty Officer

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-22 APPENDIX A Additional Remarks:

Printed Name:_____________________________________________________________________________________

Signature:_________________________________________________________________________________________

Command:____________________________________________________ Date:______________________________

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-23 APPENDIX A APPENDIX A SECTION III MAINTENANCE ACCOMPLISHMENT RATE (MAR) 1. The Maintenance Performance formula has been redefined to more effectively capture maintenance that was not scheduled. 2. The PAR and SAR reports are automatically generated by SKED. 3. The MAR grade will be determined utilizing the formula reflected and a date range consisting of the previous 13 weeks of maintenance. MAR = (PAR x .5) + (SAR x .5) MAR = PAR (If WC holds no situational maintenance) PAR = Comp ÷ (Comp + Lost + Alerts + Omitted) SAR = Comp ÷ (Comp + Lost + Omitted) 4. Omitted is defined as any maintenance action that should have been performed on any and every maintenance item and no matter the reason did not get scheduled. For example: a. Situational or state maintenance that did not get scheduled when the situation dictated. b. Improperly lined-out periodic checks. c. Non-accomplished IEM checks. d. Non-accomplished maintenance added vi a ACN, FBR, Preliminary PMS, etc.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-24 APPENDIX A APPENDIX A SECTION IV CURRENT MAINTENANCE PROJECT VALIDITY FACTOR (CVF) WORK CANDIDATE WORKSHEET CSMP VALIDITY FACTOR (CVF) WORK CANDIDATE WORKSHEET COMMAND:______________________________________________________DATE:______________________ DEPART:________________________DIVISION:________________________WORK CENTER:____________ JCN EQUIPMENT 1 2 3 4 5 6 7 8 9 10 CVF

CVF Average of all cells A V G A V G A V G A V G A V G A V G A V G A V G A V G A V G AVG

CSMP entry was reviewed with the following results: Score 1. Problem description adequate. 10 2. Recommended solution adequate. 10 3. Write-up reflects maintenance level assigned. 10 4. First (1st) and second (2nd) contact person assigned. 10 5. Correct CSMP summary. 10 6. Correct type of availability (maintenance assignment) 1, 2, 3 or 4 work candidates. 10 7. Priority code correct. 10 8. Write-up matches the configuration item and is written on the correct configuration item. 20 9. Was the correct special purpose or safety block selected with the correct values assigned? If selected, was the required Block 35 remarks present? 10 10. Does the work candidate reflect the current and correct status of the material deficiency? (physical verification, space walk-throughs, spot checks) Yes or No For attributes not required due to class or type differences, “NA” attribute and recalculate total value of each field.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-25 APPENDIX A NOTE IF ITEM #10 IS “NO”, THE WORK CANDIDATE WILL BE ZERO. CSMP Validity: Above Standards At Standards Below Standards Above Standards (90% or greater) At Standards (80-89%) Below Standards (less than 80%)

NOTE: ENTER ONLY NUMERIC PORTIO N OF JSN AFTER ENSURING THAT DEPARTMENT AND WC HEADER ARE FILLED IN.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-26 APPENDIX A APPENDIX A SECTION V-A SKED 3.2 PROFICIENCY FACTOR (SPF) WORKSHEET COMMAND DEPART DIVISION WC DATE Individual Evaluated: 3M Billet Assigned: Proficiency Required Proficie ncy Attribute Yes or No WORK CENTER ACTIONS MP WCS LCPO DIVO DH 3MC Y/N Y/N Y/N Y/N Y/N Y/N 1 X X X X X X Able to log on. 2 X X X X X X Able to open a WC. 3 X X X X X X Able to view th e Schedule, Review, Forecast, Situational, IEM, Journal and PMS Document displays.

4 X X X X X X Able to annotate disposition of maintenance. 5 X X X X X X Able to view previous 13-weeks. 6 X X X X X X Able to view Check Details. 7 X X X X X Able to schedule Spot Checks and update Spot Check results.

8 X X X X X X Able to enter and view Check Note remarks. SCHEDULE ACTIONS 9 X X X X X Able to add, delete or modify MIPs and MRCs in Revision Mode.

10 X X X Able to perform MRC lineout. 11 X X X X X Able to modify MRC line out justification. 12 X X X Able to approve MRC lineout. 13 X X X Able to perform weekly closeout. 14 X X X X Able to acknowledge PMS Alerts. 15 X X X X Able to reschedule checks. 16 X X X X Able to assign maintenance responsibilities. 17 X X X Able to modify equipment associations. 18 X Able to archive 13-weeks. EVENT LIST ACTIONS 19 X X X Able to create an Event List. 20 X X X Able to add checks to an Event List.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-27 APPENDIX A 21 X X X X Able to trigger a Local Event. 22 X Able to trigger a Global Event. FEEDBACK REPORT ACTIONS 23 X X Able to generate an FBR. 24 X X X X Able to review and approve an FBR. REVISION ACTIONS 25 X X X Able to start a revision. 26 X X X Able to approve a revision. 27 X X Able to finalize a revision. REPORTS 28 X X X X X Able to generate and view PMS reports. ADMINISTRATIVE ACTIONS 29 X Able to add users. 30 X X X X Able to edit users. 31 X X X Able to disable users. 32 X X X X Able to view and modify the CoC. TOTALS 8 19 26 23 18 32 Divide total Yes by Proficiency required totals for the billet held by the individual. Total Yes SKED PROFICIENCY FACTOR SAT = 85% or better MP WCS LCPO DIVO DH 3MC SPF (%):

COMMENTS

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-28 APPENDIX A APPENDIX A SECTION V-B SPF DESCRIPTION AND GRADING ATTRIBUTES 1. Able to log on. a. Click on SKED 3.2 desktop icon. b. Enter username and password. c. Click “ Enter”. 2. Able to open a Work Center. a. On the view tab bar, click “ WORKCENTER”. A box opens. b. Click to highlight the WC to be open. c. Click “ Open” or double click the highlighted WC to open it. 3. Able to view the Schedule, Review, Fo recast, Situational, IEM, Journal and PMS Document display. a. From the WC toolbar, click “ Schedule”. b. From the WC toolbar, click “ Review”. c. From the WC toolbar, click “ Forecast”. d. From the WC toolbar, click “ Situational”. e. From the WC toolbar, click “ IEM”. f. From the WC toolbar, click “ Journal”. g. From the WC toolbar, click “ PMS Documents”. 4. Able to annotate disposition of maintenance. (Mark a check as complete etc.) a. From an open WC, in the grid, click to highlight the desired check. b. Right click the selected item and select the “Complete (Green X) Check” icon from the menu. c. The icon (Green X) will be displayed in the grid. d. To unmark the check, right click the same item and click the (Green X) again. NOTE: WHEN THE PIN ACCOUNTABIL ITY FEATURE IS ENABLED THE CREW MEMBER THAT WAS ASSIGNED THE MAINTENANCE MUST BE PRESENT TO INPUT PIN WHEN WCS MARKS THE CHECK COMPLETE. 5. Able to view previous 13-Weeks. a. From an open WC, in Schedule display vi ew, on the secondary tool bar, click on the “Quarterly” icon drop-down arrow. b. Click one of the available quart ers in the past to be reviewed.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-29 APPENDIX A c. Once done reviewing, click on the “ Quarterly” icon drop-down arrow and select the current quarter. 6. Able to view Check Details. a. From an open WC, in Schedule display vi ew, highlight a check in the grid and right click it. b. From the menu, select “ View Details”. c. From the “ Check Details” window, select the desired tab, such as General, SPMIG, MIP Document and MRC Document. d. Close when done. 7. Able to schedule Spot Checks and update Spot Check results. a. Able to update Spot Check results: (1) From an open WC, in Schedule display view, highlight a check that has been scheduled for a spot check. A circle with a yellow  (check mark), is the spot check icon. (2) Double click it. NOTE: A SPOT CHECK MUST HAVE BEEN ALREADY ASSIGNED ON THE SCHEDULE. (3) The check details box opens, sele ct the “Spot Checks”, click on the “Edit Spot Check” icon and a spot check window displays. (4) Fill in the scores of the spot check. The task will be in your task list. (5) Double click the task to edit the spot check results. b. Able to Schedule Spot Check. (1) On the view bar tab, click “ SPOT CHECK”. (2) On the secondary tool bar select “ Schedule Spot Check”. (3) The Spot Check scheduling wizard will appear . Click “Next”. (4) Select “ Spot Check”. (5) Select the person that will be conducting the spot check, then click “Next”. (6) Select the date the spot check will be conducted and the WC the spot check will be conducted in. (7) Select the check, click “ Next”. (8) Review the information and click “ Finish”. 8. Able to view and enter Check Note remarks . a. From an open WC, in Schedule display view; click to highlight the desired check. b. Right click the highlighted check. c. Select the “ Check Note” icon from the menu.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-30 APPENDIX A d. Enter your remarks (Lost, Not Applicable, Reschedule etc.). e. Click “ OK”. 9. Able to add, delete or modify MIPs and MRCs in Revision Mode. NOTE: THE WC MUST BE PUT IN RE VISION MODE, DONE BY THE LCPO (STEP #25 LCPO OR 3MC ONLY). PROCEDURES 12 THROUGH 16 ARE PERFORMED FROM THE REVISION EDITOR: a. Able to add a New MIP . (1) On the Revision Editor toolbar, click “ New MIP” icon. (2) The Add MIP dialog box opens. (3) Select the MIP to be added to your WC. NOTE: IF YOUR MIP IS NOT LISTED , ENTER THE MIP NUMBER IN THE BLANK PROVIDED IN THE LOWER PORTION OF THE SCREEN. THIS WILL ONLY BE AN ADMINISTRATIVE CHANGE UNTIL THE NEW MIP IS ADDED TO THE FR DVD. CLICK “OK”. THE NEW MIP WILL BE GREEN. b. Able to make a maintenance item active or inactive (Delete). (1) Follow the MIP outline to the de sired maintenance item and highlight it. (2) On the toolbar, click the “ Make Active or Inactive” icon. The maintenance item icon in the outline will become blue for active and gray for inactive. Clicking the button will toggle back and forth. NOTE: MAKING A MAINTENANCE ITEM ACTIVE OR INACTIVE WILL AUTOMATICALLY MAKE ALL MRCS FOR THAT MAINTENANCE ITEM ACTIVE OR INACTIVE TO MATCH THE MAINTENANCE ITEM. c. Able to add MRCs (Same as add cross MIP related MRCs) . Follow the MIP outline to the desired maintenance item and highlight the item. (1) On the toolbar, click the “ New MRC” icon. The add MRC wizard opens. (2) Click “ Next”. (3) Click the check box next to Check to select an MRC from the reference data. A check appears and the MIP Outline on the screen becomes active. (4) Follow the MIP Outline to the MRC to be added. Highlight the MRC and click “Next”. (5) Review the MRC details and make needed adjustments. Click “Next”. (6) Click “ Finish” and the MRC is added to the WC’s MIP Outline.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-31 APPENDIX A NOTE: STEPS 4 AND 5 MAY BE SKIPPED BUT THE INDIVIDUAL BEING EVALUATED NEEDS TO MANUALLY ENTER ALL DETAILS OF THE MRC IN STEP 6. d. Able to modify the details of a maintenance item or MRCs. (1) Follow the MIP outline to the desired maintenance item or MRC and highlight the item. (2) Modify or add data in the white gr ids only on the right pane of the window. The maintenance item or MRC icon on the MIP outline and the grid that has changed becomes yellow. NOTE: “BOLD” TEXT INDICATES A STATUS CHANGE FOR THAT MRC. THE MRC SYSCOM CONTROL NUMBERS (MRC CODE) MAY NOT BE EDITED. IF A REVISED DOCUMENT IS RECEIVED BECAUSE OF AN FBR OR DIT REPLY, THE “ADD MRC” FUNCTIONALITY IS USED TO ADD THE DOCUMENT. NOTE: DHs MUST APPROVE LINEOU TS BEFORE THEY ARE PRINTED. 10. Able to perform MRC lineout. a. From an open WC, click “ PMS Documents”. b. Expand the appropriate MIP folder and follow the path to the MRC. c. On the secondary toolbar, click “ Customize MRC”. The Customize MRC Document dialog box opens. d. Scroll through the MRC and double click and highlight the procedure lines that are to be omitted. e. To remove a lineout, double cl ick the procedure line again. f. Type the notes to appear on the MRC in the Tools, Parts and Materials Custom Note field. Click “OK”. g. Your custom note is now part of the M RC and all the icons in the organizational outline become red. (Not yet approved) 11. Able to modify MRC line out justification. a. From an open WC, click the “ PMS Documents” button on the top of the screen. b. Expand the MIP for the MRC that needs changes. c. Expand the tree for that MIP to get to the list of MRC(s) under that MIP. d. Highlight the MRC th at needs modification. e. Click on the “ Pencil” icon on the top left-hand corner of the screen (this the “customize MRC” icon). f. A “Customize MRC Document” box will come up containing the MRC selected. (1) Scroll through the MRC and click on th e procedural step(s) that need(s) to be lined-out. The affected procedural step will have a red line going through it.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-32 APPENDIX A The red line indicates that the lineout has been performed but not yet approved. Lineouts approved by LCPO or higher turn the lineout from red to blue. (2) In the Tools, Parts and Materials Custom Note on the bottom, refer to the specific procedural step lined-out and provide detailed justification for lineout (e.g., Step 1.a.(2)(a) – Step omitted per FBR 2025-18). (3) To reverse a lineout marked in red, click on the procedural step again. As long as the lineout is not yet approved, this will clear the lineout. 12. Able to approve MRC lineout. a. “MY TASKS” displays MRCs that have custom review and omit line outs which require lineout for a WC in your role in the CoC. Since multiple users may belong to the same role in the CoC, only one of the user’s needs to approve the lineout to remove it from everyone’s list. Lineouts appear in red, indicating they are not yet approved. When approving or disapproving lineouts, the requirement is to approve All or None of the lineouts. Partial lineouts are not allowed. b. Expand the Lineout approval list. c. Highlight the desired row. d. Double click the row; the Approve Customi zations details screen displays for the selected item. e. On the “View Details” toolbar, click “ Approve and Close or Reject and Close”. The task is removed from your “My Task” list. 13. Able to perform weekly closeout. a. From an open WC, on the “Tool bar”, click to open the WC menu. b. Scroll down to “Weekly Closeout” and c lick it. A window opens, if there are no issues in the WC to resolve, the “Close Out” icon at the top of the window will be active. c. Select it and the week will be closed out. d. If there are issues, they must be reso lved prior to the week being closed out. 14. Able to acknowledge PMS Alerts. a. “MY TASKS” displays PMS Alerts for MRCs that are out of periodicity. When PMS cannot be accomplished before going out of periodicity, the WCS must provide a reason, which should be specific and include well-defined details. The CoC, from the LCPO to the 3MC sees the alerts displayed in their “MY TASKS” list. Only one user needs to acknowledge the alert to remove it from everyone’s list. b. On the secondary toolbar at the top of the screen click on “Tasks”. c. Expand the PMS Alert list. d. Highlight the desired row, double cl ick it, or on the tool bar select “VIEW DETAILS” icon.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-33 APPENDIX A e. Click “ OK”. NOTE: IF “CANCEL” IS SELEC TED, THE PMS ALERT IS NOT ACKNOWLEDGED AND THEREFORE NOT REMOVED FROM THE TASK LIST. 15. Able to Reschedule Checks. Checks that are manually added or reschedule checks when the periodicity is weekly or greater. a. From an open WC in the gri d, right click a check, a menu will open. b. Scroll down to the “ Reschedule” calendar icon and click it. c. A calendar opens with the orig inally scheduled date highlighted. d. Click the date the check is to be rescheduled. ( Only the white dates are available for the check to be rescheduled to.) e. Click “ Next”. Click “Finish”. NOTE: A CHECK NOTE MU ST BE ENTERED FOR RESCHEDULED, OUT OF PERIODICITY, NON-ACCOMPLISHED CHECKS. 16. Able to assign maintenance responsibilities. a. From an open WC, in Schedule display view. b. In the grid, click to highlight the desired check. c. On the “Toolbar”, click “ Assign Crew Member” icon, or right click the desired check and select “Assign Crew” from the menu. d. Under the column heading for Crew Member, click the drop-down arrow to view available crew members. e. Click the crewmember’s name. f. Click the small box to apply changes. A checkmark will appear in this box. g. Click “ OK”. 17. Able to modify equipment associations. a. From an open WC, on the tool bar, click to open the WC menu. b. Select “ Edit Equipment Details”. c. Follow the MIP outline to the desire d maintenance item and highlight the item. d. Click the ellipses button in the SHIP RIN or CDM RIN row, which is found in the white grids. A dialog box will open. Use the drop-down menus to locate criteria or enter search text. Click “GO”. Highlight the row of data needed. Click “OK”. e. Alternately, from the Revision Editor: f. Follow the MIP outline to the desire d maintenance item and highlight the item. g. Click the ellipse button in the SHIP RIN or CDM RIN row, which is found in the white grids.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-34 APPENDIX A h. A dialog box will open. Use the drop-down menus to locate criteria or enter search text. Click “GO”. Highlight the row of data needed. Click “OK”. 18. Able to archive 13-weeks. NOTE: THIS IS PERFORMED ONLY BY THE 3MC. ALL WCS MUST BE UP TO DATE WITH THE LAST WEEK OF THE CURRENT QUARTER CLOSED OUT FOR THE QUARTER BEING ARCHIVED. WHEN THE 3MC ARCHIVES A QUARTER, A NEW QUARTER WILL BE CREATED. a. On the view tab bar, click “ ADMIN”. b. From the “Admin” drop-down on the top of screen, click “Archive Quarter”. c. If any WC has not closed out a week in the quarter being archived, a message will appear, and the archive process will not be allowed to continue until close issues are resolved. 19. Able to create an Event List. a. Local Event List. (1) Click on “Reports tab”. (2) Double click "Local Events" from the left-side menu. (3) Click “Next”. (4) Select your WC from the drop-down menu. Click “Next”. (5) Select your date ranges when prompted. Click “Next”. (6) Click "Finish" to run your report. b. Situational “ Event List”. (1) Click on “ Reports tab”. (2) Double click " Situational Events" from the left-side menu. Click “Next”. (3) Select your WC from the drop-down menu. Click “Next”. (4) Select your situational even t from the drop-down menu. Click “Next”. (5) Click " Finish" to run your report. 20. Able to add checks to an Event List. a. Click “ Add Trigger” on the toolbar. A dialog box opens. b. Select a trigger from the menu. Use the scroll bar to view all selections. c. Click the date the trigger is to occur. The trigger icon now displays on the EVENTS calendar. 21. Able to trigger a Local Event. a. From the Situational view, on the secondary toolbar, click “Events”. b. In the left pane, open the desired MIP outline.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-35 APPENDIX A c. Click to highlight the maintenance item. d. Click the “ADD TRIGGER” icon to launch the Add Trigger Wizard. e. From the list, highlight a trigger. Th en select the date for the trigger to occur. f. Click “OK”. 22. Able to trigger a Global Event. NOTE: THIS IS PERFORME D ONLY BY THE 3MC. 23. Able to generate an FBR. NOTE: THERE ARE SEVERA L WAYS TO CREATE AN FBR IN SKED 3.2. THE FOLLOWING IS JUST ONE WAY OF DOING IT. a. From an open WC, highlight a check from the grid. b. On the WC toolbar menu, scroll down to “ Submit Feedback Report” and click it. c. Select “ Technical MIP Changes or Technical MRC Changes”. d. The Feedback Report Wizard opens. e. Several choices will be availabl e for your selection. Choose one. Click “Next”. f. Enter any additional comments. Click “ Next”. g. Your information will be displayed, if ch anges are required, click the back button, or click “Finish”. 24. Able to review and approve an FBR. a. “My Tasks” displays FBRs awaiting your review and approval. b. Expand the FBR list. c. Highlight the desired row. d. Double-click the row, the FBR Details block opens. e. The ability to view, approve, modify, make urgent or reject the FBR is here. f. The LCPO, DIVO, and DH must review a nd sign the FBR before it goes to the 3MC. NOTE: THE 3MC CAN BYPA SS THE CoC IF REQUIRED TO GET THE FBR TRANSMITTED ASAP. 25. Able to start a revision. NOTE: THE LCPO WILL PUT THE WC IN REVISION MODE FOR THE WCS. a. Open the WC, on the “Toolbar”, click to open the “Work Center” menu. b. Scroll down to “ Start Revision” and click it. The Start Revision wizard opens. c. Click “ Next”. The Start Revision dialog box opens. d. Select the Revision Type. e. Enter a valid Revision Name. Click “ Next”.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-36 APPENDIX A f. Provide a revision reason. A reason for starting a revision for anything other than an FR is required. Click “OK”, click “Finish”. g. The Revision editor will load, and th e evaluated individual should now be in Revision Editor Mode. 26. Able to approve a revision. a. “MY TASKS” displays re visions ready for approval. b. Expand the revision approval list . Highlight the desired row. c. Double click the row; the Revision Editor opens. Expand the path to the revision. d. On the toolbar, click “ Approve” (Star icon) e. The Revision Editor screen closes and is removed from your task list. 27. Able to finalize a revision. a. Same as paragraph 26, except that if pe rformed by the DH or 3MC once they click on “Approve” (Star icon), the revision is finalized. b. Revisions should be approved (signed) by the LCPO and DIVO before being approved by the DH. When the DH goes in to approve the revision, they will see a window indicating whether the revision was approved by the LCPO and DIVO. The DH can choose to approve the revision regardless. 28. Able to generate and view PMS Reports. a. Open the “REPORTS” tab at the bottom right of the SKED 3.2 program. b. A window opens with two panes; the left-h and pane has all the reports available to view, the right-hand pane is blank, this is where your data will be displayed. c. Double click the report of your choice and follow the report wizard to display your requested data. 29. Able to add users. a. Select the Admin tab (Last tab on the lower right). b. Select User Manage ment from the top menu. c. Click “ Add User” icon. The Edit User Details, New User dialog box opens. d. Enter pertinent information for the new user. e. Click the General, Feedback Reports, and Work Center tabs to check allowed permissions. 30. Able to edit users. a. Select the Admin tab (Last tab on the lower right). b. Select User Manage ment from the top menu. c. Highlight a crewmember from the display grid, and double click it. d. The User Details box opens.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-37 APPENDIX A e. Update User information in the appropriate fields. f. Click “ OK” to save changes. 31. Able to disable users. a. Select the Admin tab (Last tab on the lower right). b. Select User Manage ment from the top menu. c. Highlight a crewmember from the display grid, and double click it. d. The User Details box opens. e. Click the Status Field arrow. Select disabled. f. Click “ OK” to save changes. 32. Able to view or modify the CoC. a. Select the Admin tab (Last tab on the lower right). b. Select CoC from the top menu. c. A screen displays for the activity and lists the username, role, rate, last name, first name, and signature. d. Click the plus sign at the far left to view by department, division, and WC. e. Select the “ Edit Chain of Command” icon (top left corner, under File menu). An Edit CoC display box opens. Edit accordingly (add or delete) DH, DIVO, LCPO, or WCS.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-A-38 APPENDIX A APPENDIX A SECTION VI 3-M INSPECTION COMMAND TOTAL SCORE (CTS)

The CTS is weighted equally between Departments. CNIC CTS = Sum of all Departments ÷ Total number of Departments (Example: CTS = N31 DTS + N32 DTS + N34 DTS ÷ 3) A minimum grade point of 80 is required for a passing score.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-B-1 APPENDIX B APPENDIX B DIVISION INACTIVE EQUIPMENT MAINTENANCE (IEM) PLAN

From: Division Leading Chief Petty Officer, To: Department Head, Subj: Division Inactive Equipment Maintenance (IEM) Plan Ref: (a) COMUSFLTFORCOMINST 4790.3 Encl: (1) Inactive Equipment Maintenance Plan Matrix 1. Per reference (a), the following systems and equipment will be placed in an IEM status in SKED while the command conducts. 2. Enclosure (1) lists all Systems and Equipment that this division will place in IEM for the upcoming maintenance period. This list was checked for accuracy and linked to the appropriate system/equipment restoration and key event. The IEM Plan is considered a living document; reviews will occur when key events timelines change. 3. A current copy of this plan will be provided to the command 3MC and be made available to the LMA, CTE and Project Superintendent.

//SIGNATURE// I.M. CHIEF

I concur with placing the Systems or Equipment identified in Encl (1) in an IEM Status.

//SIGNATURE// Department Head

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-B-2 APPENDIX B

Enclosure (1)

System or Equipment MIP CAT 1 / 2 LU PM SU/OT Due MRs Restoration Key Event Estimated Restoration Date #1 Burner 5151/902 1 LU-3 LU-4 PM-1 PM-2 SU-2 SU-3 OT-1 A-8 43 Ventilation Restore 12/25/16

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-4-C-1 APPENDIX C APPENDIX C FORMAT FOR REPORTING 3-M INSPECTIONS

4790 Ser Date From: Accomplishing Activity To: Commanding Officer (Command Name) Subj: REPORT OF 3-M INSPECTION OF Ref: (a) NAVSEAINST 4790.8 (series), Ships’ Maintenance and Material Management (3-M) Manual (b) COMUSFLTFORCOMINST 4790.3, Joint Fl eet Maintenance Manual, Volume VI, Chapter 19 Encl: (1) (as required) 1. Per references (a) and (b), a 3-M Inspection of (__________________________) was conducted during the period (Date) to (Date). 2. During this inspection, the following signi ficant deficiencies were discovered: a. (List) Specific department and WC deficiencies are provided in enclosure(s) (1) through ( ). 3. The following overall activity or departme nt numerical assessments are assigned:

a. 3-M Total Score __________________

b. 3-M Inspection __________________ (Above, At or Below Standards)

Copy to: Immediate Superior In Command (with enclosures) Type Commander (with enclosures)

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-1 VOLUME VI CHAPTER 19-5 NAVAL SUBMARINE FORCES REFERENCES. (a) COMSUBLANT/COMSUBPAC INSTRUCTION 4790 - Maintenance And Material Management (3-M) (b) NAVSEAINST 4790.8 - Ships’ Maintenance and Material Management (3-M) Manual (c) COMSUBPAC INST S3501.6 - Submarine Preparations for Extended Deployments (d) NAVEDTRA 43241 - Personnel Qualification Standard for Ship’s Maintenance and Material Management (3-M) System (e) NAVEDTRA 43523 - Personnel Qualificati on Standard for Quality Maintenance Program LIST OF APPENDICES. A Format for Reporting 3-M Inspections B Inspection Criteria C Format for Reporting K-M RC End-of-Quarter Resolution D Division IEM Plan for Fleet and CNO Availabilities 19-5.1 APPLICABILITY. All content of reference (a) has been incorporated into this chapter to provide easier access to Maintenance and Material Management (3-M) guidance and requirements. This chapter applies to Submarine Groups and Submarine Squadron Commanders within the following assigned regions: a. Northeast Region. Commander, Submarine Squadron (COMSUBRON) 4 and COMSUBRON 12 in Groton, Connecticut, ships undergoing overhaul in Portsmouth Naval Shipyard, new construction submarines and shore based submarine support activities under Commander Submarine Force Atlantic (COMSUBLANT) cognizance. b. Mid-Atlantic Region. COMSUBRON 6 in Norfolk, Virginia, submarines undergoing overhaul in Norfolk Naval Shipyard, new construction submarines and shore based submarine support activities under COMSUBLANT cognizance. c. Southeast Region. Commander, Submarine Group (COMSUBGRU) 10, COMSUBRON 16 and COMSUBRON 20 in Kings Bay, Georgia, COMSUBGRU 8 in Naples, Italy, Diego Garcia, and shore based submarine support activities under COMSUBLANT cognizance. d. Northwest Region. COMSUBGRU 9, COMSUBRON 17, COMSUBRON 19 and Commander, Submarine Development Squadron 5 in Bangor, Washington, submarines being maintained in Puget Sound Naval Shipyard and shore based

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-2 submarine support activities under Commander Submarine Force Pacific (COMSUBPAC) cognizance. e. Southwest Region. COMSUBRON 11, Commanding Officer, Undersea Rescue Command in San Diego, California, and shore based submarine support activities under COMSUBPAC cognizance. f. Mid Pacific Region. COMSUBRON 1 and COMSUBRON 7 in Pearl Harbor, Hawaii, submarines undergoing overhaul in Pearl Harbor Naval Shipyard and shore based submarine support activities under COMSUBPAC cognizance. g. West Pacific Region. COMSUBGRU 7 in Yokosuka, Japan, COMSUBRON 15 in Guam and shore and tender based support activities under COMSUBPAC cognizance. 19-5.2 ROLES AND RESPONSIBILITIES. a. Commander Submarine Forces. Commander Submarine Forces assigns the responsibility for management of the Submarine Force Maintenance and Material Management (3-M) Program to COMSUBLANT and COMSUBPAC, Director for Maintenance and Material Readiness (N4). b. TYPE Commander. The Type Commande r (TYCOM) 3-M Office is comprised of the headquarters staff (N43) and Fleet representatives (TYCOM 3-M REP) to fulfill the TYCOM requirements of reference (b). The TYCOM exercises primary responsibility for the effective operation and support of the 3-M System. Areas of responsibility include but are not limited to the following: (1) Afloat Maintenance Data System (MDS). (a) Organizational Maintenance Management System (OMMS) and Automated Work Notification. (b) (R-Admin, R-Supply, Organiza tional Maintenance Management System – Next Generation (OMMS-NG)). (2) Ashore MDS. (a) Maintenance Figure of Merit family of systems. (b) Advanced Industrial Management for Regional Maintenance Centers. (c) Regional Maintenance Auto mated Information System. (d) Maintenance Resource Management System. (e) TRIDENT Logistical Data System. (3) Planned Maintenance System (P MS) Scheduling Software (SKED). (4) Alteration Management System. (a) Navy Data Enterprise. (b) Type Commander Alteration Management System. (5) Current Ship’s Maintenance Project (CSMP).

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-3 (6) Master Job Catalog. (7) The screening and processi ng of feedback reports (FBR). (8) Maintaining an inspection data file per paragraph 19-5.5.2.f of this chapter. (9) Providing program enhancement requi rements to the Fleet Commander via N43. (10) Ensuring ships and units are manned with Navy Enlisted Classification (NEC) qualified 3-M Coordinators (3MC). (11) Analyzing 3-M inspection (3M I) and self-assessment data, identifying common concerns, conducting problem root cause analysis with the development and implementation of solutions. (12) Ensuring TYCOM inspection team me mbers are qualified to inspect assigned areas. c. TYCOM 3-M Regional Representatives. TYCOM 3-M Regional Representatives (3- M Rep) have been established at all submarine homeports. These positions were established to provide for the continuous monitoring of the 3-M Program on submarine assets and to assist submarine force activities and squadron commanders in the operation and administration of the 3-M Program. The 3-M Rep reports to the submarine force Maintenance Program Manager and organizationally supports the efforts of the ISIC and TYCOM. Areas of responsibility include but are not limited to the following: (1) Acting as team “lead” for all 3-M Inspections conducted on activities under their cognizance and using the format of Appendix A, provide inspection results to the ship or activity via the ISIC. (2) Originating all correspondence re lating to 3-M Inspections, periodic monitoring, and reporting of non-compliance with reference (b) and this manual. (3) Carrying out the duties and res ponsibilities of the TYCOM during PMS installations. (4) Monitoring MDS documents and repor ting deficiencies to the ISIC for corrective action. (5) Providing the followi ng support to the ISIC: (a) 3-M System monitoring. (b) TYCOM 3-M Assist Visits as described by reference (b). (c) PMS and MDS technical assistance. (d) On-site training in PM S, MDS and PMS Scheduling. (e) Assistance with the prepar ation and submission of FBRs. (f) Assistance in obtaining prom pt correction to faulty PMS documentation (liaison with an In Service Engineering Agent (ISEA).

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-4 (g) On a case basis, provide authorizat ion to use modified (red lined) PMS documentation. (h) The review the ship’s K-MRC pl an for all Continuous Maintenance Availabilities (CMAV) to ensure compliance as discussed in Volume II, Part I, Chapter 4 of this manual. (6) Initiating 3-M Program reviews when concerns regarding 3-M performance arise. d. The ISIC is responsible for the routine monitoring and evaluation of the 3-M system for all assigned activities. ISICs will fully employ the TYCOM 3-M REP to assist the ISIC 3-M Maintenance Officer (3MO) in the execution of these responsibilities. 3-M related matters will be communicated directly to the TYCOM 3-M Rep for resolution. As an incentive for sound 3-M performance, major commanders will consider 3-M performance as part of the annual intra-squadron efficiency competition. Areas of responsibility include but are not limited to the following: (1) Designating a 3MO in writing. The 3M O is responsible for the satisfactory administration of 3-M Programs, per reference (b) and this chapter, for subordinate commands or activities. The 3MO will maintain staff PMS and Personnel Qualification Standards (PQS) records. (2) Monitoring and evaluating the 3-M Program for all assigned units in accordance with ISIC monitoring instruction. (3) Ensuring 3MIs are current. (4) Ensuring subordinate commands c onduct rigorous quarterly 3-M Self- Assessments and report results to the TYCOM 3MC. (5) Monitoring the status of troubled systems and Top Management Attention Items using the quarterly 3-M Self-Assessment. (6) Ensuring subordinate commands comply with standard Work Center (WC), division and department structure. (7) Tracking and monitoring 3-M ma jor milestones and training events, overseeing, and providing inspection teams and conducting 3-M Spot Checks during ISIC or staff visits. (8) Ensuring assigned maintenance coordi nators notify the tended activity of unsatisfactory work candidates submitted for action. (9) Ensuring material failures are adequa tely examined for the detection of 3-M system inadequacies. (10) Ensuring assigned staff has adequate knowledge of the 3-M system to detect inadequate 3-M performance during routine shipboard monitoring (i.e., PMS PQS 304 & 306). (11) Directing the performan ce of a 3MI or Assist Visit when concerns regarding 3-M performance arise. (12) Conducting a 3MI for all assigne d activities per this chapter.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-5 (13) Conducting routine monitoring to include: (a) Review and approval of pre-depl oyment PMS plans per reference (c). (b) Quarterly Maintenance Accomplishment Rate (MAR) Assessments and the direction of corrective actions for below standards performance. e. Commanding Officer or Officer In Charge. The Commanding Officer (CO) or Officer In Charge is responsible for establishing an aggressive Self-Assessment Program that validates the administration and execution of maintenance and detects improperly conducted maintenance or falsely reported accomplishments. f. Executive Officer. The Executive Officer (XO) is the command’s 3-M System Manager responsible to the CO for the overall management of the 3-M Program. The XO will: (1) Chair quarterly 3-M System meetings with Department Heads (DH) and the 3MC. (2) Brief the CO on the status of 3-M. (3) Integrate 3-M System training into the command’s training and qualification program. (4) Ensure personnel receive adequate and effective 3-M System training. (5) Ensure the effectiveness of the command’s 3-M Self-Assessment Program. (6) Act as the final review officer for shifts of maintenance responsibility between departments. g. Command Master Chief or Ch ief of the Boat. The Command Master Chief or Chief of the Boat will: (1) Attend the XO’s quarterly 3-M System meetings providing senior enlisted feedback. (2) Conduct PMS Spot Checks following the command’s policy to ensure required maintenance is being properly performed and documented. (3) Establish command’s Zone Inspection Program. h. Command 3-M Coordinator. Due to th e unique nature of submarine manning, the 3MC is routinely assigned as the availability coordinator and should, at a minimum, be a Chief Petty Officer (CPO). As both these functions are critical to the ship’s material readiness, careful consideration should be given prior to assigning the 3MC additional collateral duties. The 3MC will: (1) Serve as the key 3-M System assistant to the XO. (2) Maintain a file of 3-M System directives, newsletters, notes, and correspondence containing current 3-M program information and ensure distribution to WC personnel.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-6 (3) Maintain copies of the current Force Revision (FR) NAVY PMS Digital Video Disk (DVD), List of Effective Pages (LOEP) for every WC, changes issued between FRs in their original format and classified Maintenance Requirement Cards (MRC). Digital copies are allowed unless there have been changes between FRs. (4) Advise, monitor, and assist DHs, Division Officers (DIVO), Leading Chief Petty Officers (LCPOs) and Work Center Supervisors (WCS) in matters concerning the 3-M System. (5) Monitor the Ship’s 3-M PQS Program and maintain an auditable record of personnel qualified in 3-M PQS. (6) Maintain a master accountability log of all PMS changes. (7) Develop and maintain a Split Ma intenance Index Page (MIP) Log. (8) Administer the configur ation management program onboard the ship or unit. (9) Supervise the command’s 3-M Se lf-Assessment Program and provide a weekly status to the XO. (10) Develop and administer the ship or unit’s PMS Spot Check Program. (11) Generate a weekly PMS Spot Check assignment matrix for officers, CPOs, and designated supervisory personnel. (12) Ensure corrective actions are take n on all unsatisfactory PMS Spot Checks and report same to the XO as part of weekly PMS reporting. (13) Ensure a complete back up of the SKED system is made on removable media (e.g., DVD or CD-ROM) following completion of the FR update and retain as part of the PMS Master File. (14) Ensure that Global Stat es and Triggers are properly set at the command level. (15) Screen all FBRs, verify content, va lidity, serialize and forward within seven days of origination. (16) Maintain accountability of all submitted FBRs and actions taken until corrected or new PMS documentation is received. (17) Ensure the FBR originator and all ap plicable WCs are apprised of action taken and that changes or corrections are implemented when received. (18) Ensure 3-M documents such as Ship’s Maintenance Action Form OPNAV 4790/2K (2-Kilos), Ship’s Configuration Change Form OPNAV 4790/CK, etc. that require forwarding to a data processing activity are forwarded within seven days of origination or as operationally feasible. (19) Validate 3-M MDS data elements fo llowing the 3-M validation specifications. (20) Ensure 3-M documents returned fo r the correction of data are promptly revised and resubmitted.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-7 (21) Track the reporting of completed main tenance actions related to an alteration or as a result of a configuration change with timely processing of Automated Shore Interface configuration and logistic data. (22) Report up-line CSMP maintenance transactions and command’s equipment file corrections at least once a week. (23) Maintain outstanding copies of message work candidates and Supplemental OPNAV 4790/2L, paper or electronic. (24) If desired, assign a command 3-M Assistant (3MA). The 3MA will be qualified PQS 305 or 306. The command 3MC will assign the 3MA duties as necessary to fulfill the commands 3-M functions. The 3MA will report to the command’s 3-M Coordinator. i. Command Maintenance Availability Coordinator. The Command Maintenance Availability Coordinator shall be responsible for the coordination of all Fleet Maintenance Activity (FMA) repairs and coordinate closely with the 3MC. The Maintenance Availability Coordinator will also provide a single working level point of contact and coordinate the command’s requirements with the requirements of the FMA. These duties include: (1) Technical review of work requests submitted for FMA accomplishment. (a) Ensure readability a nd technical correctness. (b) Prevent duplication of work request s for Ship Alterations, Unrestricted Operation and other Master Job Catalog originated deferrals. (c) Ensure corrective maintenance described in Maintenance Action Form OPNAV 4790/2K Block 35 (Remarks) includes reference to the associated Maintenance Standard when applicable. (d) Collect Supplemental OPNAV 4790/ 2L requests for routine work (i.e., lagging, painting, label plates, tiling, etc.) from all WCs and prepare an integrated priority list for each type of routine work to maximize the FMA’s effectiveness. (2) Ensuring command preparations for an FMA availability are conducted per Volume II, Part I, Chapter 4 of this manual. (3) Meeting daily during an av ailability with the assigned Ship Superintendent to discuss the status of all active jobs. (4) Attending all FMA production, night work and management meetings. (5) Providing a daily FMA job status to each DH, DIVO and leading petty officer (LPO). (6) Prior to Work Package Execution Revi ew, conducting a joint meeting with the Performance Monitoring Team (PMT), TYCOM 3-M Representative and ISIC (typically at A-40) to review current K-MRC status, ensure the ship’s records match that of PMT and develop a K-MRC execution plan. (7) Establishment of a Planning Board for Maintenance (PB4M).

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-8 j. Department Head. The DH is responsi ble to the XO for the operation and execution of the 3-M System within the department. Duties and responsibilities assigned to the DH are not be delegated. The DH will: (1) Designate departme ntal 3-M personnel. (2) Ensure maintenance is prioritiz ed to facilitate accomplishment. (3) Review and approve all depart ment PMS schedules and revisions. (4) Review maintenance action annotations. (5) Acknowledge weekly alerts if no DIVO is assigned to the WC. (6) Implement a Self-Assessment Program within the department to validate properly accomplished and reported maintenance. (7) Take corrective action on all “Unsatis factory” PMS Spot Checks and report to the XO via the 3MC as part of weekly PMS reporting. (8) Ensure all material deficiencies are documented and promptly reported. (9) Review and verify the content and va lidity of all FBRs, digitally sign FBRs within five days of origination. (10) Ensure the Configuration Mana gement Database accurately reflects equipment changes whether the action is performed by command personnel or outside activities. (11) Authorize placement of equipment in to an Inactive Equipment Maintenance (IEM) status, ensure PMS scheduling is annotated accordingly. (12) The review and approval of all depart ment work candidates within four days of creation; ensure completeness, accuracy, and the correct assignment of priority. (13) Review all work candidates in the departmental CSMP every 90 days. (14) Ensure that no classified data or Navy Nuclear Propulsion Information is reflected on 3-M documents designated for off hull distribution. (15) Conduct quarterly meetings with DI VOs, LCPOs and WCSs; provide status of departmental 3-M System to the XO. k. Department Leading Chief Petty Officer. The department LCPO is responsible for the proper operation of the 3-M System within their department. The department LCPO will: (1) Provide 3-M System guidance and training to DIVOs and division LCPOs within their department. (2) Participate in quarterly Self-Assessments. l. Division Officer. The DIVO is resp onsible to the DH for the execution of maintenance within the division. As submarine division officers rotate frequently, it is imperative that DIVOs aggressively gain the requisite 3-M Qualifications and proficiency required to effectively perform 3-M functions. The DIVO will review

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-9 and approve all PMS and MDS documents within their division. This includes all SKED, OMMS-NG, and Propulsion-Organizational Maintenance Management System (P-OMMS) submissions to ensure all required 3-M system documents are submitted to the DH. The DIVO will: (1) Ensure all PMS scheduling changes ha ve been properly annotated and applied prior to DH review and finalization. (2) Review the 13-Week Accountability Log at the beginning of the PMS week and sign at the end of the week, if not using electronic accountability in SKED or when SKED is not available. (3) Review and verify the content and valid ity of PMS FBRs within three days of origination. (4) Ensure 3-M documents generated with in the division are complete, accurate and promptly submitted to the DH. (5) Conduct 3-M Self-Assessments as directed by the command’s policy. (6) Provide weekly updates to the DH con cerning the status of the 3-M System within the division. (7) Incorporate 3-M System training into the Divisional Training Plan. (8) Review divisional work candidates a nd the CSMP for validity and accuracy. (9) Conduct monthly briefings for the DH on the status of all work candidates. (10) Acknowledge PMS Alerts. m. Division Leading Chief Petty Officer. The division LCPO is responsible for the proper operation of the 3-M System within their division. The division LCPO will: (1) Supervise WCSs in the execution of daily maintenance. (2) Ensure WCSs are properly trained, equipped and are knowledgeable of all WC divisional equipment maintenance requirements. (3) Ensure divisional personnel are pr operly trained and qualified to conduct maintenance. (4) Verify all divisional WC equipment is covered by PMS. (5) Ensure PMS is properly scheduled and conducted, including all underway and special evolution situational “R” checks. (6) Review WC PMS records (e.g., FRs, Advanced Change Notices (ACNs) and PMS FBRs and Responses), approve all lineouts and additions on the LOEP, MIP, and PMS schedules prior to DIVO and DH reviews. Ensure proper justification is noted on each lineout. (7) Review and approve non-applicable procedural steps lined-out on MRCs. (8) Review and sign the 13-Week Accountab ility Log at the end of the PMS week and ensure checks added that week are hand-written into the blank

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-10 accountability log, if not using electronic accountability in SKED or when SKED is not available. (9) Review the PMS Scheduling Forecasti ng Report to ensure that all Tools, Parts, Material and Test Equipment (TPMTE) are available to support upcoming maintenance actions. (10) Provide the DIVO a weekly status of the division’s Self-Assessment Program, CSMP and PMS. (11) Ensure the Configuration Management Database reflects the ship’s current configuration. (12) Ensure FBRs are submitted reques ting LOEP changes to reflect system, equipment and component installs or removals. (13) Review and verify the content and va lidity of PMS FBRs within two days of origination. (14) Ensure the divisional CSMP accu rately reflects material conditions. (15) Review and approve work candidates, act as the second point of contact for work candidates and provide the DIVO a weekly brief on the status of all work candidates in the CSMP. (16) Ensure proper testi ng and inspection of work done by outside activities prior to job acceptance. (17) Coordinate repair activ ities within the division. (18) Review all quarterly Self-Assessmen ts and promptly correct discrepancies found within the division. (19) Review, approve and close out week ly schedules. This closeout of the previous week’s schedules must occur on the first day of the following week (i.e., Monday). (20) Review Check Notes for required and updated information. (21) Write PMS Alert details to include why planning allowed loss of periodicity and the plan to complete PMS. n. Work Center Supervisor. The WCS will be a senior petty officer assigned to the WC and qualified per reference (d). The WCS will: (1) Record all equipment deficiencies within their WC, utilizing OMMS-NG and P-OMMS to ensure all required 3-M System documents are submitted to the division LCPO. (2) Ensure WC personnel have complete d 3-M PQS training commensurate with position held. (3) Ensure PMS covers all maintenance worthy equipment in the WC. (4) Maintain an accurate and current LOEP.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-11 (5) Ensure 3-M System WC files and pu blications are complete, current, and available to WC personnel. (6) Ensure WC initiated 3-M documentation is correct, legible, promptly prepared and submitted. (7) Maintain a 13-Week Accountability Log containing the current and previous 13-Week Log, if not using electronic accountability in SKED or when SKED is not available. (8) Prepare weekly WC schedule, obtai n required approval, assign maintenance personnel, and update schedule to reflect status. (9) Ensure equipment changes, adds and removals are reflected in the Configuration Management Database and, if not, report via Configuration Change Form 4790/CK to the Configuration Data Manager. (10) Ensure FBRs are submitted whenever: (a) Maintenance requirements are not fully understood. (b) Errors are believed to exist. (c) Entries in the TPMTE block are wrong or inadequate. (d) Additional coverage is needed. (e) Performance of the maintenance requirement would cause a hazardous condition to exist. (11) Ensure prompt reporting of all material deficiencies and completed maintenance actions. (12) Ensure Periodic Maintenance Requirements scheduled for command accomplishment are completed and reported as required. (13) Ensure test and measurement equi pment or other portable support equipment is delivered for test or calibration as scheduled. (14) Ensure the DIVO and division LCPO or LPO are advised of all 3-M System activity within the WC. (15) Review the PMS Scheduling Forecasti ng Report to ensure that all TPMTE is available to support upcoming maintenance actions. (16) Ensure all WC weekly schedules are updated daily. (17) Use the Edit Equipment Details f unction of SKED to the maximum extent possible to associate maintenance items to the Configuration Data Managers Database - Open Architecture database embedded in SKED 3.2 for configuration items. The association should be made to the highest level (piece) of the applicable equipment being maintained (i.e., #1 Torpedo Tube vice the Slide Valve). o. Damage Control Petty Officer and Safety Petty Officer. The Damage Control Petty Officer and Safety Petty Officer will be a warfare qualified petty officer 3 rd class or

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-12 above and responsible for the accomplishment of damage control and safety related PMS. p. Maintenance Personnel. Maintenance personnel will perform all PMS as assigned utilizing PMS documents in SKED and ensure Check Notes contain amplifying information and tagout identifiers as required. Maintenance personnel will: (1) Perform assigned maintenance. (2) Notify the WCS when: (a) An MRC is not fully understood, ap pears to be incorrect or cannot be accomplished as written. (b) There are issues with the TPMTE block of the MRC. (c) The technician has doubts concerning his or her ability to perform the maintenance. (d) Equipment deficiencies or casualties are discovered. (e) Factors exist which would make performance of the maintenance unwise or dangerous. (3) Initiate FBRs when discrepancies ar e discovered during the performance of an MRC. (4) Inform the WCS when planned main tenance requirements are complete. (5) Annotate the PMS schedule to refl ect accomplishment of maintenance. (6) Sign 13-Week Accountability Log (if not using electronic accountability in SKED or when SKED is not available). 19-5.3 QUALIFICATIONS. All personnel assigned to billets associated with the 3-M system must be 3-M PQS qualified for the assigned billet per reference (d). Evidence of qualification in support of 3-M requirements must be maintained by the command in an auditable fashion. In addition to 3-M PQS qualifications, all personnel assigned to accomplish 3-M related maintenance on systems listed in Volume V, Part 1, Chapter 2 Paragraph 2.2.1 of this manual, must be qualified per reference (e). Table 19-5-1 reflects the PQS qualifications required to fill SUBFOR 3-M billets.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-13

Table 19-5-1 - Required PQS Qualifications 3-M Coordinator PQS-307 3-M Assistant PQS-306 Department Head PQS-306 Department LCPO PQS-305 Division Officer PQS-304 Division LCPO PQS-304 Work Center Supervisor PQS-303 Repair Parts Petty Officer PQS- 302 or RPPO Continuing Training and Qualifications Software Maintenance Personnel PQS-301 19-5.4 PLANNED MAINTENANCE. 19-5.4.1 Minimum Standards. MRC accomplishment is critical for maintaining equipment in a ready state and achieving expected service life. The maintenance tasks directed by MRCs are the minimum standards for organizational shipboard planned maintenance and therefore equipment degradation can be assumed if maintenance is deferred. The following provisions are provided to maximize on time performance of PMS and provide increased Fleet latitude in maintaining equipment. a. MRCs are prepared as instructions to complete a maintenance task based upon the premise that the personnel assigned to perform the task have sufficient knowledge of the rate listed on the card and are qualified to perform maintenance as directed by the MRC. The MRC will be accomplished in sequential order, adhering to all Warnings, Cautions and Notes. Routine sub-steps (e.g., fastener removal, steps to don and remove Personnel Protective Equipment, turning on a vacuum) may or may not be included in the MRC and their absence should not prevent the maintainer from completing the maintenance task. b. Per Naval Sea Systems Command (NAVSEA), procedures are written at a level of detail based on the assumption maintenance personnel are trained, qualified, and supervised by experienced leadership to execute the maintenance consistently and expertly. They exist to provide a common standard, specify acceptance criteria, communicate warnings, and cautions specific to the maintenance and provide proven maintenance practices. They are not intended to: (1) Supplement or duplicate rules and pr ocedures that must be followed for hazards generally associated with the equipment (Hazardous Material

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-14 Handling, Electrical Shock Risk Management, etc.) but not specifically associated with a step of the procedure. (2) Identify every process and every wa rning associated with the maintenance environment of the component being maintained (aloft, in tanks, near an active flight deck, in a heat stress area, etc.) (3) Specify every possible action of the maintainer. c. Leadership will uphold standards for comply ing with maintenance procedures. This standard does not mean the maintainer is expected to robotically follow the MRC word-by-word. Leadership, trainers, monitors, auditors, and inspectors should not expect it. The key word here is intent. The objective is to perform the intent of each step, not necessarily step-by-step performance. d. If a step is missing that is necessary to complete the task, and that step is not obvious to the Maintenance Person (MP), a FBR should be submitted. e. MRC completion status is dependent on the accomplishment of all procedural steps on all the equipment listed on the MRC or its accompanying Equipment Guide List or Location Guide List. f. The performance of additional rational ac tions during the accomplishment of an MRC is authorized. Examples of such actions include turning on and off items utilized during the performance of the MRC, vacuum cleaners, test equipment, etc. and general housekeeping such as cleaning up or containing spilled fluids or dirt. g. The substitution of any tools, materials or test equipment not held by the activity should be considered prior to deciding to defer the maintenance until the exact tools, materials or test equipment listed on the MRC are procured. This is especially critical for frequently required maintenance where several performance cycles can be missed while waiting for supply to provide the correct items. Substitution requirements are provided by reference (b) and other technical documents. 19-5.4.2 Functional Components. a. PMS Master File. The Master File, maintained by the units 3MC, contains information relative to PMS requirements that are specific to equipment for which the command is responsible. The Master File provides for duplicate issue of missing MIPs and MRCs, contains supplementary information provided by Naval Sea Logistics Center (NSLC) Detachments Norfolk or San Diego and serves as a repository for changes received between FR distributions, which must be retained on file until the changes are reflected in a subsequent FR. Master File content is delineated in Appendix B section I-B, Command Level Effectiveness Review (CLER). b. Work Center PMS File. The WC File provides a ready reference of planned maintenance requirements and information to be retained in the working area for use by the WCS and maintenance personnel. The WC File contains only the documents and information applicable to a specific WC. The content of the WC File is

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-15 delineated in Appendix B Section I-A, Scheduling and Execution Effectiveness Review (SEER). c. PMS Administrative Requirements. In lieu of a WC or Master File the following should be retained: (1) Work Center (a) Current classified MRCs. (b) Recently completed K-MRC data sheets. (c) Current Tailored Force Revision (TFR) reports. (2) 3-M Coordinator (a) SKED 3.2 Help file. (b) Split MIP Tracking Log (updated to current FR). (c) Applicable 3-M Instructi ons (Ship, ISIC, and TYCOM). (d) Current 3-M messages and guidance. (e) Current 3MC TFR Reports. (f) Master classified MRCs. (g) Current SKED Database back- up files on DVD or CD-ROM and an Excel spread sheet from the SKED report Checks and Maintenance Outlook Report of all WCs, for the current and next future quarter. (h) 3-M Program short and long range training plan approved by the XO. (3) The following post-quarter SKED reports will be generated on a ship-wide basis by the 3MC and forwarded to the ISIC by the 3 rd Monday of the quarter (as conditions permit). These reports will be analyzed and electronically routed through the applicable DH to the XO. These reports will be retained as objective quality evidence, by the 3MC for four quarters. (a) PMS Analysis Spreadsheet (b) Calibration H Report (last completion) (c) Spot Checks – Passed & Failed Reports (d) Checks – K-MRCs (Active) Report (e) Tailored Force Data (.tfd file) d. Performance Monitoring Requirements. M RCs that are K coded require PMT data collection. As the submission of the data sheet(s) to the PMT is a procedural step of the MRC, the MRC cannot be considered completed until the data sheet(s) is submitted to the 3MC or the local PMT field office by the most expeditious means or format. Electronic is preferred. WCs will maintain a copy of the most recent performance data sheet(s). Data sheets are maintained until maintenance action is

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-16 documented complete in the Submarine Maintenance Monitoring Information System and reflected in the monitoring period planning and tracking report. (1) K-MRC in-periodicity completion pe rcentage must be a minimum of 90 percent. (2) 3MC will provide the Checks – K-MRCs Active Report (Excel Format) at the end of each quarter to the PMT for reconciliation. The ship will coordinate with the PMT to correct schedule disparities. (3) LCPOs will keep the PMT apprised of all K-MRC IEM beginning and ending dates. (4) The CO will review and provide a quarterly summary report of K-MRC accomplishment using Appendix C of this chapter or naval message to the ISIC by the 3 rd Monday of the quarter. e. Interim MRC Procedures. The ship may develop interim MRC procedures based on experience and applicable technical manuals in support of equipment or systems without PMS coverage until formal documentation is received. Before scheduling preliminary MIP requirements, the WCS and the DH must verify their applicability to installed equipment. f. Weekly Status Report. The weekly PMS monitoring status reports will be retained, electronically if desired, by the 3MC for the current and previous quarter. These reports from the 3MC to the XO will contain, as a minimum, the information cited in paragraphs 19-5.4.2.f.(1) through (6) of this chapter. (1) Completed Spot-Check a nd Monitored MRC results. (2) Completed WC audits and results. (3) The number of FBRs over seven days ol d that have not been reviewed by the Chain Of Command (CoC). (4) Abatement and corrective actions completed as a result of a monitoring program finding. (5) IEM Details Summary Report. (6) Overdue (Alerting) MRCs a nd plan of corrective action. g. Change Service Accountability Log. The Change Service Accountability Log (CSAL) (Figure 19-5-1) provides a definitive record of all changes to a command’s 3- M Program. Whenever a change to a command’s 3-M Program is directed (be it from an FR, FBR, ISIC direction, etc.), the change will be routed to the concerned WCS(s) via a memorandum. Whenever such a memorandum is issued, it must be recorded in the CSAL. Once the WCS reports the directed change has been completed, the 3MC will file the WCS’s response and annotate in the CSAL that the action is complete. (1) The CSAL is comprised of the actual l og sheet, a copy of all memos routed to the WCS and the memo from the WCS to the 3MC indicating completion. (2) The importance of the CSAL cannot be overstated. Basically, it provides for a day-to-day, year-to-year record of changes to a command’s planned

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-17 maintenance program. It is also a turnover document at deployment sites, allowing a current command to quickly identify all changes from a previous command. Finally, it will be inspected during all command 3-M assessments and inspections, providing visibility as to how well a command manages 3-M from one inspection to another. Figure 19-5-1 - Change Service Accountability Log FR Change Number or Authority Date RCVD Cognizant Dept. or WC Date Cover Sheet Issued Date Cover Sheet Returned Date Master File Updated or Item Closed Summary of Change

19-5.4.3 Submarine Safety, Scope of Certification, Flight Critical Components and Survivability and Escape. a. Submarine Safety. MRCs that direct wo rk or entry within the Submarine Safety (SUBSAFE) Certification Boundary require Re-Entry Control (REC) to be invoked. SUBSAFE MRCs are annotated on the MIP with either an “RS” (re-entry control required) or “XS” (no re-entry control required) in the “OTHER” column. b. Scope of Certification. MRCs that dire ct work or entry within the Scope of Certification (SOC) Boundary also require REC to be invoked. SOC documentation is applicable and governing to Dry Deck Shelter (DDS) host platforms and must be loaded to WC WK02 for those platforms. SOC MRCs are annotated on the MIP with either an “RD” (re-entry control required) or an “XD” (no REC required) in the

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-18 “OTHER” column. Non-DDS platforms need not establish WK02 nor are they governed by SOC directives. c. Submarine Flight Critical Component. MRCs which work within the Submarine Flight Critical Component Boundary where REC documentation is required are annotated on the MIP with an “RF” in the “OTHER” column. d. Survivability and Escape Equipment. Survivability and Escape Equipment and supporting maintenance has come under increased scrutiny since the loss of the Russian submarine KURSK. All MIPs and associated MRCs dealing with Survivability and Escape Equipment are to be loaded to WCs per table 19-5-2. Table 19-5-2 - Load-out of Survivability and Escape Related MIPs MIP SYSTEM REQUIRED WC 5940/908 Submarine Escape and Immersion Equipment (SEIE), Escape Trunk EA01 (SSN 688 Class) 5940/906 Submarine Escape and Immersion Equipment (SEIE), Escape Trunk EA01 (SSBN and SSGN 726 Class) 5940/905 Submarine Escape and Immersion Equipment (SEIE), Escape Trunk EA01 and WK02 (SSN 774 Class, SOF) 5940/904 Submarine Escape and Immersion Equipment (SEIE), Escape Trunk EA01 (SSN 774 Class, non- SOF) 5940/901 Submarine Escape and Immersion Equipment (SEIE), Escape Trunk EA01 (SSN 21 Class) 5940/007 Backup Oxygen Redistribution System EA01 (SSBN/SSGN 726 Class) 5940/006 Submarine Survivability Life Support Systems ExtendAir EA01 (SSN 774 Class only) 5940/005 Submarine Escape, Rescue, and Survival Equipment SEIE and Crash Bags WK01 (WF01 for SSN 774 Class) 5940/003 Manual Reverse Osmosis Desalinator (MROD) RL01 (SSBN and SSGN 726 Class and 21 Class only) 5940/002 Atmospheric Sampling, Submarine Survivability Life Support Systems NE01 5940/001 Lithium Hydroxide (Li OH) Curtain Kits, EA01 4413/015 Submarine Emergency Position Indicating Radio Beacon (SEPIRB) OC01 5882/021 Helicopter Transfer Kit,(Sub marine) WK01 (WQ01 for SSN 774 Class) 19-5.4.4 Related Maintenance. Related maintenance, so designated by the ISEA or Technical Warrant Holder, is determined from the MIP. The “RELATED MAINT” column of the MIP

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-19 reflects related maintenance requirements. Related requirements are positioned on the MIP to line up directly across from the MRC to which they are related. Related maintenance requirements are also identified in the TPMTE section of the MRC under “MISCELLANEOUS”. a. Related Maintenance Categories. (1) Mandatory Related. Mandatory relate d maintenance requirement(s) are those maintenance actions that must be accomplished concurrently with another maintenance requirement. The mandatory relationship is indicated with the use of the # sign. If the mandatory related maintenance resides on the same MIP, it will be reflected in the RELATED MAINT column as “periodicity#” (e.g., M-3#). If the related maintenance resides on another MIP, it will be reflected as “MIP:periodicity#” (e.g., IC-013/033:M-4#). Mandatory related maintenance requirements are automatically scheduled by SKED. NOTE: MANDATORY RELATED REQUIREMENTS MUST BE LINKED IN SKED TO BE AUTOMATICALLY SCHEDULED. (2) Convenience Related. Convenience related maintenance requirement(s) are those maintenance actions that can be accomplished concurrently with another maintenance requirement to save time (preliminary steps and tag-outs already accomplished) or for work force considerations. If the convenience related maintenance resides on the same MIP, it will be reflected in the RELATED MAINT column as “periodicity” (e.g., M-5). If the related maintenance resides on another MIP, it will be reflected as “MIP:periodicity” (e.g., EL- 010/001:M-4)). In both cases, the # symbol is omitted. The WCS manually schedules convenience related requirements. (3) Conditional Related. Conditional related maintenance requirement(s) are those maintenance actions that are performed when specific conditions are present or specified parameters are not met on the referencing MRC. Conditional related maintenance will appear on the MIP in the same manner as convenience related maintenance. The WCS manually schedules conditional related requirements. (4) None. No related maintenance is reflected as “None” in the “RELATED MAINT” column. b. Work Center Supervisors Actions. WCSs are encouraged to review their schedules on a regular basis for opportunities to perform other PMS when an equipment or system has maintenance actions scheduled. Rescheduling of PMS to take advantage of other system maintenance that may be convenience related is highly recommended. (1) If an MRC has related maintenance fr om another MIP, review the related MIP and MRC and determine if it requires assistance from another WC. (2) If the related MIP and MRC does not require assistance from another WC and is not on the lead WC LOEP, submit an FBR to have it added to the LOEP. (3) If the related MIP and MRC requires assistance or completion by another WC and is mandatory, convenience or conditional related then it should also be on

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-20 the lead WC LOEP. If it is not on the lead WC LOEP, submit an FBR to have it added to the LOEP. If the related MRC requires technical assistance, a special NEC, or another rating, that is not part of the lead WC, then the person with the technical training, special NEC or required rating should be temporarily added to the lead WC “Crew List” and assigned the related maintenance in either an assist or performance role. All WCSs involved will collaboratively plan the required maintenance and may adjust schedules based upon individual workload. When the maintenance is completed, the lead WCS will mark the MRC as completed. 19-5.4.5 Inactive Equipment Maintenance. a. Inactive Equipment. A piece of equipm ent or system intentionally placed in a hibernated state for a specific period with the intention of reactivating that equipment or system at the end of that period. (1) Status I. Equipment that will: (a) Remain onboard, (b) Is not scheduled for corrective maintenance or overhaul, or (c) Will be inactive during extended shutdown periods and maintenance availabilities as determined by the DH. Example: Submarine CO 2 Removal Plant in wet or dry lay-up. NOTE: PERFORM A “WET LAY-UP”, SUCH AS THE CO 2 REMOVAL PLANT FILLED WITH DISTILLED OR DEMINERALIZED WATER, PRIOR TO ENTERING PORT WHEN THE SHIP IS EXPECTED TO BE IN PORT FOR 7 TO 45 DAYS OR A “DRY LAY-UP”, CO2 REMOVAL PLANT LEFT EMPTY AFTER FLUSHING AND DRAINING, PRIOR TO ENTERING PORT WHEN THE SHIP IS EXPECTED TO BE IN PORT FOR GREATER THAN 45 DAYS, OR PRIOR TO ENTERING PORT WHEN MAINTENANCE REQUIRING THE REMOVAL OF ALL CO 2 REMOVAL PLANT FLUID IS EXPECTED. (2) Status II. Equipment that is inactive and: (a) Subject to corrective maintenan ce, overhaul, or removal for safe storage, (b) Temporarily transferred to another activity for maintenance responsibility for extended shutdown periods as determined by the DH, Example: Submarine Refrigeration Compressor removed for depot level overhaul. (c) When system(s) components are scheduled for replacement. b. Implementation and Responsibility. Wh ile inactive, minimum maintenance is performed to ensure the success of the reactivation. The IEM section of the MIP will cover this maintenance. However, consideration should also be given to active PMS

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-21 maintenance checks that can be manually added and performed during this period of inactivity. (1) The ship will develop an IEM pl an for all inactive equipment during availabilities lasting 21 days or longer. The plan will include reason for inactivation, duration, impact to division maintenance schedule and reflect integration with the Lead Maintenance Activity (LMA) work schedule and operational recovery. DH approval of this plan will be documented in the SKED IEM remarks. Use Appendix D. (2) In accordance with the appropriate SWLIN 044 and using the applicable Preventive Maintenance Manual, submarines in CNO availabilities will negotiate operational control requirements with the maintenance activity at the arrival conference, to define responsibility for IEM. IEM periodic maintenance requirements and any applicable active PMS maintenance checks must be added manually at the appropriate frequency. (3) To implement procedures for the accomplishment of PMS for equipment declared in an inactive status, current PMS schedules are modified to annotate the requirements listed in the IEM section of the MIP. For advance planning and scheduling of maintenance to take place, it is necessary to determine and identify the extent to which unit or Ship’s Force personnel will conduct PMS during an inactive period. MIPs in each WC will be reviewed to determine if equipment has IEM coverage (e.g., Lay-Up (LU), Periodic Maintenance (PM), Start-Up (SU) and Operational Test (OT)), if the coverage is adequate, and what procedures to follow if there is no IEM coverage on the MIP or provided coverage appears inadequate. The DH is responsible for determining equipment IEM status. When placing a system or equipment in IEM status, the DH will also determine the IEM start date to be reflected in SKED. The IEM end date will not be applied in SKED until the system or equipment is ready to be brought out of IEM status. All periodic PMS that would have been scheduled during the IEM period should be reviewed for applicability, with applicable maintenance accomplished prior to operating equipment. (4) IEM procedures are listed on MIPs and separated from operational PMS by a horizontal line. The IEM section is titled “Inactive Equipment Maintenance” and is prefaced by the following statement: “The following requirements will be scheduled when equipment is inactivated for periods of prolonged idleness.” When there are no IEM requirements the words “None required” will appear under the IEM Section of the MIP. When IEM procedures are inadequate, submit an FBR. The unit or ship should consider all factors that affect equipment deterioration and take necessary precautionary measures. These factors include environmental conditions, equipment location, susceptibility to damage or other factors that cannot be anticipated when IEM procedures were originally developed by the cognizant ISEA or design activity. (5) The lack of IEM requirements on a MI P does not prohibit placing that system or equipment into an inactive state. Additionally, certain locations require

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-22 precautions and maintenance not required force-wide. The unit or ship should consider all factors that affect equipment deterioration and take necessary precautionary measures. The WCS or LCPO is responsible for identifying factors that are inadequate and may require additional preparation and maintenance of the inactive equipment while reporting same to the DH for approval. Factors may include environmental conditions, equipment location or susceptibility to damage. For those actions that are recurring in nature, the WCS should submit an FBR for possible MRC development. c. IEM Scheduling. SKED provides the capability to perform IEM scheduling. (1) Status I. The scheduling of main tenance for Status I inactive equipment utilizes conventional PMS scheduling techniques. LU checks will automatically be added to the schedule at the beginning of IEM by SKED. PM checks will be manually added to the schedule by the WCS for the period of IEM following the guidelines of the MIP. At the conclusion of IEM, SU checks and routine PMS will automatically be added to the schedule by SKED. SU checks must be accomplished the week IEM ends. All periodic checks added at the end of IEM, can be moved to the right, not to exceed the allowable date range. Since the MRC date range cannot be applied to the left (into the IEM period), the MRC date range can only be moved to the right and therefore only the plus value of the specific range, i.e., the date range for a monthly is 21-41 days. The requirement can only be moved or scheduled ten days to the right and will not go into “alert” until after the tenth day. This allows the MP or WCS scheduling flexibility within the plus side of the date range of the MRC. (2) Status II. The scheduling of main tenance for Status II inactive equipment utilizes conventional PMS scheduling techniques, however, not all scheduled IEM PMS may need to be accomplished by the unit or Ship’s Force. LU checks will automatically be added to the schedule at the beginning of IEM by SKED and may be marked “NA” if the LU check did not support the equipment being removed from the ship or unit or “Accomplished by Higher Authority” symbol if completed by the intermediate or depot level maintenance activity. PM checks may be required to be schedule during the IEM period. At the conclusion of IEM, SU checks and routine PMS will automatically be added to the schedule by SKED. SU checks must be accomplished the week IEM ends and may be marked with the “Accomplished by Higher Authority” symbol if they were completed by the intermediate or depot level maintenance activity. Routine PMS added at the end of IEM may also be marked with the “Accomplished by Higher Authority” symbol if they were completed by the intermediate or depot level maintenance activity. All periodic checks added at the end of IEM, can be moved to the right, not to exceed the allowable date range. Since the MRC date range cannot be applied to the left, the MRC date range can only be moved to the right and therefore only the plus value of the specific range, i.e., the date range for a monthly is 21-41 days. The requirement can only be moved (scheduled) ten days to the right and will not go into “alert” until after

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-23 the tenth day. This allows the MP or WCS scheduling flexibility within the plus side of the date range of the MRC. 19-5.4.6 Scheduling. PMS is a portion of the command’s 3-M Program that provides, in one authoritative system, the scheduling information and technical procedures governing planned maintenance. PMS provides a simple method for scheduling and documenting the execution of planned maintenance procedures. Fleet policy and scope are provided in chapter 19 of this volume. NOTE: WHERE THE GOAL OF 100 % ACCOMPLISHMENT CANNOT BE REACHED, THE UNIT’S COC MUST BE KEPT INFORMED OF THE CIRCUMSTANCES THAT PREVENT ACCOMPLISHMENT OF SCHEDULED MAINTENANCE. a. Situational maintenance scheduling will be managed utilizing the tools provided by the computer based PMS scheduling software employed by the activity. All event driven situational requirements will be “triggered” when required and performed per reference (b). b. The creation and use of generic crewmemb ers such as “Torpedoman of the Watch” and “Engineering Laboratory Technician” is not authorized. For those instances where the watchstander performs the MRC, the senior watchstander’s name will be indicated in SKED. c. The MP will be assigned prior to co mmencing the week and must complete the maintenance as directed. If a different person is required, the WCS will reassign the PMS accordingly. d. Systems with many multiple components (g reater than 30) can use general spaces (Crew’s Mess, Turbine Generator Lube Oil, Locker#) for terms to designate maintenance items (drain funnels, Emergency Air Breathing masks, photo luminescent marking and battle lanterns). e. “H” coded MRCs, having calibration mainte nance items listed in tables, will be listed as individual SKED equipment maintenance items. The instrument serial number must match the Calibration Requirements List system designator (i.e., AHP-100-GA- 001). All “H” coded MRCs will be considered overdue based on the due date annotated on the calibration label regardless of MRC date ranges allowed by reference (b) and reflected in Table 19-5-3. f. Check Notes are required in SKED under the following circumstances. (1) When PMS is marked as “lost”. (2) When PMS is marked as not-applicable. (3) When PMS is marked with the ‘¢ ’ symbol, “satisfied by Higher Level Maintenance.” (4) When PMS requires a tag-out, the tag-out program of record identifier will be entered. g. Alert Notes will be in the format of paragraph 19-5.4.10 of this chapter.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-24 h. After the FR is approved, the 3MC will conduct quarter archival to maintain one completed quarter, one current quarter, and at least four future quarters. This permits the ability to review past records and forecasting of upcoming maintenance actions. 19-5.4.7 SKED. The use of SKED version 3.2 or subsequent versions for PMS scheduling constitutes full compliance with all administrative provisions of the 3-M Manual. a. Guidance for use of SKED is provided vi a the SKED users guide with help menus, and wizards associated with SKED functionality. b. The Navy PMS DVD or CD-ROM is used to update the command or unit’s SKED PMS data. c. The SKED program uses days to schedule and keep track of calendar periodicities. MRCs are displayed as out of periodicity when they fall outside the established date ranges in the SKED program. These date ranges are as reflected in Table 19-5-3. Table 19-5-3 - SKED Periodicity – Date Ranges Periodicity Date Range Daily None 2D None 3D None Weekly None 2W 9 - 19 days 3W 14 - 28 days Monthly 21 - 41 days 2M 41 - 83 days Quarterly 61 - 121 days 4M 83 - 165 days Semi-Annually 121 - 243 days 8M 165 - 331 days 9M + or - 90 days from scheduled date Annual + or - 90 days from scheduled date Multi-month after annual + or - 90 days from scheduled date 19-5.4.8 SKED Server Failure. In the event of a SKED server failure, operation of PMS performance and tracking is as follows: a. Retrieve Maintenance Outl ook Report that was created following approval of current FR. b. The WCS or LCPO will maintain the a ssignment of PMS with the Maintenance Outlook Report until server is restored.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-25 c. Print assigned MRCs from the PMS viewer program that is located on the FR DVD. d. Document and retain accomplished main tenance on printed blank 13-Week Reports that are in the documents folder on the FR DVD. e. When the server is restored, update SKED based on accomplished maintenance documented on 13-Week Reports. 19-5.4.9 Accomplishing PMS. Maintenance personnel use MRCs to accomplish assigned planned maintenance as described here: a. From SKED “My Task” view , review the 13-Week Report. b. Determine maintenance task(s) assigned. c. Determine when the maintenance task(s) are due. d. Determine what tools, parts, material, te st equipment or supplies are needed. For MRCs that contain inspections and then maintenance actions based upon the inspection findings, the TPMTE needed to perform the follow-on maintenance caused by the inspection findings does not need to be obtained prior to performing the MRC but rather, may be obtained as needed. e. Perform the maintenance on schedule. f. Notify the WCS immediately whenever one or more of the following conditions exist: (1) Anything on an MRC is not fully understood, appears to be incorrect or cannot be accomplished as written. (2) TPMTE prescribed by the MRC is not av ailable, is not correct or questions about substitutions arise. (3) Any doubt exists about your capabilit y, training, or experience to properly perform the maintenance requirement as prescribed. (4) Factors exist which would make perf ormance of the maintenance requirement unwise or dangerous, for example, disassembly of equipment needed for operations, radiation when prohibited, situations causing safety hazard to exist, etc. (5) Equipment deficiencies or casualties are discovered. (6) Any provisions or requirements on the MRC cannot be accomplished as prescribed. See para. 19-5.4.1 of this chapter for clarification g. If an MRC can be completed step by step as written, then the maintenance action can be signed off as completed. Report completed planned maintenance actions to the WCS, update the PMS schedule to reflect the completed maintenance, annotate and sign the 13-Week Report (if used). If multiple maintenance personnel are assigned to a single maintenance action, the most senior person assigned must update the PMS schedule, annotate, and sign the 13-Week Report or Check Note if using SKED 3.2 electronic accountability. h. Maintenance actions not fully completed will be reported to the WCS. However, if material deficiencies or casualties which are unrelated to that MR are discovered, the

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-26 MR can be checked off provided the MR was fully completed, but the discrepancy must be reported via MDS. 19-5.4.10 Non-Accomplished PMS Categories. The WCS or LCPO will add a brief description for each Alert Note for non-accomplished categories using subparagraphs 19-5.4.10.a through 19-5.4.10.g of this chapter. a. System or Equipment Failure. System or equipment is not operational or in a reduced operational status thus preventing maintenance from being accomplished. CSMP Job Sequence Number (JSN) required in additional text description. b. Inadequate Maintenance Procedures. MRC procedure or steps cannot be accomplished to a point where the maintenance can be considered accomplished. FBR number required in additional text description. c. Ship Operational Requirements. Operat ions prevent the maintenance from being accomplished. Requires additional text description. d. System or Equipment Operational Require ments. Required operation of system or equipment prevents maintenance from being accomplished. Requires additional text description. e. Lack of Hazardous Material. Correct h azardous material (HAZMAT) not available at the time maintenance was to be performed. CSMP JSN required in additional text description. f. Missing or Incorrect TPMTE. Correct or calibrated TPMTE was not available at the time maintenance was to be performed. CSMP JSN required in additional text description. g. Other. Requires additi onal text description. 19-5.4.11 Accountability. The credibility of the Navy PMS program relies heavily on the individual accomplishing the maintenance. The required dedication and integrity of that individual cannot be overstressed. a. To maintain accountability, personnel ar e required to sign for the completion of assigned maintenance in an Accountability Log (if used). The WCS is required to review and sign the Accountability Log weekly to verify the accuracy and completeness of entries. Accountability sheets will be maintained in the WC PMS File for a period of not less than 13 weeks. b. Electronic accountability will be utili zed by ships employing SKED 3.2. When an individual updates the disposition of a check, this is the same as signing and dating a check completion on a 13-Week Accountability Sheet. The disposition of a check will become permanent when the weekly closeout is performed. All PMS maintenance assigned to a MP is presented to them immediately upon SKED 3.2 log- on. The CoC review can be tracked on the Weekly Closeout Signature Sheet. Therefore, there is no need to print and sign the 13-Week Accountability Form.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-27 19-5.4.12 Force Revision Implementation. In addition to the requirements of reference (b), the following steps ensure the most efficient and thorough implementation of an FR: a. MRC deletions on MIPs will be marked to indicate the reason for deletion: (1) Scheduling aids (SA). Indi cate applicable scheduling aid. (2) Split MIP. Indicate responsible WC if the MRC is applicable to the ship, the responsible WC designation will be used versus a scheduling aid. (3) “Other” includes approved responses to FBRs, ACNs, Message Date-Time- Group, dual periodicity. Indicate guiding notation for deletion: “SA-1” or “Note 1”, configuration change number. b. The FR will be completed on or before th e first Monday of the new calendar quarter. When operational schedules do not provide adequate time to implement the revision prior to the start of the quarter, the XO may direct an alternate implementation date. This deferred FR will be reported to the ISIC unless deployed. If two or more FRs were not available while the unit was deployed, only the most recent FR will be installed and implemented. c. It is advisable to complete the FR process through DH approval before conducting quarterly audits by a chief or more senior. d. The 3MC will: (1) Update PMS and TFR data into SKED prior to routing the change documentation to WC. (2) Route the FR to WCS for implementa tion. (See Figures 19-5-2 and 19-5-3 of this chapter for an example of a routing memorandum and an FR implementation checklist, respectively.) (3) Delete SKED FBRs after reflection within the FR. (4) When the FR is approved, the 3MC will generate and forward the ship’s Tailored Force Revision Data (.tfd) file to the TYCOM 3-M Rep by the 3rd Monday of the quarter. The 3MC will provide the SKED TFD file to the TYCOM 3-M REP immediately following completion of FR in all WC. e. The WCS, upon receipt of the ch ange document from the 3MC, will: (1) Apply changes to the WC PMS sche dule utilizing SKED Revision Editor. (2) Route revision changes to division LCPO for review and concurrence. f. The division LCPO will: (1) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor. (2) Submit PMS schedule to the DIVO for review and concurrence. g. The DIVO will: (1) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-28 (2) Submit PMS schedule to DH for review and approval. h. The DH will: (1) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor. (2) Review and approve WC PMS schedules. i. The WCS makes final entries in the WC Record of Change Log, completes the PMS Change Documentation Routing Memorandum, and returns it to the 3MC. j. The 3MC updates the CSAL and notifies the XO that the FR has been installed after receiving all FR PMS Change Documentation Routing Memorandums from the WCs.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-29 Figure 19-5-2 - Force Revision Routing Memorandum MEMORANDUM From: 3-M Coordinator To: __________ Work Center Supervisor Subj: FORCE REVISION PACKAGE X-XX Encl: (1) Force Revision Implementation Checklist (2) List of Effective Pages (LOEP) 1. Force Revision Serial: X-XX has arrived from NSLC. 2. The SKED Force Revision (FR) update is complete. Begin your work center FR implementation using Enclosures (1) and (2); complete through your Department Head no later than Day/Month/Year. 3. Corrections, including those to LOEP, MIP and MRC, should be made immediately. Make certain ACNs and FBR responses are reflected in the FR. If not, maintain the copies and changes to your MIP(s) and MRC(s) until reflected in a subsequent FR. 4. MRCs with procedural line-outs previously approved by the LCPO must again be reviewed by the LCPO to confirm they continue to meet the requirements of Volume VI, Chapter 19 of this manual. Specifically, in the procedure block, Work Center Supervisors may line-out the non-applicable line items that do not pertain to current equipment or configuration when the step includes the words “if applicable” or a note identifies steps to be omitted. These items must be reviewed and approved by the division LCPO. As these changes are work center and maintenance item specific, submission of an FBR is not required.

R/

3MC

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-30 Figure 19-5-3 - Force Revision Implementation Checklist MEMORANDUM From __________ Work Center Supervisor To: 3-M Coordinator Subj: FORCE REVISION IMPLEMEN TATION CHECKLIST COMPLETION 1. The following actions have been accomplished in SKED to implement Force Revision X-XX. Task Description Initial Verified all equipment is listed under each MIP. Verified new or changed MRCs (green or yellow) are added to the correct Maintenance Item (equipment).

Verified all applicable MRCs for each piece of equipment are active. Verified all MRC’s have associated “Related Maintenance” attached. Verified that Safety of Ship is toggled to “YES” if applicable. Verified that all MIP lineout’s have a technical reason documented for deletion. (Select the “Pencil” Icon on top row)

Verify Maintenance Item Serials & Locations are correct. Upon completion of implementation Marked Complete for digital approval by: LCPO, Division Officer and Department Head. LCPO DIVO DH 2. After DH approval: LCPO run SKED report PMS Documents and Customized MRCs – Line-outs. Verify each procedural lineout meets JFMM volume VI chapter 19, paragraph 19.6.11 requirements.

WCS create an excel spread sheet from the Maintenance Outlook Report as a minimum electronic backup forecasting as many quarters in advance as available and store it on your hard drive (not a LAN drive) in the event of the LAN crashing.

WCS select “Work Center” from the upper menu and “Update Unassigned Slots.” Initially, any MRC without ownership will be assigned to the WCS. Reassignment by the WCS or LCPO will follow.

3. Printing requirements for MRCs are determined by individual command policy. Printed MRCs must come from “PMS Documents” (not PMS Viewer). 4. The only required documents in the WC PMS File are: a. Classified MRCs. b. MRCs required by the command. c. MRCs with pen & ink changes authorized by ACNs or answered FBRs. d. K-MRC performance data (if no digital record).

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-31 5. Approval Signatures: Position Signature LCPO DIVO DH 3MC

19-5.4.13 Planned Maintenance System Feedback Reports. PMS FBRs are used to identify problems with PMS documentation or to request the addition or deletion of PMS coverage. Issues with the periodicity, rates, man-hours, TPMTE and procedure may all be reported via an FBR. An FBR is also used to request copies of classified MRCs, request the addition or deletion of an MRC (maintenance requirement) to or from a MIP, splitting a MIP between WCs, shifting of maintenance responsibility or to request PMS coverage for newly installed systems or equipment. Paragraphs 19-5.4.13.a through 19-5.4.13.j of this manual provide amplifying information dealing with the issues that may prompt the submission of an FBR. a. Periodicity. An FBR can be used to reque st the increase or decrease in the frequency of a maintenance action, i.e., an MRC. However, the originator needs to keep in mind that the ship or unit has the prerogative to increase the frequency because of harsh weather, unusual operating conditions or corrective maintenance and associated testing requirements. A 726 Class submarine submitted an FBR requesting the frequency of cleaning a specific electronics cabinet filter be increased from quarterly to monthly. Research revealed this MRC was applicable to all 726 Class units and no other ship had submitted a similar request. In fact, two other units had requested the frequency be decreased to semi-annual. It was determined that the submitting unit was in an extended upkeep period and increased foot traffic by shipyard personnel near the electronic cabinet was the most likely cause of the filter becoming clogged. The ship was authorized to increase the frequency to support the extended upkeep period and the periodicity of the MRC was not changed. b. Rates. The Rates block on the MRC repr esents the developer’s recommendation of the skill level (rate and rank) best suited to accomplish the maintenance action. The key word is recommendation. Qualified personnel other than the rate and ranking specified may be assigned. When an NEC is assigned or Damage Control Petty Officer or Safety Petty Officer, substitution of other personnel is not allowed other than those exceptions as noted in reference (b). An FBR requesting the rate on an MRC be changed from an ET2 to an FT2 will probably not pass TYCOM screening, yet an FBR requesting the addition or deletion of personnel will generally pass to the cognizant technical activity for review. c. Man-hours. The MRC reflects the average time per equipment, per person. It does not reflect or account for gathering and putting away tools, tag-outs or time removing and replacing interferences. From a maintainer’s perspective, this is not an accurate

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-32 representation of the time required to accomplish the maintenance action. The Future of PMS initiative will attempt to do a better job of accounting for this additional time but until then, FBRs should be submitted only when the allotted time per equipment is significantly out of synch with the actual time required. For example, an MRC calls out 0.5 man-hours per equipment, but it takes 1.0 man-hours. d. Tools, Parts, Material and Test Equipm ent. TPMTE FBRs should be submitted when the procedure calls for an item not listed in the TPMTE block or when the TPMTE block lists an item not called out in the procedure. Updating the MRC to reflect common hand tools, administrative or office supplies and basic housekeeping items is addressed in paragraph 19-5.4.13.k.(1) of this chapter. e. Procedure. Procedures are written at a level of detail based on the assumption maintenance personnel are trained, qualified, and supervised by experienced leadership to execute the maintenance consistently and expertly. MRCs exist to provide standardized proven procedures, specify consistent acceptance criteria and to communicate warnings and cautions relative to the specific maintenance action. They are not intended to specify every possible action of the maintainer. There may be instances where an obvious typographical error exists on the MRC. For example turn switch to “ON”. However, the switch may already be “ON” and the intent of the step is to turn unit off. The card should read “Turn switch to OFF”. This type of error should not prevent the scheduling or performance of maintenance. However, in this situation, the accomplishment of the MRC is not possible until the WCS reviews the error and concurs that it is safe to proceed. A temporary notation including the reason for the correction must be made on the MRC, initialed by the WCS and an FBR submitted. Extreme caution will be taken when reviewing MRCs for this type of error. Errors must be obvious typographical errors and a PMS FBR must be submitted immediately upon discovered. Do not permanently alter the MRC until authorized by the applicable Systems Command, ISEA or NSLC Detachment. If a step is missing that is necessary to complete the task, and that step is not obvious to the MP, submit an FBR to have it added. An FBR submitted to request procedural changes should include the originators contact information and supporting rationale or justification. If, however, a step is missing that is clearly obvious, an FBR only serves to overload a process that should be focused on more technical issues. f. Duplicate MRCs. Unclassified MIPs a nd MRCs are now available from the DVD. Copies of classified MRCs still require an FBR request due to handling requirements. g. Addition or Deletion of an MRC. During the life cycle of a system, equipment, or component it may become necessary to add a maintenance action to prevent an age related functional failure or to delete a maintenance action due to inherent reliability not foreseen during maintenance development. An FBR submitted to request the addition or deletion of an MRC should include the originator’s contact information and supporting rationale or justification. h. Newly Installed or Removed Equipment. While an FBR request for PMS coverage will provide initial maintenance coverage or deletion of MIP(s) because of equipment removal, submission of a Configuration Change Form OPNAV 4790/CK is still required to initiate the rest of the logistic support change process. This point cannot

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-33 be overstressed; the submission of the FBR does not relieve the ship or unit from initiating a Configuration Change Form OPNAV 4790/CK. The Configuration Change Form OPNAV 4790/CK initiates supply support, CDMD-OA changes, ship selected record drawing updates and class maintenance plan updates. i. Splitting a MIP. There are instances in which a MIP includes MRCs for more than one WC to perform. When this occurs, a decision is required by the command as to whether the MIP will be split or will be scheduled singly by one WC. Only the XO can authorize the splitting of a MIP if an MRC requires another WC to perform the entire maintenance action. If the decision is made not to split the MIP, then the MRs will be accomplished through the coordination of WCSs. (1) If the MIP is split, the following procedures apply: (a) Submit to the XO a Non-Technical PMS FBR requesting approval to split the maintenance responsibility. (b) Upon receipt of the XO’s concurrence, the 3MC will make an annotation in the remarks block of the FBR stating, “XO concurs with splitting MIP maintenance responsibility”. (2) Upon receipt of the FBR approval: (a) Utilizing the SKED Revision Edito r, delete the MRC from the MIP and show the reason for deletion as the designation of the WC assuming responsibility. (b) If the WC assuming responsibil ity does not reflect the MIP and maintenance items, utilize the SKED Revision Editor to add them. Schedule only the MRC(s) that pertain to the WC. Reflect remaining as deleted with the reason for deletion the designation of the parent WC. (3) If the situation occurs where a WC removes a split MIP, the following procedures apply: (a) Submit an XO approved, non-technical PMS FBR reporting the decision to remove the split maintenance responsibility. Upon receipt of the XO’s concurrence, the 3MC will make an annotation in the remarks block of the FBR “XO concurs with removing split MIP maintenance responsibility”. (b) Upon receipt of FBR approval, utilize the SKED Revision Editor, remove the MIP, MRC(s) and maintenance item(s) from the WC no longer involved. Ensure that the lead WC assumes full responsibility for the MIP and MRC(s) and annotates their schedules accordingly. j. Shift of Maintenance Responsibility. Indi vidual ships or units sometimes consider it necessary to shift maintenance responsibility from one WC to another, to combine two or more existing WCs or to split an existing WC. These requests for changes of PMS maintenance responsibility require XO concurrence and may require final approval by the applicable TYCOM. Due to the considerable administrative burden,

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-34 requests to accommodate a temporary situation such as short-term assignment of two WCs to one supervisor should not be submitted. (1) The following factors should be carefully considered before submitting such requests: (a) Composition of WCs by size and ratings. (b) Scope of maintena nce responsibilities. (c) WC workload. (d) Ease of administration of a WC as a cohesive maintenance group. (e) Importance of WC grouping to equipment maintenance responsibilities, PMS scheduling, MDS reporting and CSMP listings. (2) When changes in maintenance respon sibility are considered necessary, the following procedures apply: (a) Submit a PMS FBR (non-techni cal). Indicate from which WC(s) equipment is to be deleted and to which it is to be transferred. Upon receipt of the XO’s concurrence, the 3MC will make an annotation in the remarks block of the FBR “XO concurs with the shift of maintenance responsibility.” (b) WC or equipment changes will also be reported in the OMMS system via a Configuration Change Form OPNAV 4790/CK through the CSMP up-line reporting process. (3) Upon receipt of the FBR approval, perform the following actions: (a) The PMS Master File is updated to reflect deletion of the MIP from one WC and addition to the WC receiving the responsibility. The originating FBR serial number is annotated on the affected line item on the LOEP for both WCs. The PMS Master File must contain a record of deleted equipment until the change is reflected in a future FR. (b) Utilizing the SKED Revision Editor, load the affected MIP(s) and MRC(s) to the WC receiving maintenance responsibility. Delete the MIP(s) and MRC(s) from WC shifting responsibility. (c) Utilizing SKED, perform a revisi on to move the equipment from the original WC’s current schedule to the WC receiving the maintenance responsibility. Data is exported from one and imported to the other maintaining equipment history. k. MRC Changes Not Requiring Feedback Reports. The only MRC modifications shipboard or unit personnel may make without submitting a PMS feedback report are as listed in subparagraphs 19-5.4.13.k.(1) and (2) of this chapter. (1) TPMTE Block.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-35 (a) Common hand tools, administra tive or office supplies and basic housekeeping items may be substituted or added by the WCS. The WCS may add notes to the MRC to reflect these substitutions. In the case where specific common tools are called out by description, substitutions are not authorized. For example, substitutions such as using synthetic fiber brushes in place of animal hairbrushes or rags and paper towels in place of lint free cloths are not allowed. (b) Approved parts, materials and miscellaneous item substituted from the supply system, technical manual, or Military Specification, etc., which meet or exceed the requirements may be used. Ensure that substitutions satisfy both the basic maintenance and safety requirements of the MRC. If there is any doubt, a PMS FBR should be submitted specifying substitution desired and reason. (c) Test equipment or certified tools, which meet or exceed the Sub- Category code requirement, may be used. (d) When an MRC pertains to multiple configurations of equipment and the TPMTE block contains tools, parts, test equipment and materials for each unique configuration, the TPMTE block may be tailored for the unit’s specific configuration by lining out the items that do not pertain to equipment held. (e) Exception to TPMTE block change: If an item listed in the TPMTE block is not called for in the procedure block, submit an FBR explaining the circumstances. Conversely, if a tool, piece of test equipment, part or material is called for in the procedure block and is not listed in the TPMTE block an FBR should be submitted. (2) In the procedure block, WCSs may line-out the non-applicable line items (alternate procedures) that do not pertain to current equipment or configuration when the step includes the words “if applicable” or a note identifies steps to be omitted. These items must be reviewed and approved by the division LCPO. As these changes are WC and maintenance item specific, submission of an FBR is not required. If a step or steps in the procedure block have been lined-out and tools, parts, material, or test equipment in the TPMTE block pertain only to that step or steps, then they will be lined-out as well with a reference to the step or steps lined-out and approved by the division LCPO. Warnings, cautions, and notes associated with the lined-out step or steps will also be lined-out. l. Types of Feedback Reports. There are two types of FBRs, Technical and Non- Technical. (1) Technical. These FBRs are used to report technical discrepancies inhibiting PMS performance. Technical feedbacks normally adjudicated by an ISEA responsible for the system or equipment covered by the PMS documentation require all the supporting information the originator can provide. The originator should identify the issue, providing as much supporting technical

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-36 information, such as Allowance Parts List, Reparable Identity Code, and drawing or Hierarchical Structure Code as available and a proposed response or solution if known. Most importantly, provide point of contact information, including name and phone number so that the ISEA can contact the originator should they have questions. The FBR must be accurate and complete to “stand alone”, that is, the FBR will be understood without additional explanation. The better the FBR describes the problem, the more likely the originator will receive a timely response. There are two sub-categories of technical FBRs: (a) Routine. An FBR will be consid ered routine when it relates to the technical requirements of PMS. It is used to report technical discrepancies or request clarification of procedures. (b) Urgent FBR. An FBR will be considered urgent when it relates to the technical requirements of PMS and involves safety of personnel, safety of ship or the potential for equipment damage. Urgent FBRs will be forwarded by naval message containing a PMS FBR serial number, to both NSLC Detachments Norfolk and San Diego, with info to the cognizant Systems Command, TYCOM and the Naval Safety Center. The message must describe the unsafe procedure(s) or condition(s), must identify the MIP and MRC involved and reflect the serial number of the FBR generated in SKED or Planned Maintenance System - Management Information System. Once the message has been sent, include the date-time-group of the message in the FBR and submit. (2) Non-technical. These FBRs are intende d to support PMS requests that do not require technical review, including WC changes. Non-technical FBRs are submitted to request classified or other PMS documentation which cannot be obtained locally or to request clarification of issues not of a technical nature. m. Feedback Report Submission. (1) All SKED users will submit FBRs via SKED using the Feedback Report Wizard. Non-SKED users may submit FBRs via the PMSMIS web site at https://pmsmis.navy.mil/ by selecting the Feedback Tab and Feedback Report Wizard from the drop-down tab. Non-SKED users accessing this web site for the first time will need to request an account. Click on File Manager and select New User Account Request. This displays options to select a form and readme file, which can be downloaded, filled out and sent via e-mail as directed in the readme file. An e-mail will be sent confirming your account and providing access to the main screen. The Anchor Desk web site can also be used to submit FBRs. (2) Submarines transmit FBRs to their homeport TYCOM 3-M Representative as a text file attachment via email. 3MCs will change the default SEAJAX e- mail address that is programmed into SKED to the 3MC@ email alias address of their command.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-37 n. Feedback Report Screening (Shipboard or Activity). (1) Initial screening is accomplished by th e originator or WCS who is responsible for ensuring all data is accurate and complete. (2) The division LCPO or DIVO accomp lishes the second level screening and verifies the content and validity of the FBR within three days of origination. (3) The DH, next to screen the FBR, is responsible for verifying the content and validity of the FBR and digitally signing FBRs within five days of origination. (4) The 3MC is responsible for screen ing, serializing, and forwarding FBRs within seven days of origination. The 3MC will also: (a) Maintain accountability for all PM S FBRs submitted and actions taken until updated PMS documentation is received. (b) Ensure that the originator and all applicable WCs are kept apprised of action taken and ensure the originating and other applicable WCSs implement the changes or corrections when received. o. Feedback Report Screening (E xternal to Hull or Activity). (1) FBRs are next processed by the TYCOM. The TYCOM will verify the content and validity of the FBR and either return the document to the originator or pass it on for further processing and resolution. Submarine Force FBRs are screened by Submarine Maintenance, Engineering, Planning and Procurement (SUBMEPP) Activity. (2) SUBMEPP will return an FBR to the originator under the following conditions: (a) An answer currently recorded in the Submarine Technical Feedback Report History Tracking Program satisfies the proposed FBR. The FBR will be returned with authorization to implement the previously received response or rationale is provided justifying the non- concurrence. (b) A similar request has already been submitted and submission of another duplicate request will add no value to the process. (c) The FBR requests actions contrary to the direction of this manual or reference (b). (d) The request does not adequately a ddress or identify the problem. In cases of this nature, the FBR is returned to the originator for amplifying information. This will be a last resort for submarine force units, as SUBMEPP will attempt to contact the originator to better define the issue. p. Feedback Processing Activities. (1) The central control points for processing FBRs are the Planned Maintenance System Coordinating Activities (PMSCA). Depending on the type of FBR and level of technical authority necessary to answer the FBR, the PMSCA will

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-38 either respond to the originator with a resolution or forward the FBR to the appropriate technical authority for action. (2) ISEAs are those activi ties designated by NAVSEA as the technical experts for specific systems or equipment. Naval Surface Warfare Center, Philadelphia Detachment is the ISEA for the majority of non-nuclear hull, mechanical and electrical equipment installed on most ships. ISEAs under the direction of the NAVSEA Technical Warrant Holder adjudicate the FBR request and forward the response to the PMSCAs. The PMSCA provides the final response to the originator and updates the PMS database to reflect ISEA changes. PMS changes are issued with the next available FR. q. Feedback Processing. FBRs are processed per NAVSEA policy: (1) Urgent FBRs. (a) The PMSCA will provide a message response to all urgent FBRs within one working day of receipt. If the FBR is forwarded to a Design Activity or ISEA for resolution, then the Design Activity or ISEA will provide a message response informing the originator of specific actions or required changes because of the adjudication of the FBR within one working day of receipt. This message response must be addressed to the originator and distributed to all TYCOMs of units holding the affected documentation. TYCOMs will forward this message to all commands that could be affected by the PMS change. (b) The PMSCA will distribute revised PMS documentation to all affected users within 30 calendar days of receipt of the FBR, via special issue or Advance Change Notice (ACN). (2) Routine FBRs. (a) The PMSCA will perform technical review, research, and provide a response to routine FBRs where resolution does not require technical authority action. (b) FBRs that the PMSCA cannot resolve will be sent to the cognizant Design Activity or ISEA. The cognizant Design Activity or ISEA will provide the response to the appropriate PMSCA describing the action taken. The PMSCA will provide the response to the originator by electronic means. (c) Distribution of the revised MRC to the originator and other affected users will be accomplished via ACN or the next available FR. (d) Reference (b) calls for technica l review activities and ISEAs to provide FBR responses in less than 21 working days from time of receipt. In addition, NAVSEA has established a goal of providing answers to FBRs in one day. While some FBRs will require extensive research and days, weeks or in some cases months to resolve, the vast majority of FBRs can and should be answered much sooner. One day

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-39 may be overly optimistic, but the intent is to put the emphasis back on the timely resolution of FBRs. (e) If no revision to PMS documenta tion is required, pertinent comments will be provided in the response to the PMSCA. When not concurring with the feedback report, the rationale for the non-concurrence must be provided to the PMSCA. NOTE: IT IS POSSIBLE AN FBR RESPON SE MAY NOT MAKE A SPECIFIC FR BASED ON THE DATE THE RESPONSE WAS RECEIVED BY NSLC. PROCESSING TIME AND HANDLING MAY CAUSE THE REVISED DOCUMENTATION TO MISS AN FR CUTOFF DATE. HOWEVER, SINCE ALL FRS ARE NOW RECEIVED QUARTERLY, IF A REVISION MISSES THE CURRENT FR CUTOFF WINDOW, THE REVISED DOCUMENTATION WILL BE AVAILABLE WITHIN THE NEXT THREE MONTHS. r. Feedback Response Implementation. Units will implement responses to FBRs based on the category and content as determined by the unit’s 3MC. (1) Urgent FBR. Within 24 hours of receipt of FBR response. (2) Urgent FBR with an ACN. With in 24 hours of receipt, the ship will implement an administrative change to incorporate the new PMS documentation. These revised documents will be utilized to conduct maintenance until the revised PMS documentation is incorporated into the next FR. (3) Routine FBR: (a) Technical. The response deals wi th content such as a revision to technical specifications, tolerances, test equipment, materials, acceptance criteria or the sequence of procedural steps. These changes need to be implemented within two weeks of receipt of the FBR response or prior to the next scheduled accomplishment date should that date fall within the two-week window. (b) Administrative. The response deals with issues that do not affect the technical content or procedural steps. Administrative changes might be added steps to provide a better degree of clarity, formatting revisions to tables or figures that do not change technical content, or updating of Notes, Warnings or Cautions that do not impact the performance of the MRC. These changes do not need to be implemented prior to receipt of the next FR. If the next FR does not reflect the revised documentation, implementation is required before the next scheduled accomplishment date of the MRC. (4) Routine FBR with an ACN: (a) Technical. These changes need to be implemented via an administrative change within two weeks of receipt of the FBR response or prior to the next scheduled accomplishment date should

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-40 that date fall within the two-week window. These revised documents will be utilized to conduct maintenance until the revised PMS documentation is incorporated into the next FR. (b) Administrative. These changes do not need to be implemented prior to receipt of the next FR. If the next FR does not reflect the revised documentation, implementation is required via an administrative change before the next scheduled accomplishment date of the MRC. 19-5.4.14 Transferring Dry Deck Shelter. Transferring of DDS PMS from Logistics Support Unit (LOGSU) to the host submarine. a. SSGNs operating SKED in dual Unit Identi fication Code mode will take the shelter WC out of IEM and update maintenance item MRC due dates. Track PMS in shipboard SKED and provide DH reviewed End of Quarter (EOQ) Reports to LOGSU. b. All other units receiving a LOGSU maintained asset operating incompatible SKED database will: (1) When the DDS is transferred to the host submarine the Seal Delivery Vehicle Team that is transferring custody will transfer the DDS division SKED program on a laptop, a paper copy of the current quarter List View, 13-Week Accountability Sheets and WC Space Manual to the receiving command 3MC. Any time the DDS is transferred between commands, a Scheduling and Execution Effectiveness Review (SEER) will be conducted on the WC by both commands. (2) The ship will maintain the DDS WCs under the cognizance of the Special Operations Force (SOF) Division using the DDS SKED Laptop. (3) All FRs, administrative changes an d PMS performed will be documented on the DDS laptop by the WCS and approved by the weapons officer. All records of audits and reviews will be retained between ship’s 3-M Inspections. (4) Backups of the DDS SKED Laptop w ill be performed monthly and stored on media external to the DDS SKED Laptop hard drive. At a minimum, the external media will be labeled with DDS WC, host ship’s hull number, and date of backup. 19-5.4.15 Planning Board for Maintenance. Ships will develop a maintenance plan encompassing the entire Pre-Overseas Movement and Patrol Cycle timeline to include the first post deployment CMAV or Post Patrol Refit for the PB4M schedule. For submarines homeported in Guam this maintenance plan will cover the next two scheduled CMAV periods. This plan will be forwarded to the squadron 3MO by the end of post deployment stand down, crew turnover for SSBN and SSGN and prior to A-90 for submarines homeported in Guam. The squadron 3MO will review and forward this plan to the Squadron Engineer and Squadron Material Officer, PMT, FMA and TYCOM N4. Ships will review and update their plans upon the completion of each CMAV or Refit and forward this update prior to A-60 of the next CMAV.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-41 To successfully plan and execute all maintenance during the submarine maintenance cycle each ship will utilize the following maintenance planning tools: a. SKED Forecasting b. K-MRC Active Report c. OMMS-NG d. P-OMMS e. Calibration Requirements List f. METBENCH Calibration Management System Report g. PMR Periodic Maintenance Requi rements schedule and inventories h. Unrestricted Operations listing i. PMT Submarine Maintenance Monitoring Information System list j. Type Commander Alterati on Management Systems Report k. Production Status Report or equiva lent status report provided by LMA. 19-5.4.16 Assessment Procedure MRCs. Assessm ent Procedure (AP) MRCs need not be scheduled within SKED, but they will be maintained “active” through the FR and TFR process. AP MRCs need only be printed on an “as needed” basis for use by assessment personnel or Ship’s Force. The record of completed AP MRCs by off-ship personnel is recorded on the work candidate and Ship’s Force participation is recorded in their completion remarks of that work candidate. There is no need for recording Ship’s Force participation in an assessment event on their PMS schedule within SKED. FBRs submitted requesting deletion of a MIP that only contains AP MRCs will be disapproved and returned to the originator. 19-5.5 MAINTENANCE AND MATERIAL MANAGEMENT AFLOAT AND ASHORE EVALUATION CRITERIA. 19-5.5.1 Self-Assessments. The ability of an activity to perform critical self-assessments is instrumental to the success of the command’s PMS program. The PMS Self-Assessment Program needs to address all aspects of 3-M. a. TYCOM Policy. Each activity must perfor m a complete 3-M Self-Assessment at the mid-point of the 3-M inspection cycle and retain results until the next 3-M Inspection. The 3-M checklists contained in Appendix B will be utilized and retained until the next formal 3-M Inspection. Utilization of TYCOM, ISIC and 3-M Representative personnel to assist the command is encouraged and should be requested. As the Self- Assessment senior member, the XO will ensure that personnel performing the audits have adequate knowledge of 3-M practices and procedures to ensure a thorough review. The CO will receive a formal briefing of the findings of the Self-Assessment and intended corrective actions. The ship’s mid-term 3-M Self-Assessment and Abatement Program will include all aspects of reference (b) utilizing all the

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-42 inspection sheets of Appendix B. 3MCs will retain the command’s mid-term Self- Assessment Report until the next 3MI. b. Self-Assessment Elements. The major program elements of a Self-Assessment include an evaluation of the PMS Performance Rate (PPR) and CSMP Validity, monitoring MRC performance, and conducting PMS Spot-Checks, WC audits, and deficiency abatement. 3MCs will retain monitored PMS results, Spot Checks and WC audits from the last completed quarter in either hard copy or digital format for review supporting the Self-Assessment. (1) Monitored MRC. Supervisory pers onnel must periodically monitor the performance of PMS to provide feedback and training to maintenance personnel and to enforce command maintenance standards. Personnel charged with monitoring must be a System Matter Expert for the system, equipment, or component for which the MRC applies. LCPOs, LPOs or personnel with similar system knowledge are appropriate. Monitored checks can be used for on the job training to teach the “right way” to conduct maintenance. These monitored MRCs will be documented as a monitored evolution and findings will be provided to the WC’s CoC for inclusion into training and deficiency abatement. The value of monitor maintenance cannot be overstated, and commands are encouraged to establish a robust monitored maintenance program. (2) PMS Spot Check. PMS Spot Checks are utilized to validate that previously scheduled and accomplished MRCs were performed and the degree to which they were performed. The checklist contained in Appendix B section II, is the tool supervisory personnel utilize to determine the accomplishment status of a completed MRC. Deficiencies noted and the final grade will be provided to the WC’s CoC for abatement. The WCS will record the Spot Check grade into SKED to generate the Spot Check Accomplishment Rating (SCAR) for the quarterly PMS Performance Report. Spot Checks will involve all elements of the CoC to include the CO, Chief Of The Boat, Command Master Chief, XO, 3MC, department CPOs, DHs, DIVOs, divisional CPOs, and First- Class Petty Officers. By following the checklist, the inspector can determine if the sailor is competent, if the maintenance was accomplished, if required TPMTE was available and used, and were safety precautions followed. The focus of a spot check should be directed more to the material condition of the gear and less on the administrative issues related to the maintenance requirement. (a) Avoid Spot-Checks of MRCs with insufficient complexity. Performing a Spot-Check on a 3 or 5 step MRC does not provide the CoC an accurate picture of the health of the command’s maintenance program. Selected MRCs should be of sufficient content to provide the auditor with evidence of satisfactory performance (e.g., tag-outs, QA packages, parts required, off-hull reporting, test equipment, safety equipment, etc.).

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-43 (b) Spot-Checks evaluated as “below standards” will require immediate training and re-performance as determined by the XO. Any re- accomplishment of the MRC must be monitored by the LCPO to ensure noted deficiencies are not repeated. (c) The minimum number of Spot Checks or Monitored evolutions conducted per quarter will be based on Tables 19-5-4 and 19-5-5 of this chapter. WCS Spot Checks or Monitors, E-5 & above, may be used to meet these requirements only when no LCPO or DIVO is available. The number of spot and monitored checks for ships in CNO availabilities will be determined at the command’s discretion. (d) The spot-checker or monitor wi ll ensure that the Spot-Check or monitored data is immediately entered into SKED. When applicable, a brief synopsis of any deficiencies resulting from the Spot-Check will be indicated within the Spot Check. (e) The minimum number of Spot-Checks and Monitored Maintenance actions required for Submarine Force surface ships, auxiliary and shore commands (AS, ARDM, URC Class ships) are based on number of MIPs in the WC, Table 19-5-6 refers.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-44 Table 19-5-4 - Submarine Spot Checks and Monitoring per Quarter DIVISION NUMBER DIVISION NUMBER DIVISION NUMBER DS01* 3/1 DS02* 3/1 DS03* 3/1 DS04* 3/1 DS05* 3/1 DS06* 3/1 DV01 2/1 EA01 9/3 EDC1 6/2 EE01 9/3 EM01 9/3 MA01 2/1 ME01 2/1 MH01 2/1 MN01 2/1 MV01 2/1 MV02 2/1 NE01 6/2 OC01 6/2 OC02 3/1 OC03 3/1 RC01 2/1 RC01 (774CL) 4/1 RL01 2/1 SS02 1/1 WF01 5/1 WF02 2/1 WI01 8/2 WK01 6/2 WK02 3/1 WM01 2/1 WQ01 8/2 * Only when shelters are installed on host units greater than 30 days. Table 19-5-5 - Submarine Force Surface Ships and Shore Commands Spot Checks and Monitoring # of MIPs in Work Center Minimum # of Spot Checks Minimum # Monitoring 2 1 1 3-4 2 1 5-7 3 1 8-9 4 1 10-11 5 1 12 6 2 13 7 2 14 8 2 >15 9 3

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-45 (3) Work Center Audits. Each WC must receive an audit once per quarter by a supervisory individual, (CPO) or above. Deficiencies noted from this audit will be reported to the WC’s CoC for abatement. The 3MC will report recurring deficiencies to the XO for further investigation and corrective action. (4) Deficiency Abatement. The status of discovered deficiencies will be kept current within the monitoring program. Recurring deficiencies must be reported to the XO for further investigation and corrective action. Deficiencies that have been reported as corrected will be subject to follow up monitoring to ensure corrective action was effective and results of the follow up monitoring will be reported to the XO. The ship’s 3-M Abatement Program will include the previous quarter’s audits, Spot-Checks, monitored evolutions and CSMP validity audits noting trends and corrective actions. 19-5.5.2 Inspections. The goal of the 3MI is to evaluate the effectiveness of the ship’s 3-M Program. It is critical that the inspection be conducted in a similar fashion in every homeport and across the force. Inspections will be completed once commenced. Early below-standards indications will not be used to change an inspection into an assistance visit. The current sheets are available on the COMSUBPAC Secret Internet Protocol Router Network webpage at https://cffo.fleetforces.navy.smil.mil/csp-nf/N4/N43 -> 3M -> 3M Inspection PMS-MDS Forms. a. Frequency of Inspections. The TYCOM or ISIC command exercising administrative control will conduct a complete inspection of each command under their cognizance as follows: (1) Every Fleet Response Training Plan preferably within Pre-Overseas Movement 1 or Optimize Report Plan cycle. (2) SSBNs and SSGNs will execute 3MIs within 24 months with Kings Bay crews receiving independent inspections. (3) Forward Deployed Naval Forces wi ll execute 3MIs every 24 months. (4) When deemed necessary by the TYCOM, ISIC or the unit’s CO. (5) SUBFOR ships undergoing a CNO availability will have their 3MI deferred six months following sea trials. (6) SUBFOR shore commands will execute 3MIs every 24 months. (7) The ISIC will submit a 3MI periodici ty extension request via the TYCOM 3- M REP to the TYCOM 3-M Office if a 3MI will exceed the Fleet Response Training Plan or Optimize Report Plan cycle or 24 months has elapsed since the last inspection. The TYCOM, when replying to the request for extension, will include Commander, United States Fleet Forces Command N43 or Commander Pacific Fleet N43, as applicable, as information addressees. Only the TYCOM can authorize such an extension. b. Inspection Team Composition. (1) Senior Member. The senior member will be a deputy from the squadron staff.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-46 (2) Team Leader. The inspection team leader will be the TYCOM 3-M Representative who will concur with the assignment of inspection team members. The team leader will ensure inspection attributes are evaluated in a manner consistent with current guidance and directives provided by Commander Submarine Forces and provide guidance to the inspection team members to ensure a common process. (3) Team Members. Team members w ill consist of squadron staff and support staff personnel who are adequately trained in the area to which they are assigned to assess. They will report findings to the team leader. PMT personnel may also report findings to the PMT Officer In Charge as they pertain to PMT data collection subsequent to PMS. c. Method for Assignment of Numerical Evaluations. The minimum performance requirements are as identified below: (1) Formula Acronyms: (a) CLER = Command Level Effectiveness Review (b) CTS = Command Total Score (c) CVF = CSMP Validity Factor (d) DTS = Department Total Score (e) MAR = Maintenance Accomplishment Rate (f) MDS = Maintenance Data System (g) MPR = MDS Performance Rate (h) PAR = Periodic Accomplishment Rate (i) PPR = PMS Performance Rate (j) SAR = Situational Accomplishment Rate (k) SEER = Scheduling and Execution Effectiveness Review (l) SCAR = Spot Check Accomplishment Rating (2) CTS must 80 percent or higher. (3) Each department is required to m eet the DTS minimum of 80 percent. (4) Any CTS or Work Center Score ev aluated below 80 percent will be re- evaluated within six months of receiving the signed letter from the inspecting activity. (5) CTS Formula: CTS = DTS x .8 + CLER x .2 DTS = Work Center Score x Weight Factor Work Center Score (80% of CTS) = PPR x .75 + MPR x .15 +SEER x .05 +AAR x .05

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-47 PPR = MAR x .8 + SCAR x .2 MAR = PAR x .6 + SAR x .4 SCAR = (3MI Spot Check x .5) + (% of Self-Assessment Spot and Monitored Checks Completed x .5) MPR = MDS + CVF (6) Ranking Standards. (a) Commands and WCs will be evalua ted as “Above Standards” overall in 3-M if the unit’s total score is 90% or higher. (b) Commands and WCs will be evaluate d as “At Standards” overall in 3- M if the unit’s total score is between 80% and 89.99%. (c) Commands and WCs will be evalua ted as “Below Standards” overall in 3-M if the unit’s total score is less than 80%. (d) All calculations will be rounded to two decimal places. (7) Table 19-5-6 will be used to determine divisional weighting factor for submarine commands. Non-submarine commands will use scheduled maintenance from the last 13 weeks to determine divisional weighting factor.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-48 Table 19-5-6 - Divisional Weighting Factors Work Center 688 21-22 23 774 SSBN SSGN DV01 1 1 1 1 0 1 EA01 13 13 12 13 14 13 EDC1 4 4 4 4 4 4 EE01 13 13 12 9 12 12 EM01 13 13 12 13 11 11 MA01 0 0 2 0 0 0 ME01 0 0 2 0 0 0 MH01 1 1 1 1 2 2 MN01 0 0 1 0 0 0 MV01 0 0 1 0 0 0 MV02 0 0 3 0 0 0 NE01 8 8 8 8 6 6 OC01 6 7 8 6 3 3 OC02 8 8 7 8 9 8 OC03 4 4 3 4 3 3 RC01 1 0 0 5 2 2 RL01 2 1 2 2 3 3 SS02 0 0 0 0 1 0 WF01 4 4 3 4 4 3 WF02 0 0 0 0 0 2 WM01 0 0 0 0 3 3 WI01 11 12 9 11 10 10 WK01 3 3 2 0 5 5 WK02 0 0 0 3 0 1 WQ01 8 8 7 8 8 8 Total 100 100 100 100 100 100

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-49 d. Inspection Procedures. Appendix B provide s a standard means for evaluating the 3- M Program aboard ship and shore commands. These procedures, centered on a set of core attributes applicable to all, are used to conduct 3-M Inspections. Inspection procedures are divided into five major areas: (1) Section I - Work Center and Command Effectiveness Reviews. (a) Scheduling and Execution Effectiveness Review. (b) Command Level Effectiveness Review. (2) Section II – Spot Check Accomplishment Rating. (3) Section III - Assessment of Ma intenance Accomplishment Rate. (4) Section IV - Maintenance Data System. (5) Section V - 3-M Inspec tion Command Total Score. e. Inspection Reporting. Significant defici encies and numerical assessments are reported to the assessed unit’s CO, ISIC and TYCOM using the format shown in Appendix A of this chapter. Reporting may be accomplished on the entire unit or on a departmental basis.(1) All correspondence pertaining to the 3MI will be routed via the squadron commander and a copy provided to TYCOM N4 for trend analysis. (2) Significant deficiencies require a report of corrective actions taken by the unit to be forwarded to the TYCOM via the ISIC within 30 days following the inspection. (3) 3-M performance graded as “Below St andards” will be re-inspected following the completion of corrective actions. Subsequent repeat “Below Standards” will include a CO summary discussing the inadequacy of applied corrective action in correcting the deficient area. (4) Each TYCOM will report the findings of the previous year’s inspections to Commander, United States Fleet Forces Command N43 or Commander Pacific Fleet N43 (as applicable) at the end of the calendar year. f. Inspection Data Retention. COMSUBLA NT and COMSUBPAC are to maintain an inspection data file for each unit. As each command is evaluated, the individual evaluation standards and calculated values identified will be recorded in the data file with a copy of the inspection report provided to the inspected command. Sections I through V of Appendix B provide specific criteria to be used in the assessment of each command.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-A-1 APPENDIX A APPENDIX A FORMAT FOR REPORTING 3-M INSPECTIONS

4790 Ser Date From: Accomplishing Activity To: Commanding Officer (Command Name and Hull Number (if applicable.) Subj: REPORT OF 3-M INSPECTION OF Ref: (a) NAVSEAINST 4790.8 - Ships’ Mainte nance and Material Management (3-M) Manual (b) COMUSFLTFORCOMINST 4790.3 - Jo int Fleet Maintenance Manual, Volume VI, Chapter 19 Encl: (1) (as required) 1. Per references (a) and (b), a 3-M Inspection of (__________________________) was conducted during the period (Date) to (Date). 2. During this inspection, the following signi ficant deficiencies were discovered: a. (List) Specific department and WC deficiencies are provided in enclosure(s) (1) through ( ). 3. The following overall ship or departme nt numerical assessments are assigned: a. 3-M Total Score __________________ b. 3-M Inspection __________________ (Above, At or Below Standards)

Copy to: Immediate Superior In Command (with enclosures) Type Commander (with enclosures)

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-1 APPENDIX B APPENDIX B INSPECTION CRITERIA

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-2 APPENDIX B APPENDIX B SECTION I-A SCHEDULING AND EXECUTION EFFECTIVENESS REVIEW (SEER) Complete the SEER checklist below for each WC. Enter a numeric evaluation of each inspection attribute and provide amplifying information to describe the deficiencies driving point deductions on the “Remarks” page provided. Significant deficiencies will be reported via the final inspection report. Command Department Divisi on Work Center Date General Attributes Value Points 1.

Do MIPs and MRCs accurately reflect equipment configuration, are nonapplicable MRCs correctly lined-out and are applicable MRCs active? (May be MIP standardization violations) 10 2. * Does the WC retain an auditable record of personnel PMS qualifications? 5 3. Are K-MRC data sheets main tained; last completed? 10 Maintenance Requirement Card (MRC) Deck 4. Is the WC deck of printed MRCs, ACNs, and Preliminary MRCs complete and current? 2 5. Are classified MRCs complete and current? 2 6. Are blanks requiring Ship's Force data filled in prior to use? 3 Chain of Command SKED Administration 7. . Is the FR approved by DH? (Ver ify using journal tab.) 3 Equipment Configuration 8. a.* Do LGLs contain required info rmation (e.g., equipment name, equipment location, and either an equipment serial number or unique identifier)? 3 b.* Are maintenance items in SKED associated to existing equipment configuration? 3 c. Are H-coded calibration items lis ted as individual SKED equipment maintenance items? 3 d. Are calibration items associat ed to the correct MRC? 3

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-3 APPENDIX B Situational Requirements 9. Are all situational ev ents being scheduled and executed in SKED? Document omitted situational checks in Block 16. a.* All applicable Local States. 4 b.* All applicable Triggers. 3 c.* All Metered Events. 3 PMS Execution and Accountability 10. Are Check Note entries accu rate, valid, and complete? 3 11. Was maintenance assigned only to qualified maintenance personnel? 4 12. Was currently scheduled, previously completed, and unscheduled maintenance entered in SKED? Document omitted periodicities in Block 16. 10 13. Is a tagout identifier recorded in “Check Notes” for maintenance actions marked as complete that required Tag-outs? 10 14. Have the minimum number of Spot and Monitored Checks been accomplished? 8 15. Is K-MRC completion rate within periodicity at 90% or above? 15 16. Record number of omitted checks: Periodic_________ Situational ___________

FBR File 17. Are FBRs accurate and processed timely in SKED; “Action Taken” block updated by WCS? 2 18. Are feedback responses with an ACN processed timely in SKED: “Response” block and MRC Customization” updated by WCS? 3 Inactive Equipment Maintenance (IEM) 19. Is the start of an inactive period (CAT I & II) correctly annotated and approved by Department Head? 3 20. Are IEM requirements properly scheduled? (CAT I only) 5

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-4 APPENDIX B 21. Is IEM for maintenance periods gr eater than 21 days approved in writing by DH? 2 22. Is the completion of the inactive period correctly annotated? 3 * Electronic Versions Acceptable Totals (Attributes evaluated as NA are not calculated)

Total Points Available: 125

Total Points Awarded _______

SAT UNSAT

At Standard = 80 percent (Partial Credit of attributes based upon Inspector’s evaluation)

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-5 APPENDIX B SEER REMARKS

Provide amplifying information describing the deficiencies and associated point deductions. Significant deficiencies will be reported via the final inspection report.

Attribute # Amplifying Information

Print Name: ____________________________ Signature: ___________________________ Command: __________________________________________ Date: __________________

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-6 APPENDIX B APPENDIX B SECTION I-B COMMAND LEVEL EFFECTIVENESS REVIEW (CLER) Using the attributes and grading criteria described below, conduct the CLER for the ship. Provide amplifying information for deficiencies causing point reduction on the remarks page. Command Date PMS Attributes Value Points 1. Does the 3MC: a. Maintain an external Change Accountability Log? 6 b. * Maintain a log tracking the assignment of MRCs from split MIPs to ensure all applicable MRCs are assigned and updated with current FR? 3 c. * Maintain all classified MRCs? 2 d. * Maintain a current PMS (and where applicable TFR) DVD or downloaded file? 3 e. Maintain SKED Default Permissions, CoC and user roles per TYCOM guidance? 4 f. * Have an approved master copy of 3-M PQS specifically tailored for the command? 3 g. * Provide weekly status repor ts to the 3-M Manager? 3 h. Provide End of Quarter (EOQ) Summaries to the 3-M Manager and ensure the summaries are reviewed by DHs and deficiencies abated? 3 i. Generate ship-wide EOQ reports and forward to the ISIC by the 3rd Monday of the quarter? 4 j. * Generate ship-wide post-quarter SKED reports and forward to the ISIC by the 3rd Monday of the quarter? 4 k. Generate and forward the ships Tailored Force Revision Data file (.tfd) to the TYCOM 3-M Rep by the 3rd Monday of the quarter? 5 l. * Have an effective system in place to track, route and explain externally provided PMS changes? 3

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-7 APPENDIX B m. Conduct end of quarter archives to maintain one completed quarter, one current quarter, and at least four future quarters? 2 n. Maintain the status of command FBRs, responses and follow up actions taken in SKED? 3 o. Maintain the status of command FBRs with ACNs responses and follow up actions taken in SKED? PMS documents retained until FR update? 4 p Capture Global Trig gers and States? 15 q. Ensure all 3-M databases are being routinely maintained? (Use the RAF computation sheet) 8 2. Is a complete back up of the SKED Database Recovery Files and Maintenance Outlook Report created on removable media (DVD or CD-ROM) following completion of the FR? 8 3. Is there an effective system in use (Spot Check Program) for supervisory personnel to monitor PMS performance periodically and routinely? 10 4. Have CSMP reconciliations been conducted quarterly? 5 5. * Does the command conduct quarterly SEER internal audits of all WCs? (Retain latest copies of deficiencies, corrections, and abatement for current & previous quarter) 10 6. * Does the command maintain an auditable record of PMS PQS? 3 7. * Does the command conduct 3-M Program training PER TYCOM, ISIC and command directives? 10 8. Was maintenance completed with all Safety Precautions accomplished? 10 9. Did the command conduct a mid-term 3-M Self-Assessment? (ISIC or command to include actions and abatements) 10 10. Does the command track K-MRCs and verify completion (reconciliation) with the local agency quarterly? 10 11. Does the CO provide a quarterly K-MRC summary report to the ISIC? 5 * Electronic Version Acceptable

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-8 APPENDIX B Totals (Attributes evaluated as NA are not calculated) Total Points Available:__156_______ Total Points Awarded:____________ SAT UNSAT At Standard = 80 percent (Partial Credit of attributes based upon Inspector’s evaluation)

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-9 APPENDIX B CLER REMARKS Provide amplifying information describing the deficiencies and associated point deductions. Significant deficiencies will be reported via the final inspection report.

Attribute # Amplifying Information

Print Name: _______________________________ Signature: _____________________________ Command: ____________________________________________ Date: __________________

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-10 APPENDIX B APPENDIX B SECTION II-A SPOT CHECK ACCOMPLISHMENT RATING (SCAR) Using the basic definitions and guidelines described, determine the PMS Spot Check Accomplishment Rating (SCAR) for each WC. Enter the values determined on the SCAR Check Sheet, section II-A of this appendix. The SCAR for each WC will be made up of two parts. Fifty percent of the grade will be based on the results of the 3MI spot checks and fifty percent of the grade will be based on the percentage of completed self-assessment spot and monitored checks. At a minimum, the last completed quarter of self-assessment spot and monitored checks will be reviewed. SCAR = (3MI SC x .5) + (% of Self-Assessment Spot and Monitored Checks Completed x.5) The number of Spot Checks has been established at: Division Number Division Number Division Number DDS 2 DV01 2 EA01 4 EDC1 3 EE01 4 EM01 4 MA01 2 ME01 2 MH01 2 MN01 2 MV01 2 MV02 2 NE01 3 OC01 3 OC02 3 OC03 2 RC01 2 RC01(774CL) 3 RL01 2 SS02 2 WF01 2 WF02 2 WI01 4 WK01 2 WK02 3 WM01 2 WQ01 3 Specifically: Periodic and situational for all completed maintenance (including Daily, Weekly, and bi-weekly) from the last 13 weeks. If a WC did not perform any maintenance in the last 13 weeks, the SCAR portion will be NA. 1. Complete an MRC evaluation, SCAR Check Sheet , Section II-A of this appendix, for each MRC selected. Based on the results, evaluate the overall effectiveness of the accomplishment of each MR selected. Enter a numeric evaluation of each assessment attribute and provide amplifying information describing the deficiencies driving associated point deductions. Significant deficiencies will be reported via the final inspection report. 2. The SCAR Check Sheet reflects a series of questions to be asked to determine the accomplishment status of an MRC previously reported as accomplished. Although the sheet may be used as a reference for conducting a real time monitored MRC evaluation, for the purposes of conducting a 3MI, all spot checks will be conducted on accomplished (historic) MRCs. 3. Due to the nature of MRC completion, suppor ting programs such as Tag-Outs and HAZMAT are encountered. Care should be taken to avoid expanding the spot check to a review of the processes of those programs thereby preventing the assessor from determining the accomplishment status of the MRC under review.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-11 APPENDIX B 4. The following is expanded guidance for comp letion of the SCAR Check Sheet. Best practices or other policies not supported by source documentation will not be included in evaluating compliance: a. (1.a). Determine if the MP is qualified to perform the maintenance task. PQS 301 is required for all MRCs but attention should also be paid to other qualifications required such as Quality Maintenance (see volume V, Part I, Chapter 3, paragraph 3.4 of this manual) or graduation from a required school such as gage calibration technician. b. (1.b). Determine if the correct TPMTE were used during the performance of the MRC. If the MP did not have the required TPMTE, it is unlikely that he or she would have been able to complete all the procedural steps of the MRC as required. If an item of TPMTE was required to perform a conditional step and that step was not required to be accomplished, it is not considered deficient. If the required test equipment required calibration, ensure that the calibration is within date and the equipment is of sufficient scale to accomplish the MRC. c. (1.c). Determine if the MP maintained the correct equipment. d. (1.d). Examine the MRC to determine that any locally applied changes are authorized by procedural notes, external correspondence, or allowed by reference (b). e. (1.e). Determine applicability of the MRC to the component that the MP signed for completion. NOTE: IF A PROCEDURAL STEP WAS NOT COMPLETED, THE MRC SHOULD NOT HAVE BEEN REPORTED AS COMPLETE AND THEREFORE THE ATTRIBUTE GRADE SHOULD BE ZERO AND ALL SUBSEQUENT ATTRIBUTES SHOULD ALSO BE ZERO, EFFECTIVELY “FAILING” THE SPOT CHECK. f. (2.a). From a variety of potential techniques, determine if the MP performed all the required steps of the MRC. This may be accomplished via re-enactment, a discussion regarding the steps or re-performance. The inspector should come away with a clear impression that all the steps of the MRC were either fully accomplished or not. NOTE: IF A REQUIRED TAG-OUT WA S NOT CONDUCTED IN SUPPORT OF ACCOMPLISHING THE MRC, THE MRC SHOULD NOT HAVE BEEN CONDUCTED AND REPRESENTS A SERIOUS SAFETY VIOLATION. THEREFORE, THE ATTRIBUTE GRADE SHOULD BE ZERO AND ALL SUBSEQUENT ATTRIBUTES SHOULD ALSO BE ZERO EFFECTIVELY “FAILING” THE SPOT CHECK. g. (2.b). If required by the MRC, verify that a tag-out was hung before the maintenance was performed. Ensure the isolation boundaries were appropriately identified and correctly positioned to ensure complete isolation of the maintained equipment. If no tag-out was required, write NA on the sheet. NOTE: FAILURE TO ADHERE TO A SA FETY PRECAUTION PROVIDED ON THE MRC CONSTITUTES A SERIOUS SAFETY VIOLATION AND THE FAILURE TO PERFORM THE MRC AS WRITTEN. THE ATTRIBUTE

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-12 APPENDIX B GRADE WILL BE ZERO AND ALL SUBSEQUENT ATTRIBUTES WILL ALSO BE ZERO, EFFECTIVELY “FAILING” THE SPOT CHECK. h. (2.c). Determine compliance with all specific safety precautions listed on the MRC. If no safety requirements were invoked, write NA on the sheet. i. (3.a). By physical examination of the maintained equipment, determine if maintenance of the nature required by the MRC had been performed. Take note of fasteners that would have had to be disturbed, dirt in filters, fresh oil, etc. to make a judgment as to whether the maintenance has been performed. NOTE: DUE TO THE POTEN TIAL LIABILITY INCURRED BY IMPROPER USE AND DISPOSAL OF HAZMAT, SOME WCS HAVE ASSIGNED SPECIALLY TRAINED PERSONNEL TO PROVIDE HAZMAT AND DISPOSAL SERVICES FOR SURPLUS MATERIAL INSTEAD OF THE MP. THIS IS ACCEPTABLE PROVIDED THE INSPECTOR CAN DETERMINE FULL COMPLIANCE. j. (3.b). Determine through questioning and record verification that HAZMAT was properly used and disposed of as a means of determining whether the MRC was accomplished. Once the inspector has determined that the HAZMAT was used and disposed of correctly, this attribute is considered fulfilled. If no HAZMAT was required to be utilized, write NA on the sheet. k. (3.c). Determine if the MP could have performed the MRC from a standpoint of being trained and proficient in the tasks called out for by the procedure. l. (4.a). Determine if the MP filled out the 13-Week Accountability Log or annotated proper disposition of maintenance in SKED correctly for the accomplished MRC with the appropriate accomplishment date. Ensure that if a tag-out isolation was used, the tag serial number is recorded in the space allowed or as a check note in SKED. Ensure that the printed name and legal signature of the MP who performed the maintenance is recorded or, in case of group performed PMS, the MP in charge of the group. m. (4.b). From reviewing the discussions and findings during the spot check, determine if an FBR had been submitted if required. If no FBR was required, write NA on the sheet. n. (4.c). Determine if a material deficiency was noted during the PMS; if so, examine the CSMP to ensure the deficiency was documented. If no material deficiency was noted, write NA on the sheet. If material discrepancies are properly documented in the CSMP attribute graded as a two. Material discrepancies which are not documented in the CSMP will receive an automatic grade of zero. 5. When a Spot Check is determined to be below standards, the command undergoing inspection is likely to have numerous questions. To facilitate root cause analysis and the formulation of an effective corrective action plan, care should be taken to clearly identify factors contributing to deficiencies that led to the conclusion that the MRC was not conducted as written or not conducted at all.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-13 APPENDIX B APPENDIX B SECTION II-B SPOT CHECK ACCOMPLISHMENT RATING (SCAR) CHECK SHEET

Planned Maintenance System (PMS) 3-M Spot Check Form COMMAND DEPARTMENT EQUIPMENT WORK CENTER DATE PERFORMED MIP EVALUATED MRC EVALUATED

Maintenance Person: Spot Check Date:

NOTES: 1. If an attribute marked with an “*” is evaluated as unsatisfactory, all subsequent attributes will be graded as “0”. 2. Attribute marked with a pound sign “#” – Due to the potential liability incurred by improper use and disposal of HAZMAT, some WCs have assigned specially trained personnel to provide HAZMAT and disposal services for surplus material instead of the MP. This is acceptable provided the inspector can determine full compliance.

Inspection Attribute Value Grade Notes Contact the MP assigned responsibility for the accomplishment of the MRC, have the individual deliver MRC, and determine the following by questions, personal observation, or both. 1. a.* Is the MP qualified (PQS) to perform the MR? 2 b. Did the MP present the correct tools, Personal Protective Equipment (Personnel Protective Equipment), parts (NSN), material (Military Specification) and calibrated test equipment?

3

c. Did the MP properly identify the equipment (location, equipment validation)? 4 d. Are there unauthorized changes or corrections to the MRC? 3 e. Is the MRC correct for the equipment maintained? 3 Demonstrated all steps of MR including all Notes, Warnings and Cautions according to the MRC. 2. a.* Followed all steps of the MRC. 5 b.* Correctly performed equipment Tag-Out. 5 c.* Followed all safety precautions. 5

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-14 APPENDIX B Does the equipment condition reflect accomplishment of the MRC? 3. a. Is it apparent that maintenance was performed recently? 10 b.# Correctly demonstrated use and disposal of Hazardous Material. 3 c. Was the MRC within the capability of the assigned individual? 5 PMS Reporting 4. a. MP reported status of MR to the WCS if Completed or Not Fully Accomplished and made appropriate updates in SKED.

2

b. WC generated FBR for any problem with MRC. 2 c. Material deficiencies detected by the PMS action were recorded in MDS. 2

Attributes Evaluated as NA are not Calculated Total Points Available:____________ Total Points Awarded:_________________________ Spot Check (SCAR) (Grade = Points Awarded ÷Points Available): SCAR =_____________ Above Standards (90% or greater) At Standards (80-89.99%) Below Standards (less than 80%) Above Standards At Standards Below Standards Below Standard grade requires immediate accomplishment (if XO determines re-performance is required) monitored by a Chief Petty Officer

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-15 APPENDIX B Additional Remarks:

Print Name: ____________________________________ Signature: _________________________________________

Command: ______________________________________________ Date: ____________________________________

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-16 APPENDIX B APPENDIX B SECTION III MAINTENANCE ACCOMPLISHMENT RATE (MAR)

1. The Maintenance Performance formula has been redefined to more effectively capture maintenance that was not scheduled. 2. The PAR and SAR reports are automatically generated by SKED. 3. The MAR grade will be determined utilizing the formula reflected and a date range consisting of the previous 13 weeks of maintenance.

MAR = (PAR.6 + SAR.4) PAR = Comp ÷ (Comp + Lost + Alerts + Omitted) SAR = Comp ÷ (Comp + Lost + Omitted)

4. “Omitted” is defined as any maintenance acti on that should have been performed on any and every maintenance item and no matter the reason did not get scheduled. For example: a. Situational or state maintenance that did not get scheduled when the situation dictated. b. Improperly lined-out periodic checks. c. Non-accomplished IEM checks. d. Non-accomplished maintenance added vi a ACN, FBR, Preliminary PMS, etc.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-17 APPENDIX B APPENDIX B SECTION IV-A1 CURRENT SHIP'S MAINTENANCE PROJECT VALIDITY FACTOR (CVF) CHECKLIST CURRENT SHIP’S MAINTENANCE PROJECT VALIDITY FACTOR (CVF) CHECKLIST COMMAND:______________________________Date:___________________Work Center:_____________

E A 0 1

CSMP Validity (Raw Data) Value 1. Number of TA-1 Work Candidates 2. Number of TA-2 Work Candidates 3. Number of TA-3 Work Candidates 4. Number of TA-4 Work Candidates 5. Total Work Candidates (Sum 1,2,3,4) 6. Number of TA-2 Work Candidates over 180 days old 7. Number of TA-4 Work Candidates over 180 days old

8. Aged Work Candidates (WCO): (Sum of 6 and 7) 9. Ship's Force Material Correction Rate: WCO/3 (Aged TA4) (#7÷3)÷#4 10. CSMP Validity review results from CVF Sheet. 11. Number of Ship's Force (TA-4) Work Candidates greater than seven days old requiring parts and the parts are not yet ordered.

12. Total Work Candidate Deficiencies (WCD): #11÷#4 13. Work Candidate Multiple Average: #9, #10

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-18 APPENDIX B 14. Number of material deficiencies noted on ship spot- checks not documented in CSMP or number of jobs in the CSMP that require controlled system marking (SS, FBW, SOC) that are not appropriately marked.

15. Spot-check Deductions #14÷#5 16. CSMP Validity Average #13 & #15 SAT/UNSAT

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-19 APPENDIX B APPENDIX B SECTION IV-A2 CURRENT SHIP’S MAINTENANCE PROJECT VALIDITY FACTOR (CVF) WORK CANDIDATE WORKSHEET CSMP VALIDITY FACTOR (CVF) WORK CANDIDATE WORKSHEET COMMAND:______________________________________________________DATE:__________________ DEPARTMENT:_____________________________________________WORK CENTER:________________ JCN CSMP Summary MNO* 1 2 3 4 5 6 7 8 9 CVF 100.00

CVF

CSMP entry was reviewed with the following results: Jobs Reviewed:_______ MNO*________ Minus Points 1. Was the work candidate written against the correct configuration item? #1 Qty: 20 2. Problem Description and Recommended Solution inadequate. [PARTIAL CREDIT] #2 Qty: 20 3. Deferral Reason correct. #3 Qty: 5 4. Current Status not updated on TA-4 JSNs. #4 Qty: 10 5. Write up does not reflect maintenance level assigned. [PARTIAL CREDIT] #5 Qty: 10 6. Incorrect CSMP Summary. #6 Qty: 10 7. Priority code incorrect. [PARTIAL CREDIT] #7 Qty: 5 8. Does the Work Candidate equipment status code match problem description? #8 Qty: 10 9. When required, was the correct special purpose or safety block selected? #9 Qty: 10

*Enter N if parts needed but not ordered.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-20 APPENDIX B NOTE: ENTER ONLY NUMERIC PORTION OF JSN AFTER ENSURING THAT DEPARTMENT AND WC HEADER IS FILLED IN. 1. One hundred percent of CSMP jobs for review not to exceed 25 jobs. 2. WCs (EA01, EM01, NE01, OC01, OC 03, WI01, WK02, WM01 & WQ01) having SUBSAFE, Fly-by-Wire (FBW) or Scope of Certification (SOC) controlled systems: Scan, top-down, 100% of CSMP for any system having "SS," "FBW" & "SOC" boundaries.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-21 APPENDIX B APPENDIX B SECTION IV-B REPORTING AND AUTOMATED SHORE INTERFACE PROCESSING CONFIDENCE FACTOR (RAF) REVIEW

COMMAND:

DATE: OMMS-NG AND P-OMMS-NG SYSTEM MAINTENANCE REVIEW: Points Score 1. Is the import correction queue empty? 4 2. Have Inactive and Archive been run in the last 15 days (30 days for P-OMMS)? 4 3. Does the Review and Approval queue have Work Candidates older than 7 days? 10 4. Does the 3MC have a tracking system for up-line reporting? 4 5. Is there an effective process in place that deletes users as they transfer from the command? 4 6. Are copies of the “.uru” and “.pts” files maintained on file for one year? 4 CONFIGURATION MANAGEMENT 7. Monthly follow-up action had been initiated with the Configuration Data Manager for “CKs” 10 awaiting response more than 180 days.

Total Points Available: 40 Total Points Awarded: RAF 120 Inspector Notes: Print Name: __________________________ Signature: ____________________________ Command: ____________________________________ Date: ______________________

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-B-22 APPENDIX B APPENDIX B SECTION V COMMAND TOTAL SCORE (CTS)

1. The FINAL GRADE consists of two parts and weighted as follows: a. Department Total Score account s for 80% of the final grade. b. CLER accounts for 20% of the final grade. 2. OVERALL GRADE is computed as: CTS = DTS.8 + CLER.2 DTS = Work Center Score x Weight Factor Work Center Score (80% of CTS) = PPR.75 + MPR.15 + SEER.05 +AAR.05 PPR = MAR.8 + SCAR.2 MAR = PAR.6 + SAR.4 SCAR = (3MI Spot Check x.5) + (% of Self-Assessment Spot and Monitored Checks Completed x.5) A minimum grade point of 80 is required for a passing score.

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-C-1 APPENDIX C APPENDIX C FORMAT FOR REPORTING K-MRC END-OF-QUARTER RESOLUTION

4790 Ser Date From: Commanding Officer (Commands Name and Hull Number) To: Commander (Commands ISIC)

Subj: REPORT OF OUT OF PERIODICITY K-MRC FOR THE QUARTER ENDED (Date)

Ref: (a) NAVSEAINST 4790.8 - Ships’ Main tenance and Material Management (3-M) Manual Per reference (a), the ship reports the following K-MRCs are out of periodicity at the end of the previous quarter and will be adjudicated as follows:

Work Center MIP MRC Component Last Accomplishment Root Cause and Projected Accomplishment Date EA01 EE01 EM01 NE01 OC01 WF01 WI01 WQ01 /s/ Commanding Officer

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-D-1 APPENDIX D APPENDIX D DIVISION IEM PLAN FOR FLEET AND CNO AVAILABILITIES

From: Division Leading Chief Petty Officer, USS SUBMARINE (SSN XXX) To: Department Head, USS SUBMARINE (SSN XXX)

Subj: Division Inactive Equipment Maintenance (IEM) Plan for Fleet or CNO Availability

Ref: (a) COMUSFLTFORCOMINST 4790.3 – Joint Fleet Maintenance Manual

Encl: (1) Inactive Equipment Maintenance Plan Matrix

1. Per reference (a), the following systems or equipment will be placed in an IEM status in SKED while the command conducts Fleet or CNO Availability.

2. Enclosure (1) lists all Systems and Equipment that this division will place in IEM for the upcoming maintenance period. This list was checked for accuracy and linked to the appropriate system or equipment restoration and key event. The IEM Plan is considered a living document; reviews will occur when key events timelines change.

3. A current copy of this plan will be provided to the command 3MC and be made available to the LMA, CTE, and Project Superintendent.

//SIGNATURE// I.M. CHIEF

4. I concur with placing the Systems or Equipment identified in Encl (1) in an IEM Status.

// SIGNATURE// Department Head

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022 VI-19-5-D-2 APPENDIX D

INACTIVE EQUIPMENT MAINTENANCE PLAN MATRIX

ENCLOSURE (1)

System or Equipment MIP CAT 1 / 2 LU PM SU and OT Due MRs Restoration Key Event Estimated Restoration Date #1 Burner 5151/902 1 LU-3 LU-4 PM-1 PM-2 SU-2 SU-3 OT-1 A-8 43 Ventilation Restore 12/25/16

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VOLUME VI CHAPTER 19-6 NAVAL SURFACE FORCES REFERENCES. (a) OPNAVINST 4790.4 - Ship's Maintenance a nd Material Management System Policy (b) NAVSEAINST 4790.8 - Ships’ Maintenan ce and Material Management (3-M) Manual (c) COMNAVSURFPAC/COMNAVSUR FLANTINST 3502.3 - Surface Force Readiness Manual (d) NAVEDTRA 43241 - Personnel Qualification Standard for Ship’s Maintenance and Material Management (3-M) System (e) NAVEDTRA 43119 - Personnel Qualification Standard for Damage Control (DC) Watches (f) NAVEDTRA 43523 - Personnel Qualificati on Standard for Quality Maintenance Program (g) NAVSEA S0400-AD-URM-010/TUM - Tag-Out Users Manual (h) COMNAVSURFPAC/COMNAVSUR FLANTINST 3502.7 - Surface Force Readiness and Training Manual (SFTRM) 19-6.1 APPLICABILITY. All content of the Commander Naval Surface Force Pacific Fleet (COMNAVSURFPAC) and Commander Naval Surface Force Atlantic Fleet (COMNAVSURFLANT) 3-M Instruction has been incorporated into this chapter to provide easier access to 3-M guidance and requirements. 19-6.2 PURPOSE. To issue Maintenance and Material Management (3-M) program requirements within COMNAVSURFPAC and COMNAVSURFLANT. The 3-M program is executed per references (a) through (h) and as clarified by this instruction. The goal is to maintain an effective unit maintenance program that will ensure a high state of material readiness. 19-6.3 ROLES AND RESPONSIBILITIES. a. Type Commander. The Type Co mmander (TYCOM) exercises primary responsibility for the effective operation and support of the 3-M System. Areas of responsibility include but are not limited to the following: (1) Ensure each unit has authorized programs: (a) Maintenance Data System (MDS) system installed. (b) Planned Maintenance System (PMS) Scheduling (SKED software). (2) Ensure ships and units are manned wi th Navy Enlisted Classification (NEC) qualified Maintenance and Material Management Coordinators (3MC). (3) Be the certifying authority of all 3-M certifications. (4) Oversee surface Force 3-M representatives, including periodically observing 3-M representatives conducting 3-M Virtual Assessments (VA) and training

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events. (5) Review and approve curriculum c ontent for Maintenance University and Surface Force Representative 3-M Training. b. Immediate Superior In Command. The Im mediate Superior in Command (ISIC) is responsible but are not limited to reviewing the status of assigned unit’s 3-M pillars from detailed reports provided from Surface Force 3-M Representatives assigned to units. c. Afloat Training Group. Afloat Training Group will fill the role as the Surface Force 3-M Representatives and areas of responsibility include but are not limited to the following: (1) Monitor the assigned unit’s Main tenance Accomplishment Rate (MAR) utilizing the 3-M 365 Virtual Snap-Shot Report weekly. (2) Monitor the assigned unit’s Spot Ch eck Program utilizing the 3-M 365 Virtual Snap-Shot Report weekly. (3) Monitor the assigned unit’s Curren t Ships Maintenance Project (CSMP) management utilizing the 3-M 365 CSMP Self-Sufficiency Report monthly at a minimum. (4) Monitor the assigned unit’s Know ledge, Skills, and Experience (KSE) utilizing the 3-M 365 KSE Analysis Report quarterly at a minimum. (5) Train assigned units on conducting CSMP Reconciliation and aligning the CSMP in the MDS. (6) Conduct command level training for all assigned Work Center Supervisors, Leading Chief Petty Officers, Division Officers and Department Heads as required to maintain the KSE. (7) Conduct Command Level Effectiveness Reviews (CLERs) for all subordinate commands quarterly per 3-M 365 Surface Force Representative standard operating procedure. (8) Schedule and participate in Program Va lidations for unit’s failing to meet 3-M 365 Pillar of Performance standards. (9) Assist assigned units with prepar ing to enter or exit a Chief of Naval Operations Availability as defined in Volume II, Part I, Chapter 3 of this manual. (10) Submit a bi-weekly report to TYCOM containing all assigned unit performance metrics. (11) Submit training muster sh eets to TYCOM as required. d. Commanding Officer or Of ficer in Charge. The Commanding Officer (CO) or Officer In Charge (OIC) is responsible for maintaining an effective 3-M program. The CO or OIC will: (1) Designate a 3MC in writing.

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(2) Conduct rigorous 3-M self-assessments. (3) Chair the Planning Board for Maintenance (PB4M). (4) Ensure material deficiencies are properly documented in the CSMP and tracked to resolution. (5) Conduct Spot Check the Spot Checker assessments to perform a Quality Assurance evaluation of the command’s Spot Check Program. (6) Assault Craft Unit, Beach Master Unit, Naval Beach Unit and Amphibious Construction Battalion may designate the detachment OIC to perform Department Head (DH) 3-M functions. All designations must be in writing and signed by the CO. (7) Ticonderoga and Arleigh Burke Class COs may designate in writing the Weapons Officer to perform DH 3-M functions for the following Work Centers (WC): CA01, CA02, CG01, CG02, CG03, CG04, CM01, CM02, and CM03 only. (8) Surface Force ships may have a billeted Plans and Tactics Officer. Plans and Tactics (PT) department will be an MDS only department. The PT department will NOT have responsibility for maintenance, PMS, or configuration management. e. Executive Officer. The Executive Officer (XO) is the command’s 3-M System Manager responsible to the CO for the overall management of the 3-M Program. The XO will: (1) Chair quarterly 3-M System meetings with DH and the 3MC. (2) Brief the CO on the status of 3-M. The brief will include results from the Virtual Snap-Shot, CSMP Reconciliation, CSMP Self-Sufficiency, and KSE Reports. (3) Serve as the CO’s principal assistan t for management of all on-ship (TA 4) maintenance. (4) Maintain an aggressive 3-M spot ch eck program involving all levels of the Chain of Command (CoC) from the First Class Petty Officer (FCPO) to the CO. (5) Conduct Spot Check the Spot Checker assessments to perform a Quality Assurance evaluation of the command’s Spot Check Program. (6) Authorize shifts of maintenance responsibility between departments. (7) Maintain a command Zone Inspection program. f. Command Master Chief. Th e Command Master Chief will: (1) Attend the XO’s quarterly 3-M System meetings providing senior enlisted feedback. (2) Conduct Spot Check the Spot Checker assessments to perform a Quality

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Assurance evaluation of the command’s Spot Check Program. g. Command 3-M Coordinator. The 3MC will: (1) Serve as the key 3-M System assistant to the XO. (2) Maintain current directives , policies, and instructions. (3) Send Virtual Snap Shot, CSMP Reconc iliation, CSMP Self Sufficiency results to the Surface Force 3-M Representative. A Plan of Actions and Milestones will be submitted for all scores from Virtual Snap-Shot and CSMP Self Sufficiency in “Red” (below standards) and discrepancies identified from the CSMP Reconciliation report. (4) Monitor the Ship’s 3-M Personnel Qu alification Standards (PQS) Program and maintain an auditable record of personnel qualified in 3-M PQS. In ships R-Admin, ASM or any other installed program that tracks PQS and training, develop following training items for capture of TYCOM training as below: (a) 3-M TYCOM Office direct. (b) 3-M Advance SKED ANTECH. (c) 3-M Advance MDS fr om COMNAVSURFPAC N41. (d) 3-M TYCOM Representative traini ng for Work Center Supervisor (WCS), Lead Chief Petty Officers (LCPO), DIVO and DH. (e) Maintain command Change Serv ice Accountability Log (CSAL). (f) Develop and maintain the master split Maintenance Index Page (MIP) tracker and ensure applicable split MIPs are appropriately assigned to affected WCs. (g) Ensure the Technical Librarian is maintaining the Naval Sea Systems Command (NAVSEA) Advanced Technical Information Support (ATIS) and WebATIS program are operational. (h) Develop and administer the ship or unit’s PMS Spot Check Program. (i) Ensure a complete back up of the SKED system is made on removable media (e.g. Digital Video Disk (DVD) or Compact Disk (CD)) following completion of the FR update and retain as part of the PMS Master File. If the 3MC is able to access locally stored report if network is down, then not required to save to external source. (j) Ensure command’s 26-week maintenance outlook report is electronically saved on removable media (e.g. DVD or CD) after all WCs have closed out weekly from SKED. If the 3MC is able to access locally stored report if network is down, then not required to save to external source. (k) Notify Surface Force 3-M Representative anytime Naval Tactical Command Support System (NTCSS), Maintenance Figure of Merit, Automated Work Notification (AWN), ATIS or SKED are

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unavailable. (l) Maintain an effective MDS program. (m) Maintain an effective PMS program. (n) Request authorization to delay implementation of the Force Revision to TYCOM Force 3MC via the Surface Force 3-M Representative. (o) Maintain access to the following programs: 1 RADWEB 2 PMS-MIS 3 WEBATIS 4 MCMS 5 ATM (Ashore AWN for AWN Platforms only) 6 COMNAVSURFPAC 3-M SharePoint h. Ship’s Maintenance and Material Officer . The Ship’s Maintenance and Material Officer (SMMO) has cognizance of the material condition of the ship. In that capacity, the SMMO will: (1) Coordinate the execution of PB4M. (2) Serve as the CO’s principal assistan t for management of all off-ship (TA 1, TA 2 and TA 3) brokered maintenance. (3) Conduct monthly command CSMP to shore Validation Screening and Brokering (VSB) file reconciliation. (4) Develop and provide Ship’s Force wo rk package to the executing activity and assist in coordinating Ship’s Force work with the executing activity during availabilities. (5) Review all work candidates for WC ES01 monthly. Ensure TA 1, 2 and 3 jobs are planned for upcoming availabilities. Ensure all TA 4 jobs are sent to correct work centers and are rewritten under the work center with reference to ES01 job. Once a new job is written to correct material deficiency, close the original ES01 job. (6) Conduct the DH review for WC ES01. (7) Ensure the ship’s initial conditions ar e established for work prior to start by outside activities. (8) Responsible for all PMS conducted by outside activities and documented utilizing the Personal Identification Number (PIN) feature in SKED. (9) Maintain access to VSB. i. Training Officer (1) Implement a short-range and long- range training plan per reference (a).

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(2) Update the Training and Operatio nal Readiness Information Services - Training Figure of Merit for 3-M 365. Repetitive Exercise (RE) RE-01-RE-03 report monthly and RE-04-RE-05 report quarterly. j. Department Head. The DH is respon sible to the XO for the operation and execution of the 3-M System within the department. Duties and responsibilities assigned to the DH are not to be delegated. The DH will: (1) Designate and assign the departme ntal 3-M Assistant (3MA) and WCS. (2) Ensure maintenance is priori tized to facilitate accomplishment. (3) Review and approve all depart ment PMS schedules and revisions. (4) Responsible for all on-ship TA 4 Wo rk Candidates within the department. (5) Review maintenance action annotations. (6) Review and acknowledge weekly check notes and PMS alerts. (7) Take corrective action on all unsatis factory PMS spot checks and report to the 3MC as part of weekly PMS reporting. (8) Ensure all material deficiencies are documented and promptly reported. (9) Review and verify the content and validity of all Feedback Reports (FBR), digitally sign FBRs within four days of origination. (10) Authorize placement of equipment in to an Inactive Equipment Maintenance (IEM) status, ensure PMS scheduling is annotated accordingly. (11) The review and approval of all depart ment work candidates within four days of creation; ensure completeness, accuracy and the correct assignment of priority. (12) Conduct quarterly meetings with Division Officers (DIVO), LCPO and WCS and provide status of departmental 3-M System to the XO. k. Departmental 3MA. The Department al 3MA is responsible to the DH for the operation and execution of the 3-M System within the department. The departmental 3MA will: (1) Assist the 3MC in the proper ex ecution of the 3-M Program within the department. (2) Serve as the department’s 3-M Pr ogram technical expert and advisor. (3) Supervise and coordinate the 3-M Self-Assessments for the department. (4) Assist 3MC with command 3-M Training. (5) Assist 3MC in executing quality co mmand spot check program (spot check the spot checker). l. Division Officer. The DIVO is re sponsible to the DH for the execution of maintenance within the division. The DIVO will: (1) Ensure all PMS scheduling changes have been properly annotated and applied

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prior to DH review and finalization. (2) Review, approve, and clos e out weekly schedules. (3) Review maintenance to ensure it is level loaded from week to week and among assigned maintenance personnel to not overload particular weeks or personnel. (4) Review and verify the content and va lidity of PMS FBRs within three days of origination. (5) Ensure 3-M documents generated wi thin the division are complete, accurate and promptly submitted to the DH. (6) Conduct 3-M Self-A ssessments as directed by the command’s policy. (7) Provide weekly updates to the DH c oncerning the status of the 3-M System within the division. (8) Incorporate 3-M System traini ng into the divisional training plan. (9) Review with LCPO all divisional work candidates and the CSMP for validity and accuracy prior to approval. (10) Conduct space walkth roughs of all divisional spaces at least weekly and ensure all equipment and material discrepancies discovered are documented in the CSMP. m. Division Leading Chief Petty Officer. The division LCPO is responsible for the proper operation of the 3-M System within their division. The division LCPOs will: (1) Ensure quality maintenance is perf ormed on all equipment in their WCs and divisions per procedural documentation. (2) Supervise WCs in the ex ecution of daily maintenance. (3) Ensure WCs are properly trained, equipped and are knowledgeable of all WC divisional equipment maintenance requirements. (4) Ensure PMS is properly scheduled and conducted, including all underway or special evolution situational “R” checks. (5) Ensure that when equipment fails PMS, due to material deficiency or equipment discrepancy(s), the failure is properly entered into the CSMP. (6) Implement Force Revision reviews. (7) Review and electronically approve n on-applicable procedural steps lined-out on Maintenance Requirement Cards (MRC). (8) Review the PMS Scheduling Forecas ting Report to ensure that all Tools, Parts, Material and Test Equipment (TPMTE) are available to support upcoming maintenance actions. (9) Review and verify the content and validity of PMS FBRs within two days of origination and implement response as required.

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(10) Review and approve wo rk candidates, and serve as the second point of contact on all work candidates. Brief the DIVO weekly on the status of all work candidates in the CSMP. (11) Ensure proper tes ting and inspection of work done by outside activities prior to job acceptance. (12) Review check notes fo r required and updated information. (13) Write PMS alert deta ils to include plan of action to accomplish maintenance. (14) Conduct space walkth roughs of all divisional spaces at least weekly and ensure all equipment and material discrepancies discovered are documented in the CSMP. (15) In the absence of the DIVO, comp lete weekly close out of maintenance in SKED. n. Work Center Supervisor. The WCS must be a senior petty officer assigned to the WC and qualified per reference (d). The WCS will: (1) Maintain a detailed working knowledge of all equipment deficiencies within the WC. (2) Ensure WC personnel have completed 3-M PQS qualifications and training commensurate with position held. (3) Maintain an accurate and current List Of Effective Pages (LOEP). (4) Ensure 3-M system WC files and publications are complete, current and available to WC personnel. (5) Maintain a 13-Week Accountability Log containing the current and previous 13-Week Log (if not using electronic accountability in SKED or when SKED is not available). (6) Ensure equipment changes, adds, removals are reflected in the Configuration Management Database and, if not, report to the 3MC. (7) Ensure FBRs are submitted whenever: (a) Maintenance requirements are not fully understood. (b) Errors are believed to exist. (c) Entries in the TPMTE block are wrong or inadequate. (d) Additional coverage is needed. (e) Performance of the maintenance requirement would cause a hazardous condition to exist. (8) Ensure prompt reporting of all material deficiencies and completed maintenance actions. (9) Ensure the DIVO and LCPO or Lead Petty Officer (LPO) are advised of all 3- M system activity within the WC.

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(10) Ensure Equipment Verification and Validations are submitted for equipment prior to CSMP entry. (11) Ensure all SKED schedules are updated daily. (12) Ensure WC personnel make necessary preparations and ensure presenters and spaces are ready for zone inspection. o. Damage Control Assistan t. The Damage Control Assistant will be the principal advisor to the XO for all matters pertaining to damage control maintenance including scheduling, performance and the technical aspects of planned maintenance for all damage control equipment. The Damage Control Assistant will: (1) Provide a comprehensive weekly training and qualification program for Damage Control Petty Officers. (2) Schedule and control the performance of planned and corrective maintenance of damage control equipment requiring outside or off hull assistance. (3) Advise DHs of scheduled dates for maintenance actions requiring coordination between departments or throughout the ship for Damage Control systems. (4) Coordinate PMS on damage control gear not assigned to a WC, division, or department. p. Maintainer. Maintenance personnel w ill perform all PMS as assigned utilizing PMS documents in SKED and ensure check notes contain amplifying information and tag- out identifiers as required. Maintenance personnel will: (1) Review PMS assignments, perfor m quality maintenance per procedural documentation, and properly document completion. (2) Notify WCS when: (a) MRC is not fully understood, appear s to be incorrect or cannot be accomplished as written. (If a need to deviate from documented procedures is perceived, “stop.” Inform the WCS, LPO and LCPO. Do not proceed until the CoC has resolved the apparent discrepancies and provided guidance.) (b) There are issues with the TPMTE block of the MRC. (c) The technician has doubts concerning his or her ability to perform the maintenance. (d) Equipment deficiencies or casualties are discovered. (e) Factors exist which would make performance of the maintenance unwise or dangerous. (3) Initiate FBRs when discrepancies are discovered during the performance of an MRC.

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19-6.4 SHIPBOARD MAINTENANCE 19-6.4.1 Preventative Maintenance System. PMS constitutes the scheduling and accomplishment of all periodic and situational maintenance conducted on shipboard equipment. All PMS is scheduled and completion reported via the SKED program. a. Qualifications and Accountability. The key to a successful 3-M Program is having highly-trained, knowledgeable, and qualified maintenance personnel accomplishing the maintenance. All personnel must complete the corresponding Personnel Qualification Standards (PQS) for their assigned billet associated to the 3-M program per references (c), (d) and (e). b. SKED guidance and utilization. (1) Guidance for use of SKED is provide d via the SKED users guide with help menus, and wizards associated with SKED functionality. (2) The Navy PMS DVD or CD-ROM is used to update the command or unit’s SKED PMS data. Electronic backup of the command or unit’s SKED database will be used to restore SKED databases. (3) The SKED program uses days to schedule and keep track of calendar periodicities. MRCs are displayed as out of periodicity when they fall outside the established date ranges in the SKED program. These date ranges are as reflected in Table 19-6-1 of this chapter. 19-6.4.2 SKED Program Failure And Restoration. SKED Program failure. In the event of a SKED failure, operation of PMS performance and tracking is as follows: a. The 3MC will notify CoC and TYCOM i mmediately upon loss of system, or if planned outage will last longer than seven days and report status of backups. b The 3MC will utilize electronically saved copy of 26-week outlook report, situational requirements page, MIPs, MRCs available on Tailored Force Revision (TFR) DVD and distribute to WCs. c. Work Center Supervisors will utilize pape r 13-week accountability logs (available on FR DVD) and will manually fill out maintenance required within their WCs and sign for completed maintenance. d. Work Center Supervisors will verify situational requirements page to ensure they do not miss scheduling situational checks. e. Work Center Supervisors will ensure MPs annotate tag-out number in the required block. Work Center Supervisors will identify checks that have mandatory related maintenance, and ensure there is an alphanumeric code assigned to parent check and all associated related checks. f. LCPOs will review and sign the 13-Week Accountability Log at the end of the PMS week and ensure checks added that week are hand-written into the blank accountability log. g. DIVOs will review sheets weekly to ensure 13-week accountability logs are complete.

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h Once SKED is confirmed back in operati on, the 3MC will notify all hands. In the event of a SKED restoration, operation of PMS performance and tracking is as follows: (1) Each WCS will have to manually arrange SKED to match 13-week accountability logs. Maintenance personnel will use SKED PIN as applicable to annotate completion of maintenance. Check notes and alert notes will be made per standard SKED entries as directed by sub-paragraph 19-6.4.9.f of this chapter (2) Once SKED has been updated to th e current week, normal accounting for maintenance will resume. (3) If the 3MC turned off SKED PIN fe ature to ease the burden of catching the system back up, then paper 13-week accountability logs will have to be maintained for 13 weeks. They can be scanned and kept on the WC’s electronic folder on the LAN, Intranet. (4) If the 3MC did not turn SKED PIN feature off, once SKED matches the 13- week accountability logs exactly, then the paper reports can be disposed of. The WCS or LCPO will maintain the assignment of PMS with the Maintenance Outlook Report until SKED is restored. (5) Re-enable SKED PIN feature if previously turned off. 19-6.4.3 Minimum Standards. MRC accomplishment is critical for maintaining equipment in a ready state and achieving expected service life. The maintenance tasks directed by MRCs are the minimum standards for organizational (shipboard) preventative maintenance and therefore equipment degradation can be assumed if maintenance is deferred. The following provisions are provided to maximize on time performance of PMS and provide increased fleet latitude in maintaining equipment. a. MRCs are prepared as instructions to complete a maintenance task based upon the premise that the personnel assigned to perform the task have sufficient knowledge of the rate listed on the card and are qualified to perform maintenance as directed by the MRC. The MRC will be accomplished in sequential order, adhering to all Warnings, Cautions and Notes. Routine sub-steps (e.g., fastener removal, steps to don and remove Personnel Protective Equipment (PPE), turning on a vacuum) may or may not be included in the MRC and their absence should not prevent the maintainer from completing the maintenance task. b. Per NAVSEA, procedures are written at a level of detail based on the assumption maintenance personnel are trained, qualified and supervised by experienced leadership to execute the maintenance consistently and expertly. They exist to provide a common standard, specify acceptance criteria, communicate warnings and cautions specific to the maintenance and provide proven maintenance practices. They are not intended to: (1) Supplement or duplicate rules and pr ocedures that must be followed for hazards generally associated with the equipment (Hazardous Material Handling, Electrical Shock Risk Management, etc.) but not specifically

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associated with a step of the procedure. (2) Identify every process and every wa rning associated with the maintenance environment of the component being maintained (aloft, in tanks, near an active flight deck, in a heat stress area, etc.). (3) Specify every possible action of the maintainer. c. Leadership will uphold standards for comply ing with maintenance procedures. This standard does not mean the maintainer is expected to robotically follow the MRC word-by-word. Leadership, trainers, monitors, auditors and inspectors should not expect it. The key word here is “intent”. The objective is to perform the intent of each step (not necessarily step-by-step) performance. d. If a step is missing that is necessary to complete the task and that step is not obvious to the Maintenance Person (MP), an FBR should be submitted. e. MRC completion status is dependent on the accomplishment of all procedural steps on all of the equipment listed on the MRC or its accompanying Location Guide List. f. The performance of additional rational actions during the accomplishment of a MRC is authorized. Examples of such actions include turning on and off items utilized during the performance of the MRC (vacuum cleaners, test equipment, etc.) and general housekeeping (cleaning up or containing spilled fluids or dirt). g. The substitution of any tools, materials or test equipment not held by the activity should be considered prior to deciding to defer the maintenance until the exact tools, materials or test equipment listed on the MRC are procured. This is especially critical for frequently required maintenance where several performance cycles can be missed while waiting for supply to provide the correct items. Substitution requirements are provided by reference (a) and other technical documents. 19-6.4.4 Functional Components. a. PMS Master File. The Master File, main tained by the ship or unit’s 3MC, contains information relative to PMS requirements that are specific to equipment for which the command is responsible. The Master File provides for duplicate issue of missing MIPs and MRCs, contains supplementary information provided by NAVSEA Logistics Center (NAVSEALOGCEN) Detachments Norfolk or San Diego and serves as a repository for changes received between FR distributions, which must be retained on file until the changes are reflected in a subsequent FR. b. PMS Administrative Requirements. In lie u of a WC or Master File the following should be retained: (1) Hard copy Change Service Accountabili ty Log: The CSAL will now shift to only 3MC managing one CSAL electronically stored on Local Area Network (LAN), Intranet or SKED help tab etc. that all hands have access to view. This will hold all command changes (Force Revision (FR) dates, Advanced Change Notice (ACN), FBRs, Significant system down time, etc.) to the 3-M Program. The WC Journal Tab in SKED houses all the changes the WC has made to their individual program (revisions, lineouts, custom notes, weekly

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closeouts, alert acknowledgements, check notes, alert notes, etc.). (2) Service Brief: Will be electronically stored on LAN, Intranet or SKED help tab etc. that all hands have access to view. (3) Qualifications, Designation letters and NECs: Will be stored electronically in each WC’s folder stored on LAN or Intranet in a .pdf document that can be electronically signed by required personnel (DH, DIVO, and OIC etc.). (4) Feedback Report Log: The FBR Log will be maintained in each WC’s folder located on LAN or Intranet. This will house all external feedback responses that apply to the WC. There will also be an FBR response memo that will be saved to this folder for each FBR when the WC implements the FBR into their WC MRCs. This will also match the 3MC’s CSAL. Upon FBR implementation, a custom note on the affected MRC will be created that will house the FBR number; changes directed or can paste the entire FBR response. If ACNs are applicable to an MRC that replaces the existing MRC a custom note will be made on affected MRC that states the ACN number and statement: This MRC is superseded by ACN number and can be electronically found: (list where WC electronic folder is kept). The superseded MRC will be printed only if it contains the Location Guide List, and the ACN MRC will be printed and utilized. All internal FBRs are tracked in SKED FBR Tab. Ensure these are implemented the same as external FBRs noted above. (5) List Of Effective Pages PMS-5: The 3MC will keep all WC LOEPs as part of the Master File. The WC’s LOEP will be verified by using the SKED LOEP Manager, all listed MIPs should say “normal”, if “On WC not on LOEP” or “Not on WC on LOEP” is listed, and the FBR log should be reviewed for approved FBRs that added or removed the MIP from the WC. (6) Maintenance Index Page: Electroni cally stored in SKED. Lineouts are approved when LCPO or DIVO, and DH review and approve any revisions in SKED. If the lineout approval report in SKED is ran, it will only list the person who selected “Mark Complete”, not who approved the lineouts. To ensure the required approval level is identified for lineout approval, the LCPO will select “Mark Complete” on any revision. If there is a FBR that is applied to a MIP to change Situational Reference numbers, ensure that the changed Scheduling Aid (SA) code references the FBR that approved the change. This will be verified against the FBR log or SKED FBR tab. If there was an ACN that updated the MIP, then ensure the .pdf copy is saved to the WC’s folder and available for all maintenance personnel to utilize. (7) Maintenance Requirement Card deck: Th is will be electronically stored in SKED PMS Documents and will be printed out of PMS Documents each time maintenance is conducted unless you have portable laptops or hand held computers that have PMS documents and is available to the command. Custom notes must be utilized for any fill in data that is required on the MRC, any FBR changes that may apply, or any information that will assist the MP in

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conducting the maintenance. Custom lineouts on the MRC are also allowed when the FBR directs or the MRC states if applicable on steps or note on MRC that directs WCS to line out steps that are not applicable. MRCs with either of these changes will have the LCPO approval with name documented on the MRC. (8) Forecasting Report: Will be electronically sent to Supply before the start of each quarter to ensure the WC has all the proper tools, parts and Hazardous Material (HAZMAT) required. There is no need to maintain these reports. If using these reports to verify tools, parts, etc. it can be generated within SKED. (9) Space Inspection Sheets: Sheets are electronic and are on the FR disc if command does not have electronic version. These will be updated to reflect space requirements and discrepancies noted as described in the MRC. These will be maintained in WC folder on LAN, Intranet per the MRC prescribed timeline. (10) All required instructions and references (OPNAV 5100.19, NSTM 670, NSTM 300, PPE Glove matrix, PPE Eye protection matrix, respirator matrix, etc.) will be electronically stored on LAN, Intranet or SKED help tab etc. that all hands have access to view. Individual WC tech manuals and other reference material will be kept electronically in their WC folder on the LAN, Intranet or on ATIS. (11) HAZMAT receipts can be electroni cally saved from Hazardous Inventory Control Systems for Windows (HICSWIN) program if applicable. Reports can be generated from HICSWIN for any period the WC will need. 19-6.4.5 3-M Coordinator. a. 3MC will create electronic folders on the LAN, Intranet for each WC and for 3MC. b. 3-M messages and notices: These will be kept in a central location on LAN, Intranet or SKED help tab etc. that all hands have access to view. Each WC will have their own 3-M folder that will house extra applicable messages, documentations, notices and equipment advisories that applies only to their individual WC. c. 3MC will establish an electronic CSAL a nd ensure everyone has access to view it. The CSAL is vital to documenting any changes that occur within the commands program. (FBR number, date of change, date when entire command has fully implemented it across the command, any ACN, any external FBR, down time of SKED or MDS, etc.). d. 3MC will utilize SKED for tr acking all internal FBRs. 3MC will utilize electronic email to route all FBRs and to ensure WCs get the FBR installed and CoC are aware

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when the FBR has been implemented (means of tracking). This will be saved electronically in 3MC FBR log folder and in the WC electronic folder. e. 3MC will keep current electronic copy of PMS-22 report, compare, and reconcile all FBRs against SKED. Any FBR over 60 days need to be verified they are still valid and not corrected by FR. f. 3MC will ensure command spot check matrix is accessible to crew and is current and updated weekly. g. 3MC will ensure 3-M PQS is current, tailored, electronically kept and approved by the CO. h 3MC will provide Training Officer with a short-range and long-range training plan. i. 3MC will ensure an electronic event lis ting is available and updated weekly and maintain history of 13 weeks of events. j. 3MC will ensure all designation letters are electronically generated and signed by required official and kept in 3MC electronic folder or respective WC folder. Multiple personnel can be listed on designation letters; one designation letter per individual is not required. k. Weekly reports are not required from WCs or divisions and will not be generated by any WC or division. WCs will be reviewed daily and closed out weekly in SKED by WC CoC. DHs will acknowledge all alerts in SKED on the day the week is closed out and review status of departmental maintenance disposition. l. 3MC will generate weekly Virtual Snap-Shot electronically and all required files will be saved electronically to weekly folders (folder per corresponding week). This location will be listed on the Virtual Snap-Shot report. m. 3MC will route weekly Virtual Snap-Shot electronically to CoC and Surface Force 3- M Representative and will maintain for 13 weeks. n. Interim MRC Procedures. The ship may develop interim MRC procedures based on experience and applicable technical manuals in support of equipment or systems without PMS coverage until formal documentation is received. Before scheduling preliminary MIP requirements, the WC CoC and the DH must verify their applicability to installed equipment and approved by the CO. o. Change Service Accountability Log. The CSAL provides a definitive record of all changes to a command’s 3-M program. Whenever a change to a command’s 3-M program is directed (be it from a FR, FBR, etc.), the change will be routed to the concerned WC(s) via a memorandum. Whenever such a memorandum is issued, it must be recorded in the CSAL. Once the WC reports the directed change has been completed, the 3MC will file the WC’s response and annotate the CSAL that the action is complete. (1) The CSAL is comprised of the actual l og sheet, a copy of all memos routed to the WCs and the memo from the WC’s CoC to the 3MC indicating completion.

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(2) The importance of the CSAL cannot be overstated. In essence, it provides for a day-to-day, year-to-year record of changes to a command’s planned maintenance program. It is also a turnover document at deployment sites, allowing a current command to quickly identify all changes from a previous command. Finally, it will be inspected during all command 3-M assessments and inspections, providing visibility as to how well a command manages 3-M from one inspection to another. 19-6.4.6 Related Maintenance. Related maintenance, so designated by the In Service Engineering Activity (ISEA) or Technical Warrant Holder, is determined from the MIP. The RELATED MAINT column of the MIP reflects related maintenance requirements. Related requirements are positioned on the MIP to line up directly across from the MRC to which they are related. Related maintenance requirements are also identified in the TPMTE section of the MRC under MISCELLANEOUS. NOTE: MANDATORY RELATED REQUIREMEN TS MUST BE LINKED IN SKED TO BE AUTOMATICALLY SCHEDULED. a. Related Maintenance Categories. (1) Mandatory Related. Mandatory relate d maintenance requirements are those maintenance actions that must be accomplished concurrently with another maintenance requirement. The mandatory relationship is indicated with the use of the # sign. If the mandatory related maintenance resides on the same MIP, it will be reflected in the RELATED MAINT column as “periodicity#” (e.g., M-3#). If the related maintenance resides on another MIP, it will be reflected as “MIP: periodicity#” (e.g., IC-013/033: M-4#). Mandatory related maintenance requirements are automatically scheduled by SKED. (2) Convenience Related. Convenience related maintenance requirements are those maintenance actions that can be accomplished concurrently with another maintenance requirement in an effort to save time (preliminary steps and tag- outs already accomplished) or for work force considerations. If the convenience related maintenance resides on the same MIP, it will be reflected in the RELATED MAINT column as “periodicity” (e.g., M-5). If the related maintenance resides on another MIP, it will be reflected as “MIP: periodicity” (e.g., EL-010/001: M-4)). In both cases, the # symbol is omitted. The WCS manually schedules convenience related requirements. (3) Conditional Related. Conditional related maintenance requirements are those maintenance actions that are performed when specific conditions are present or specified parameters are not met on the referencing MRC. Conditional related maintenance will appear on the MIP in the same manner as convenience related maintenance. The WCS manually schedules conditional related maintenance. (4) None. No related maintenance is reflected as “None” in the RELATED MAINT column.

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b. Work Center Supervisor Actions. WCS will review their schedules on a regular basis for opportunities to perform other PMS when an equipment or system has maintenance actions scheduled. Rescheduling of PMS to take advantage of other system maintenance (convenience related) is highly recommended. (1) If an MRC has related maintenance fr om another MIP, review the related MIP and MRC and determine if it requires assistance from another WC. (2) If the related MIP and MRC does not require assistance from another WC and is not on the lead WC LOEP, submit an FBR to have it added to the LOEP. (3) If the related MIP and MRC requires assistance or completion by another WC and is mandatory, convenience or conditional related then it should also be on the lead WC LOEP. If it is not on the lead WC LOEP, submit an FBR to have it added to the LOEP. If the related MRC requires technical assistance, a special NEC, or another rating that is not part of the lead WC, then the person with the technical training, special NEC or required rating should be temporarily added to the lead WC “Crew List” and assigned the related maintenance in either an assist or performance role. All WCSs involved will collaboratively plan the required maintenance and may adjust schedules based upon individual workload. When the maintenance is completed, the lead WC will mark the MRC as completed. 19-6.4.7 Inactive Equipment Maintenance. a. Inactive Equipment. Equipment should onl y be placed into IEM when in an inactive or out of commission status of seven days or longer. Inactive status is defined as tagged out or removed from service regardless of the equipment having associated Lay Up (LU), Periodic Maintenance (PM), Operational Test (OT), or Start Up (SU) maintenance checks. Equipment maintained by multiple WCs will be placed into or removed from IEM using the same date. (1) Status I. Equipment that will: (a) Remain onboard. (b) Is not scheduled for corrective maintenance or overhaul. (c) Will be inactive during extended shutdown periods and maintenance availabilities as determined by the DH. (Example: Main lube oil cooler in freshwater lay-up.) NOTE: PERFORM A “FRESHWATER L AY-UP” (LUBE OIL COOLER FILLED WITH FRESHWATER) IF LUBE OIL COOLING IS NOT REQUIRED FOR SEVEN DAYS OR LONGER. THE SEAWATER SIDE OF THE MAIN PROPULSION LUBE OIL COOLER SHOULD BE FILLED WITH FRESHWATER AS SOON AS POSSIBLE TO MINIMIZE MARINE GROWTH AND FOULING. (2) Status II. Equipment that is inactive and: (a) Subject to corrective maintenan ce, overhaul or removal for safe

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storage. (b) Temporarily transferred to another activity for maintenance responsibility for extended shutdown periods as determined by the DH. Example: Refrigeration compressor removed for depot level overhaul. (c) When system(s) components are scheduled for replacement. b. Implementation and Responsibility. Wh ile inactive, minimum maintenance is performed to ensure the success of the reactivation. The IEM section of the MIP will cover this maintenance. (1) To implement procedures for the accomplishment of PMS for equipment declared in an inactive status, current PMS schedules are modified to annotate the requirements listed in the IEM section of the MIP. For advance planning and scheduling of maintenance to take place, it is necessary to determine and identify the extent to which unit or Ship’s Force personnel will conduct PMS during an inactive period. MIPs in each WC will be reviewed to determine if equipment has IEM coverage (e.g., LU, PM, SU and OT), if the coverage is adequate, and what procedures to follow if there is no IEM coverage on the MIP in question or provided coverage appears inadequate. The DH is responsible for determining equipment IEM status. When placing a system or equipment in IEM status, the DH will also determine the IEM start date to be reflected in SKED. The IEM end date will not be applied in SKED until the system or equipment is ready to be brought out of IEM status. All SU and OT checks will be completed before taking the system or equipment out of IEM in SKED. All periodic PMS scheduled at the end of IEM should be reviewed for applicability, with applicable maintenance accomplished prior to operating equipment. (2) IEM procedures are listed on MIPs and separated from operational PMS by a horizontal line. The IEM section is titled “Inactive Equipment Maintenance” and is prefaced by the following statement: “The following requirements will be scheduled when equipment is inactivated for periods of prolonged idleness.” When there are no IEM requirements the words “None required” will appear under the Inactive Equipment Maintenance Section of the MIP. When IEM procedures are inadequate, submit an FBR. The unit or ship should consider all factors that affect equipment deterioration and take necessary precautionary measures. These factors include environmental conditions, equipment location, susceptibility to damage or other factors that cannot be anticipated when IEM procedures were originally developed by the cognizant ISEA or design activity. (3) The lack of IEM requirements on a MI P does not prohibit placing that system or equipment into an inactive state. Additionally, certain locations require precautions and maintenance not required force-wide. The unit or ship should consider all factors that affect equipment deterioration and take necessary precautionary measures. The LCPO is responsible for identifying factors that

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are inadequate and may require additional preparation and maintenance of the inactive equipment while reporting it to the DH for approval. Factors may include environmental conditions, equipment location or susceptibility to damage. For those actions that are recurring in nature, the WC should submit a FBR for possible MRC development. c. IEM Scheduling. SKED provides the capability to perform IEM scheduling. (1) Status I. The scheduling of main tenance for Status I inactive equipment utilizes conventional PMS scheduling techniques. LU checks will automatically be added to the schedule at the beginning of IEM by SKED. The WCS will manually add PM checks to the schedule for the period of IEM following the guidelines of the MIP. At the conclusion of IEM, SU checks and routine PMS will automatically be added to the schedule by SKED. SU checks must be accomplished the week IEM ends. All periodic checks added at the end of IEM, can be moved to the right, not to exceed the allowable date range. Since the MRC date range cannot be applied to the left (into the IEM period), the MRC date range can only be moved to the right and therefore only the plus value of the specific range, (i.e., the date range for a monthly is 21-41 days). The requirement can only be moved (scheduled) 10 days to the right and will not go into “alert” until after the 10th day. This allows the WCS scheduling flexibility within the plus side of the date range of the MRC. (2) Status II. The scheduling of mainte nance for Status II inactive equipment utilizes conventional PMS scheduling techniques, however, not all scheduled IEM PMS may need to be accomplished by the unit or Ship’s Force. LU checks will automatically be added to the schedule at the beginning of IEM by SKED and may be marked “NA” if the LU check did not support the equipment being removed from the ship or unit or “Accomplished by Higher Authority” symbol if completed by the intermediate or depot level maintenance activity. PM checks may be required to be scheduled during the IEM period. At the conclusion of IEM, SU checks and routine PMS will automatically be added to the schedule by SKED. SU checks must be accomplished the week IEM ends and may be marked with the “Accomplished by Higher Authority” symbol if they were completed by the intermediate or depot level maintenance activity. Routine PMS added at the end of IEM may also be marked with the “Accomplished by Higher Authority” symbol if they were completed by the intermediate or depot level maintenance activity. All periodic checks added at the end of IEM, can be moved to the right, not to exceed the allowable date range. Since the MRC date range cannot be applied to the left (into the IEM period), the MRC date range can only be moved to the right and therefore only the plus value of the specific range, i.e., the date range for a monthly is 21-41 days. The requirement can only be moved (scheduled) 10 days to the right and will not go into “alert” until after the 10th day. This allows the WCS scheduling flexibility within the plus side of the date range of the MRC. 19-6.4.8 Assessment Procedure MRCs. Assessment Procedure (AP) MRCs are not required to

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be scheduled in SKED, but they will be maintained “active” through the FR and TFR process. Assessment personnel or Ship’s Force need only print AP MRCs on an “as needed” basis for use. The record of completed AP MRCs by off-ship personnel is recorded on the work candidate and Ship’s Force participation is recorded in their completion remarks of that work candidate. There is no need for recording Ship’s Force participation in an assessment event on their PMS schedule within SKED. FBRs submitted requesting deletion of a MIP that only contains AP MRCs would be disapproved and returned to the originator. 19-6.4.9 Scheduling. PMS is a portion of the command’s 3-M Program that provides, in one authoritative system, the scheduling information and technical procedures governing planned maintenance. PMS provides a simple method for scheduling and documenting the execution of planned maintenance procedures. NOTE: WHERE THE GOAL OF 100 % ACCOMPLISHMENT CANNOT BE REACHED, THE UNIT’S COC MUST BE KEPT INFORMED OF THE CIRCUMSTANCES THAT PREVENT ACCOMPLISHMENT OF SCHEDULED MAINTENANCE. a. Situational maintenance scheduling will be managed utilizing the tools provided by the computer-based PMS scheduling software employed by the activity. All event driven situational requirements will be “triggered” when required and performed per reference (a). b. A plus sign (+) on the MIP to the right or under the MRC indicates this procedure is primarily intended to be scheduled for accomplishment by off-ship maintenance personnel for those classes of ships (e.g. LCS, DDG 1000) that utilize off-ship personnel for PMS. c. The MP will be assigned prior to co mmencing the week and must complete the maintenance as directed. If a different person is required, the WCS will reassign the PMS accordingly. d. Pre-Deployment Global Triggers: Forwar d Deployed Naval Force ships are forward and continuously deployed with no clear definition of deployment. 3MCs will trigger the Pre-Deployment global trigger after successful completion of a TYCOM Light Off Assessment. For non-Forward Deployed Naval Force, a deployment is defined as any underway greater than 90 days. e. H-coded MRCs will be listed as individua l SKED equipment maintenance items. The instrument serial number must match the Calibration Requirements List system designator (i.e. AHP-100-GA-001). All “H” coded MRCs will be considered overdue based on the due date annotated on the calibration label regardless of MRC date ranges allowed by reference (b). f. Standard entries will be utilized for all SKED 3.2 check note and alert note under the following circumstances. (1) SKED 3.2 check note that defers maintenance will begin with out of periodicity, non-accomplished, lost, or Not Applicable (NA) for situational checks.

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(a) Each MRC completed with tag-out flag will have check note containing the tag out serial number or no tag-out required. (b) List the Petty Officer In Charge when more than one MP is assigned. (c) Cent sign (¢) entries will begi n with “Performed by” followed by detailed information of the organization completing the maintenance, Job Sequence Number (JSN), work order, or applicable documentation. Proof of completion will be maintained in the WC PMS File. The SMMO will utilize PIN in SKED 3.2 to document the completion MRs by outside activities after reviewing the check note ensuring the LCPO has annotated satisfactory completion of the installation and update. These Cent sign (¢) checks can be spot checked to ensure proof of Quality Assurance documentation and all work was completed. (d) Check notes for completed checks can be used to document JSN if discrepancies noted or anything the command deems appropriate. (e) Check note entry is required when rescheduling a PMS check to a later week outside of the week originally scheduled. (2) SKED 3.2 alert note is required once a check is out of periodicity and will begin with out of periodicity and include a brief plan of action when the maintenance will be accomplished. This will be updated weekly until the maintenance is accomplished. The WCS or LCPO will add a brief description for each Alert Note for non-accomplished categories: (a) System or Equipment Failure. Syst em or equipment is not operational or in a reduced operational status thus preventing maintenance from being accomplished. CSMP JSN required in additional text description. (b) Inadequate Maintenance Procedur es. MRC procedure or steps cannot be accomplished to a point where the maintenance can be considered accomplished. FBR number required in additional text description. (c) Ship Operational Requirements. Operations prevent the maintenance from being accomplished. Requires additional text description. (d) System or Equipment Operationa l Requirements. Required operation of system or equipment prevents maintenance from being accomplished. Requires additional text description. (e) Lack of Hazardous Material. Co rrect HAZMAT not available at the time maintenance was to be performed. CSMP JSN required in additional text description. (f) Missing or Incorrect TPMTE. Co rrect or calibrated TPMTE was not available at the time maintenance was to be performed. CSMP JSN required in additional text description. (g) Other requires additi onal text description.

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(3) After the FR is approved, the 3MC w ill conduct “quarter” archival to maintain one completed quarter, one current quarter, and at least two future quarters. This permits the ability to review past records and forecasting of upcoming maintenance actions. 19-6.4.10 Accomplishing PMS. Maintenance personnel use MRCs to accomplish assigned planned maintenance as described below. a. From SKED “My Task” view , review the 13-Week Report. b. Determine maintenance task(s) assigned. c. Determine when the maintenance task(s) are due. d. Determine what TPMTE or supplies are need ed. For MRCs that contain inspections and then maintenance actions based upon the inspection findings, the TPMTE needed to perform the follow-on maintenance caused by the inspection findings does not need to be obtained prior to performing the MRC but rather, may be obtained as needed. e. Perform the maintenance on schedule. f. Notify the WCS immediately whenever one or more of the following conditions exist: (1) Anything on an MRC is not fully unders tood, appears to be incorrect or cannot be accomplished as written. (2) TPMTE prescribed by the MRC is not av ailable, is not correct or questions about substitutions arise. (3) Any doubt exists about your capabilit y, training, or experience to properly perform the maintenance requirement as prescribed. (4) Factors exist which would make perf ormance of the maintenance requirement unwise or dangerous (e.g., disassembly of equipment needed for operations, radiation when prohibited, situations causing safety hazard to exist, etc.). (5) Equipment deficiencies or casualties are discovered. (6) Any provisions or requirements on the MRC cannot be accomplished as prescribed. g. If an MRC can be completed step by step as written, then the maintenance action can be signed off as completed. Report completed planned maintenance actions to the WCS, update the PMS schedule to reflect the completed maintenance, annotate and sign the 13-Week Report (if applicable). If multiple personnel are assigned to a single maintenance action, the most senior knowledgeable person assigned must update the PMS schedule, annotate, and sign the 13-Week Report or check note if using SKED 3.2 electronic accountability. h. If inspection criteria or a threshold insp ected by the MRC does not meet the intended criteria, then those maintenance actions cannot be signed off as completed until the discrepancies are corrected. The only allowable maintenance actions that can be signed off as complete are those discrepancies where the PMS documents (MRC or

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MIP) have an actual statement that directs a CSMP entry(s) to be made if there are discrepancies. The statement to inform the WCS of discrepancies, by itself, is not sufficient to sign the maintenance action as complete when discrepancies exist. Maintenance actions not fully completed will be reported to the WCS. However, if material deficiencies or casualties, which are unrelated to that MR, are discovered, the MR can be checked off (provided the MR was fully completed) but the discrepancy must be reported via the MDS. 19-6.4.11 Non-Accomplished Categories. The WCS or LCPO will add a brief description for each check note or alert for non-accomplished categories using subparagraphs below. a. System or Equipment Failure. System or equipment is not operational or in a reduced operational status thus preventing maintenance from being accomplished. CSMP JSN required in additional text description. b. Inadequate Maintenance Procedures. MRC procedure or steps cannot be accomplished to a point where the maintenance can be considered accomplished. FBR number required in additional text description. c. Ship or Unit Operational Requirements. Operations prevent the maintenance from being accomplished. Requires additional text description. d. System or Equipment Operational Require ments. Required operation of system or equipment prevents maintenance from being accomplished. Requires additional text description. e. Lack of Hazardous Material. Corre ct HAZMAT not available at the time maintenance was to be performed. CSMP JSN required in additional text description. f. Missing or Incorrect TPMTE. Correct or calibrated TPMTE was not available at the time maintenance was to be performed. CSMP JSN required in additional text description. g. Other requires additi onal text description. 19-6.4.12 Accountability. The credibility of the Navy PMS program relies heavily on the individual accomplishing the maintenance. The required dedication and integrity of that individual cannot be overstressed. a. To maintain accountability, personnel ar e required to sign for the completion of assigned maintenance in an Accountability Log (if applicable). The WCS is required to review and sign the Accountability Log weekly to verify the accuracy and completeness of entries. Accountability sheets will be maintained in the WC PMS File for a period of not less than 13 weeks. b. When outside activity completes PMS, th e SMMO will utilize the SKED PIN feature to sign for the check. Prior to acknowledging competition, the SMMO will review all required Quality Assurance documentation and verify maintenance was complete. A check note will be entered stating, “Check performed by” followed by the activity that completed the maintenance. c. Ships employing SKED 3.2 will utilize electr onic accountability. When an individual updates the disposition of a check, this is the same as signing and dating a check

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completion on a 13-Week Accountability Sheet. The disposition of a check will become permanent when the weekly closeout is performed. All PMS maintenance assigned to a MP is presented to them immediately upon SKED 3.2 log-on and CoC review can be tracked on the Weekly Closeout Signature Sheet. Therefore, there is no need to print and sign the 13-Week Accountability Form. 19-6.4.13 Force Revision Implementation. In addition to the requirements of reference (a), the following steps ensure the most efficient and thorough implementation of an FR: a. MRC deletions on MIPs must be marked to indicate the reason for deletion. (1) Scheduling aids. Indicate appl icable scheduling aid (e.g. SA-#). (2) Split MIP. Indicate responsible WC (e .g. “EA01”) if the MRC is applicable to the ship, the responsible WC designation must be used versus a scheduling aid. (3) “Other” to include approved res ponses to FBRs, ACNs (e.g. “NSWORK CENTERLTR SER 4790.005.”), Message Date Time Group (e.g. “NUWORK CENTER R124535Z AUG 05.”). Indicate guiding notation for deletion: “SA- 1” or “Note 1”, configuration change number. b. The FR will be completed on or before th e first Monday of the new calendar quarter. Work centers no longer need to be approved on the same day, and can be approved once Department Head has reviewed work center’s revision. When operational schedules do not provide adequate time to implement the revision prior to the start of the quarter, the XO may direct an alternate implementation date with TYCOM N43 Force 3MC (via email) approval. This deferred FR will be reported to the Surface Force 3-M Representative. If two or more FRs were not available while the unit was deployed, only the most recent FR will be installed and implemented. c. It is advisable to complete the FR process through DH approval before conducting quarterly audits by a Chief or more senior. d. The 3MC will: (1) Maintain copies of the current FR NAVY PMS DVD, LOEP for every WC, changes issued between FRs in their original format and Classified Maintenance Requirement Cards (MRC). Digital copies are allowed unless there have been changes between FRs. (2) Review the Service Brief. (3) Enter the FR number from the Auto matic Library issued Document in the CSAL. (4) Update PMS and TFR data into SKED prior to routing the change documentation to WCs. (5) Route the TFR Guide to WCs for implementation. e. The WCS, upon receipt of the ch ange document from the 3MC, will: (1) Apply changes to the WC PMS sche dule utilizing SKED Revision Editor.

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(2) Verify all MIPs are active in SKED by reviewing LOEP report. (3) Verify all FBRs have been updated, notify 3MC if issues are discovered. (4) Route revision changes to division LCPO for review and concurrence. f. The LCPO will: (1) Solely responsible for placing Work Center in Revision Mode. (2) Review applied LOEP for streamline implementation. (3) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor. (4) Review lineouts on MIPs and MRCs. Electronically approve such lineouts to indicate concurrence. (5) Review LOEP report and any MIPs listed “Not on LOEP, in WC” or “On LOEP, not in WC” needs to verify that FBRs have been submitted and approved for addition or removal from WC LOEP. (6) Submit PMS schedule to DIVO for review and concurrence. g. The DIVO will: (1) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor. (2) Review LOEP report and any MIPs listed “Not on LOEP, in WC” or “On LOEP, not in WC” needs to verify that FBRs have been submitted and approved for addition or removal from WC LOEP. (3) Review lineouts on MIPs and MRCs. (4) Submit PMS schedule to DH for review and approval. h. The DH will: (1) Verify that all PMS changes have be en properly applied to the WC schedule utilizing SKED Revision Editor. (2) Review LOEP report and any MIPs listed “Not on LOEP, in WC” or “On LOEP, not in WC” needs to verify that FBRs have been submitted and approved for addition or removal from WC LOEP. (3) Review and approve WC PMS Schedules. i. The WCS completes the PMS Change Documentation Routing Memorandum and returns it to the 3MC. j. The 3MC updates the CSAL and notifies the XO that the FR has been installed after receiving all FR PMS Change Documentation Routing Memorandums from the WCs. 19-6.4.14 Planned Maintenance System Feedback Reports. PMS FBRs are used to identify problems with PMS documentation or to request the addition or deletion of PMS coverage. Issues with the periodicity, rates, man-hours, TPMTE and procedure may all be reported via FBR. FBR is also used to request copies of classified MRCs, request the addition or deletion of

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an MRC (maintenance requirement) to or from a MIP, splitting a MIP between WCs when MIP is not reflected in perspective WC, shifting of maintenance responsibility or to request PMS coverage for newly installed systems or equipment. The following paragraphs provide amplifying information dealing with the issues that may prompt the submission of an FBR. a. Periodicity. FBRs can be used to reques t the increase or decrease in the frequency of a maintenance action, i.e., MRC. However, the originator needs to keep in mind that the ship or unit has the prerogative to increase the frequency because of harsh weather, unusual operating conditions or corrective maintenance and associated testing requirements. (Example: “A DDG flight II submitted a FBR requesting the frequency of cleaning a specific electronics cabinet filter be increased from quarterly to monthly. Research revealed this MRC was applicable to all DDG Class units and no other ship had submitted a similar request. In fact, two other units had requested the frequency be decreased to semi-annual. It was determined that the submitting unit was in an extended upkeep period and increased foot traffic by shipyard personnel near the electronic cabinet was the most likely cause of the filter becoming clogged. The ship was authorized to increase the frequency to support the extended upkeep period and the periodicity of the MRC was not changed.)” b. Rates. The Rates block on the MRC repr esents the developer’s recommendation of the skill level (rate and rank) best suited to accomplish the maintenance action. The key word is recommendation. Qualified personnel other than the rate and ranking specified may be assigned. When a Damage Control Petty Officer, Safety Petty Officer (SPO), or NEC is assigned, substitution of other personnel is not allowed other than those exceptions as noted in reference (a). An FBR requesting the rate on a MRC be changed from an ET2 to a FT2 will not pass TYCOM screening, yet a FBR requesting the addition or deletion of personnel will generally pass to the cognizant technical activity for review. c. Man-hours. The MRC reflects the average time per equipment, per person. It does not reflect or account for gathering and putting away tools, tag-outs or time removing and replacing interferences. From a maintainer’s perspective, this is not an accurate representation of the time required to accomplish the maintenance action. The Future of Sailor Maintenance (FoSM) initiative will attempt to do a better job of accounting for this additional time but until then, FBRs should be submitted only when the allotted time per equipment is significantly uncoordinated with the actual time required. (Example, an MRC calls out 0.5 man-hours per equipment, but it actually takes 1.0 man-hours.) d. Tools, Parts, Material and Test Equipm ent. TPMTE FBRs should be submitted when the procedure calls for an item not listed in the TPMTE block or when the TPMTE block lists an item not called out in the procedure. e. Procedure. Procedures are written at a level of detail based on the assumption maintenance personnel are trained, qualified, and supervised by experienced leadership to execute the maintenance consistently and expertly. MRCs exist to provide standardized proven procedures, specify consistent acceptance criteria and to communicate warnings and cautions relative to the specific maintenance action. They are not intended to specify every possible action of the maintainer. There may be

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instances where an obvious typographical error exists on the MRC (example: Turn switch to ON; however, switch may already be ON and the intent of the step is to turn unit off, the card should read Turn switch to OFF). This type of error should not prevent the scheduling or performance of maintenance. However, in this situation, the accomplishment of the MRC is not possible until the DIVO or LCPO reviews the error and concurs that it is safe to proceed. A temporary notation including the reason for the correction must be made on the MRC, initialed by the LCPO and an FBR submitted. Extreme caution will be taken when reviewing MRCs for this type of error. Errors must be obvious typographical errors and a PMS FBR must be submitted immediately upon discovered. Do not permanently alter the MRC until authorized by the applicable System Command (SYSCOM), ISEA or NAVSEALOGCEN Detachment. If a step is missing that is necessary to complete the task, and that step is not obvious to the MP, submit an FBR to have it added. FBRs submitted to request procedural changes should include the originators contact information and supporting rationale or justification. If, however, a step is missing that is clearly common sense (a ladder was used to install a fixture but steps were not provided to put the ladder back in stowage) an FBR only serves to overload a process that should be focused on more technical issues. f. Duplicate MRCs. Unclassified MIPs a nd MRCs are now available from the DVD. Copies of classified MRCs still require an FBR request due to handling requirements. g. Addition or Deletion of an MRC. During the life cycle of a system, equipment, or component it may become necessary to add a maintenance action to prevent an age- related functional failure or to delete a maintenance action due to inherent reliability not foreseen during maintenance development. An FBR submitted to request the addition or deletion of an MRC should include the originator’s contact information and supporting rationale or justification. h. Newly Installed or Removed Equipment. While an FBR request for PMS, coverage will provide initial maintenance coverage or deletion of MIP(s) because of equipment removal, submission of an OPNAV 4790/CK is still required to initiate the rest of the logistic support change process. This point cannot be overstressed; the submission of the FBR does not relieve the ship or unit from initiating a CK. The CK initiates supply support, Configuration Data Managers Database – Open Architecture (CDMD-OA) changes; ship selected record drawing updates and class maintenance plan updates. i. Splitting a MIP. There are instances in which a MIP includes MRCs for more than one WC to perform. When this occurs, a decision is required by the command as to whether the MIP will be split or will be scheduled singly by one WC. Only the XO can authorize the splitting of a MIP if an MRC requires another WC to perform the entire maintenance action. If the decision is made not to split the MIP, then the MRs will be accomplished through the coordination of WCs. (1) If the MIP is split, the following procedures apply: (a) Submit to the XO a non-technical PMS FBR requesting approval to split the maintenance responsibility.

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(b) Upon receipt of the XO’s concurrence, the 3MC will make an annotation in the remarks block of the FBR stating, “XO concurs with splitting MIP maintenance responsibility”. (c) For LCS class ships, LCSRON N4 (vice the unit’s XO) provides concurrence with the splitting of maintenance responsibility and the FBR must be so annotated. (2) Upon receipt of the FBR approval: (a) Utilizing the SKED Revision Edito r, delete the MRC from the MIP and show the reason for deletion as the designation of the WC assuming responsibility (e.g., EE01). (b) If the WC assuming responsibil ity does not reflect the MIP and maintenance items, utilize the SKED Revision Editor to add them. Schedule only the MRC(s) that pertain to the WC reflecting remaining as deleted with reason for deletion the designation of the parent (lead) WC (e.g., EA01). (3) If the situation occurs where a WC removes a split MIP, the following procedures apply: (a) Submit an XO approved, non-technical PMS FBR reporting the decision to remove the split maintenance responsibility. Upon receipt of the XO’s concurrence, the 3MC will make an annotation in the remarks block of the FBR “XO concurs with removing split MIP maintenance responsibility”. For LCS class ships, LCSRON N4 (vice the unit’s XO) approves the removal of splitting maintenance responsibility and the FBR must be so annotated. (b) Upon receipt of FBR approval, utilize the SKED Revision Editor; remove the MIP, MRC(s) and maintenance item(s) from the WC no longer involved. Ensure that the lead WC assumes full responsibility for the MIP and MRC(s) and annotates their schedules accordingly. j. Shift of Maintenance Responsibility. Indi vidual ships or units sometimes consider it necessary to shift maintenance responsibility from one WC to another, to combine two or more existing WCs or to split an existing WC. These requests for changes of PMS maintenance responsibility require XO concurrence and may require final approval by the applicable TYCOM. Due to the considerable administrative burden, requests for this type of change should not be submitted to accommodate a temporary situation such as short-term assignment of two WCs to one supervisor. (1) The following factors should be carefully considered before submitting such requests: (a) Composition of WCs by size and ratings. (b) Scope of maintena nce responsibilities. (c) WC workload.

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(d) Ease of administration of a WC as a cohesive maintenance group. (e) Importance of WC grouping to equipment maintenance responsibilities, PMS scheduling, MDS reporting and CSMP listings. (2) When changes in maintenance respon sibility are considered necessary, the following procedures apply: (a) Submit a PMS FBR (non-technical) . Indicate from which WC(s) equipment is to be deleted and to which it is to be transferred. Upon receipt of the XO’s concurrence, the 3MC will make an annotation in the remarks block of the FBR “XO concurs with the shift of maintenance responsibility.” For LCS class ships, LCSRON N4 (vice the unit’s XO) provides concurrence with the shifting of maintenance responsibility and the FBR must be so annotated. (b) WC or equipment changes will also be reported in the Organizational Maintenance Management System (OMMS) or AWN system via a configuration change request (4790/CK) through the CSMP up-line reporting process in OMMS or through Wrong in Model-Not in Model in AWN. (3) Upon receipt of the FBR approval, perform the following actions: (a) The PMS Master File is updated to reflect deletion of the MIP from one WC and addition to the WC receiving the responsibility. The originating FBR serial number is annotated on the affected line item on the LOEP for both WCs. The PMS Master File must contain a record of deleted equipment until the change is reflected in a future FR. (b) Utilizing the SKED Revision Editor, load the affected MIP(s) and MRC(s) to the WC receiving maintenance responsibility. Delete the MIP(s) and MRC(s) from WC shifting responsibility. (c) Utilizing SKED, perform a revisi on to move the equipment from the original WC’s current schedule to the WC receiving the maintenance responsibility. Data is exported from one and imported to the other maintaining equipment history. k. MRC Changes Not Requiring Feedback Reports. The only MRC modifications shipboard or unit personnel may make without submitting a PMS feedback report are as listed in subparagraphs below. (1) TPMTE. (a) Common hand tools, administra tive or office supplies and basic housekeeping items may be substituted or added by the WCS. The WCS may add notes to the MRC to reflect these substitutions. In the case where specific common tools are called out by description, substitutions are not authorized. For example, substitutions such as using synthetic fiber brushes in place of animal hairbrushes or rags and

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paper towels in place of lint free cloths are not allowed. (b) Approved parts, materials and miscellaneous item substituted from the supply system, technical manual, or Military Specification (MIL- SPEC), etc., which meet or exceed the requirements may be used. Ensure that substitutions satisfy both the basic maintenance and safety requirements of the MRC. If there is any doubt, a PMS FBR should be submitted specifying substitution desired and reason. (c) Test equipment or certified tools, which meet or exceed the Sub- Category (SCAT) code requirement, may be used. (d) When an MRC pertains to multiple configurations of equipment and the TPMTE block contains tools, parts, test equipment and materials for each unique configuration, the TPMTE block may be tailored for the unit’s specific configuration by lining out the items that do not pertain to equipment held. 1 Exception to TPMTE block change : If an item listed in the TPMTE block is not called for in the procedures block, submit an FBR explaining the circumstances. 2 Conversely, if a tool, piece of test equipment, part or material is called for in the procedure block and is not listed in the TPMTE block an FBR should be submitted. (2) In the procedure block, WCSs may lineout the non-applicable line items (alternate procedures) that do not pertain to current equipment or configuration when the step includes the words “if applicable” or a note identifies steps to be omitted. These items must be reviewed and approved by the division LCPO. As these changes are WC and maintenance item specific, submission of an FBR is not required. If a step or steps in the procedure block have been lined out and tools, parts, materials, or test equipment in the TPMTE block pertain only to that step or steps, then they will be lined out as well with a reference to the step or steps lined out and approved by the division LCPO. Warnings, Cautions and Notes associated with the lined out step or steps will also be lined out. l. Delivery Methods for Feedback Reports. Feedback reports will be delivered to the ship in one of two methods: (1) Internal. Feedback reports that originate from SKED. These feedback reports will be generated, tracked, and implemented within the SKED program within time limit set from 19-6.4.14.s. of this chapter. (2) External. These feedback reports come from NAVSEALOGCEN for all MIP holders for review and implementation. The following steps are required upon receipt of an NAVSEALOGCEN feedback report: (a) 3MC will review the validity (MIP/MRC) to the command. (b) If applicable, 3MC will log TFBR serial number and origination into

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the Command Feedback report tracker. (c) 3MC will notify affected Work Center. (d) Work Center will implement Feedback report as directed within time limit set from 19-6.4.14.s. of this chapter. (e) Command will generate TFBR implementation memo to 3MC. (f) 3MC records TFBR implementation date into the command Feedback report tracker and maintains feedback report memo until the SKED database reflects the update via a Force Revision. m. Types of Feedback Reports. There are two types of FBRs, technical and non- technical: (1) Technical. These FBRs are used to report technical discrepancies inhibiting PMS performance. Technical feedbacks normally adjudicated by an ISEA responsible for the system or equipment covered by the PMS documentation require all the supporting information the originator can provide. The originator should identify the issue, providing as much supporting technical information (Allowance Parts List (APL), Reparable Identity Code (RIC), drawing or Hierarchical Structure Code (HSC)) as available and a proposed response or solution if known. Most importantly, provide point of contact information (Name and phone number) so that the ISEA can contact the originator should they have questions. Bottom line, the FBR must be accurate and complete to “stand alone”, that is, the FBR will be understood without additional explanation. The better the FBR describes the problem, the more likely the originator will receive a timely response. There are two sub- categories of technical FBRs: (a) Routine. An FBR will be consid ered routine when it relates to the technical requirements of PMS. It is used to report technical discrepancies or request clarification of procedures. (b) Urgent FBR. An FBR will be considered urgent when it relates to the technical requirements of PMS and involves safety of personnel, safety of ship or the potential for equipment damage. Urgent FBRs will be forwarded by naval message containing a PMS Feedback Serial Number, to both NAVSEALOGCEN Detachments Norfolk and San Diego, with info to the cognizant SYSCOM, TYCOM and the Naval Safety Center. The message must describe the unsafe procedure(s) or condition(s), must identify the MIP and MRC involved and reflect the serial number of the FBR generated in SKED or Planned Maintenance System-Management Information System (PMS-MIS). Once the message has been sent, include the date time group of the message in the FBR and submit. (2) Non-technical. These FBRs are intende d to support PMS requests that do not require technical review, including WC changes (shift of maintenance responsibility). Non-technical FBRs are submitted to request classified or

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other PMS documentation, which cannot be obtained locally, or to request clarification of issues not of a technical nature. n. Feedback Report Submission. All SKED users will submit FBRs via SKED using the Feedback Report Wizard. Non-SKED users may submit FBRs via the PMS-MIS web site at https://pmsmis.navy.mil by selecting the Feedback Tab and Feedback Report Wizard from the drop-down tab. Non-SKED users accessing this web site for the first time will need to request an account. Click on File Manager and select New User Account Request. This displays options to select a form and readme file, which can be downloaded, filled out and sent via e-mail as directed in the readme file. An e-mail will be sent confirming your account and providing access to the main screen. The Anchor Desk web site can also be used to submit FBRs. o. Feedback Report Screening (Shipboard or Activity). (1) The originator accomplishes initial sc reening or WCS who is responsible for ensuring all data is accurate and complete. (2) The division LCPO or DIVO accomp lishes the second level screening and verifies the content and validity of the FBR within 3 days of origination. (3) The DH, next to screen the FBR, is responsible for verifying the content and validity of the FBR and digitally signing FBRs within 4 days of origination. (4) The 3MC is responsible for screen ing, serializing, and forwarding FBRs within 7 days of origination. The 3MC will also: (a) Maintain accountability for all PM S FBRs submitted and actions taken until updated PMS documentation is received. (b) Ensure that the originator and all applicable WCs are kept apprised of action taken and ensure the originating and other applicable WCs implement the changes or corrections when received. (c) 3MC will maintain a PMS-MIS account. p. Feedback Report Screening (External to Hu ll or Activity). FBRs are next processed by the TYCOM. The TYCOM will verify the content and validity of the FBR and either return the document to the originator or pass it on for further processing and resolution. Naval Surface Force FBRs are reviewed following TYCOM policy. q. Feedback Processing Activities: (1) The central control points for processing FBRs are the Planned Maintenance System Coordinating Activities (PMSCA). Depending on the type of FBR and level of technical authority necessary to answer the FBR, the PMSCA will either respond to the originator with a resolution or forward the FBR to the appropriate technical authority for action. (2) ISEAs are those activi ties designated by NAVSEA as the technical experts for specific systems or equipment. Naval Surface Warfare Center, Philadelphia Detachment (NAVSURFWARCEN-PD) is the ISEA for the majority of non- nuclear hull, mechanical and electrical equipment installed on most ships.

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ISEAs under the direction of the NAVSEA Technical Warrant Holder adjudicate the FBR request and forward the response to the PMSCAs. The PMSCA provide the final response to the originator and update the PMS database to reflect ISEA changes. PMS changes are issued with the next available FR. r. Feedback Processing. FBRs are processed per NAVSEA policy: (1) Urgent FBRs. (a) The PMSCA will provide a message response to all urgent FBRs within 1 working day of receipt. If the FBR is forwarded to a Design Activity or ISEA for resolution, then the Design Activity or ISEA will provide a message response informing the originator of specific actions or required changes because of the adjudication of the FBR within 1 working day of receipt. This message response must be addressed to the originator and distributed to all TYCOMs and units holding the affected documentation. (b) The PMSCA will distribute revised PMS documentation to all affected users within 30 calendar days of receipt of the FBR, via special issue or ACN. (2) Routine FBRs. (a) The PMSCA will perform technical review, research, and provide a response to routine FBRs where resolution does not require technical authority action. (b) FBRs that the PMSCA cannot resolve will be sent to the cognizant Design Activity or ISEA. The cognizant Design Activity or ISEA will provide the response to the appropriate PMSCA describing the action taken. The PMSCA will provide the response to the originator by electronic means. (c) Distribution of the revised MRC to the originator and other affected users will be accomplished via ACN or the next available FR. (d) NAVSEA’s existing policy calls fo r technical review activities and ISEAs to provide FBR responses in less than 21 working days from time of receipt. In addition, NAVSEA has established a goal of providing answers to FBRs in one day. While some FBRs will require extensive research and days, weeks or in some cases months to resolve, the vast majority of FBRs can and should be answered much sooner. One day may be overly optimistic, but the intent is to put the emphasis back on the timely resolution of FBRs. (e) If no revision to PMS documenta tion is required, pertinent comments will be provided in the response to the PMSCA. When not concurring with the feedback report, the rationale for the non-concurrence must be provided to the PMSCA.

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NOTE: IT IS POSSIBLE AN FBR RESPON SE MAY NOT MAKE A SPECIFIC FR BASED ON THE DATE THE RESPONSE WAS RECEIVED BY PMSCA. PROCESSING TIME AND HANDLING MAY CAUSE THE REVISED DOCUMENTATION TO MISS AN FR CUTOFF DATE. HOWEVER, SINCE ALL FRS ARE NOW RECEIVED QUARTERLY, IF A REVISION MISSES THE CURRENT FR CUTOFF WINDOW, THE REVISED DOCUMENTATION WILL BE AVAILABLE WITHIN THE NEXT THREE MONTHS. s. Feedback Response Implementation. Work Center Supervisors will implement responses to FBRs based on the category and content as determined by the unit’s 3MC. LCPOs will verify Feedback report implementation. (1) Urgent FBR - within 24 hours of receipt of FBR response. (2) Urgent FBR with an ACN - within 24 hours of receipt, the ship will implement an administrative change to incorporate the new PMS documentation. These revised documents will be utilized to conduct maintenance until the revised PMS document is incorporated into the next FR. (3) Routine FBR: (a) Technical - The response deals with content such as a revision to technical specifications, tolerances, test equipment, materials, acceptance criteria or the sequence of procedural steps. These changes need to be implemented within two weeks of receipt of the FBR response or prior to the next scheduled accomplishment date should that date fall within the two-week window. (b) Administrative - The response deals with issues that do not affect the technical content or procedural steps. Administrative changes might be added steps to provide a better degree of clarity, formatting revisions to tables or figures that do not change technical content, or updating of Notes, Warnings or Cautions that do not influence the performance of the MRC. These changes do not need to be implemented prior to receipt of the next FR. If the next FR does not reflect the revised documentation, implementation is required before the next scheduled accomplishment date of the MRC. (4) Routine FBR with an ACN: (a) Technical - These changes need to be implemented via an administrative change within two weeks of receipt of the FBR response or prior to the next scheduled accomplishment date should that date fall within the two-week window. These revised documents will be utilized to conduct maintenance until the revised PMS document is incorporated into the next FR. (b) Administrative - These changes do not need to be implemented prior to receipt of the next FR. If the next FR does not reflect the revised documentation, implementation is required via an administrative

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change before the next scheduled accomplishment date of the MRC. 19-6.4.15 PMS Spot Check Program. Each unit is required to have an aggressive spot check program involving all levels of the chain of command from the LPO to the CO. Individual Maintenance Requirement (MR) will be spot checked periodically to determine the effectiveness of PMS accomplishment and to ensure the maintenance was completely and correctly performed. All CPO and above will conduct historical or monitored maintenance spot checks. All FCPO will only conduct monitored maintenance spot checks. Work Centers will only perform one Khaki and one FCPO spot check weekly, except ER09, which will have an additional historical spot check conducted by the 3MC and Command Master Chief. Detailed spot check criteria used to evaluate the completion of the MR is located at https://flankspeed.sharepoint-mil.us/sites/CPF- CNSP-HQ/engineering/3m. a. Types of Spot Checks. There are three types of spot checks utilized by the Surface Fleet. While the standard operating procedure is that E-7 or above personnel will conduct Historical Spot Checks and E-6 and below will conduct Monitored maintenance, it is up to the 3MC to decide how to best run their program. (Example. If a 3MC decides to do more monitored checks when coming out of the shipyard to ensure maintenance is being done correctly, that is the command’s decision.) The CO and XO will perform Spot Check Program effectiveness reviews by Spot Checking the Spot Checker defined below. (1) Historical Spot Checks. This main tenance check has been accomplished and signed for in the 13-week accountability log. The spot checker will have the maintenance person walk through the check and ensure all steps were followed as per the intent of the step. The spot checker WILL NOT utilize a “verbatim compliance” methodology. Maintenance Cards were not written to cover every possible scenario. (2) Monitored Maintenance Spot Chec ks. A real time evaluation of a maintenance check. A monitored maintenance spot check will always be graded at 100% as the spot checker is using the opportunity to train the Sailor while the check is being performed. (3) Spot Check the Spot Checker. C onducting a spot check on a maintenance (historical or monitored maintenance) action that has previously been spot- checked. The purpose is to ensure the spot check program is effective at recognizing and correcting discrepancies identified during previously conducted spot checks. The primary focus of this inspection is the person that previously conducted the spot check, but the Sailor’s performance will also be evaluated. Spot Check the Spot Checker forms cannot be documented in SKED. Paper copies will be retained for 13 weeks. b. Spot Check Program Execution. The 3MC will generate weekly PMS spot check assignment matrix for Officers, CPOs, and FCPOs using the guidance listed in Table 19-6-2 and Table 19-6-3 of this chapter for work centers with maintenance completion. The spot check assignments can be assigned so that personnel are conducting spot checks within their respective departments, divisions, or cross

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departmentally. Cross-departmental spot checks are valuable in training maintenance personnel in the performance of a spot check by personnel they are not familiar with. (1) LCS and DDG 1000 class Spot Check Gu idance. Each unit is required to have an aggressive spot check program involving all levels of the CoC from the FCPO to the CO. Individual maintenance requirements will be spot checked periodically to determine the effectiveness of PMS accomplishment and to ensure the maintenance was completely and correctly performed. All CPO and above will conduct historical or maintenance validation spot checks. All FCPO will conduct monitored maintenance spot checks. WCs will only perform one Khaki and one FCPO spot check weekly. This requirement will be based on each command’s manning, at no time will Khaki or FCPOs be doubled up on weekly spot checks. If a command does not have enough Khaki or FCPOs to cover each WC weekly, then those WCs will not have a spot check for that particular week. The intent of this is to have quality spot checks being performed, not quantity. Detailed spot check criteria used to evaluate the completion of the maintenance requirement is located at: https://flankspeed.sharepoint-mil.us/sites/CPF-CNSP-HQ/engineering/3m.

Periodicity Date Range Daily None 2 Days None 3 Days None Weekly None 2 Weeks 9-19 Days 3 Weeks 14-28 Days Monthly 21-41 Days 2 Months 41-83 Days Quarterly 61-121 Days 4 Months 83-165 Days Semi-Annually 121-243 Days 8 Months 165-331 Days 9 Months + or – 90 days from Scheduled Date Annual + or – 90 days from Scheduled Date Multi-Month after Annual + or – 90 days from Scheduled Date Table 19-6-1

Management Level # of Spot Checks Spot Check Type CO One Spot Check the Spot Checker XO One Spot Check the Spot Checker

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*CMC/SEA One Spot Check the Spot Checker One (ER09) Historical *3MC One Historical One (ER09) Historical E-7 and Above One Historical E-6 One Monitored *CMC/SEA and 3MC will conduct a Spot Check the Spot Checker on one of the week’s Spot Checks. Table 19-6-2 (Surface Force Spot Checks)

Management Level # of Spot Checks Interval Spot Check Type CO One Bi-Weekly Spot Check the Spot Checker XO One Bi-Weekly Spot Check the Spot Checker CMC or SEA One Bi-Weekly Spot Check the Spot Checker 3MC One Weekly Spot Check the Spot Checker E-7 and Above One Weekly Historical E-6 One Bi-Weekly Monitored Table 19-6-3 (DDG 1000 and LCS Spot Checks) (2) Spot Check Scheduling Guidance. (a) Utilize the Spot Check Randomizer located in the Weekly Virtual Snap-Shot Report. Use is mandated unless Sailor or equipment is unavailable in which 3MC will select another Spot Check to be conducted. (b) Do not schedule spot checks in advance. (c) Upon completion of spot checks doc ument checks using the spot check function in SKED. (d) Paper copies are not required to be retained when completed spot checks are entered in SKED 3.2 with exception of Spot Check the Spot Checker. (e) Spot check discrepancies will be tracked to completion. (f) Only the assessor is to enter the completed spot check results. (3) Spot Check the Spot Checker Guidance. (a) Spot Checks will be selected util izing SKED, Spot Check - All Report, or the Virtual Snap-Shot Report. (b) 3MC will collect completed spot check results and compare to previously recorded spot checks.

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(c) Discrepancies between the spot checks will be adjudicated at the command level. (d) A spot check the spot checker that results in a failed spot check not previously documented will be reported to the CO and XO as an attachment in the weekly report. (e) Spot check the spot checker resu lts cannot be entered in SKED and must be retained for a period of 13 weeks. c. Spot Check Randomizer. The Spot Check Randomizer is the last section of the Virtual Snap-Shot Report. It produces a list of random spot checks based upon criteria such as periodicity, troubled systems, and when the check was accomplished. The program will reduce the number of times the same maintenance check is selected. The list of spot checks is for the next week. The program will choose a single check for each work center but will not assign a spot checker. 3MC will still create a list of spot checkers and assign the work center they are to inspect. The spot checker will then conduct a spot check on the maintenance action selected by the program. The 3MC will ensure that spot checkers are inspecting checks selected by the program. d. Failed Spot Checks. All failed spot checks will be reported to the Executive Officer and Commanding Officer via the Virtual Snap-Shot. The 3MC will report the maintenance deficiency and corrective action needed or taken. If it was determined during the course of a spot check that the intent of the maintenance check was not achieved, the maintenance check will be rescheduled at the earliest convenience of the command. 19-6.4.16 Corrective Maintenance. a. Maintenance Management Automated Information System (MMAIS) Management. As Navy MMAIS applications (MDS, AWN, Electronic Tag Out (eTagOut) and Electronic Shift Operations Management Solution programs) evolve into a connected group of systems, criteria for the management of unit, shipboard and ashore databases and a process for submitting account requests for these MMAIS systems is hereby established. b. Operating Policy for Unit or Shipboard Databases afloat. (1) Will be managed locally by an assigned and designated administrator. (2) Account structures and role or priv ileges will utilize the TYCOM approved Privilege Matrix which is maintained by the TYCOM. (3) Systems settings will be set to loca l time not Zulu time for all processing. (4) No outside activity will be allowed di rect access to the databases. Database copies require prior written TYCOM N43 approval. (5) All work candidate, job, JSN, pre-2K to 2K review and approvals along with sending of parts requests to supply will be conducted by the ships force, no outside activities will approve work candidate, job, JSN, pre-2K to 2K or shipboard parts. No outside activity will write work candidates directly into a ships force MDS system. All outside activity reporting or finding

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discrepancies will produce the required “bulkload” per this manual. c. Operating Policy for Unit or Shipboard Databases ashore. (1) All user access levels and accounts will be tracked by the activity creating the account. (2) Every TYCOM will have at a minimum a primary and secondary account manager. Account manager names will be provided to the Navy 311 or Navy Enterprise Service Desk (NESD) help desk. (3) Users with accounts missing the requir ed forms will be deactivated until the required documentation is presented to the Navy 311 or NESD help desk, and the account is approved by the TYCOM. d. Organizational Maintenance Management System - Next Generation (OMMS-NG). Organizational Maintenance Management System - Next Generation is the shipboard program used to document and track material deficiencies in the command. Only active jobs are maintained in the database and are tracked to completion. 3MC will upline a minimum of twice a week to VSB via the RADWEB service. While the OMMS database contains all active jobs for the ship, “L” and “Z” jobs will not display in the ships database. “L” jobs are work candidates the Port Engineer wrote for work to be completed on the ship. “Z” jobs are ICMP task to be accomplished by outside activities. (1) Up-line Reporting. Up-line reportin g via Revised Alternative Data Flow Website (RADWEB) is required at a minimum of twice per calendar week. Platforms on any other MDS, units will verify twice a week that automatic data transfer is occurring. (2) Automated Shore Interface Processi ng. Automated Shore Interface (ASI) download and processing is required when the ASI record count in RADWEB is 3,000 records for Guided Missile Cruiser (CG), Guided-Missile Destroyer (DDG), Mine Countermeasure Ship, Littoral Combat Ship (LCS), Amphibious Transport Dock, Dock Landing Ship, Patrol Craft (PC), or shore facilities. For Amphibious Assault Ships, Landing Helicopter Dock and Amphibious Command Ships class ASI download and processing is required when the ASI record count in RADWEB is 10,000 records. ASI download and processing for all MDS, of all available ASI records in RADWEB is required when the unit is getting underway for a period of two weeks or longer, monthly at a minimum, and as directed by the TYCOM. Ship’s ASIs available in RADWEB will be downloaded and processed into the ship’s MDS within seven days of ASI creation. (3) Bulkloads and Database Transfer. A bulkload is a CSMP load (work candidate(s) provided as an external file to be loaded into the ship’s CSMP) by the 3MC produced by any outside activity (any person not ships force, no activity will leave a list of material discrepancies or tell the ship to write the work candidate/jobs.). Bulkload files are sent to the 3MC by TYCOM N43. COMNAVSURFPAC or COMNAVSURFLANT N43 3-M is the only

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authorizing activity for bulkload reviews. Commands will not transfer, copy, or allow the direct access to or copying of the MDS and or supply database by any outside activity. COMNAVSURFPAC or COMNAVSURFLANT N43 3- M will direct via written permission for database copies. Upon completion of bulkload, the command must review all work candidates to ensure the recommended solution and type availability are accurate. If not accurate, the command should assign to the appropriate TA Code (1-Depot, 2-IMA, 3-Tech Assist) and update the recommended solution. f. Automated Work Notification - AWN is th e shipboard program used to document and track material deficiencies in the command. All active jobs and jobs closed within the last year are maintained in the database and are tracked to completion. Upline in AWN are not required as the program uplines automatically. (1) Verifying AWN health. To ensure auto matic replication from ship to shore in AWN, utilize TYCOM provided AWN health process guide. AWN health should be verified daily, a minimum of twice weekly, in the shore AWN (ATM) program. (2) AWN Parts Approval for LCS Units . Although parts request, queue, and approval are conducted on the ship, parts will not be ordered until the Work Candidate is approved (changed from pre 2-Kilo to 2-Kilo) in the Shore ATM Database. Once the Work Candidate is made a 2-Kilo, material requisitions can be released to R-Supply Ashore. (3) Automated Shore Interface Processing. Ship’s ASIs available in RADWEB will be downloaded and processed into the ship’s AWN and R-Supply within seven days of ASI creation. For LCS unit, ASI will be processed into the ship’s AWN, shore AWN (ATM), and R-Supply within 7 days of ASI creation. (4) AWN Bulkload process. TYCOM N43 w ill load Bulkload files directly to Ashore AWN (ATM). The uploaded jobs wills replicate to the AWN database upon completion. Ship’s 3MC is to monitor the AWN database to ensure the bulkloaded files are received on the ship. f. Validation Screening and Brokering. Th e master CSMP database for all US Navy ships. The program utilized by Port Engineers to screen and broker or refer work as required. VSB is updated by OMMS and provides status updates to the Open Architecture and Retrieval System (OARS). All jobs TA 1 - 4 are reported to VSB although only TA 1 - 3 will be screened by the Port Engineer. The status of all jobs in VSB are annotated by the “WN Status” field. g. Open Architecture and Retrieval System (O ARS). The 3-M history file for all US Navy ships and shore commands. All jobs written by the ship or outside activity will be maintained within the OARS database from the time the command is commissioned until decommissioning. A weekly report from OARS is generated and

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disbursed to ship via a SPEAR file. The SPEAR file will contain a list of all active jobs and ICMP task assigned to the unit. 19-6.4.17 Life Cycle Of A Work Candidate. A Work candidate is created either on the ship by ship’s force or by an outside maintenance activity. When a job is created by a maintenance activity or inspection team, they create a list of jobs and send them to TYCOM for review. After TYCOM review, the job will be sent to the ship via bulkload to update the ship’s CSMP. A ship uploads the jobs to VSB via upline where the Port Engineer will screen and broker work to the maintenance activities during availabilities as shown in Figure 19-6-1 of this chapter. 19-6.4.18 Key Component Of A Work Candidate. a. Maintenance and Modernization Business Unit (MMBU) Code. A MMBU code (also known as Job Originator Values) is used to identify the outside activity that originated the job. It is identified by the first character in the job sequence number. For example, Job CA01-L001 has a MMBU code of “L” which identifies the Port Engineer as the originator of the job. CA01-R001 has a MMBU code of “R” which identifies an INSURV inspection as being the originator of the job. A list of all MMBU code can be found in the NAVSEALOGCEN website https://oars.nslc.navy.mil/oars/docs/mmbureferencelisting.html. b. Type Availability Code (TA Code). (1) TA Code 1. Depot level work candidate . When a unit receives or initiates a TA 1 job, the ship is accountable for ensuring the job is screened and brokered. The Port Engineer is responsible for the action of screening and brokering but the ship will track all TA 1 jobs to ensure they are scheduled for the next convenient availability. The status of all TA 1 jobs for the ship are identified in the Virtual Snap-Shot Report for commands visibility. (2) TA Code 2. IMA level work. When a unit receives or initiates a TA 2 job, the ship is accountable for ensuring the job is screened and brokered. The Port Engineer is responsible for the action of screening and brokering but the ship will track all TA 2 jobs to ensure they are scheduled for the next convenient availability. The status of all TA 2 jobs for the ship are identified in the Virtual Snap-Shot Report for commands visibility. (3) TA Code 3. Technical Assistance jobs. When a unit receives or initiates a TA 3 job, the ship is accountable for ensuring the job is screened and referred. The Port Engineer is responsible for the action of screening and referred but the ship will track all TA 3 jobs to ensure the jobs are brokered to a maintenance activity so the requested technical assistance can be provided. The status of all TA 3 jobs for the ship are identified in the Virtual Snap-Shot Report for commands visibility. (4) TA Code 4. CSMP work notifications that are within ship’s force capability to complete. A TA 4 job can originate from on the ship or an outside inspection team such as an INSURV or Total Ship’s Readiness Assessment. TA 4 jobs will be sent to VSB via CSMP upline but the Port Engineer may not have visibility of the jobs. Additionally, a job may have been written by the

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ship as a TA 1 - 3 and the Port Engineer may screen the job as a TA 4. This will be reflected by the SPEAR Report or during the monthly CSMP Reconciliation Process. If a job is screened as a TA 4 the ship will change the TA Code of the job to 4. If the ship still desires an outside activity to perform the work, the Port Engineer should be notified. c. Equipment Status Code (ESC) and Equi pment Operational Code (EOC). The ESC and EOC will reflect the actual condition of the equipment at the time the Work Candidate is created. The ESC from OMMS-NG units is used to compute the EOC which is a major factor in determining the mission operational capabilities of the ship. d. Safety Code. A safety Code will be added to all CSMP work candidates. If the job has no effect on the safety to personnel and/or equipment, a Safety Code of “0” will be utilized. The following safety codes are authorized for use: (1) “X”. Enter an "X" or applicable safety code if the maintenance action describes a problem or condition which has caused, or has the potential to cause serious injury to personnel or material. A brief explanation must be included in the Remarks/Description field (Block 35). For example: "RE- INSPECTION OF SEPARATOR FOR PRESENCE OF OIL AFTER RINSE. MRC A-27 EVIDENTLY NOT DONE. PRESENCE OF OIL RESULTED IN FIRE IN HP AIR SYSTEM WHEN COMPRESSOR OPERATED UNDER LOAD. FIRE BADLY BURNED VALVE AHP-287, REQUIRING REPLACEMENT." (2) “1”. Critical safety or hea lth deficiency. Correct Immediately. (3) “2”. Serious Safety or Health defi ciency. Suspension of Equipment, System or Space use is required. (4) “3”. Moderate Safety or health defi ciency. Waiver of Equipment, System or Space use is granted pending correction of the item. (5) “4”. Minor safety or health deficiency. (6) “5”. Negligible safety or health deficiency. (7) “0”. Maintenance action is not safety related. e. Block 10. TYCOM directs units to utilize bl ock 10 as an attribute for jobs that have one or more of the characteristics below. If a corrosion or environmental job is found during a zone inspection, the corrosion or environmental status takes precedence. (1) “C”. All Corrosion jobs will be annotated with a “C” in Block 10. (2) “E”. All jobs having an environmen tal impact will have a “E” in block 10. (3) “Z”. All jobs discovered during Zone Inspection will annotated with a “Z” in block 10.

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f. Availability ID Code. A four-digit Alpha numeric code used to identify the availability a particular job has been assigned to. If the Availability ID Code is blank, it means the job has not yet been screened to an availability. 19-6.4.19 NTCSS Failure And Recovery. a. NTCSS Failure. Report failure to Su rface Force 3-M Representative and TYCOM 3MC. b. NTCSS Recovery. Conduct recovery pro cess per NIWC directive and guidance. c. All ASIs and TYCOM bulkloads received during the outage will be installed per emailed files from TYCOM 3-M. If bulkloads cover a Total Ship’s Readiness Assessment event, those must be loaded by daily sequence files. 19-6.4.20 Equipment Validations. The correct equipment configuration is the basis for all maintenance and supply support programs. Ship’s Force is in the best position to identify and make corrections to inaccuracies in equipment records when compared to the actual installed equipment. a. Each WC will perform equipment validations per the following priority and guidance. Corrective Maintenance. Prior to writing a work candidate, WCS will verify when the equipment was last validated. If not validated in the past 36 months, MP will validate the equipment record using validation aid provided by WCS. Ships that are Pre-commission or in Service Life Extension Program will validate all equipment onboard to establish correct configuration until sail away for new construction or upon completion of Service Life Extension Program. b. Shipboard personnel will conduct validati ons by printing a hard copy validation aid from the installed MDS system unless full electronic devices are available. Validation aids contain information about the equipment including the WC owning the equipment for maintenance purposes, location, serial number, or Positional Reference Identification number. In addition, APL header data is included. These copies, if required, will be kept for 13 weeks or until electronic MDS system is verified correct. c. Paperless Equipmen t Validation process. (1) WCSs will print Equipment Validati on Aid from OMMS-NG. (If command has portable laptops or hand-held computers then this can be disregarded.) (2) The MP will utilize th e Equipment Validation Aid (if applicable) and conduct sight validation. (a) MP will locate equipment and veri fy APL Header data and Component Characteristics information (RIC information located on the left-hand side of validation aid). Any disparity will require a change in configuration request or Wrong in Model-Not in Model request to add the correct APL for equipment. If unable to verify due to missing label plate information, inaccessible, lagged over etc. equipment validation code will be sight validated without RIC and select correct reason why. If APL or characteristic data is correct, the equipment

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record will be sight validated with RIC. (b) MP will verify serial number is co rrect or annotate discrepancies. If serial number is not available, then utilize Positional Reference Identification. (c) MP will verify that the correct WC is listed, annotate discrepancies. (d) MP will verify the equipment is correctly associated to the correct PMS and the MIP and all associated MRCs will be annotated. (e) MP will sign and date validation aid. (If using portable laptop or hand-held computer, disregard.) (f) MP will return Equipment Validation Aid to WCS (if applicable). MP or WCS (if using portable laptop or hand-held computer MP will update the record) can update configuration record notes section to ensure all annotations on the validation aid are transcribed over to the MDS record, along with MP name who conducted sight verification and the date in which the sight validation was conducted. PMS MIP and all associated MRCs will be annotated in the notes section of record as well. If PMS is required but not assigned to unit, then submit an FBR requesting additional coverage and document the FBR number in the notes section of the record. If no PMS is required, annotate No Maintenance Required in the notes section of the record. (3) The WCS will take the validation aid (i f applicable) and ensure all information on validation aid is entered correctly in the notes section of the configuration record. (If portable laptop or hand-held computers utilized, the WCS will verify record). (4) CoC will review and approve all equipment configuration record changes. (5) The 3MC will be able to view all completed validations from the MDS via reports or list function in the applicable MDS.

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Figure 19-6-1 19-6.5 PLANNING BOARD FOR MAINTENANCE 19-6.5.1 PB4M Meeting. Each unit will have a formally structured PB4M which should meet twice per month at a minimum. This forum provides a review of open Casualty Reports, current planned off-ship and organizational maintenance, CSMP quality and accuracy, future maintenance and modernization planning, and fiscal concerns. The objective of PB4M is to ensure clarity of intent for both the ship’s efforts and the shore infrastructure with respect to total ship maintenance, operational schedules, and other concerns affecting ship material readiness. The PB4M must include the CO (who will chair the meeting), XO, 3MC, all DH, SMMO, Port Engineer (PE), and additional personnel as desired (e.g., TYCOM Rep). 19-6.5.2 PE Responsibilities. Quarterly the PE will assist the ship’s CO in conducting the PB4M meetings, including agenda development. The SMMO will prepare the ship input to the PB4M agenda in support of the PE to include COMNAVSURFOR reconciliation tool and self- Sufficiency report results. 19-6.5.3 PB4M Timing, Periodicity, And Agenda. Flexible to support the priorities of the individual ship and meet the unique maintenance requirements of each phase of the TYCOM Operational Fleet Response Plan. However, the Maintenance Team will have reviewed the CSMP in detail prior to PB4M, then discuss the CSMP during routine PB4Ms and prior to every maintenance availability. 19-6.6 3M 365 CONTINUOUS MONITORING 19-6.6.1 Pillars Of Performance. There are four Pillars of Performance within the 3-M program. While the pillars may affect one another, each pillar must be evaluated independently. For units with multiple crews, all 3-M 365 Pillars of Performance will be measured by hull. a. Maintenance Accomplishment Rate (MAR). The Maintenance Accomplishment Rate is the amount of the scheduled or unscheduled maintenance that was accomplished.

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Scheduled maintenance is performed on a periodic basis while situational maintenance is performed based upon an event such as those identified in the Major Events Listing or when required while conducting a periodic check. b. Spot Check Program. The Spot Check Progr am is the Quality Assurance program for the maintenance conducted at subordinate commands. The purpose is to ensure the right maintenance is conducted on the right equipment safely and effectively. c. Consolidated Ship’s Maintenance Pr ogram. The CSMP program is the Navy’s process of documenting discrepancies to spaces and equipment. The program entails Equipment configuration, discrepancy identification, screening or brokering work, and recording when deficiencies have been corrected. d. Knowledge, Skills, and Experience. Th e KSE model is a way to gauge the knowledge, skills, and experience of the crew members that make up a work center, department, or command. This model creates a unit of measurement to ensure personnel have both the training and qualifications to execute the assigned duties. Additionally, the performance portion of the model identifies the “end result” of the KSE model. Although a Sailor may be trained and qualified, an evaluation of 3-M programs and activities will measure how well the responsibilities are executed. For units with multiple crews, a specific Multi-Crew KSE will be utilized. The multi- Crew KSE form will be identical to the single crew KSE except each 3-M position will have two names. 19-6.6.2 Periodic Reports. a. Virtual Snap-Shot Report (1) Overview. The Virtual Snap-S hot Report is a CNSF produced excel workbook that creates a 20-page graphical representation for the health of the MAR and Spot Check program pillars of performance. The report uses a drill down method to identify strengths and weaknesses with the two pillars. (2) Periodicity. This report is to be conducted weekly by all commands. (3) Required Documents. (a) PMS Analysis Spreadsheet. The PMS Analysis Spreadsheet is an excel workbook that contains a list of all periodic checks, situational checks, and alerts the command has recorded in SKED for the past quarter. The report is generated from the SKED Admin tab. The period of report will be period of 13 weeks, beginning on a Monday and ending on a Sunday. (b) Spot Check - All Report. The Spot Check - All Report from sked contains a list of all spot checks conducted during the last quarter with the associated grades for each of the spot checks. The report is generated from the Reports tab. The period of report will be period of 13 weeks, beginning on a Monday and ending on a Sunday. (4) Virtual Snap-Shot Report Breakdown (a) Cover Sheet. The cover sheet auto matically fills in the ship’s name

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and date. The user will enter the following information for the command’s 3-M Program: 1 FR#. Enter the current Force Revision the SKED implemented at the commands. (Ex. 4-21, 1-22, 2-22) 2 3-M Cert Date. Enter the date for the last 3-M certification event. If the certification date is not known, contact your Fleet’s Afloat Training Group unit to provide. 3 CSMP Reconciliation Date. Ente r the date of your last CSMP Reconciliation Report. 4 Number of Reconciliation Discre pancies. The total number of discrepancies identified during the last CSMP Reconciliation. 5 MAR Pillar. An automatically populated block that records the Maintenance Accomplishment Rate for the command. 6 Spot Check Pillar. An automatically populated block that records the Spot Check Accomplishment Rate for the command. 7 CSMP Pillar. A manually populated block to record the CSMP Management Score for the command. The CSMP Management Score can be found on the cover page of the CSMP Self-Sufficiency Report. 8 KSE. A Manually populated block to record the Knowledge, Skills, and Experience Score located on the Dashboard of the KSE Tool. This block is only applicable for commands that have transitioned from legacy 3-M Certification criteria to the 3-M 365 Continuously Monitored and Continuously Certified program. 9 Attachments. There are two mandatory attachments that must be submitted with the Virtual Snap-Shot Report: a IEM Details Report b Additional Attachments. Contains three empty spaces for voluntary attachments. 10 Acknowledgment blocks. Contains a place for the CO and XO to initial stating they have received the document and provides an area for comments if desired. b. PMS Performance Rate (PPR). The PPR page provides an overview of both the command’s MAR and Spot Check Average to create a PPR for the command and each of the departments within. c. Maintenance Accomplishment Summar y. The Maintenance Accomplishment Summary provides a three-page executive level evaluation of the MAR for the command. The major sections of the report as follows:

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(1) Maintenance Accomplishment by Week Graph. A graphical representation of the MAR for the last 13 weeks. The graph provides a trend analysis for the command’s maintenance accomplishment. The Fleet requirement of 80% is identified by a red dotted line on the graph. (2) Departments for the Last Quarter. Each department at the command has the maintenance accomplishment number identified. The following metrics are used for evaluation: (a) # COMPL. The number of check s the Department has completed within the last 13 weeks. (b) # ALERTS. The number of alerts re presents the number of checks that were rescheduled due to non-accomplishment. Each alert signifies one check that was not accomplished. (c) # LOST. Checks that were schedule d and lost due to the inability to reschedule. Daily checks, or situationally required checks are unable to be rescheduled. (d) # NA. The number of checks that were scheduled and marked as Not Applicable. While NA checks do not affect the commands 3-M score, caution should be taken to ensure there actually were not applicable and not maintenance that should have been accomplished. (e) TOTAL # CHKS. This number is the sum of all checks completed, lost, and alerted during the 13-week period. (f) PAR%. The PAR Score is the Pe riodic Accomplishment Rate. The PAR Score represents the amount of periodically scheduled maintenance that was accomplished. (g) SAR%. The SAR Score is the Situational Accomplishment Rate. The PAR Score represents the amount of situationally scheduled maintenance that was accomplished. (h) WEIGHT%. The portion of overall command maintenance accomplished within a given Department. This weight is also used to determine the effect on the command MAR. (i) MAR%. The departments Maintenance Accomplishment Rate for the last 13 weeks. (3) Work Centers for the Last Quarter. This section is identical to the department section except data is for a specific Work Center over the last 13 weeks. (4) Alerts Report. A two-page section that graphically displays the command’s alerts over the last 13 weeks. It is important to understand that a check will not start alerting until the check is beyond its maximum scheduling range. For example, an A-1 check will not alert as soon as the check is due. The check can still be moved out 6 months. After 18 months the check will start alerting. The following sections are used to evaluate the command’s alerts:

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(a) Alerts by Week. A graphical repr esentation for the number of alerts within the command over the last 13 weeks. This graph is used for trend analysis. (b) Number of alerts per Work Center . This is the number of alerts by work center for the previous week only. If the cell next to the work center is blank, it means that work center had no alerts for the previous week. If the cell next to the work center has a number and another number in parenthesis, than the first number is the number of alerts for the previous week and the number in parenthesis represents the number of alerts that have been out of periodicity for 13 weeks in a row. Adding up the number of alerts for each of the work centers will equal the number of alerts for the last week as identified in the alerts by week graph. (c) Top 50 longest running alerts. This a list of alerts at the command that have been out of periodicity the longest. This may not be all of the alerts. Each alert has the following information: 1 # weeks alerted. This is the num ber of weeks in a row that the check has been out of periodicity. A 13 in the cell does not mean that the check has only been alerting for 13 weeks. Because the report only utilizes 13 weeks of data this is the maximum number that can be displayed. 2 WC. The Work Center that has responsibility for the maintenance check. 3 MIP. The Maintenance Index Page of the Check that is out of periodicity. 4 Periodicity. The periodicity of the check as identified by the maintenance card. 5 Equipment name. The equipmen t name as listed in the SKED equipment file. If equipment in SKED is properly associated to the CDMD-OA file, the equipment name will match between the two. d. Lost Checks Report. A two-page secti on that graphically displays the command’s lost checks over the last 13 weeks. The following sections are used to evaluate the command’s lost checks: (1) Lost Checks by Week. A graph displa ying the number of lost checks per week for the last 13 weeks. This graph is utilized for trend analysis purposes. (2) Lost Checks by Work Center. The nu mber of lost checks by work center for the last 13 weeks. This data enables commands to identify which work centers are not able to complete daily and situational maintenance checks. (3) Top 50 Equipment items with the most lost checks. This is a list of the top 50 lost checks based upon the equipment and work center. Some equipment has

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more than one daily check or situational check associated to it. Below is a description of what the list provides: (a) WC. The work center that owns the piece of equipment that has lost checks associated to it. (b) # times lost. The number of daily or situational checks that have been lost for the piece of equipment. (c) Equipment. This is the equipm ent name as identified by the SKED equipment file. If the equipment is properly associated, the equipment name will be the same as the CDMD-OA database. (4) NA Checks Report. A two-page sec tion that graphically displays the command’s Not Applicable checks over the last 13 weeks. Although NA checks are not counted against the command’s Maintenance Accomplishment Rate, the command should be aware of the checks marked NA as it could indicate maintenance that should have been accomplished and was not. The following sections are used to evaluate the command’s Not Applicable checks: (a) NA Checks by Week. A graph di splaying the number of checks marked as not applicable over the last 13 weeks. This graph is used to show trend analysis for the command. (b) NA Checks by Work Center. The number of checks marked NA by work center over the last 13 weeks. (5) Top 50 Equipment items with the most NA checks. This is a list of the top 50 NA checks based upon the equipment and work center. Below is a description of what the list provides: (a) WC. The work center that owns the piece of equipment that has NA checks associated to it. (b) # times NA. The number of check s that have been marked as Not Applicable for the piece of equipment. (c) Equipment. This is the equipm ent name as identified by the SKED equipment file. If the equipment is properly associated, the equipment name will be the same as the CDMD-OA database. e. Spot Check Analysis Report. A summary of the Spot Check Program health via actionable metrics. Below is a description for each section of the report. (1) Number of Spot Checks per Week. A gr aph that displays the number of Spot Checks conducted at the command over the last 13 weeks. The number includes both historical Spot Checks and Monitored Maintenance Spot Checks. (2) Department Spot Check Program Healt h. A list of each department and their respective Spot Check metrics. The fields are listed below: (a) Department. The Department Name.

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(b) # Spot Checks. The number of Spot Checks conducted within a given department for the last 13 weeks. This is a rollup metric for each of the work centers within a department. (c) # Fail. The number of spot check s that were marked as failures in SKED in the last 13 weeks. (d) Pass %. The percentage of S pot Checks that passed within a department. While commands may naturally desire a high pass percentage, a very high score may indicate Spot Checkers are not utilizing a critical eye. (e) Weight %. Weighting is used to calculate the weight of a given department score on the commands overall Spot Check Average. Weighting is based upon the amount of spot checks conducted in that department. (f) AVG Score %. The average spot check score achieved during the last 13 weeks. (3) Work Center Spot Check Program Hea lth. A list of each Work Center and their respective Spot Check metrics. The fields are listed below: (a) Work Center. The Work Canter name. (b) # Spot Checks. The number of Spot Checks conducted within a given Work Center for the last 13 weeks. (c) # Fail. The number of spot check s that were marked as failures in SKED in the last 13 weeks. (d) Pass %. The percentage of Spot Checks that passed within a Work Center. (e) Weight %. Weighting is used to calculate the weight of a given Work Center score on the commands overall Spot Check Average. Weighting is based upon the amount of spot checks conducted in that Work Center. (f) AVG Score %. The average spot check score achieved during the last 13 weeks. (4) Top 10 Spot Checks Conducted. A list of the maintenance checks that were spot checked the most in the last 13 weeks. The “# of SCs” block indicates the number of times a spot check was completed. Line items highlighted in green indicate a troubled system check as specified by TYCOM. These are checks mostly identified as leading to INSURV inspection discrepancies. (5) Toughest Spot Checkers. This list co ntains the names of the 10 personnel that have failed the most spot checks. The list will only contain the names of Spot Checkers that have conducted more than the average number of spot checks for the command and have failed at least one spot check. (6) The 100% Club. A list of Spot Check ers that have conducted the over the

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average number of spot checks and have found zero discrepancies. While grading one or more spot checks at 100% may be legitimate, this list may indicate personnel that need to have a more critical eye during spot checks. (7) Partial Spot Checkers. A list of pe rsonnel that have conducted one or more spot checks with a partial grade. CNSF does not authorize partial grading during spot checks. Each attribute on the Spot Check form is an all or nothing score. For Example, an attribute worth 10 points will either be 10, 0, or NA as applicable. A grade of 1 through 9 will not be used for any reason for this attribute. f. List of Failed Spot Checks. This is a lis t of spot checks that failed during the last week and the reason the check failed. Reason may be blank if the spot checker did not provide a comment. Because of the hard kill attributes on the spot check form, a person that partially grades a spot check may show up on this list even though they were unaware the spot check failed. g. Spot Check Completion Report. A list of the command spot checkers and the number of spot checks the personnel conducted for each week for the last 13 weeks. Because this list is derived directly from SKED data, the personnel paygrade is unavailable. Due to this limitation, the list is sorted based upon the number of historical checks conducted in the last 13 weeks. h. Spot Check Randomizer. A list of randomly selected checks to be spot checked for each work center that has conducted maintenance in the last 13 weeks. Checks are randomly selected based upon periodicity, troubled system status, when the check was accomplished, and how many times the spot check was previously conducted. All units are directed to utilize the Spot Check Randomizer to the maximum extent possible. If a maintenance person or equipment is unavailable and the randomly selected check cannot be performed, the spot checker will select another check within that work center with a moderate level of difficulty. 19-6.6.3 CSMP Reconciliation Report (OMMS). a. Overview. This report is used to identif y discrepancies between the alignment of the OMMS and VSB databases. Alignment of the databases is critical to CSMP management to ensure the command and Port Engineer have the same situational awareness for the status of on-ship and off-ship work candidates. The results of the CSMP Reconciliation will be forwarded to the Surface Force 3-M Representative upon completion. b. Periodicity. The CSMP Reconciliation w ill be completed by all commands monthly by the fifth day of each month. c. Required Documents: (1) OMMS CSMP Export. A copy of active JSN residing on ship. (2) VSB Export. An export of the gl obal report in VSB named “CNSF CSMP Reconciliation Report”.

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d. CSMP Reconciliation Report Breakdown: (1) Cover Sheet. The cover sheet of the report provides an executive level overview for alignment between the units OMMS database and the VSB database utilized by the Port Engineer to screen and broker work. Below are the sections of the report: (a) Total Number of Jobs in the Ship ’s CSMP. The total number of active jobs in the ship’s CSMP. (b) Total Number of Jobs in VSB. The total number of active jobs in VSB. (c) CSMP Reconciliation Score. A cal culation that represents how closely aligned the OMMS and VSB database are aligned. (2) CSMP Reconciliation Summary. A su mmary of discrepancies identified during the reconciliation process. Each discrepancy type has a independent list of jobs by JSN and Work Center that fall into the category. Below is a list of the discrepancies effect, the cause, and the corrective action needed: (a) Closed in VSB. The number of jobs separated by those generated on- ship and off-ship that are closed in VSB but active on the ship’s CSMP. Jobs that show closed in VSB are no longer being updated by the Port Engineer. 1 Possible Cause. Jobs may have been reported to the Port Engineer and closed to reflect that status. 2 Corrective action. Ship’s force s hould review the job validity. If the job has been completed, the job should be marked as complete in OMMS. If the job is still active and needs to be complete, the Port Engineer will need to resurrect the job so it can be screened and brokered as needed. (b) Not in VSB. The number of jobs separated by those generated on-ship and off-ship that reside in the ship’s CSMP but are not in VSB. If a job is not in VSB than the Port Engineer does not see the job and it will not be screened or brokered. 1 Possible Cause. The unit may have inactivated and archived prior to performing an upline via RADWEB to VSB. If this happens, jobs will be archived and any updates will not be reflected in VSB. Jobs may be awaiting approval and have not made it to the 3MC. 2 Corrective Action. Ship’s Force should review the job for validity. If the job is still valid, the job will need to be “tickled” so the job will be sent to VSB during the next upline. “Tickling” the job means to make an update to the job. (c) Mismatch. The number of jobs separated by those generated on-ship and off-ship that are listed as TA 1-3 on the ship but are listed as TA 4

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in VSB. This type of error leads the unit to believe that an outside activity will complete the work but the Port Engineer has stated that ship’s force will complete the work. 1 Possible Cause. Ship’s force wrote the job as a TA 1-3 and the Port Engineer screened the job back to ship’s force. 2 Corrective Action. Ship’s force will need to change the TA code in OMMS to a TA 4 or communicate why the job is not within ship’s force capability and have the Port Engineer rescreen the job back to a TA 1-3. (d) TA 4 Not in OMMS. The number of TA 4 jobs separated by those generated on-ship and off-ship that reside in VSB but are not listed on the ship’s CSMP. 1 Possible Cause. The unit may have inactivated and archived prior to performing an upline via RADWEB to VSB. If this happens, jobs will be archived and any updates will not be reflected in VSB. Another possible cause is that a bulkload was sent to the ship from CNSF and was not loaded into OMMS. 2 Corrective Action. The job will need to be reviewed for validity. If the job is still valid, the job will need to be rewritten. Additionally, the Port Engineer will need to close the job in VSB. (e) TA 1-3 Not in OMMS. The number of TA 1-3 jobs separated by those generated on-ship and off-ship that reside in VSB but are not listed on the ship’s CSMP. 1 Possible Cause. The unit may have inactivated and archived prior to performing an upline via RADWEB to VSB. If this happens, jobs will be archived and any updates will not be reflected in VSB. Another possible cause is that a bulkload was sent to the ship from CNSF and was not loaded into OMMS. 2 Corrective Action. The job will need to be reviewed for validity. If the job is still valid, a list of the job/jobs missing will need to be sent to TYCOM 3-M team to generate a bulkload containing the missing jobs. (f) P.E. Action Needed. The number of jobs separated by those generated on-ship and off-ship that were reported to VSB as being customer completed and awaiting closure in VSB. TA 1-3 jobs are dual close jobs and require both the ship and the outside activity to report completion prior to the job closing in VSB. 1 Possible Cause. The ship has marked the job as complete and

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reported that status to VSB via an upline. The outside activity has not yet reported the job as complete. 2 Corrective Action. Notify the Port Engineer that the jobs have been closed by ship’s force so they can get an updated status from the activity that completed the work. Port Engineer will need to close the job in VSB once activity reports status. (g) P.E. No Screening Required. The number of jobs separated by those generated on-ship and off-ship that are listed as TA 1-3 but have a WN status of “No Screening Required”. This means the job will not be screened or brokered by the Port Engineer. 1 Possible Cause. The job stat us was changed from “Screening Required” to “No Screening Required” in VSB. 2 Corrective Action. Notify the Port Engineer so they can change the job WN status back to “Screening Required” and screen/broker as needed. 19-6.6.4 CSMP Reconciliation Report. a. Overview. This report is used to identif y discrepancies between the alignment of the AWN, ATM and VSB databases. Alignment of the databases is critical to CSMP management to ensure the command and Port Engineer have the same situational awareness for the status of on-ship and off-ship work candidates. The results of the CSMP Reconciliation will be forwarded to the Surface Force 3-M Representative upon completion. b. Periodicity. The CSMP Reconciliation w ill be completed by all commands monthly by the fifth day of each month. c. Required Documents: (1) AWN CSMP Export. A copy of all JSNs residing on ship. (2) ATM CSMP Export. A copy of all JSNs residing on ship. (3) VSB Export. An export of the gl obal report in VSB named “CNSF CSMP Reconciliation Report”. d. CSMP Reconciliation Report Breakdown. (1) Cover Sheet. The cover sheet of the report provides an executive level overview for alignment between the units AWN database, the shore ATM database, and the VSB database utilized by the Port Engineer to screen and broker work. Below are the sections of the report: (a) Total Number of Jobs in the AWN. The total number of active jobs in the ship’s CSMP. (b) Total Number of Jobs in the ATM. The total number of active jobs in the AWN ashore CSMP. (c) Total Number of Jobs in VSB. The total number of active jobs in

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VSB. (d) Number of CSMP Discrepancies. A summation of the total number of discrepancies between all three CSMP databases. (2) CSMP Reconciliation Summary. A su mmary of discrepancies identified during the reconciliation process. Each discrepancy type has an independent list of jobs by JSN and Work Center that fall into the category. Below is a list of the discrepancies effect, cause, and corrective action needed: (a) Duplicate Jobs Same Problem. This is a list of jobs that are duplicated in the ATM database and have the same job description. Only one of these jobs’ statuses are being reflected in VSB. 1 Possible Cause. The most co mmon cause is the Maintenance Figure of Merit system created a new job after ship’s force updates the status of a job. For example, a job gets closed by ship’s force but ATN creates a new duplicate job with the status of closed versus changing the status of an existing job. 2 Corrective action. Ship’s force should review the job validity. If the job has been completed, the job should be marked as complete in ATM. (b) Duplicate Jobs Different Description. A list of JSNs in ATM that have been duplicated by represent different corrective actions. Because there is a delay in transferring data between AWN and ATM, if jobs are being written directly to ATM there is a chance that ship’s force is writing a job in AWN at approximately the same time. This will create two jobs with the same JSN that have different corrective actions. (c) In AWN Missing from VSB and ATM. A job that resides on the ship in the AWN database but has not replicated in ATM. 1 Possible Cause. AWN Health was not monitored and connectivity loss led to data not being replicated off ship. 2 Corrective Action. Updating th e job in AWN will allow the job to attempt replication off-ship. (d) In ATM missing from VSB and AWN. These are typically bulkloaded (Off-Ship) jobs that did not replicate from the ATM database. 1 Possible Cause. Not maintaining AWN health and connectivity will prevent ATM from replicating to AWN. 2 Corrective Action. The job will need to be updated in ATM to force replication to AWN and VSB. (e) In ATM and AWN missing from VSB. Jobs from ATM did not replicate to VSB 1 Possible Cause. ATM may have loss connectivity or servers

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were down when upload was attempted. 2 Corrective Action. The job will need to be updated in either AWN or ATM to force replication to VSB. (f) In VSB missing from ATM and AWN. Jobs that reside in VSB but are not contained in either the AWN or ATM databases. 1 Possible Cause. Jobs may have been closed in AWN or ATM but the information did not reflect in VSB. Jobs may show as “Customer Completed” in VSB. TA 1-3 jobs require dual closure from both the command and maintenance activity. 2 Corrective Action. Notify the Port Engineer that the jobs have been closed by ship’s force so they can get an updated status from the activity that completed the work. Port Engineer will need to close the job in VSB once activity reports status. (g) In VSB and AWN missing from ATM. A job that is still active in AWN and VSB but not in ATM. 1 Possible Cause. The job was somehow closed in ATM but did not replicate to AWN or VSB. 2 Corrective Action. Modify the j ob in AWN to force replication to ATM. If the job still does not replicate than the existing job will need to be closed and rewritten. If the job is TA 1-3 and brokered by the Port Engineer to an active availability, the job can be bulkloaded back from VSB by TYCOM. (h) In VSB and ATM missing from AWN. A job that is still active in both VSB and ATM that does not reside in the command’s CSMP. 1 Possible Cause. AWN health prevented the ship from receiving updates from ATM. 2 Corrective Action. Check AWN Health and modify the job in ATM. This will force the job to replicate back to AWN. (i) Active in AWN closed in ATM. A job that is still active in AWN but shows closed or canceled in ATM. 1 Possible Cause. The job was closed in ATM but the job status did not replicate to AWN. 2 Corrective Action. If the job is verified to be complete, close the job in AWN. If the job is verified to still be open, close the job in AWN and rewrite the job. (j) Active in ATM closed in AWN. A job that was closed in AWN but the information did not replicate to ATM. 1 Possible Cause. AWN health prevented ATM from receiving AWN updates.

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2 Corrective Action. If the job is verified to be complete, close the job in ATM. (k) Active in AWN closed in VSB. A job that is still active in the command’s CSMP but has been closed or canceled in VSB. 1 Possible Cause. The job was clos ed in VSB. This job will no longer receive updates in VSB. 2 Corrective Action. If the job is still open and valid than a new work candidate will need to be rewritten for the job. (l) Active in VSB closed in AWN. A job that is still active in the Port Engineer’s CSMP but has been closed or canceled by the command. 1 Possible Cause. A command not verifying AWN health may have led to AWN not replicating off ship and VSB not receiving updates. 2 Corrective Action. The command w ill need to verify the work has been completed and work with the Port Engineer to close the job in VSB. (m) Active in ATM closed in VSB. A job that still shows open and active in the AWN Ashore CSMP but has been closed or canceled by the Port Engineer in VSB. 1 Possible Cause. The job was clos ed in VSB. This job will no longer receive updates in VSB. 2 Corrective Action. If the job is still open and valid, the job will need to be closed in ATM and rewritten in AWN. (n) Active in VSB closed in ATM. A job that is still active in the Port Engineer’s CSMP but has been closed or canceled by the command. 1 Possible Cause. A command not verifying AWN health may have led to ATM not reporting to VSB that the job was complete. 2 Corrective Action. The command w ill need to verify the work has been completed and work with the Port Engineer to close the job in VSB. (o) TA 4 in VSB, TA1-3 in ATM and TA 4 in VSB, TA1-3 in AWN. A job that the command is expecting outside assistance with but the Port Engineer believes that the command will correct. 1 Possible Cause. Although the command requested outside assistance, the Port Engineer changed the job status to being within the command’s capability. 2 Corrective Action. The comma nd will need to communicate with the Port Engineer to identify the reason the job was

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changed to a TA 4. If the job is determined to not be within the command’s capability the Port Engineer will need to change the WN Status Code to “Screening Required” and broker as needed. If determined that the command will correct the discrepancy, the command will need to update the TA Code to 4 in AWN and take corrective action as needed. (p) TA 1-3 with No Screening Required. A job that has a TA Code of 1-3 in VSB but displays “No Screening Required” as the WN Status. 1 Possible Cause. Multiple update s to a job led to a discrepancy between the TA Code and WN Status. The Port Engineer may not see this job and corrective action will not occur. 2 Corrective Action. The Port Engi neer will need to update the WN Status to “Screening Required” and screen/broker as needed. 19-6.6.5 CSMP Self-Sufficiency Report. a. Overview. This Report provides an executive level understanding of the unit’s CSMP management. This report evaluates the CSMP Management Team as whole, to include the Port Engineer. The report is separated into two sections off-ship and on-ship CSMP management. b. Periodicity. This report is required monthly for all units. c. VSB Export. The VSB export for this repo rt utilizes the same export as the CSMP Reconciliation tool. VSB is the only data used for this report making the reconciliation process critical for the accuracy of this report. d. CSMP Self-Sufficiency Report Breakdown. (1) Cover page. The top of the page is dedicated to providing overall assessment scores for CSMP Management. (a) CSMP Self-Sufficiency Score. A percentage that combines the off- ship self-sufficiency score and on-ship self-sufficiency score with a weight of 30% and 70% respectively. On-ship CSMP management is held with a higher weight due to ship’s force being solely responsible for the TA 4 jobs within the CSMP. (b) Off-Ship CSMP Score. This scor e represents the management of TA 1-3 work candidates. The ability for a unit to ensure off-ship work is screened by the Port Engineer and brokered or referred to an active availability. (c) On-Ship CSMP Score. This sc ore represents a unit’s ability to efficiently manage TA 4 work candidates. A heavy focus is placed on the length of time between when a TA 4 job is written to when the job is accomplished. Additional weighting is placed on jobs identified as safety related.

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(d) Departments CSMP Scores. Each department is independently evaluated for their respective ability to manage off-ship and on-ship work candidates. (2) Off-ship CSMP Self-Sufficiency Scor es. The first page of this section evaluates each of the department’s ability to manage off-ship CSMP work candidates. From left to right TA 1, 2, and 3 codes are separately analyzed. Each TA code has the same categories for evaluation: (a) Actively Screened. This is the number of active TA 1, 2, or 3 work candidates within a department. (b) Awaiting screening. This is the number of active TA 1, 2, or 3 work candidates within a department that are waiting for screening by the Port Engineer. Only jobs that have been waiting for screening over 30 days are counted. Commands should use this to initiate discussion with the Port Engineer to find out why jobs in the CSMP are still needing to be screened. (c) Assigned to Past Avails. This is the number of active TA 1, 2, or 3 work candidates within a department that are assigned to availabilities that have ended over 90 days from when the report was generated. A 90-day buffer was added to provide time for the Port Engineer to collect financials and close out the avail. Before the 90-day mark, the Port Engineer should move the job to another availability so the work can be completed. (d) Unfunded avail. An unfunded availa bility is a temporary availability created in VSB to provide port engineers a place to store jobs until they can be assigned to an active availability. This is an approved procedure and the number of jobs in unfunded availabilities will not be held against the command. The number is displayed to allow a unit visibility into unfunded availability process. Jobs placed in an unfunded availability are not actively being worked. If a unit believes that the work should be assigned to an active availability, the Port Engineer should be notified for action. (e) Availabilities that have ended and still have active jobs assigned. This list provides a list of availabilities that have ended over 90 days from the date of report generation and the number of active jobs assigned to them. Commands with jobs assigned to availabilities that have ended should coordinate with the Port Engineer to move the jobs to active availabilities. Each availability has the following information: 1 Avail ID. The availability ID number is a unique identifier for that availability. 2 Start Date. The day the Availability started. 3 End Date. The day the availability ended.

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4 Location. The location the av ailability was conducted. 5 L and Z jobs. This is the number of ICMP tasks and Port Engineer created jobs that are active and assigned to the availability. These jobs do not penalize the command as they do not reside in the OMMS database. This is called out for situational awareness only. 6 TA 1. The number of TA 1 jobs still assigned to the availability. 7 TA 2. The number of TA 2 jobs still assigned to the availability. 8 TA 3. The number of TA 3 jobs still assigned to the availability. (f) On-Ship CSMP Self-Sufficiency Sc ore. An evaluation of all TA 4 jobs in a unit’s CSMP. The score represents the commands ability to create, plan, and execute discrepancies documented in the CSMP. 1 # TA 4 Jobs. The number of active TA 4 jobs residing in VSB. 2 # TA 4 Jobs Closed. The number of TA 4 jobs that have been closed within the last 90 days since the report was generated. 3 # > 90 Days Old. The number of active TA 4 jobs that are between 90 and 179 days old. 4 # > 180 days old. The number of active TA 4 jobs that are between 180 and 364 days old. 5 # > 12 Months Old. The number of active TA 4 jobs that have been in the CSMP 12 months or longer. 6 # Safety Jobs. The number of active TA 4 jobs that have a safety code of 1, 2, 3, or 4. 7 # Safety > 90 Days. The number of active TA 4 jobs that have a safety code of 1, 2, 3, or 4 and have been in the CSMP for 90 days or longer. 8 Avg Job Age. The Average age of active TA 4 jobs. 9 Avg Comp Job Age. The average age of TA 4 jobs that have been completed within the last 90 days from when the report was generated. 10 Weight %. The weight for grad ing that a department or work center has on the command. 11 Grade. A final score that re presents a department or Work Center’s ability to manage their CSMP. Each Department or Work Center will use the following calculation to determine the score.

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(g) Command Level Effectiveness Review (CLER). The Surface Force 3- M Representative will conduct a CLER quarterly and submit to TYCOM for each assigned command. CLER can be found on the COMNAVSURFPAC 3-M SharePoint Site at https://flankspeed.sharepoint-mil.us/sites/CPF-CNSP- HQ/engineering/3M. 19-6.6.6 3-M 365 Program Validation. A program validation will occur on all newly commissioned units that have completed Obligated Work Limiting Date (OWLD) or units that have 6 consecutive months below TYCOM standards on any of the four pillars of performance. A program validation is a more detailed look and validation of the 3-M 365 reports provided to a chain of command on a weekly or monthly basis. The program validation will constitute a “Truth in Reporting” evaluation. All Pillars of Performance are evaluated utilizing the 3-M Assessment Tool. The Command Total Score is a weighted average of the four Pillars of Performance and each of the pillars grading criteria is defined Table 19-6-4 of this chapter. a. Command Total Score. The Command Total Score is calculated utilizing the weighted score of the four Pillars of Performance. Weighting is described in the Table 19-6-4 of this chapter. Pillar of Performance Weight MAR 35% CSMP 35% Spot Check Program 20% KSE 10% Table 19-6-4 b. Maintenance Accomplishment Rate (MAR). The MAR is displayed in the Virtual Snap-Shot Report. During an assessment omitted checks will be reviewed and an Omitted Check Penalty Score is created. The MAR will be reduced by the Omitted Check Penalty Score (represents the amount of maintenance the command failed to schedule) to create the final MAR%. All omitted checks will be categorized into one of the categories identified in Table 19-6-5 of this chapter and weighted according to the category. Omitted Check Penalty Score = Σ ((omitted checks/total number of checks) * Penalty Score). Omitted Category Penalty Check Not Triggered (Globally) 1.4 Check Not Triggered (Local) 1.4 Equipment Not in SKED 0.5 Check Not Tied to State 0.8 Check Marked “N/A” 2.0 Mandatory Related Maintenance 2.0 Active Equipment in IEM 3.0 LU/PM/OT/SU Not Scheduled 1.0

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Unauthorized Line-out (MIP) 2.0 Unauthorized Line-out (MRC) 2.0 Unauthorized Line-out (Split-MIP) 2.0 On LOEP but not in Work Center 2.0 Table 19-6-5 19-6.6.7 Spot Check Program. The Spot Check Program score is based on three metrics, identified as ensuring the command is conducting the minimum number of spot checks, the commands spot check average, and the Spot Check Effectiveness Score. The weight for each metric and scoring methodology is defined in Table 19-6-6 of this chapter. Spot Check Program Metric Weight % Minimum Number of Spot Checks 25% Spot Check Average Score 30% Spot Check Efficiency Score 45% Table 19-6-6 a. Minimum Number of Spot Checks. The Virtual Snap-Shot Report provides a summary of the number of Spot Checks conducted per week for the unit. The Score is calculated by using the number of weeks the minimum number of spot checks met divided by 13 (number of weeks in the report). For example, a unit that meets the minimum number of spot checks for 12 of the 13 weeks will receive a score of 92.3%. b. Command Spot Check Average. The averag e grade for each spot c heck conducted at the command over the last 13 weeks. c. Spot Check Effectiveness Score. The assessor will use the 3-M Assessment Tool to randomly select 50% of the command spot checkers. A spot check that the spot checker previously conducted will be chosen and the same spot check reassessed. The Spot Check Delta will be calculated based upon the number of attribute differences between the first spot check and the one reassessed. The total number of attribute discrepancies divided by total number attributes assessed will create the command Spot Check Effectiveness Score. 19-6.6.8 CSMP Management Pillar. The CSMP Pillar measures the command’s ability to manage and maintain a CSMP that accurate reflects the material condition of the ship or unit. There are four metrics used to evaluate the CSMP, identified in Table 19-6-7 of this chapter as Off-Ship CSMP Self-Sufficiency Score, On-Ship CSMP Self-Sufficiency Score, Active TA 4 Work Notification Review, and Completed TA 4 Work Notification Review. CSMP Management Metric Weight % Off-Ship CSMP Self-Sufficiency Score 30% On-Ship CSMP Self-Sufficiency Score 30% Active TA 4 Work Candidate Review 30% Completed TA 4 Work Candidate Review 10%

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Table 19-6-7 a. Off-Ship CSMP Self-Sufficiency Score. The score reflects the management of all active TA 1-3 work candidates. This score can be found on the cover page of the CSMP Self-Sufficiency Report generated monthly. b. On-Ship CSMP Self-Sufficiency Score. The score reflects the management of all active TA 4 work candidates. This score can be found on the cover page of the CSMP Self-Sufficiency Report generated monthly. c. Active TA 4 Work Candidate Review. A validation of work candidates within the CSMP. Four Percent of the active TA 4 jobs will be randomly selected to be assessed for accuracy and management. If any block has a “N” result that job is annotated as fail. The Active TA 4 Work Candidate Review score is calculated using (number of jobs that pass / total number jobs inspected). Each job will be evaluated on the following criteria: (1) Job listed in MDS. If the job is list ed on the ship in either OMMS or AWN, enter “Y” in the block. Otherwise enter “N”. (2) Validated in the last 36 months. If the ship’s equipment validation file shows the equipment was validated 36 months prior to job being entered or later than enter a “Y” in the block. If the job was written by an outside activity, enter “NA”. Otherwise enter “N”. (3) Correct parts on order with a valid stat us. If the job does not require parts, enter “NA”. If the correct parts are on order and the parts status is valid, enter “Y”. Otherwise enter “N”. (4) Job still valid. This block determines if the work candidate reflects a material condition that still needs to be corrected. If the job was completed or is written in a way that the job will not be completed, enter a “N”. Otherwise enter “Y”. d. Completed TA 4 Work Candidate Revi ew. A validation of work candidates completed in the last 90 days within the CSMP. Four Percent of the completed TA 4 jobs will be randomly selected to be assessed for accuracy and management. If any block has a “N” result that job is annotated as fail. The Completed TA 4 Work Candidate Review score is calculated using (number of jobs that pass / total number jobs inspected). Each job will be evaluated on the following criteria: (1) Job Completed or another job written to supersede. Used to determine if the job that was closed reflects work that has been completed. If the work the job was written for was complete or another job written to cover the scope of work can be produced, enter a “Y”. Otherwise enter “N”. (2) Parts on Order. If the job was clos ed and there are active parts on order for the job, enter “Y”, Otherwise enter “N”. e. The KSE provides a numerical value to PQS accomplishments, Training, amount of experience in a 3-M position, and unique events for individual sailors. This

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numerical value is combined at the Work Center, Division, Department, and Command. The KSE model will develop over time and currently consist of PQS and Maintenance University training events. There are two measurements for the KSE with each being equal: (1) PQS Qualifications. A percentage that represents the number of 3-M positions at a command and the number of those positions that are held by a Sailor qualified for the appropriate level. Each 3-M position is weighted depending upon the amount of maintenance performed by a Work Center or Department. (2) Maintenance University Attendance. A percentage that represents the number of 3-M positions and at a command and the number of those positions that are held by a Sailor that has attended the appropriate level of Maintenance University Training. Additionally, an evaluation is conducted based upon the amount of maintenance performed by a Work Center or Department. f. 3-M Surface Force Representative Trai ning. Training conducted by the Surface Force 3-M Representative will satisfy the Maintenance University attendance requirements.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-1 VOLUME VI CHAPTER 19-7 MAINTENANCE DATA SYSTEM AFLOAT AND ASHORE GENERAL REQUIREMENTS REFERENCES. (a) NAVSEAINST 4790.8 - Ships’ Maintenance a nd Material Management (3-M) Manual (b) CNAL/CNAP N432 OMMS-NG Users Guide (c) NAVSEA S9213-45-MAN-000(U) - Naval Nuclear Material Management Manual (d) COMNAVAIRPAC/COMNAVAIRLANTINS T 3500.3 – CVN Readiness and Project Management Strategies for Planning and Execution of Planned Incremental Availabilities (PIA) and Docking Planned Incremental Availabilities (DPIA) (e) Ship’s Force Resource Manual for Aircraft Carrier Availability Planning Management Guide (f) SCLSIS TECHNICA L SPECIFICATION 9090-700 (g) NAVSEA TECHNICAL SPECIFICA TION 9090-310 - Ship Alteration Accomplishment by Installation Teams (h) NAVAIR 00-80T-124 - Airf ield Operations Manual (i) TL130-A1-HBK-010 - MSC Pr ocedures Manual and Handbook (j) COMNAVAIRFORINST 4700.2 - Ship’s Force Resource Manual LISTING OF APPENDICES. A Standard Work Center Codes for Master Job Catalog Items B Job Originator Values C Preparation Instructions Configur ation Change Form (OPNAV 4790/CK) D Preparation Instructions Main tenance Action Form (OPNAV 4790/2K) E Preparation Instructions S upplemental Form (OPNAV 4790/2L) F Shipyard Alteration Certification Letter Example G Ship’s First Endorsement On Alte ration Certification Letter Example H Work Candidate and JSN Log Example 19-7.1 PURPOSE. The Maintenance Data System (MDS), per the requirements of reference (a), provides maintenance and material managers throughout the Navy with the means to plan, acquire, organize, direct, control and evaluate man-power and material resources expended or planned for expenditure in support of maintenance. It allows for information collected by maintenance personnel to be recorded only once, and thereafter, the maintenance database will provide information to all who have a need for it. Organizational (O-level) MDS requirements require the reporting of maintenance actions and configuration changes on all categories of equipment. Reference (b) provides specific guidelines for aircraft carriers. 19-7.2 SPECIFIC REQUIREMENTS AND POLICY. a. Standard Force Work Center Number ing System. The production of automated products in support of the Ships’ Maintenance and Material Management (3-M) system, as well as the various automated maintenance information systems, dictate that a standard force work center (WC) organization be maintained. Commanding

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-2 Officers (CO) will designate their command organization and applicable WC codes as reflected on the Joint Fleet Maintenance Manual (JFMM) website at https://www.navsea.navy.mil/Home/SUBMEPP/Products/JFMM/ under TYPE Commander (TYCOM) Documents and Forms. Additionally: (1) Commands must not allow the use of any WC codes not authorized by this manual. (2) Requests to change WC designation c odes will not be approved unless they are applicable to all ships of a class and supported by detailed justification. WC change requests are routed to and approved by the U.S. Fleet Forces 3-M Requirements Management Board. This does not affect the re-assignment of a Maintenance Index Page (MIP) to another WC to effect shift of maintenance responsibility. Reference (a) and the feedback section of each TYCOM 3-M subchapter provide guidance for the shift of maintenance responsibility. (3) Small boat, tug, receiver, and service craft managers will use the specific WCs identified on the JFMM website at https://www.navsea.navy.mil/Home/SUBMEPP/Products/JFMM/ for MDS documentation. However, for Planned Maintenance System (PMS) management they may assign a “**00” WC to consolidate Periodic Force Revisions, MIPs, scheduling, etc., (e.g., PY30 through PY84 may consolidate PMS under WC PY00 or PY01-Mechanical, PY02-Electrical, etc.). The Unit Identification Code (UIC) will be that of the parent command. (4) Standard Master Job Catalog (MJC ) assigned WC codes (surface force and submarines only) are reflected in appendix A of this subchapter. b. Job Control Number. The Job Control Nu mber (JCN) is the key identifier for maintenance actions and related supply documents. The JCN is used to identify a maintenance action and to relate all parts used when a ship reports a maintenance action complete. The JCN allows for consolidated reporting of all associated actions taken for the specific maintenance action. The JCN is comprised of three blocks as defined by the ship’s 3-M Manual. (1) Block 1 is the ship’s UIC (5 numeric characters). (2) Block 2 is the WC (4 alphanumer ic characters, left justified). (3) Block 3 is the Job Sequence Number (JSN), usually 4 numeric characters. c. Job Sequence Number. The first position of the JSN is used to identify the tool or organization that created the “Preparation Instructions Maintenance Action Form (OPNAV 4790/2K)” (2-Kilo). If an outside activity creates a job for a ship, e.g., an Intermediate Maintenance Activity (IMA) creates an I-level repair action for a ship, the first character of the JSN will be an “Alpha” character. The control over which organizations or tools “OWN” which “ALPHA” character(s) is provided by the job originator values, appendix B of this subchapter, developed within the Maintenance and Modernization Business Unit and is available through the Naval Sea Logistics Center (NAVSEALOGCEN) web site under Maintenance and Modernization

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-3 Business Unit look up tables. The specific value contained within the first position of the JSN provides enhanced data mining capabilities and facilitates data aggregation and analysis. 19-7.3 CONFIGURATION DATA MANAGER. A Configuration Data Manager (CDM) is designated as the control authority for accuracy and completeness of the configuration information for each unit. A CDM may perform this function for multiple units. Prior to MDS delivery, the System Command (SYSCOM) and the delivering activity are responsible for reviewing and ensuring the initial accuracy and completeness of configuration data provided to the CDM. After delivery, which is the initial CDM validation, each unit will maintain and update its configuration data in the Weapons System File through the submission of configuration change reports. 19-7.4 CONFIGURATION WORTHY ITEM. An item is a configuration worthy item if one or more of the following criteria are met: a. The item is procured from an outside activity. b. The item, including software ha s a separate specification. c. The item has a separate drawing. d. The item is a separate line item or s ub line item on a purchase order or contract. e. The item has or requires any form of separate technical or logistics document. f. The item is included in a table of allowance. g. The item is required to support software tracking. 19-7.5 DATABASES. Automated systems have been developed to reduce the administrative workload associated with shipboard reporting of maintenance. These databases provide users with responsive and flexible systems for on-line management of maintenance and to improve the accuracy and timeliness of existing up-line reporting. As Navy Maintenance Management Automated Information System (MMAIS) applications (such as the MDS, Organizational Maintenance Management System Next Generation (OMMS-NG), Automated Work Notification (AWN), Electronic Tag Out and Electronic Shift Operations Management Solution programs) evolve into a connected group of systems, criteria for the management of unit, shipboard and ashore databases and a process for submitting account requests for these Navy MMAIS is established in volume II, part II, chapter 1 of this manual. a. 3-M System Central Database. The NSLC 3-M System Database is the focal point for receipt and distribution of unclassified maintenance and material data. Each reporting activity must ensure that narrative data sent up-line to this database does not contain any classified or Navy Nuclear Propulsion Information (NNPI). b. Configuration Data Managers Database – Open Architecture (CDMD-OA). This database serves as the Navy’s central repository for Ship Configuration and Logistic Support Information System (SCLSIS). Updates via the Automated Shore Interface (ASI) are made available to the ship on a continuous basis and enables the supply department to easily maintain its Consolidated Shipboard Allowance List (COSAL) and order repair parts as an automated process. The CDMD-OA database identifies all the items, components, equipment, subassemblies, assemblies, sub-systems, and

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-4 systems requiring integrated logistics support. Automated and non-automated units maintain a copy of their own configuration and logistics database. This database is the same as the unit’s section of the master CDMD-OA database. The two databases are kept in synchronization through the SCLSIS management process. c. Ship Configuration and Logist ics Support Information System (1) The SCLSIS process enables ships to maintain an on-line source of their configuration information allowing them to locate and determine configuration, logistics and supply data associated with all installed equipment. This information can then be used to fill in OPNAV 4790/2K and OPNAV 4790/CK forms without having to refer to a series of manuals or off- line reference books and files. The on-line system also allows maintenance personnel to identify the repair parts associated with the equipment and systems that they are maintaining and to order these parts on-line. Since the configuration data in the OMMS-NG database is provided, shipboard or unit personnel need only select the correct equipment and report the information relevant to the actual maintenance of the equipment. (2) OMMS-NG and Propulsion Organizationa l Maintenance Management System (P-OMMS) have been established as the CVN 3-M Reporting Data System for both topside (OMMS-NG) and propulsion (P-OMMS) systems. Naval Supply Systems Command, Weapons System Support Bechtel Plant Machinery Inc. and the P-OMMS Carrier Application Administrator Guide Insert 1 as per reference (c), govern operation of P-OMMS. (a) The OMMS-NG program will be used as a tool to assist in the management of all shipboard availabilities. 1 Chief of Naval Operations (CNO) availabilities will be planned and executed as per reference (a) and this manual. 2 Non-CNO availabilities a nd Ship’s Force self-repair availabilities will be planned and executed as per references (d) and (e). (b) Reference (a) contains detailed li stings and descriptions of reports available. Depending on the overall maintenance schedule of the ship, reports will be generated as required for usage within the ship. d. Propulsion Organizational Maintenance Mana gement System. Ships equipped with P-OMMS should use reference (c) for P-OMMS operating requirements. e. Air Traffic Control Community Websit e (ATC Web). Per reference (h), all Commander Naval Installations Command (CNIC) Airfield Operations Department maintenance organizations will use the CDM tools for configuration management provided on the ATC Web at: https://atc.navy.mil/atc/home.aspx 19-7.6 DATA. Reported maintenance action information is used for material history purposes and is the basis for the material and logistics support necessary to maintain equipment. Maintenance and material information in numerous reports and formats is available through the

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-5 3-M System Database. These reports yield information concerning equipment maintainability, reliability, man-hour expenditures, material usage, costs, and material condition. Refer to reference (a), Section III Chapter 1, for information on obtaining 3-M data reports from NSLC. The accuracy of the ship’s configuration information affects the quality of the logistics support that the ship receives. Inaccurate data will result in the ship being supplied with incorrect component parts or technical documents necessary for the operation and maintenance of equipment. This will ultimately hinder battle damage repair efforts. 19-7.7 REPORTING. Reference (a) requires all afloat activities to report deferred and completed maintenance actions, configuration changes and configuration file corrections. Ashore 3-M WCs are to report corrective maintenance and configuration changes on all installed shipboard-identical equipment and equipment installed in service crafts and boats. One work candidate (OPNAV 4790/2K or equivalent) will be submitted for each job action. Do not bundle multiple pieces of equipment on one work candidate. Reporting methods are as described in paragraph 19-7.7.a. and b of this chapter. NOTE: THE MAINTENANCE PLANNING AND ESTIMATING FORM IS USED ALONG WITH THE OPNAV 4790/2K FOR DEFERRING MAINTENANCE TO BE DONE BY AN IMA. AS THIS DOCUMENT IS PRIMARILY USED BY THE IMA TO SCREEN AND PLAN THE JOB IN DETAIL, REFER TO REFERENCE (A) IF FURTHER INFORMATION IS REQUIRED. a. Non-Automated. Appendix C provide s preparation guidelines for documenting configuration changes (CKs), Appendix D provides preparation guidelines for documenting maintenance actions (2Ks), and Appendix E provides preparation guidelines for providing supplemental information (2Ls). The configuration and maintenance forms used for manual reporting are: (1) Configuration Change Form OPNAV 4790/CK (2) Maintenance Action Form OPNAV 4790/2K (3) Supplemental Form OPNAV 4790/2L (4) Maintenance Planning and Estimation Form OPNAV 4790/2P b. Automated (1) MDS automated data reporting is basi cally the same as in the non-automated 3-M Program. The terms “2K”, “CK” and “Work Candidate” are perpetuated in supporting software even though the paper forms are not filled out (the exception being the OPNAV 4790/2L). Transactions are entered into the computer and up-line reported using applicable software. (2) Software instructions are devel oped and distributed by the 3-M Central Design Activities. Commander Naval Air Forces Atlantic developed an OMMS-NG user guide, reference (b). In the past, this guide has been provided to the other TYCOMs to use and distribute at their discretion. Options are available in the system to print simulated 2Ks, CKs or work candidates when desired. Check the applicable system’s user manual or ON- LINE HELP for additional information.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-6 (3) With an automated information sy stem, the computer will provide on-line access to the data for identifying equipment and ordering parts. When documenting requirements, many of the data elements required for corrective maintenance and configuration change reporting such as the Allowance Parts List (APL), Equipment Identification Code (EIC), equipment name and location, are pre-filled and displayed when the subject equipment is identified. Reference (a), Appendix C provides the data elements and allowed values for each type of reporting. 19-7.8 CONFIGURATION CHANGE FORM OPNAV 4790/CK. a. Ship or Unit Responsibility. To ensure timely receipt of accurate configuration logistics support, COSAL, and supply support data, ship and activity personnel must: (1) Promptly report equipment installed, removed, or modified using an OPNAV 4790/CK. Navy Expeditionary Combat Command (NECC) commands will use OMMS-NG to process CKs. Per reference (h), all CNIC Airfield Operations Department maintenance organizations will use the method developed by Naval Information Warfare Center Atlantic and provided on the ATC Web to process automated CKs. CNIC Port Operations and Security Department maintenance organizations will utilize non-automated process in accordance with this instruction. For temporary issue of equipment exceeding six consecutive months, a CK will be processed by the releasing and gaining commands. (2) Review all configuration change maintenance actions, equipment file corrections and logistics support transactions in a timely manner and transmit them for processing. (3) Process all ASI data promptly by following the SCLSIS Technical Specification and as described in 19-7.8.a.(3)(a) and (b) of this chapter. (a) Surface Force. Surface force ship ASI download, and processing is required when the ASI record count in Revised Alternative Dataflow Website (RADWEB) is 4,500 records for Guided Missile Cruisers, Guided-Missile Destroyers (DDG and DDG 1000), Mine Countermeasure ships, Amphibious Transport Dock ships, Dock Landing Ships, Patrol Craft, or shore facilities. Download and processing for Landing Helicopter Assault, Landing Helicopter Dock, and Amphibious Command ships is required when the ASI record count in RADWEB reaches 10,000 records. Littoral Combat Ships will download and process ASI records monthly, at a minimum. Download and processing of all available ASI records in RADWEB is required when the unit is getting underway for a period of two weeks or longer, monthly at a minimum, or as directed by the TYCOM. Ship’s ASI data, available in RADWEB, will be downloaded and processed into the ship’s MDS within seven days of ASI creation. (b) NECC. NECC requires processing of all ASI data into their automated system promptly following the SCLSIS technical specification. Units

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-7 must report configuration changes to COMNECC via the respective Immediate Superior in Command (ISIC) in the form of a completed OPNAV 4790/CK Configuration Change form. Units will conduct up- line reporting at a minimum of twice per month and ASI processing within seven working days of the ASI posting to RADWEB. (c) COMNAVAIRFOR. ASI pro cessing and equipment validation requirements are being conducted by Maintenance Support Center (MSC) personnel only per reference (i). All additional validations conducted by work centers will be coordinated with the MSC for OMMS-NG data updates. (4) Report equipment or component changes detected or accomplished by Ship’s Force, unit personnel, and IMAs. While the equipment technical authority is responsible for reporting Alteration Installation Team installations, the ship or unit is ultimately responsible for its own configuration accuracy. If Alteration Installation Team configuration changes have not been properly reported by the technical authority, the ship or unit is responsible for reporting them. b. Shipyard Installed Alterations. A certification of alteration accomplishment is provided by the Navy Supervising Activity to the recipient ship and the appropriate CDM when the shipyard accomplished the installation. This certification includes the WC JSN assigned to the alteration and the final action taken. The certification will be in the format shown in Appendix F. The ship will endorse the shipyard’s certification letter and forward to the support activity managing the unit’s master Current Ship’s or Shore Maintenance Project (CSMP). The endorsement provides authorization for information transmitted to be processed as completed deferrals in the master CSMP. Refer to Appendix G. This eliminates the need for documenting multiple configuration changes to close the CSMP deferral. c. Alteration or Configuration Change Related Completed Maintenance Action (1) For the purpose of reporting configura tion changes, all alterations, deletions, turn-ins, modifications, additions, installations or replacement of equipment are included in the term “maintenance action” whether the corrective maintenance is performed or not. (2) The responsibility for identifying and reporting configuration changes exists at all levels of the command. For emergent requirements, when an Integrated Logistics Support requirements waiver has been granted by higher authority, and the installing activity has not pre-loaded the data in CDMD-OA, the installing activity will provide the ship or unit with properly filled out and complete OPNAV 4790/CKs and will promptly report the completion of the installation to the CDM. (3) During depot availabilities, the in stalling activity must ensure that configuration changes are promptly and properly reported. Alteration certification letters must be provided to the ship by the depot-level activity. Reporting is required for the: (a) Addition, installation, or ownership changes of any equipment.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-8 (b) Deletion, removal or turn-in of any installed equipment. (c) Replacement or exchange of any equipment. Non-serialized exact replacements do not change configuration records or logistics support and do not require a configuration change to be reported unless required by an alteration directive. Emphasis must be placed on “form, fit, function” equipment. Replacements such as any change in manufacturer, model or part number or serial number requires configuration change reporting. (4) Modification of any installed or in-u se equipment. A modification occurs when a maintenance action alters the design or operating characteristics of the equipment. Equipment is considered modified, and reporting is required when non-standard replacement parts (not identified on the APL or in the technical manual) are used in the accomplishment of the maintenance. A Departure from Specification (DFS) may be required as specified in Volume V, Part I, Chapter 8 of this manual. (5) Relocation of any equipment to a differe nt deck, frame, or compartment or, if it affects ship drawings or other logistic support data. Any other relocation of equipment is considered a maintenance action and requires a completed maintenance action to be reported (for non-automated ships or commands, use the OPNAV 4790/2K Form). (6) Re-designation of any space or compartment. (7) Accomplishment of any alteration. NOTE: FOR NON-AUTOMATED ACTIVITIES, THE OPNAV 4790/CK CONFIGURATION CHANGE FORM IS USED TO REPORT THE ACCOMPLISHMENT OF MAINTENANCE ACTIONS THAT ARE RELATED TO AN ALTERATION OR RESULT IN A CONFIGURATION CHANGE. REFER TO REFERENCE (A), APPENDIX A FOR THE DATA ELEMENTS AND ALLOWED VALUES AND APPENDIX C FOR THE INSTRUCTIONS FOR MANUALLY COMPLETING THE OPNAV 4790/CK. NOTE: REPORTING OF REACTOR PLANT CONFIGURATION CHANGES AND MODIFICATIONS PERFORMED TO EQUIPMENT OR COMPONENTS UNDER NAVSEA (SEA 08) COGNIZANCE ARE REPORTED PER REFERENCES (C) AND (D), AND VOLUME VI, CHAPTER 3 OF THIS MANUAL.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-9 d. Configuration File Corrections. In a ddition to reporting configuration changes because of accomplishment of a maintenance action, it is necessary to correct deficiencies in the configuration file to obtain support for equipment that is onboard but is not identified in the COSAL, or to delete from the COSAL equipment that is not onboard but is supported. There are six categories of actions that must be reported. A configuration change record is submitted to: (1) Correct ship-controlled data elements in an existing record of the ship’s configuration baseline. For additional information concerning the data elements, refer to reference (f), part B. (2) Correct erroneous data previously submitted. (3) Obtain support for equipment that is onboard, but not identified as such. (4) Identify equipment that is supported but is not onboard. (5) Report the turn-in or receipt of Portable Electrical and Electronic Test Equipment. (6) Report the completion of Ship’s For ce equipment configuration validations. NOTE: FOR NON-AUTOMA TED SITES, THE OPNAV 4790/CK IS USED. IF USING THIS FORM REFER TO APPENDIX C FOR FORM PREPARATION INSTRUCTIONS. FOR AUTOMATED SITES, REFER TO THE APPLICABLE SYSTEM’S USER MANUALS OR GUIDES FOR THE PROCEDURES USED TO CHANGE, ADD, OR DELETE FILE INFORMATION. 19-7.9 MAINTENANCE ACTION FORM OPNAV 4790/2K OR WORK CANDIDATE. a. When Required. A 4790/2K or fleet approved equivalent is required: (1) To document a material deficiency. (2) For a class maintenance plan maintenance action. (3) When ordering parts or materials. (4) For Selected Level Reporting (SLR). (5) When requesting special support or test equipment (hydrostatic pumps, rigging equipment, etc.). (6) For documenting a completed maintenance action (corrective or planned). (7) When submitting a Casualty Report (CASREP). (8) When submitting a temporary DFS. (9) For documenting the results of an inspection or assessment. (10) For installation of a Ship Alteration (SA). (11) For support services duri ng a maintenance availability. (12) When requesting help from outside activities (technical assistance, repair, calibration, etc.).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-10 b. Work Candidate Documentation (1) Generic Requirements (a) Problem Description and Recommended Solution. Problem description must give a detailed description of what the problem is and why it is being deferred. The recommended solution will describe, in detail, what and who will be required to correct the deferred maintenance. For CVN ships, the noun name, serial number, Positional Reference Identification, and location of the equipment shall be included in the problem description block for all jobs written for outside activity maintenance level to ease the TYCOM’s screening, validation and brokering process. (b) Maintenance Level Assignment. The maintenance level assigned to the work candidate will match the maintenance activity requirements of the problem description and recommended solution. Maintenance level assignment is sometimes referred to as the “level of effort”. (c) First and Second Contact. The firs t contact field will contain the name of the senior person engaged in the maintenance action. The second contact field will contain the name of the supervisor of the first contact or maintenance person. (d) Work Candidate or CSMP Summary. The work candidate summary is a condensed summary of the problem. It will not contain the recommended solution, the equipment name, identification or serial number, or compartment location. (e) Deadline Date. All work candidate s which require assistance from a type 2 or 3 maintenance activity will have a valid deadline date assigned. If a deadline date is used on a Type 1 Or Type 4 work candidate, the deadline date will be a valid date. (f) Priority Code. Reference (a), appendix C contains guidance for assigning appropriate priority codes. (g) Configuration. Work candidates mu st be written against the correct ship’s configuration item. (h) Equipment Status Code. The Equipment Status Code and Equipment Operational Code (EOC) will reflect the actual condition of the equipment at the time the work candidate is created. The Equipment Status Code from OMMS-NG units is used to compute the EOC, which is a major factor in determining the mission operational capabilities of the ship. (i) Safety Hazard Code. When used, the Safety Hazard Code must have a supporting write up in the Problem Description field. The Safety Hazard Code is used in determining the mission operational capabilities of the ship, as reported off ship to Defense Readiness Reporting System-Navy.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-11 (j) Deferral Reason Code. The Deferral Reason Code must have a supporting write up in the Recommended Solution field. For CVN ships, use the local TYCOM guidance during selecting the correct deferral reason to use. (k) For CVN ships, all Ship’s Force written JSNs with originating work center maintenance level shall be resolved within 180 days of creation with the exemption of JSNs when awaiting for outstanding parts. (2) Submarine Specific Requirements. Cla ssified information or NNPI is not to be included on any work candidate entered in OMMS-NG. P-OMMS will be utilized for NNPI work candidates. Should classified information be required to adequately document a material deficiency, the following action will be taken: (a) Create a job in OMMS-NG. (b) For the Block 35 narrative (pr oblem description), indicate the unclassified summary and Date Time Group of a classified message that fully describes the problem. (c) Transmit a classified message to the appropriate activities to supplement the work candidate. (3) Naval Air Force Specific Requirement s. Certain work candidates will be submitted to be accomplished by the ship’s repair work centers. Those work candidates will initially be entered by the parent Reactor Department work center into P-OMMS using the correct configuration item and assigned as O- Level (type 4B). Once the work candidate has been approved at ship level in P-OMMS: (a) The P-OMMS coordinator will manually enter jobs into TOPSIDE OMMS-NG using APL or XRIC (XCOMPARTMNT, XSYSTEMITEM, XSERVICEITM, etc.) as appropriate for the Reactor Department work center requesting the work. (b) The P-OMMS coordinator will document the TOPSIDE OMMS-NG JSN at the beginning of the work candidate problem description field in P-OMMS in following format: OMMS: JSN. Example: OMMS:RC011324. (A “blank space” must be placed after the JSN). (c) The P-OMMS coordinator will document the P-OMMS JSN at the beginning of the work candidate problem description field in Hull Mechanical and Electrical (TOPSIDE OMMS in the following format: P-OMMS:JSN. Example: P-OMMS:RC01002A. (A “blank space” must be placed after the JSN). (d) Upon completion of repairs, the repair WC will document their man- hours and close the work candidate in TOPSIDE OMMS-NG.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-12 (e) The P-OMMS coordinator will approve the completed job in TOPSIDE OMMS-NG at the Department Head level. (f) The P-OMMS coordinator or originating WC will close the job in P- OMMS. (g) The P-OMMS coordinator will send status of the Repair Department work candidates in TOPSIDE OMMS-NG to Reactor Department at least weekly. (h) Only the P-OMMS coordinator and assistants will write Reactor Department jobs for repair WCs in TOPSIDE OMMS-NG. (i) Those work candidates written fo r Ship’s Force Organizational level requires Repair Officer’s screening and approval prior to assignment of shop responsible as lead and assist work center. Ships Force will follow reference (j) for the execution of JSN screening and approval. (j) When generating work candidate for galley and laundry equipment, the repair work center responsible for the corrective and planned maintenance of the equipment will be responsible in documenting the JSN under the repair work center. The galley watch captains and laundry supervisors can contact the repair work center via ship’s Trouble Call program to submit the trouble calls. (4) Nuclear Command, Control, and Co mmunication Specific Requirements. Nuclear Command, Control, and Communication Navy system information is classified, and requires protection not afforded by unclassified maintenance data systems. Classified information documenting failure or status of Nuclear Command, Control, and Communication Navy equipment or NNPI is not to be included on any work candidate entered in MDS. Should this information be required to adequately document a material deficiency, the following action will be taken: (a) Create a work candidate in MDS. (b) For the Block 35 narrative (pr oblem description), indicate the unclassified summary and Date Time Group of a classified message that fully describes the problem. (c) Transmit a classified message to the appropriate activities to supplement the work candidate.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-13 (5) CNIC Specific Requirements. Per reference (h), Airfield Operations Department work candidates will be submitted and tracked using the Maintenance Data Analysis Tool (MDAT) provided on the ATC Web. Port operations and security department work candidates will utilize the non- automated process in accordance with this instruction. c. Deferred Maintenance Action. (1) Criteria. A deferred maintenance act ion is a maintenance requirement that meets one or more of the following criteria: (a) Requires assistance from an activity external to the ship to accomplish (for example, IMA, depot, technical support unit, etc.), or is a Ship’s Force job requiring assistance from outside the originating WC (for example parts required). (b) Is not expected to be accomplishe d by Ship’s Force within seven days. (c) Is an uncorrected deficiency reported by Board of Inspection and Survey (INSURV); refer to Section II Chapter 1 of reference (a) or other inspecting activity (CMAT, C5RA, TSRA, OSAR, MRA etc.). (d) Is required to correct a condition that has caused or has the potential to cause injury to personnel or damage to material. (e) Repair Parts are required. NOTE: FOR NON-AUTOMATED SITE S, THE OPNAV 4790/2K IS USED TO REPORT A DEFERRED MAINTENANCE ACTION. REFER TO APPENDIX D FOR MANUALLY COMPLETING THE 4790/2K. FOR AUTOMATED SITES, REFER TO THE APPLICABLE SYSTEM’S USER MANUALS AND GUIDES. (2) NECC Unique Requirements and Po licy. Whenever creating a deferred maintenance action ensure the blocks listed in paragraph 19-7.9.c.(5)(a) through (c) of this chapter contain the following information. (a) Block 6: The When Discovered Co de identifies when the need for maintenance was discovered. Typically, deferred maintenance actions are written to document defects or failures on the command’s equipment. However, deferred maintenance actions are also required to procure materials in support of PMS. To assist in data collection, all deferred maintenance actions generated in support of PMS will use option code “9 -No Failure, PMS Accomplishment Only”. The correct use of this field will greatly enhance NECC’s ability to distinguish between maintenance actions that are written due to equipment defects or failures and those written to procure materials in support of PMS. (b) Block 35: Will begin with the serial number of the equipment and a complete description of the malfunction. Next a detailed statement stating the required actions to correct the malfunction. For Civil

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-14 Engineering Support Equipment, an additional entry of miles or hours of the equipment at the time of failure will be documented. (c) Block 37: Will be a short description of the problem. (3) CNIC Unique Requirements and Policy. All deferred maintenance actions be accurately documented, in MDAT by Airfield Operations Department, by approved non-automated means by Port Operations and Security departments and reported with a CASREP when applicable per reference (a). d. Completed Maintenance Action. The ship is responsible for submitting a completed maintenance action to report: (1) Completion of maintenance actions previ ously deferred. If no further work is required by Ship’s Force, higher authority may allow an outside activity to report its completion. This is referred to as an “automatic close-out”. (2) Completion of maintenance act ions not previously deferred. (3) Completion of maintenance actions for SLR equipment. See reference (a) for the definition of SLR. (4) Accomplishment of an alteration, i. e., SA, Ordnance Alteration (OA), Field Change (FC), etc. Policy and implementation are provided in reference (g). (5) Addition of any new equipment or system. (6) Reporting the relocation of any equipment. (7) Reporting the replacement or exchange of any equipment. (8) Deletion, removal or turn-in of any installed equipment. (9) Completion of maintenance actions cons idered significant for material history purposes such as: (a) Maintenance actions that alter th e design or operating characteristics of an equipment or system. (b) Other maintenance actions or condi tions that are considered significant for future reference purposes. (10) Accomplishment of mainte nance that required parts. NOTE: FOR NON-AUTOMATED SITE S, THE OPNAV 4790/2K IS USED TO REPORT A COMPLETED MAINTENANCE ACTION. REFER TO REFERENCE (A), APPENDIX C FOR THE DATA ELEMENTS AND ALLOWED VALUES AND APPENDIX D FOR THE INSTRUCTIONS FOR MANUALLY COMPLETING AN OPNAV 4790/2K.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-15 e. Documenting Changes. Documenting change s, additions, or deletions to previously reported maintenance actions. Any information previously reported on a deferred maintenance action, except for the JCN and the deferral date, can be added, deleted, or changed. Care should be taken not to make changes to jobs that have already been reported up-line. This will require additional screening by outside activities. Automated sites may have additional fields that cannot be modified. Deletion once a JCN or JSN is created is forbidden. Once a JSN is created, completion, cancelation, or pass to history is the only option. Closing or cancelling a JSN using a closure or cancel codes of 4, 5 or 6 will freeze Validation, Screening and Brokering (VSB). Do not use those 4, 5 or 6 codes when closing or canceling jobs. NOTE: ONCE A JCN DEFERRAL HAS BEEN PROCESSED, IT REMAINS ON EACH PROCESSING ACTIVITY’S CSMP (I.E., SHIP’S FORCE OMMS, THE ISIC, SUBMARINE SQUADRON SUPPORT UNIT OR REGIONAL SUPPORT GROUP MAINTENANCE RESOURCE MANAGEMENT SYSTEM (MRMS) OR REGIONAL MAINTENANCE AUTOMATED INFORMATION SYSTEM (RMAIS), THE TYCOM MASTER CSMP AND THE OPEN ARCHITECTURAL RETRIEVAL SYSTEM (OARS) DATABASE) UNTIL THE COMPLETED DEFERRAL IS PROCESSED. WHEN THE 3-M COORDINATOR (3MC), ISIC, REGIONAL MAINTENANCE CENTER (RMC) MAINTENANCE DOCUMENT CONTROL OFFICE, OR AFLOAT READINESS REPORTING SYSTEM (ARRS) SHIP SUPERVISOR PERSONNEL “DELETE OR PURGE”, THE JCN WILL REMAIN ON ALL OTHER AFFECTED CSMPS IF THE REPORTING COMPLETION OR CANCELLATION IS NOT REPORTED UP-LINE. 19-7.10 CURRENT SHIP’S AND STATION’S MAINTENANCE PROJECT. The purpose of the CSMP is to provide shipboard and ashore maintenance managers with a consolidated listing of deferred maintenance that reflects the material condition of the ship or station. Each WC is to maintain a current paper CSMP and Repair Parts Petty Officer Log, ensuring it reflects the actual condition of a WC’s spaces and outstanding maintenance, if the data is not available in OMMS or AWN. The master CSMP is held in the shore MDS (i.e., RMAIS (being replaced by VSB)). For CNIC CSMP management, Airfield Operations department will utilize MDAT per reference (h), Port Operations and Security departments will utilize approved non-automated means. a. CSMP Content. The CSMP includes, but is not limited to: (1) The “automated CSMP” is the computer-produced listing of deferred maintenance and alterations that have been identified through the submission of OPNAV 4790 documents. In addition to the maintenance actions added by Ship’s Force, outside activities may request that they be allowed to add items to the CSMP. (2) The suspense file documents maintenance items that have been submitted but are not reflected in CSMP reports or have not appeared in the MDS Transaction and Error Identification Report as having been accepted.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-16 (3) The work candidate or JSN Log whic h is the WC’s list of all material discrepancies to be corrected either by Ship’s Force or an outside activity. All non-automated units or ships use work candidate or JSN logs. The Work Center Supervisor (WCS) will maintain a work candidate or JSN Log using the format as shown in appendix H. The UIC and WC Code must be entered on each page of the log. A separate JSN for each maintenance action reported from that WC must be assigned. The JSNs must be in sequential order. The WCS will ensure that the JCN assigned to a specific maintenance action is reflected on any material request associated with that maintenance action. b. Surface Force Unique Requirements. (1) Surface Force ship unique requirements and policy for bulk loads and database transfer are as follows. A bulk load is a CSMP load (work candidate(s) provided as an external file to be loaded into the ship’s CSMP) produced by any outside activity (e.g., Combat Systems, Command, Control, Communication, Computer Readiness Assessment (CSRA), INSURV, SURFPAC Enhanced Capability to Assess Programs (SECAP), or Total Ship Readiness Assessment (TSRA). COMNAVSURFPAC or COMNAVSURFLANT N43 3-M will review and approve all bulk loads prior to being loaded into any afloat or ashore database. COMNAVSURFPAC or COMNAVSURFLANT N43 3-M is the only authorizing activity for bulk load reviews. Commands will not transfer, copy, or allow the direct access to or copying of the MDS database by any outside activity without COMNAVSURFPAC or COMNAVSURFLANT N43 3-M written permission. (2) CSMP management. CSMP is the pr imary source for documenting material discrepancies, ordering repair parts, and planning maintenance for the unit, whether it is being accomplished by Ship’s Force or by an outside agency. CSMP fundamentals are delineated below: (a) Priority for the work candidate will be determined based upon the material condition and current situation of the command vice casualty reporting requirements. All priority level changes or any updates to the work candidates will be documented in block 35 “recommended solution” of the work candidate. Every work candidate starts with a priority level of four “DESIRABLE”. Priority of work candidates will be determined using the guidance in Figure A-1 of reference (c). During the review and approval process, the Division Officer (DIVO) or Leading Chief Petty Officer (LCPO) may raise the priority to a three “HIGHLY DESIRABLE” but no higher. The next level of review and approval is the Department Head (DH) who may raise the priority level to two “ESSENTIAL” but no higher. Priority level one “MANDATORY” is assignable by the 3MC upon direction of the unit CO. (b) Work Candidate Review. The DH will ensure all work candidates in the departmental CSMP are reviewed and have an updated status of

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-17 current actions being taken in block 35 or comment section of AWN (examples: availability brokered to, parts status, troubleshooting efforts, date scheduled for organizational work or any detail that will inform Chain Of Command (CoC) with the current status) on or before 90 days and every 90 days thereafter; utilize the weekly 3MC CSMP Ad Hoc query to identify JSNs that have not been updated. The specific detailed update can be entered by the LCPO or DIVO and normal approval of the updates is required. If any Type Availability (TA) TA-4 work candidates exceed unit’s capability or capacity, the TA code will be changed to TA-2. Enter “Exceeds unit’s capability or capacity” into block 35. (c) CSMP will reflect the actual mate rial condition and workload of the unit. (d) CSMP quality control is the daily responsibility of the Leading Petty Officer, LCPO, DIVO, and DH via the review and approval process. (e) Do not close or cancel jobs based on age. If valid, jobs will remain on CSMP. (f) The CoC must review work candi dates before the Planning Board for Maintenance. Incorporate departmental work and maintenance plans into CNO availabilities and Continuous Maintenance Availability planning. (g) Commands will review the CSMP to ensure work candidates written for corrosion control, environmental, or zone or space inspections contain “C”, “E”, or “Z” in Block 10, respectively. (h) Up-line Reporting. Up-line reportin g via revised alternative data flow website (RADWEB) is required at a minimum of twice per calendar week. Platforms on Automated Work Network (AWN), units will verify twice a week that automatic data transfer is occurring and “RSupply” batch jobs (JSL341/340) are running and executed. c. Naval Air Force Unique Requirements. Aircraft Carrier unique requirements and policy for bulk loads and database transfer are as follows. (1) A bulk load is a CSMP load (work candi date(s) provided as an external file to be loaded into the ship’s CSMP) produced by any outside activity (e.g., CSRA, INSURV, or Inspections, Certifications, Assessments and Assist Visits. (2) COMNAVAIRLANT or COMNAVAI RPAC N432 MDS managers will review and approve all bulk loads prior to being loaded into any afloat or ashore database. (3) COMNAVAIRLANT or COMNAVAIRPAC N432 MDS managers are the only authorizing activities for bulk load reviews.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-18 (4) CSMP management. CSMP is the primary source for documenting material discrepancies, ordering repair parts, and planning maintenance for the unit, whether it is being accomplished by Ship’s Force or by an outside agency. CSMP fundamentals are delineated below: (a) Priority for the work candidate will be determined based upon the material condition and current situation of the command vice casualty reporting requirements. All priority level changes or any updates to the work candidates will be documented in block 35 “recommended solution” of the work candidate. Every work candidate starts with a priority level of four “DESIRABLE”. Priority of work candidates will be determined using the guidance in reference (c), figure A-1. During the review and approval process, the DIVO or LCPO may raise the priority to a three “HIGHLY DESIRABLE” but no higher. The next level of review and approval is the DH who may raise the priority level to two “ESSENTIAL” but no higher. Priority level one “MANDATORY” is assignable by the 3MC upon direction of the unit CO. The verbiage “CASREP” will be annotated at the beginning of the recommended solution block when priority is raised to HIGHLY DESIRABLE or above. (b) Work Candidate Review. The DH will ensure all work candidates in the departmental CSMP are reviewed on or before 90 days and every 90 days thereafter; utilize the weekly 3MC CSMP Ad Hoc query to identify JSNs that have not been updated. All ship’s force written JSNs with “Originating Work Center” maintenance level shall be resolved within 180 days of creation with the exemption of JSNs that are awaiting for outstanding parts. (c) Review and Approval Process. The DH will ensure newly written candidates are approved at DH level within seven days of creation. All JSN intended for Organizational level will need to be screened and approved by Repair Officer prior to upline off-ship. All JSN intended for Outside Activity repairs will need to be screened and approved by Ship’s Maintenance Manager prior to SHIP level of approval and upline. Ship’s force will not make any changes any JSN that were already brokered by TYCOM to a certain availabilities. If needed, changes need to be coordinated with the assigned Automated Work Package manager Maintenance Project Manager. Refer to reference (j) for details. (5) Repair Officer is responsible in ma intaining the ship repair availability scheduling. (6) Commands will not transfer, copy, or allo w the direct access to or copying of the MDS database by any outside activity without COMNAVAIRLANT or COMNAVAIRPAC N432 MDS manager written permission.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-19 (7) There will be no paper Automated Work Requests given to the ship by any external source for entry into the CSMP. (8) 3-M PQS qualified maintenance personnel will be granted OMMS-NG access for the purpose of adding, modifying, and completing a work candidate within the respective WCs. d. Submarine Force Unique Requirements. S ubmarines operate in varied environments and circumstances, which may result in a ship’s inability to comply with reference (a) and certain paragraphs of this subchapter. Paragraphs 19-7.10.d.(1) through (6) of this chapter provides amplifying direction. (1) The 3MC will perform CSMP up-lines as follows: (a) Whenever a CASREP is transmitted, the corresponding CSMP JSN must be up-lined at the same time. (b) Whenever a job is walked-t hrough during an availability, the corresponding CSMP JSN must be up-lined at the same time. (c) OMMS-NG up-lines will be perf ormed a minimum of once a week regardless of availability or operational status, this includes running the “inactivate” and “archive” functions. (d) P-OMMS-NG up-lines will be pe rformed a minimum of monthly regardless of availability or operational status, this includes running the inactivate and archive functions. (2) For OMMS-NG only, CSMP up-line files (.uru) must be accompanied by the corresponding parts utilization files (.pts). The Maintenance Document Control Office will reject any .uru up-line file that does not include the corresponding .pts file. (3) The CSMP will not be replaced with any software required for use by a repair activity to track material condition of the ship or ongoing work. When use of these systems is required, the CSMP will be maintained parallel to the other required system. (4) As the Master CSMP resides asho re and is maintained by the local maintenance support activity, the shipboard CSMP and shore CSMP must be reconciled quarterly. (5) The 3MC will ensure all documented ma terial or sound discrepancies or work candidates are assigned to a PMS WC and tracked to completion. (6) To ensure proper documentation of mate rial deficiencies that are within the Submarine Safety (SUBSAFE), Fly-by-Wire (FBW), or Scope of Certification (SOC) boundaries, the following guidance is provided. Annotate all material deficiencies that are within the SUBSAFE, FBW or SOC boundaries in the CSMP using the Special Requirements Tab in OMMS-NG or RMAIS as appropriate. Additionally, SUBSAFE, FBW or SOC must be entered into the beginning of the CSMP Summary.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-20 (a) The maintenance brokers will ensure the SUBSAFE, FBW and SOC work candidates are appropriately marked in RMAIS following up- lines. (b) ISICs will verify the ships are appropriately using the Special Requirements Tab to annotate the SUBSAFE, FBW and SOC deficiencies in the CSMP during the 3-M Inspection using Subchapter 19F, Appendix B, Section IV-A2, CSMP Validity Factor form. e. Unit or Ship Use. The CSMP is utilized as follows: (1) The ship’s CO and Executive Officer use CSMP reports to: (a) Determine the effects of deferred maintenance that limit the ship’s capability. (b) Evaluate potential CASREP situations. (c) Evaluate the material co ndition of each individual WC. (d) Determine what kind and how much outside assistance is needed to complete the deferred maintenance. (e) Evaluate weaknesses or shortages in skill levels or resources required to do the deferred maintenance. (f) Determine the type of upkeep and propulsion plant shutdown requirements needed for the accomplishment of maintenance. (2) The DH or DIVO uses the CSMP reports for the same information as the CO and Executive Officer but are primarily interested in their specific department or division rather than the entire ship. CSMP reports can assist them in determining plans of action for accomplishing the deferred maintenance and evaluating the performance of WCSs in the management of their WCs. (3) The WCS uses the CSMP reports for managing WC maintenance. Each WCS is responsible for ensuring that the CSMP accurately describes the material condition of the WC. NECC WCSs are responsible for the review of their CSMP on a weekly basis, ensuring that completed jobs are closed, new equipment failures are properly documented and that materials required to repair or maintain equipment are on order. (4) NECC requires that any open job in th e CSMP that exceeds six months must be researched by the CoC. The appropriate actions will be taken to expedite the repair or replacement of the equipment. Any job that exceeds six months and cannot be resolved at the command level will be forwarded to the ISIC for assistance and direction. (5) CNIC requires any open corrective action item exceeding six months that impacts mission capability and cannot be resolved at the command level, or supported by CASREP, be reported to the appropriate ISIC or regional commander for assistance and direction to expedite resolution.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-21 f. CSMP Reports. Current automated syst ems produce both summary and detail printed CSMP reports. Since software applications may differ, check the applicable system’s user manuals and guides for available report formats. CSMP reports are produced in a variety of options with selected sequences and totals. Summary reports are single- line summaries of the uncompleted deferred maintenance actions in the CSMP and are available by type of availability, WC, INSURV number, safety-related deficiencies and EIC. Detail reports show the complete record for these actions. CSMP detail reports can be sorted by JCN, EIC or Ship(s) Work Authorization Boundary (SWAB). (1) Summary Reports. CSMP Report 1 (pr oduced in seven options). Each option presents a single line summary of each non-completed deferred maintenance action: (a) Summary by Type Availability is provided on an as requested basis. This report provides a single-line description of each deferred maintenance action sequenced by ship, WC, type availability and JSN. A WC summary line on the CSMP provides the number of man-hours by IMA, depot, and Ship’s Force. At the end of the report is a summary of estimated man-hours by type availability for each WC and department and a line for the ship total. (b) Summary by WC, available on an as requested basis, contains the same information as option (a), but sorted by ship, WC and JSN. (c) Summary by INSURV Number is provided routinely to the ship as directed by TYCOM after an INSURV inspection. It is restricted to only those items on the CSMP that have been assigned an INSURV number. Sequenced by ship, INSURV number, WC and JSN. It contains similar information to option (a). Man-hour estimates and summaries are not shown. (d) Summary by Safety Related Defici encies, available on an as requested basis, is restricted to only those actions listed on the CSMP which have been assigned a safety hazard code. Sequenced by ship, WC, type availability and JSN, it contains the same information as option (a) for safety related deferred maintenance actions. No man-hour estimates, summaries or list of additions and deletions are shown. (e) Summary by EIC, available on an as requested basis, is sequenced by ship, EIC, WC, JSN and contains the same information as option (a). This report includes man-hour estimates summarized in EIC sequence at the system level. (f) Summary by INSURV Number and Type Availability, available on an as requested basis, contains the same information as option (c) sorted in ship, INSURV number and type of availability sequence. (g) Summary by SWAB or Ships Wo rk List Item Number (SWLIN), available on an as requested basis, contains the same information as option (a) including only those JCNs that have a SWAB or SWLIN

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-22 assigned. The information is sorted by ship, SWAB or SWLIN and WC or JSN. (2) Detailed Reports. CSMP Report 2 (produced in three options). Each option presents detailed information regarding the ship’s deferred maintenance. (a) Detail Listing by JCN displays a de tailed record of the ship’s deferred maintenance by JSN within the WC. If a deferred maintenance action has been documented as a safety hazard, “SAF HAZ” appears in the comment column. If the maintenance action has been assigned an INSURV Number, this number will appear in the “comment” column. (b) Detail Listing by SWAB displays a detailed record of the ship’s deferred maintenance by SWAB. If a deferred maintenance action has been documented as a safety hazard, the words “SAF HAZ” appear in the “comment” column. If the maintenance action has been assigned an INSURV Number, this number will appear in the “comment” column. (c) Detail Listing by EIC is sequenced by JSN within a WC within an EIC.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-A-1 APPENDIX A APPENDIX A STANDARD WORK CENTER CODES FOR MASTER JOB CATALOG ITEMS Submarine Forces: Description Code Overhaul, SRA, Baseline Routines EXSY NAVSEA Issued Ship Alterations *XSA NSWCPD Machinery Alteration *XMA NAVSEA Issued Field Changes *XFC NAVSEA Issued Engineering Changes *XEC NAVSEA Issued (TYCOM Managed) Temporary Alterations **TA TYCOM Issued Alterations *XTY DIRSSP Issued Strategic Systems Program Alterations (SSBN, SSGN) **SP TYCOM Directed and Funded Grooms and Certifications **TY Submarine Extended Operating Cycle PMRs **JC Test and Measurement System Repair Routines **CR MJC Service Routines **MC *=Department **=Department or Division Surface Forces: Description Code Overhaul, SRA, Baseline Routines EXSY NAVSEA and TYCOM Issued Alterations EXSA Engineering Cycle **EC First character identifies the requesting Department. Second character identifies the Administrative Procedure (“X”). Third character indicates catalog routine (“C”). Last character denotes the maintenance source code as: A - Planned Maintenance Subsystem B - Unassigned C - Corrective D - Upkeep E - Miscellaneous

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-B-1 APPENDIX B APPENDIX B JOB ORIGINATOR VALUES JOB ORIGINATOR OBS BRKR SEQ SORT CODE FG FG JOB ORIGINATOR TEXT SHORT TEXT 25 1 A 0 0 ACCCIT (AIR)/DC (SURF) TSRA HM&E (SUBS) LOCAL TYCOM 26 7 B 0 0 C5RA (AIR) CSAT/MAPAI (SUBS); CBR INSPECTION (SURF) LOCAL TYCOM 27 2 C 0 0 LCS/DDG 1000 (SURF) TSRA COMBAT SYSTEMS (SUBS) LOCAL TYCOM 28 8 D 0 0 CABLEWAY (AIR) I-LVL DEPARTURE (S UBS);Self-Assessment & Groom Training (SURF) LOCAL TYCOM 42 42 E 0 0 ELEVATOR SUPPORT UNIT (AIR);SSRNM (SURF) LOCAL TYCOM 46 46 F 0 0 INSURV (NATIONAL) INSURV-N 29 9 G 0 0 ERAT, IRAT, TMIT (SURF) LOCAL TYCOM 30 10 H 0 0 EQOL/FSL (AIR); 2K-FTA (SURF) LOCAL TYCOM 43 43 I 0 0 NAVSEALOGCEN RESERVED NAVSEALOGCEN 37 17 J 0 0 POET’S (AIR); ICAS (SURF) LOCAL TYCOM 31 11 K 0 0 TSRA/CSC C5RA (SURF) LOCAL TYCOM 40 40 L 0 0 PORT ENGINEER WRITTEN JSNs NATIONAL 39 39 M 0 0 MicroPMR (MPMR)/MSWP (SUB) LOCAL TYCOM 41 41 N 0 0 CORROSION CONTROL (SURF) LOCAL TYCOM 32 12 P 0 0 PEPSI (AIR)/SECAP (SURF); PMT OSAR (SUBS) LOCAL TYCOM 15 15 Q 0 1 CREATED BY RMAIS (NATIONAL) RMAIS-N 16 16 R 0 0 INSURV (NATIONAL) INSURV-N 33 13 S 0 0 CEMAT (AIR) SHIP SEMAT (SURF); SAIL DEFICIENCIES (SUBS) LOCAL TYCOM 45 45 T 0 0 TYCOM (AIR, SURF, SUBS) LOCAL TYCOM 38 18 U 0 0 TOOLSET FOR INSPECTIONS (BOILERS, DIESELS, ETC.) OPNAVINST 9220.3 44 6 V 0 0 ALRE ICAV (AIR), UNSCHEDULED INSPECTION/ASSESSMENT TASKS (SURF) LOCAL TYCOM 34 14 W 0 0 BAWP (AIR)/ICMP; IMF TSRA; ICAS; RMC TSRA (SURF) LOCAL TYCOM 35 15 X 0 0 BAWP (AIR) LOCAL TYCOM 36 16 Y 0 0 AIR/MST (SURF); BAWP (AIR) LOCAL TYCOM 23 5 Z 0 0 MST/CLASS MAINTENANCE PLANS (SURF) CLASS MAINTENANCE PLANS (NATIONAL) MST/M&SWP LOCAL TYCOM 999,999 999,999 ? 0 0 Invalid Invalid

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-C-1 APPENDIX C APPENDIX C PREPARATION INSTRUCTIONS CONFIGURATION CHANGE FORM (OPNAV 4790/CK) 1. CONFIGURATION CHANGE FORM (OPNAV 4790/CK) a. The OPNAV 4790/CK Form is used to re port completion (or partial completion) of alterations, maintenance actions that resulted in a configuration change and to correct discrepancies and errors in the configuration files. b. Three blocks at the top of the form are us ed to specify what type of action is being reported (a configuration file correction “CONFIG FILE CORR” a completed maintenance action that had no prior deferral “COMP M/A NO DEFL” and a completed deferred maintenance action “COMP DEFL”). The rest of the form is separated into four sections. c. The OPNAV 4790/CK is available to download in PDF format at: https://navalforms.documentservices.dla.mil/formsDir/_OPNAV_4790_CK_540.pdf d. The OPNAV 4790/CK Continuation form is av ailable to download in .pdf format at https://navalforms.documentservices.dla.mil/formsDir/_OPNAV_4790_CK_C_3277. pdf 1.1 Section I - Job Identification: This section identifies the system or equipment involved in the configuration action. If a component or sub-unit is being reported, the Job Identification in this section must be that of the highest assembly. Components and sub-units are reported in Section III. 1.2 Section II - Job Description and Remarks: This section contains remarks relating to the accomplishment of the action. In some cases, an alteration directive will specify that certain information be documented. 1.3 Section III - Component Configuration Change Identification: This section contains information on the component(s) affected by the maintenance (configuration change) action. The Job Identification Level (section I) will be completed to the highest assembly directly affected by the change. The sub-units (components) are reported to the individual Allowance Parts List (APL) level in Section III. An OPNAV 4790/CK allows only one component (sub- unit) to be reported per form. When multiple sub-units need to be reported, “CONTINUATION SHEET(s)” OPNAV 4790/CK(C), that can report up to four components per Form can be attached. The same Job Control Number (JCN) as assigned to the higher level assembly maintenance action recorded in SECTION I is to be continued on each component reported. 1.4 Section IV - Special Purpose: This section is filled in onboard, with the exception of Block 30 (is no longer applicable). NOTE: EXAMPLES OF COMPLETED OPNAV 4790/CK FORMS FOR VARIOUS REPORTING SITUATIONS CAN BE FOUND AT THE END OF THIS APPENDIX AS FIGURES G1 THROUGH G8.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-C-2 APPENDIX C 2. PROCEDURES FOR REPORTING CONFIGURATION CHANGE (OPNAV 4790/CK FORM) - Place an “X” in the appropriate block at top of form to indicate the type of action being reported, “COMP M/A NO DEFL” or “COMP DEFL”. 2.1 Section I - Job Identification. 2.1.1 Job Control Number (Blocks 1 - 3): a. Block 1 - UIC: Enter the Unit Identificat ion Code (UIC) of the activity receiving the maintenance action. b. Block 2 - WORK CENTER: Enter the code of the Work Center responsible for the equipment. For Ships, a four-position Work Center code will be entered. For repair departments of IMAs, RMCs and other IMAs, a three-digit code will be entered. The three-digit code is entered left-to-right leaving the right most position blank. Appendix C of this chapter provides a listing of authorized Work Center codes (Submarine Tenders have been converted to a four position Work Center code). c. Block 3 - JOB SEQ. NO. (JSN): Enter the four character JSN assigned by the Work Center Supervisor. This is an entry assigned sequentially from the SFWL or JSN Log. NOTE: (BLOCKS 1, 2, 3): IF THE CONFIGURATION CHANGE BEING REPORTED IS NOT AN ALTERATION AND CLOSES A JOB PREVIOUSLY DEFERRED AND ON THE CURRENT SHIP’S MAINTENANCE PROJECT (CSMP), ENTER THE JCN OF THE OPENING DEFERRAL. IF THE MAINTENANCE ACTION IS THE ACCOMPLISHMENT OF AN ALTERATION, ENTER THE JCN FROM THE ALTERATION RECORD (E.G., EXSA2134, OXTY1016, WXSP1124). 2.1.2 Alteration Identification. a. Block 4 - ALTERATIONS (Ship Alterati ons (SHIPALTs), Field Changes (FCs), Etc.): If applicable, enter the alteration number from the authorizing directive. (1) For SHIPALTs, enter the alteration id entification exactly as it appears on the SHIPALT Record. Record the alteration type “SA” in the first two positions, ship type starting in position three, and the alteration number starting in the 7th position of the block (e.g., SASSBNf342130). Enter the title code from the alteration record in the last right-hand position of the block. (2) For all other alteration types, enter the alteration type character code in the first two positions of the block. Enter the alteration number starting in position four (e.g., OAf96999, FC 29, TY 0132). If an alteration identification number is not provided with the alteration record, leave blank. Table 1 reflects the authorized alteration prefix codes:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-C-3 APPENDIX C Table 1 - Alteration Prefix Codes Code Descriptions SA Ship Alteration OA Ordnance Alteration BA Boat Alteration FC Field Change MA Machinery Alteration SI SYSCOM Command Instruction EC Engineering Change HI Habitability TY TYCOM Direction TD Technical Directive SP Strategic Systems Project Office Alteration SC Service Change TR Trident Alteration EP Engineering Change Proposal MO Crypto Equipment Modification AR Alteration Request May be originated by a ship to request an alteration design. Enter and left justify the authorized prefix “AR” followed by a blank space, any number the ship assigns for its own control. 2.1.3 Block A - Enter Command’s Name. 2.1.4 Block B - Enter Ship’s Hull Number (if applicable). 2.1.5 Block 5 - EIC: Enter the Equipment Identity Code (EIC) for the equipment identified in the Equipment Noun Name field (Block 7). EICs are listed in the Ship Configuration Logistic Support Information System (SCLSIS) Index Report or Ship’s 3-M Reference CD or DVD. NOTE: WHEN DOCUMENTING 3-M REQUESTS FOR FLEET AND DEPOT ASSISTANCE, A SPECIAL EIC OF “ZOZZ” FOR NAVSEA 08 AND “ZOYY” FOR DIRSSP MUST BE USED AND THE REMAINING DATA MUST BE UNCLASSIFIED. 2.1.6 Block 6 - ACT: Enter the appropriate Action Taken code from the lower section of the OPNAV 4790/CK form or from the list provided in Table 2. NOTE: THE LIST OF “ACTION TAKE N” CODES CHANGES OCCASIONALLY. VERIFY CURRENT “ACTION TAKEN” CODES AT THE FOLLOWING WEB SITE: HTTPS://OARS.NSLC.NAVY.MIL/OARS/DOCS/REF/ INDEX.HTML

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-C-4 APPENDIX C Table 2 - Action Taken Code Code Descriptions 5A Partially Completed Alteration. The IMA must describe in the Job Description/Remarks section what was done and the O-level that remains to be done. 5B Fully Completed Alteration. 5C Fully Completed Equivalent to Alteration. 5D Alteration Directive Not Applicable. NOTE: USE OF A NUMBER 5( ) CODE REQUIRES AN ENTRY IN BLOCK 4 “ALTERATION IDENTIFICATION”. 1 Maintenance Action Completed; Parts Drawn from Supply. 2 Maintenance Action Completed; Required Parts Not Drawn from Supply (local manufacture, pre-expended bins, etc.). 3 Maintenance Action Completed; No Parts Required. NOTE: THE FOLLOWING SECOND CHARAC TER CODES CAN BE USED WITH THE ACTION TAKEN CODES 1, 2, OR 3 AS DIRECTED BY THE TYCOM: A Maintenance Requirement Could Have Been Deferred. B Maintenance Requirement Was Necessary. C Maintenance Requirement Should Have Been Done Sooner. M High Cost Repairs. T The Equipment Being Reported Had a Time Meter. 2.1.7 Block 7 - EQUIPMENT NOUN NAME: If the maintenance action is as the result of the accomplishment of a SHIPALT, enter the equipment Noun Name from the SHIPALT record. Otherwise, enter the equipment nomenclature and description of the equipment or system on which the maintenance was performed. If the maintenance action affects several components, enter the name and designator of the highest assembly. For HM&E equipment, enter the noun name. For electronics equipment, enter the Army-Navy type designator or commercial model number. For ordnance equipment, enter the system or equipment nomenclature, followed by the Mark and Mod numbers, e.g., Launch System 36/1. 2.1.8 Block 8 - MHRS EXP: Enter the total number of man-hours expended by Ship’s Force, not previously reported,) in completing and documenting the maintenance action. Man-hours expended by others tasked to perform equipment maintenance are to be documented separately. 2.1.9 Block 9 - ACT: Actual Maintenance Time used for Selected Equipment List (SEL) equipment only. Enter the total number of clock hours expended to complete the maintenance. 2.1.10 Block 10 - COMP. DATE: Enter the Julian date the maintenance action was completed. 2.1.11 Block 11 - M/R (Meter Reading): Enter an “X” if the equipment or any of the equipment components or sub-units to be identified in Section III have time meters installed. 2.2 Section II - Job Description/Remarks Block 12: Enter any information and remarks relating to the accomplishment of the action. In some cases, an alteration directive will specify that

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-C-5 APPENDIX C certain information be documented. If an “X” is entered in Block 11, identify in Block 12 each equipment followed by “M/R” and the time meter reading. 2.3 Section III - Component Configuration Change Identification. 2.3.1 Block 13 - COMPONENT NOUN NAME: Enter the noun name of the component removed, installed, or modified. For HM&E equipment, enter the noun name. For electronics equipment, enter the “AN” type designator or commercial model number. For ordnance equipment, enter the system or equipment nomenclature, followed by the Mark and Mod numbers, e.g., Launch System 36/1. 2.3.2 Block 14 - QUANTITY: Enter the number of like components or sub-units identified in Block 13 that were, removed, installed, or modified. The quantity must be “001” if a component identification number is entered in Block 16, or a serial number is entered in Block 17 (see 2.3.5.). 2.3.3 Block 15 - CA (Component Action): Enter the code identifying whether the equipment in Block 13 was, removed (R), installed (I) or modified (M). When reporting a configuration file action vice a maintenance action, enter (A) for an Add, (D) for a Delete or (C) for a Correction. 2.3.4 Block 16 - COMPONENT IDENTIFICATION: Enter the local identification number(s) such as station number or valve mark of the equipment identified in Block 13. This information must be consistent with the quantity entered in Block 14. For electronic (ELEX) equipment, enter the model number, and if available, enter the serial number in Block 17. 2.3.5 Block 17 - COMPONENT SERIAL NUMBER: Enter the manufacturer’s serial number of the equipment identified in Block 13. If the serial number is not available, enter “NONE”. 2.3.6 Block 18 - COMPONENT APL/AEL: Enter the Component Allowance Parts List or Allowance Equipage List (APL/AEL) of the component identified in Block 13. If not available, the unit’s supply department should assign a temporary APL. 2.3.7 Block 19 - LOCATION (DECK/FRAME/SIDE): Enter the location (compartment number, deck, frame, or side notation), that best describes the location of the equipment identified in Block 13. If none of the mentioned location identifications are appropriate, enter a descriptive term of the onboard location (e.g., FANTAIL, FLIGHT DECK, etc.). 2.3.8 Block 20 - EIC: Enter the Equipment Identity Code (EIC) that best describes the component identified in Block 13. 2.3.9 Block 21 - NEXT HIGHER ASSEMBLY: Enter the nomenclature and serial number of the next higher assembly. No entry is required when the component identified in Block 13 is the highest assembly. 2.3.10 Block 22 - SAC: Enter the Service Application Code (SAC) of the component identified in Block 13. SAC codes can be obtained from the supply department. 2.3.11 Block 23 - WORK CENTER: Enter the code (Work Center Responsible for Equipment (WCRE)) of the Work Center having primary maintenance responsibility for the component identified in Block 13. 2.3.12 Block 24 - NAMEPLATE DATA: Enter the Contract Number or Procurement Document Number, Part Number or Model Number or Drawing Number, and if available, the

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-C-6 APPENDIX C Commercial and Government Entity, formerly called Federal Supply Code for Manufacturers. Additional information, if available, such as physical characteristics and manufacturer’s identification is useful. No entry is required for modifications and deletions if an APL is listed in Block 13. 2.3.13 Block 25 - MIP: Enter the Maintenance Index Page (MIP) covering the component identified in Block 13 for removals, modifications, changes, and deletions. If not available, enter “N/A”. 2.3.14 Block 26 - EOSS: (Engineering Operation Space Sequence) For HM&E equipment, enter the Engineering Operation Space Sequence (EOSS) Document Code and Control Number of the primary EOSS procedure affected. If more than a component level document is affected, enter only the EOSS component procedure. NOTE: ENTRY NOT REQUIRED WHEN REPORTING ELECTRONIC OR ORDNANCE CONFIGURATION CHANGE ACTIONS. 2.3.15 Block 27 - TM: For removal and modifications, enter the Technical Manual (TM) covering the affected component. For like equipment installations, enter the TM covering the equipment. For new installations, enter the TM when available; if not available, enter N/A. 2.4 Section IV - Special Purpose. 2.4.1 Block 28 - RIN: Enter the Record Identification Number (RIN) as listed in part I, section C of the COSAL, for deletions, removals, and modifications. For installations and additions, leave blank. 2.4.2 Block 29 - Automated Integrated Language System Identification Number: Enter the Automated Integrated Language System Identification Number assigned by the CDM, Platform Manager or Item Manager. For Electronic equipment, no entry is required unless directed by TYCOM. (Commander Naval Installations Command, Commander Naval Surface Pacific, Commander Naval Surface Atlantic, Commander Naval Information Forces, Commander Submarine Force Atlantic And Commander Submarine Force Pacific have no requirement.) 2.4.3 Block 30 - SECAS OFFICE USE: Block is no longer used. 3. PROCEDURES FOR USING CK CONTINUATION PAGES: The JCN entry must beper paragraph 2.2.1 of this Appendix. Up to four components can be reported on the same continuation form, with each separate component block considered a separate continuation page with its own page number. Assign page numbers consecutively. If applicable, check the block at the top of each component identification section to indicate that all data to be entered per paragraph 2.2.1 of this Appendix, except for that data entered in the component identification section. An arrow* pointing up should be placed in the first block of each blank field to indicate that it is per paragraph 2.2.1 of this Appendix. For each component reported, the required entries on the continuation pages are the JCN, page number, equipment alteration number (if applicable) and those component identification data elements which differ from Section III (original CK). * On the electronic form this is accomp lished by holding down the “Alt” key and on the number key-pad typing in 2 and then 4. This will produce an up arrow in the block selected.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-C-7 APPENDIX C 4. PROCEDURES FOR REPORTING CONFIGURATION FILE CORRECTIONS AND UPDATING THE COORDINATED SHIPBOARD ALLOWANCE LIST. 4.1 Correct errors in a previous submission: Check the block “CONFIG FILE CORR” at the top right portion of the CK form. Enter the exact JCN (Blocks 1, 2, and 3) and page number of the CK which was submitted in error. Enter action code “C”, which indicates “correction” in Block 15. If the entire configuration data submitted on the previous CK is in error, fill in ALL the blocks with the corrected data. Otherwise, fill in only the applicable blocks with the correct data. 4.2 Correct a Data Element Error in the Ship’s COSAL or COSAL Indexes, or Other Such Documents: Check the block (CONFIG FILE CORR) at the top right portion of the CK form. In SECTION I, enter a new JCN in Blocks 1, 2 and 3. In SECTION II, Block 12 for “JOB DESCRIPTION” insert the words “CORRECTION OF COSAL”, or a description of the type of correction. If the APL is to be corrected, enter the words “CHANGE APL FROM ______” and enter the incorrect APL number. In Section III, enter in Block 13 the component noun name from the SCLSIS Index report, COSAL, etc. Enter in Block 15 code “C” for “correction”. Enter the EIC of the component in Block 20. If the correction is for HM&E equipment, also enter the APL in Block 18. Enter the applicable RIN in Block 28. In addition to the corrected data these are the only required data elements that need to be reported. 5. REPORT AN EQUIPMENT RECORD ADDITION/DELETION: Complete the CK as described for “CORRECTING A DATA ELEMENT IN THE SHIP’S COSAL” in the previous paragraph, with the following exceptions: In SECTION II, Block 13 enter the words “ONBOARD - NOT COSAL SUPPORTED” or “NOT ONBOARD - COSAL SUPPORTED”, as appropriate. In Section III Block 15, enter action code “A” for equipment onboard but not COSAL supported, or action code “D” for equipment that is not onboard but is COSAL supported. For an equipment “ADD”, also provide as much additional information as possible (e.g., Serial Number, Next Higher Assembly, if applicable, Location, Work Center, EIC, Nameplate Data, MIP, TMs, etc.). For equipment DELETE, provide the RIN in Block 28 if applicable. 6. REPORT THE TURN-IN OR RECEIPT OF PORTABLE ELECTRICAL/ELECTRONIC TEST EQUIPMENT (PEETE): Check the CK Block for “CONFIG FILE CORR” and then follow standard procedures described for “CORRECTING A DATA ELEMENT IN THE SHIP’S COSAL” in the previous paragraph. 7. HANDLING PROCEDURES: The completed CK form is submitted to the Work Center Supervisor and then to the Division Officer, each of whom reviews the form for completeness and accuracy and initials in the appropriate blocks at the bottom of the form. The Division Officer then forwards the CK to the supply department. Supply department personnel verify or enter data such as APL/AEL, SAC and RIN and will resolve any discrepancies noted with the Work Center Supervisor prior to further routing. Supply department personnel will initial the appropriate block at the bottom of the form and ensure the sequence number first digit is the last digit of the current calendar year. The remaining four digits indicate the chronological sequence of CK forms being submitted by the ship or activity for the year. Supply department personnel will ensure the Work Center entered in Block 23 as the correct Work Center having primary maintenance responsibility for the equipment (not the supply department Work Center). The Supply Department should then forward the CK to the 3-M Coordinator. After reviewing for completeness, initialing, and dating in the appropriate block, the 3-M Coordinator submits the

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-C-8 APPENDIX C CK to the 3-M ADP facility serving the activity. A copy is to be maintained in the Work Center as a suspense copy. The following figures are provided: Figure 1 Configuration Change Form for Component Removal Maintenance Action Figure 2 Configuration Change Form for Component Install (continuation) Figure 3 Configuration Change Form Resulting from an Alteration Figure 4 Configuration Change Form for an Alteration Install (continuation) Figure 5 Configuration Change Form for a Correction to a Previously Submitted Change Figure 6 Configuration Change Form for Location Correction Figure 7 Configuration Change Form for COSAL Add Figure 8 Configuration Change Form for COSAL Delete

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-C-9 APPENDIX C Figure 1 Configuration Change Form for Component Removal Maintenance Action

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-C-10 APPENDIX C Figure 2 Configuration Change Form for Component Install (continuation)

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-C-11 APPENDIX C Figure 3 Configuration Change Form Resulting from an Alteration

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-C-12 APPENDIX C Figure 4 Configuration Change Form for an Alteration Install (Continuation)

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-C-13 APPENDIX C Figure 5 Configuration Change Form for a Correction to a Previously Submitted Change

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-C-14 APPENDIX C Figure 6 Configuration Change Form for Location Correction

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-C-15 APPENDIX C Figure 7 Configuration Change Form for COSAL Add

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-C-16 APPENDIX C Figure 8 Configuration Change Form for COSAL Delete

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-1 APPENDIX D APPENDIX D PREPARATION INSTRUCTIONS MAINTENANCE ACTION FORM (OPNAV 4790/2K)

1. MAINTENANCE ACTION FORM (OPNAV 4790/2K). The OPNAV 4790/2K Form is used for reporting deferred maintenance actions, and the completion of maintenance actions that do not result in a configuration change. Two blocks at th e top of the form are used to specify what type of maintenance action is being reported, a deferral “DEFL” or a completion “COMP”. The rest of the form is separated into six sections. A partially completed maintenance action which results in a configuration change or a complete or partially accomplished alteration should be reported using the OPNAV 4790/CK Form. Refer to the instructions for using the OPNAV 4790/CK Form, appendix C. 1.1 Section I - IDENTIFICATION: This section is used to identify the equipment or system on which maintenance actions are being reported. 1.2 Section II - DEFERRAL ACTION: This section, filled in when reporting a deferral of a maintenance action, indicates man-hours expended up to the time of deferral, the date of deferral, man-hours remaining and required completion date (if necessary). 1.3 Section III - COMPLETED ACTION: This section is filled in when reporting the completion of a maintenance action and contains blocks used when reporting maintenance actions on selected equipment. 1.4 Section IV - REMARKS/DESCRIPTION: This section is filled in when reporting the deferral of a maintenance action. The type of information recorded includes remarks that describe what is wrong, what caused the failure or malfunction, maintenance to be performed, the names of personnel involved in the maintenance action, a priority and availability assignment and signatures by management personnel who screened the maintenance action. 1.5 Section V - SUPPLEMENTARY INFORMATION: This section completed by the reporting activity provides information pertaining to required maintenance actions or onboard reference material (e.g., technical manuals, blueprints, etc.). This section is also used by the repair activity in planning, scheduling and controlling the repair activity work. 1.6 Section VI - REPAIR ACTIVITY PLANNING/ACTION: This section is used by the repair activity for planning, estimating and scheduling purposes and can be used to report work accomplished by an internal department Work Center or by an external activity not under an ADP system. NOTE: EXAMPLES OF COMPLETED OPNAV 4790/2K FORMS FOR VARIOUS REPORTING SITUATIONS CAN BE FOUND AT THE END OF THIS APPENDIX: Figure 1 Maintenance Action Form for a Deferred Maintenance Action Figure 2 Maintenance Action Form for a Completed Maintenance Action without Prior Deferral

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-2 APPENDIX D Figure 3 Maintenance Action Form for Changes to a Previously Submitted Deferred Maintenance Action Figure 4 Maintenance Action Form for Add-on Remarks to a Previously Submitted Deferred Maintenance Action 2. PROCEDURES FOR DOCUMENTING A DEFERRED MAINTENANCE ACTION - PLACE AN “X” IN THE BLOCK TITLED “DEFL” AT TOP OF FORM. 2.1 Section I - IDENTIFICATION a. JOB CONTROL NUMBER (Blocks 1 - 3): (1) Block 1 - UIC: Enter the UIC of th e activity initiating the maintenance action. (2) Block 2 - WORK CENTER: Enter the Work Center code of the Work Center initiating the maintenance action. For Ships, a four-position Work Center code will be entered. For repair departments of, IMAs, RMCs and other IMAs, a three-digit code will be entered. The three-digit code is entered left-to-right leaving the right most position blank. Appendix C of this chapter provides a listing of authorized Work Center codes. (Submarine Tender Repair Work Centers have been converted to four position work center codes) (3) Block 3 - JOB SEQ. NO.: Enter the job sequence number assigned by the Work Center Supervisor. This is an entry assigned sequentially from the SFWL/JSN Log. b. Block 4 - APL/AEL (Allowance Parts List /Allowance Equipment List): Enter the APL/AEL of the equipment being reported. These numbers are found in the COSAL or SCLSIS Index Report. An example of an APL would be “882170236” and an AEL would be “2-260034096.” c. Block A - Enter COMMAND’S NAME d. Block 5 - EQUIPMENT NOUN NAME: Enter the equipment nomenclature and description on which maintenance is being reported. The equipment nomenclature and description should be the same as that identified by the EIC and is limited to 16 positions. Standard abbreviations can be used if clarity is retained. For electronic equipment having an Army-Navy (AN) designation, it will be substituted for the equipment nomenclature. e. Block B - Enter SHIP’S HULL NUMBER (if applicable). f. Block 6 - WHEN DISCOVERED (WND): Enter the code (Table 1) that best identifies when the need for maintenance was discovered.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-3 APPENDIX D Table 1 - When Discovered Codes Code Description 1 Lighting Off or Starting 2 Normal Operation 3 During Operability Test 4 During Inspection 5 Shifting Operational Modes 6 During PMS 7 Securing 8 During AEC (Assessment of Equipment) Program 9 No Failure, PMS Accomplishment Only 0 Not Applicable (use when re porting printing services, etc.) g. Block 7 - STATUS (STA): Enter the code (Table 2) that most accurately describes the effect of the failure or malfunction on the operational performance capability of the equipment when the need for maintenance was first discovered. Table 2 – Status Codes Code Description 1 Operational 2 Non-Operational 3 Reduced Capability 0 Not Applicable (use if re porting printing services, etc.) (1) OPERATIONAL must be selected when the system or equipment is operational with only minor discrepancies that do not impact performance. (Similar to EOC 0.8 – 1.0: See chapter 5, appendix A of this volume) (2) NON-OPERATIONAL must be selected when the system or equipment is totally inoperative or is severely degraded with major operation restrictions and may be a threat to personnel safety. (Similar to EOC 0.0 - 0.4: See chapter 5, appendix A, of this volume) (3) REDUCED CAPABILITY mu st be selected when the system or equipment is operational with discrepancies that could potentially impact performance or has minor operational restrictions that are not a threat to personnel safety. (Similar to EOC 0.5 - 0.7: See chapter 5, Appendix A, of this Volume) (4) NOT APPLICABLE (Equivalent to EOC 1.0: See chapter 5, Appendix A, of this Volume) must be selected:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-4 APPENDIX D (a) When ordering parts for PMS. (b) When updating a 4790/2K and the obj ect has been repaired but the JCN cannot be closed due to awaiting parts. (c) When requesting services such as printing, plaques, special support equipment, test equipment, etc. (d) For data reporting. (e) For SHIPALTs/Ship Change Documents. (f) For system or equipment configuration changes (4790/CK). (g) When requesting support servi ces in a maintenance availability. (h) For future time directed CMP and PMS maintenance tasks. h. Block 8 - CAUSE (CAS): Enter the code (Tab le 3) that best describes the cause of the failure or malfunction when the need for maintenance was first discovered. (Refer to reference (a), Appendix A, Table A-6 data element “CAUSE” for an expanded definition of the allowable codes or values). Table 3 - Cause Codes Code Description 1 Abnormal Environment 2 Manufacturer or Installation Defects 3 Lack of Knowledge or Skill 4 Communication Problem 5 Inadequate Instruction or Procedure 6 Inadequate Design 7 Normal Wear and Tear 0 Other or No Malfunction i. Block 9 - DEFERRAL REASON (DFR): Enter the deferral reason code (Table 4) which best describes the reason the maintenance cannot be done at the time of deferral. (Refer to reference (a), Appendix A, Table A-7 data element “DEFERRAL REASON” for an expanded definition of the allowable codes or values). Table 4 – Deferral Codes Code Deferral Reason 1 Due to Ship’s Force, Unit’s Work Backlog or Operational Priority 2 Lack of Material 3 No Formal Training on this Equipment 4 Formal Training Inadequate for this Equipment

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-5 APPENDIX D Code Deferral Reason 5 Inadequate School Practical Training 6 Lack of Facilities or Capabilities 7 Not Authorized for Ship’s Force or Unit Accomplishment 8 For Ship’s Force or Unit Overha ul of Availability Work List 9 Lack of Technical Documentation 0 Other - or Not Applicable (explain in block 35) j. Block 10 - This Block is reserved fo r TYCOM directed applications. Refer to TYCOM instruction for use. k. Block 11 - This Block is reserved for TYCOM directed applications. Refer to TYCOM instruction for use. l. Block 12 - This Block is reserved fo r TYCOM directed applications. Refer to TYCOM instruction for use. m. Block 13 - IDENT/EQUIPMENT SERIAL NUMBER: Enter the identification or serial number of the equipment or system on which maintenance is being deferred. For HM&E equipment, enter the Valve Mark or Electric Symbol Number (ESN) or Primary Identification Number. For electronic equipment, enter the manufacturer’s serial number of the equipment or system on which maintenance is being deferred. n. Block 14 - EIC: Enter the Equipmen t Identification Code of the component, equipment, subsystem, or system for which the maintenance is being reported. o. Block 15 - SAFETY HAZARD: Enter an “X” or applicable safety code (Table 5) if the maintenance action describes a problem or condition which has caused or has the potential to cause serious injury to personnel or material. A brief explanation must be included in the Remarks/Description field (Block 35). For example: “Reinspection of separator for presence of oil after rinse. MRC A-27 evidently not done. Presence of oil resulted in fire in HP air system when compressor operated under load. Fire badly burned valve AHP-287, requiring replacement.” NOTE: THE SHIP’S OR UNIT’S 3-M COORDINATOR WILL FORWARD A COPY OF ALL OPNAV 4790/2K DOCUMENTATION HAVING AN ENTRY IN THIS FIELD TO THE SAFETY OFFICER FOR REVIEW. (REFER TO REFERENCE (A), APPENDIX A, TABLE A-14, DATA ELEMENT “SAFETY HAZARD” FOR AN EXPANDED DEFINITION OF THE ALLOWABLE CODES OR VALUES).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-6 APPENDIX D Table 5 - Safety Hazard Codes Code Description 1 Critical Safety or Health De ficiency-Correct Immediately 2 Serious Safety or Health Defi ciency-Suspension of Equipment, System or Space Use is required 3 Moderate Safety or Health De ficiency-Waiver of Equipment, System or Space Use is granted Pending Correction of the Item 4 Minor Safety or Health Deficiency 5 Negligible Safety or Health Deficiency 0 Maintenance Action is Not Safety Related NOTE: CODES “6” THRO UGH “9” MAY BE LOCALLY ASSIGNED BY TYCOMS IF ADDITIONAL SAFETY CODES ARE REQUIRED. p. Block 16 - LOCATION: Enter the locati on (compartment number, deck, frame, or side notation), that best describes the location of the equipment requiring maintenance as identified in Block 13. If none of the mentioned location identifications are appropriate, enter description of the location (e.g., FANTAIL, FLIGHT DECK, etc.). q. Block 17 - WHEN DISCOVERED DATE: Ente r the Julian date when the equipment or system failure or malfunction was discovered. r. Block 18 - ALTERATIONS (SHIPALT, OR DALT, Fld. Chg., etc.): If reporting the deferral of an alteration: (1) SHIPALT - Enter the alteration identification exactly as it appears on the SHIPALT Record. Record the alteration type “SA” in the first two positions, ship type starting in position three, and the alteration number starting in the 7th position of the block (i.e., SASSBNf342130). Enter the title code from the alteration record in the last right-hand position of the block. (2) OTHER Alteration Types - Enter the a lteration type character code (Table 6) in the first two positions of the block. Leave the third position blank and enter the alteration number starting in position four (i.e., OA f96999, FC 29, TY 0132). If an alteration identification number is not provided with the alteration record, leave blank.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-7 APPENDIX D Table 6 - Alteration Type Codes SA Ship Alteration OA Ordnance Alteration BA Boat Alteration FC Field Change MA Machinery Alteration SI SYSCOM Command Instruction EC Engineering Change HI Habitability TY TYCOM Direction TD Technical Directive SP Strategic Systems Project Office Alteration SC Service Change TR Trident Alteration EP Engineering Change Proposal MO Crypto Equipment Modification AR Alteration Request May be originated by a ship to request an alteration design. Enter and left-justify the authorized prefix “AR” followed by a blank space any number the ship assigns for its own control. s. Blocks 19 through 24 - FOR INSURV USE - no entries required. See Section 2 of NAVSEAINST 4790.8C for specifications. 2.2 Section II - DEFERRAL ACTION. a. Block 25 - MAN-HOURS EXPENDED (MHRS. EXP.): Enter the total man-hours (to the nearest whole hour) expended by personnel of all Work Centers involved in the maintenance action up to the time of deferral (include documentation time which should not exceed one hour). b. Block 26 - DEFER. DATE: Enter the Juli an date when the maintenance action was deferred. An example of a deferral on 11 January 1994 would be “4011”. c. Block 27 - MAN-HOURS REMAINING (M HRS. REM.): Enter the estimated number of man-hours remaining to complete the maintenance action. Round off to the nearest whole hour. If the TYCOM allows an automated close out of the deferral by the IMA, the letters “AUTO” will be entered. This is a request to the IMA to complete the maintenance action with no further documentation from the shop after the job has been accepted by the originator (authorized signature). If the originating

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-8 APPENDIX D command does not receive CSMP support from the IMA doing the work, do not use the “AUTO” close out feature. d. Block 28 - DEADLINE DATE: (1) Depot (shipyard or ship repair facility) (T/A-1) the Deadline Date is required. The date entered is the end of the scheduled maintenance availability. (2) Intermediate Maintenance Activity (t ender, repair ship, etc.) (T/A-2) the Deadline Date is required. The date entered is the end of the scheduled maintenance availability. (3) TYCOM Support Unit (floating dry doc k, etc. or technical assistance from Systems Command, organic technical agents, or contractor representative) (T/A-3) is required. Date entered is the entry date plus a realistic estimated time to repair. Update to the Deadline Date is required if the estimate changes. (4) Ship’s Force or Unit (T/A-4) is require d. Date entered is the entry date plus a realistic estimated time to repair. Updates to Deadline Date are required if the estimate changes. 2.3 Section III - COMPLETED ACTION. a. Blocks 29 through 33 - USED FO R REPORTING THE COMPLETION OF A MAINTENANCE ACTION. b. Block 34 - METER READING: If the e quipment has a time meter and is on the Selected Equipment List (SEL), the reading (to the nearest whole hour) at the time of failure is entered in this block. If the equipment has more than one meter, designate the meter being recorded in Block 35 “REMARKS” using the letters “METRED” followed by the meter designator. An asterisk (*) must precede and follow the meter designation. Example: *METRED-1A2M1*. 2.4 Section IV - REMARKS/DESCRIPTION. a. Block 35 - REMARKS/DESCRIPTION: En ter remarks relating to the maintenance action. These remarks should be brief, but complete and meaningful. Remarks should state what is wrong, what caused the failure (if known) and what must be done to correct the problem. Separate the two statements with “XXX”. For example, “HIGH PITCHED SQUEAL OF PUMP SHAFT, GAUGE READING ABOVE RED LINE ON #2 PUMP, SSG CASING IS EXTREMELY HOT. XXX INVESTIGATE AND REPAIR AS NECESSARY.” If more space is needed, check Block 36 “CONT. SHEET” and continue the remarks on a second form using the same JCN. Include the statement “2L USED” if Supplemental Form OPNAV 4790/2L is used for drawings or other supplemental information. The remarks should not include statements explaining what has been coded in another place of the form; i.e., “DEFERRAL REASON 2 = LACK OF MATERIAL”. Classified or Navy Nuclear Power Information is prohibited from being entered into the Work Candidate. If a full description of the material deficiency requires the use of classified information, a separate message should be generated with the required data and the message referred

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-9 APPENDIX D to in Block 35 by message Date Time Group. The following are minimum requirements for Block 35: (1) Depot (shipyard or ship repair facility) (T/A-1): (a) Concisely describe the failure or malfunction and what caused it. Include how and when the casualty was discovered. Provide description of the casualty to include information on operating configuration symptoms and indications. (b) Concisely describe the actions ta ken by Ship’s Force or Unit personnel and outside activities to troubleshoot and correct the failure or malfunction. Include initial follow-up and troubleshooting, Ship’s Force or Unit repair efforts or technical assistance received. (c) Include any test re sults from troubleshooting. (d) Include the reason for deferral to an off ship maintenance activity. (2) Intermediate Maintenance Activity (tender, repair ship, etc.) (T/A-2): (a) Concisely describe the failure or malfunction and what caused it. Include how and when the casualty was discovered. Provide description of the casualty to include information on operating configuration symptoms and indications. (b) Concisely describe the actions taken by the command and outside activities to troubleshoot and correct the failure or malfunction. Include initial follow-up and troubleshooting, command repair efforts or technical assistance received. (c) Include any test re sults from troubleshooting. (d) Include the reason for deferral to an off ship maintenance activity. (3) Technical Assistance in troubleshooting (T/A-3): (a) Concisely describe the failure or malfunction and what caused it. Include how and when the casualty was discovered. Provide description of the casualty to include information on operating configuration symptoms and indications. (b) Concisely describe the acti ons taken by command personnel to troubleshoot and correct the failure or malfunction. Include initial follow-up and troubleshooting, command’s repair efforts or previous technical assistance. (c) Include any test re sults from troubleshooting. (d) Clearly specify the type of out side assistance and the time frame desired by the activity. (4) Technical Assistance in obtaining special support or test equipment (T/A-3): (a) Describe the special support or test equipment required by the activity.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-10 APPENDIX D (b) Describe the maintenance action for which the equipment will be used. (c) Include any assistance the activity may need from the requesting activity (e.g., training, assistance in operating the equipment, etc.). (d) Clearly specify the dates the equipment is needed and estimated time the equipment will be returned. (5) Technical Assistance documenting the results of an inspection or assessment (T/A-3): (a) The inspection or assessment activ ity must provide the activity with a maintenance ready 4790/2K. (b) Documentation of assessment re sults by the equipment Subject Matter Expert will include all the technical data needed to complete a 4790/2K as specified in chapter 42 of this volume. (6) Technical Assistance in obtaining support services during a maintenance availability (T/A-3): (a) Describe the support serv ice required by the activity. (b) Describe the maintenance action for which the support services will be used. (c) Include any assistance the activity may need from the requesting activity (e.g., training, assistance in operating the equipment, etc.). (d) Clearly specify the dates the suppor t services are needed and estimated time the support services will no longer be required. (7) Ship’s Force and Unit maintenance action (T/A-4): (a) Concisely describe the failure or malfunction and what caused it. Include how and when the deficiency was discovered. Provide description of the deficiency to include information on operating configuration symptoms and indications. (b) Concisely describe the actions taken by command personnel to correct the failure or malfunction. Include initial follow-up and troubleshooting, command personnel repair efforts or previous technical assistance. (c) Include any test results from either troubleshooting or post repair testing. b. Block 36 - CONT. SHEET: Enter an “X ” in this block if the “REMARKS” are continued on additional 2K forms. No more than three additional OPNAV 4790/2K forms can be used. NOTE: WHEN USING OPNAV 4790/2K CONTINUATION PAGES FOR THE CONTINUATION OF “REMARKS”, ENTER THE JCN OF THE FIRST FORM AND CONTINUE WITH THE REMARKS IN SECTION IV. IN

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-11 APPENDIX D THE TOP MARGIN OF EACH CONTINUATION PAGE, INSERT THE WORDS “PAGE 2”, “PAGE 3”, ETC. c. Block 37 – CSMP SUMMARY: Enter a c ondensed description of the problem. The Work Center Supervisor is to ensure the summary succinctly captures the meaning of the Block 35 REMARKS/DESCRIPTION narrative. The CSMP summary conveys to management the significance of the JCN (maintenance action). The CSMP summary is displayed on management reports, as opposed to the entire narrative of the REMARKS blocks. d. Block 38 - FIRST CONTACT/MAINT. MAN: Printed name of the senior person knowledgeable in the specifics of the JCN (maintenance action). e. Block 39 - RATE: Enter the rate of the first contact or maintenance person. Examples are: Table 7 – Rank or Rate Codes Rank or Rate Code Entry Officers OFF ET1 ET1 Civilian CIV GMG2 GMG2 FTGSN FTGN FN FN f. Block 40 - SECOND CONTACT/SUPERVISOR : Printed name of the supervisor of the first contact or maintenance person after screening the maintenance action for completeness and accuracy. g. Block 41 - PRI: Enter the appropriate prior ity code (Table 8). Refer to reference (a) Appendix A, Table A-12 for an expanded definition of the allowable codes or values. Table 8 – Priority Codes Code Description 1 Mandatory 2 Essential 3 Highly Desirable 4 Desirable h. Block 42 - TA: Enter the Type Availabi lity (T/A) code (Table 9) for the type availability recommended for performance of the deferral.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-12 APPENDIX D Table 9 - Type Availability Codes Code Description 1 Depot (shipyard or sh ip repair facility) 2 Intermediate Maintenance Activity (tender, repair ship, etc.) 3 Fleet Technical Support. TYCO M Support Unit (floating dry dock, etc., or technical assistance from NAVSEA or Regional Maintenance Centers or contractor representative) 4 Ship’s Force or Unit (Originating Work Center, Organizational Level) 0 Not Applicable U (Mission Degrading) (entered on 2K) Used by INSURV. Field identifies certain deficiencies which are considered as preventing the activity from carrying out some part of its mission. NOTE: TABLE 10 PROVIDES GUIDANCE ON USING AVAILABILITY CODES. Table 10 – Type Availability Codes Scenario or Issue Use T/A Code When requesting technical assistance from off-hull activities. 3 When requesting repair (industrial) from outside activities. 1 or 2 When requesting calibration from outside activities. 1 or 2 When ordering parts or materials for Ship’s Force or Unit use. 4 For data reporting. 3 When requesting special support or test equipment (hydrostatic pumps, rigging equipment, etc.). 3 Completed without prior deferral. 4 When submitting a CASREP. 1, 2, 3 or 4 When submitting a temporary DFS. 1, 2 or 4 For any change in system or equipment configuration. 3 For documenting the results of an inspection or assessment. 3 For installation of a SHIPALT or Ship Change Document. 1, 2 or 4 For support services during a maintenance availability. 3 For a CMP maintenance action. 1 , 2, 3 or 4

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-13 APPENDIX D i. Block 43 - INTEGRATED PRIORITY: If th e maintenance is to be done by an outside activity, the Command’s Engineer may rank departmental deferrals by integrated priority. A sequential number may be placed in this block to indicate its priority relative to other deferred work for a given availability. (1) Block C - DIV. INIT: Initialed by the Division Officer after screening the document. (2) Block D - DEPT. INIT: Initialed by the Department Head after screening the document. (3) Block E - COMMANDING OFFICER’ S SIGNATURE: Required on all deferrals for outside assistance, the Commanding Officer or authorized representative must sign the deferral. (4) Block F - TYCOM AUTHORIZATION: This block is reserved for the signature of the TYCOM representative screening the deferral. This is usually applicable when direct routing from command to TYCOM for Depot emergent work is employed. j. Blocks 44 through 46 are not completed at the time of deferral. Entries are made by the next level of management after leaving the command (IUC and TYCOM during the screening process). 2.5 Section V - SUPPLEMENTARY INFORMATION. Block 47 - BLUEPRINTS, TECH. MANUALS, PLANS, ETC.: Enter any TMs, blueprints, etc., which might be of use to a repair activity providing assistance. Indicate with an “X” in the “AVAILABLE ON BOARD” – “YES/NO” block if the TM is onboard or not. 3. PROCEDURES FOR DOCUMENTING INTERNAL WORK REQUESTS - When it is necessary to obtain assistance from other departments within the organizational level, the OPNAV 4790/2K Form can be used as an internal work request. If more than a single assisting Work Center is required, multiple copies will be prepared using the same JCN on each request. The requesting Work Center prepares the number of copies required for internal control. The words “INTERNAL WORK REQUEST” is written at the top of each copy to be sent to the assisting Work Center(s). The following blocks are used: 3.1 Section I - IDENTIFICATION: Document all of this section. See “Procedures for Documenting a Deferred Maintenance Action” paragraph 4.1. 3.2 Section IV - REMARKS/DESCRIPTION. Block 35 - REMARKS/DESCRIPTION: Describe the tasks required of the Assisting Work Center (AWC). 3.3 Section VI - REPAIR ACTIVITY PLANNING/ACTION. a. Block 49 - REPAIR WORK CENTER (W/C): Enter the AWC’s code. b. Block 55 - REPAIR ACTIVITY UIC: Enter the organization unit’s UIC. This will be the same as Block 1 except when the ship is being assisted by a non-reporting outside activity, in this case, the outside activity’s UIC will be entered. c. Block 56 - WORK REQ. ROUTINE: Enter the appropriate Expanded Ship Work Breakdown Structure, SWAB, SWLIN, etc., as directed by the TYCOM.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-14 APPENDIX D 4. PROCEDURES FOR DOCUMENTING SCREENING INFORMATION ON DEFERRED MAINTENANCE ACTIONS - Used by other activities, such as IUCs, TYCOM representatives and IMAs for screening, planning, and scheduling. 4.1 Section IV - REMARKS/DESCRIPTION. a. Block F - TYCOM AUTHORIZATION: This block is reserved for the signature of the TYCOM representative screening the deferral. b. Block 44 - IUC: The IUC or designated re presentative screening the deferral enters the recommendation as to the action to be taken. See the allowable codes (Table 11). Table 11 - Action to be Taken Codes Code Description 1 Depot (shipyard or ship repair facility) Accomplish 1A Depot Assisted by Ship’s Force or Unit Personnel 1S Ship to Shop 1M Accomplish with Modification 2 IMA (tender or repair ship, etc.) Accomplish 2A IMA Assisted by Ship’s Force or Unit Personnel 2S Ship to Shop 2M Accomplish with Modification 3 Fleet Technical Support. TYCOM Support Unit (floating dry dock, etc.) accomplished or Technical Assistance from NAVSEA, Regional Maintenance Center or Contractor Representative. 3A TYCOM Support Un Assisted by Ship’s Force or Unit Personnel 3S Ship to Shop 3M Accomplish with Modification 4 Ship’s Force or Unit Personnel Accomplish 5 Deferred 5A Insufficient Time in the Ava ilability to Complete the Task 5B Lack of Shipyard Capability 5C Lack of Material 5D Lack of Funds 5E Not Required During this Availability 5F General 6 Not Authorized

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-15 APPENDIX D Code Description 6A Not Technically Justified 6B Covered by an Existing Ship Alteration 6C Duplicate of Another Job Control Number (JCN) 6D Not Cost Effective 6E General 8* Disapproved. * This screening code disapproves the accomplishment of a work item by an outside activity. It does not prevent entry of the deferral into the CSMP, which is the decision of the Commanding Officer 9** Remove from Current Ship’s or Unit Maintenance Project (CSMP). Pass to history (to be assigned by TYCOM only). ** This screening code is restricted to the removal of INSURV items from the CSMP for which, in the opinion of the Ship’s or Unit’s IUC and TYCOM, the ship has no responsibility for accomplishment. NOTE: THE FIRST CHARACTE R OF THE UIC OR TYCOM SCREENING CODE SHOULD BE ENTERED IN THE APPROPRIATE FIELD. THE SECOND CHARACTER, WHEN USED, SHOULD BE ENTERED IN THE SPACE JUST BELOW IT.

c. Block 45 - TYCOM: The TYCOM or designa ted representative screening the deferral will enter the action to be taken. See the allowable codes (Table 11). d. Block 46 (A-L) - SPECIAL PURPOSE: Use of these codes are optional and indicates that quality control and quality assurance standards may be required. Special purpose blocks 46A through 46H and 46K will be used when directed by TYCOM. (1) Block 46A - The Department Head may enter the KEY EVENT code from the ISIC provided Key Event Schedule. (2) Block 46B – Optional, if used Subm arines will enter code “SS” if the job requires work within SUBSAFE boundaries or involves SUBSAFE materials. Surface Ships may enter S1 for “PARTS ON HAND or PARTS NOT REQD,” S2 for “PARTS ON ORDER-DEF DEL DT,” S3 for “CONT PROCURE PARTS,” S4 for “WORK COMPL PREVIOUSLY.” (3) Block 46C – Optional, if used, enter the code “L1” if the job requires work within Level I boundaries or involves Level I material. (4) Block 46D – Optional, if used, enter the code “08” if the job is associated with nuclear equipment. Refer to NAVSEAINST 9210.4A (NOTAL).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-16 APPENDIX D (5) Block 46E - Optional, if used, en ter the code “RC” if the job requires radiological controls (RADCON). (Refer to NAVSEA Technical Publication S9213- 33-MMA-000/(V). (6) Block 46F - Optional, if used, enter the code “DD” if the job requires Dry Docking to accomplish. (7) Block 46G - Optional, if used, en ter the code “NC” for critical noise deficiencies or “NP” for potential radiated noise deficiencies. (8) Block 46H - The following codes are us ed in MFOM VSB for work screening: GC (Contract), IC (Indefinite Delivery, Indefinite Quantity), CC (Commercial Industrial Services), RC (Regional Maintenance Center Contracting Officer), TC (Type Commander Contracting), BC (Blanket Purchase Agreement/Basic Ordering Agreement), TV (Tanks & Voids), CS (Crane Services), NS (NAVSEA), DV (Diver Services) or AC (AVCERT). (9) Block 46I - Reserved for future use. (10) Block 46J - Reserved for future use. (11) Block 46K - Optional, if used, enter the appropriate code: FB for Fly-By-Wire Certification Boundary (FBW Certification Blue Boundary), SF for Submarine Flight Critical Component (SFCC Red Boundary) or DS for Deep Submergence System-Scope of Certification (DSS-SOC). (12) Block 46L - Enter the code assigned to the visiting activity. This will identify the visiting activity as the originator of the deferral. 4.2 Section V - SUPPLEMENTARY INFORMATION. a. Block 47 - BLUEPRINTS, TECHNICAL MANUALS, PLANS, ETC: The repair activity can use this block during the work request planning in much the same manner as the originator. Information that might be of use in the accomplishment of the maintenance can be entered (e.g., TMs, blueprints, etc.). b. Block 48 - PREARRIVAL/ARRIVAL CO NFERENCE ACTION/REMARKS: The repair activity may enter any remarks considered necessary to facilitate repairs. 4.3 Section VI - REPAIR ACTIVITY PLANNING/ACTION. a. Block 49 - REPAIR W/C: Enter the charac ter code of the lead Work Center assigned to the job. Refer to reference (a) appendix A, Table A-10 data element “IMA REPAIR WORK CENTER” for a listing of IMA Work Center codes. b. Block 50 - EST. MHRS.: Enter the total number of estimated man-hours required by the lead Work Center to complete the job. c. Block 51 - ASST. REPAIR W/ C: Enter the three or four character code of the first Work Center assigned to assist the lead Work Center on the job being planned. If more than one assist Work Center is required, check Block 36 to indicate a continuation page is being used. On the continuation page (new 2K form), fill in Blocks 1, 2, 3 with the same JCN of the original 2K. In Block 51, enter the second

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-17 APPENDIX D assist repair Work Center’s code. No more than two assist Work Centers (two supplemental 2K forms) can be submitted. d. Block 52 - ASST. EST. MHRS: Enter the total number of estimated man-hours required by the assist Work Center to complete its portion of the job. e. Block 53 - SCHED. START DATE: Enter th e Julian date that work on the job is to begin. f. Block 54 - SCHED. COMP. DATE: Enter th e Julian date that all work on the job is scheduled to be completed by the repair activity. g. Block 55 - REPAIR ACTIVITY UIC: Ente r the UIC of the repair activity performing the work for the originating command. h. Block 56 - WORK REQ. RO UTINE: Enter the appropriate Expanded Ship Work Breakdown Structure , Ship Work Authorization Boundary (SWAB), Ship Work Line Item Number (SWLIN), etc., as directed by the TYCOM. i. Blocks 57 through 63: - Used to identif y Depot estimates on individual CSMP items from the Master Job Catalog. These blocks may also be used as directed by TYCOM instruction. (1) Block 57 - EST. MAN-DAYS: Enter an estimate of the total number of man- days required to complete the job. If the estimate is less than one, enter 1. (2) Block 58 - EST. MAN-DAY COSTS: Enter an estimate of the total man-day costs required to complete the job. (3) Block 59 - EST. MATERIAL COSTS: Enter an estimate of the total material costs required to complete the job. (4) Block 60 - EST. TOTAL COST: Enter an estimate of the total cost required to complete the job (Add Blocks 58 and 59). (5) Block 61 - JOB ORDER NUMBER: Ente r Job Order Number assigned by the activity performing the work. (6) Block 62 - LEAD P&E CODE: Enter th e code assigned to the lead planning and scheduling organization. (7) Block 63 - DATE OF EST: Enter the date that the repair activity’s planning action was completed. 5. PROCEDURES FOR DOCUMENTING A COMPLETED MAINTENANCE ACTION PREVIOUSLY DEFERRED: Blocks A, B, and applicable Blocks 1 through 47 have previously been filled. The maintenance person must report completion of a previously deferred maintenance action by using the copy of the OPNAV 4790/2K retained onboard when the maintenance action was deferred. If there is no record (paper) copy of the original 2K and the maintenance action is on the CSMP, enter the JCN on a blank 2K form, and without providing all the deferred maintenance information, enter the completion data in Section III. If the word

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-18 APPENDIX D “AUTO” has been entered in Block 27 as directed by the TYCOM, submission of a completed maintenance action by the originating ship may not be necessary. 5.1 Section III - COMPLETED ACTION. Block 29 - ACT. TKN: Enter the code (Table 12) that best describes the action taken to complete the maintenance. NOTE: THE LIST OF “ACTION TAKEN” CODES CHANGES OCCASIONALLY. VERIFY CURRENT “ACTION TAKEN” CODES AT THE FOLLOWING WEB SITE: Error! Hyperlink reference not valid.HTTPS://OARS.NSLC.NAVY.MIL/OARS/DOCS/REF/INDEX.HTML

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-19 APPENDIX D Table 12 - Action Taken Codes Code Description 1 Maintenance Action Complete d; Parts Drawn from Supply 2 Maintenance Action Completed; Re quired Parts Not Drawn from Supply (local manufacture, pre-expended bins, etc.) 3 Maintenance Action Completed; No Parts Required NOTE: THE FOLLOWING SE COND CHARACTER CODES CAN BE USED WITH THE ACTION TAKEN CODES 1, 2, OR 3 AS DIRECTED BY THE TYCOM: A Maintenance Requirement Could Have Been Deferred B Maintenance Requirement Was Necessary C Maintenance Requirement Should Have Been Done Sooner M High Cost Repairs T The Equipment Being Reported Had a Time Meter 4 Canceled (When this code is used, the deferral will be removed from the CSMP). This code is not to be used with INSURV, Safety, or Priority 1 or 2 deferrals screened for accomplishment by the TYCOM or IUC. 7 Maintenance Action Completed; 2- M (Miniature and Micro-Miniature Electronic Modules) Capability Utilized. NOTE: THE FOLLOWING SE COND CHARACTER CODES CAN BE USED WITH ACTION TAKEN CODE 7 TO BETTER DESCRIBE THE ACTION TAKEN: A Parts Drawn from Supply Utilized B Parts Not Drawn from Supply Utilized C Automatic Test Equipment (ATE) Utilized D ATE and Parts Drawn from Supply Utilized E ATE and Parts Not Drawn from Supply Utilized 8 Periodic Time Meter or Cycle Count er reporting. (This code is not applicable to the “FINAL ACTION” code reported by the repair activity.) 9 Maintenance Action Completed; 3-M Fiber Optic Repair NOTE: THE FOLLOWING SE COND CHARACTER CODES CAN BE USED WITH ACTION TAKEN CODE 9 TO BETTER DESCRIBE THE ACTION TAKEN: A FOTE, multimode ST MQJs utilized

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-20 APPENDIX D Table 12 - Action Taken Codes Code Description B FOTE, multimode heavy duty MQJs utilized C FOTE, multimode rotary mech anical splice MQJs utilized D FOTE, single mode ST MQJs utilized E FOTE, single mode heavy duty MQJs utilized F FOTE, multimode specialty MQJs utilized G FOTE, single mode sp ecialty MQJs utilized H FOTE, not available I Standard MQJs not available J Specialty MQJs not available 0 None of the Above b. Block 30 - MHRS: Enter the total man- hours (to the nearest whole hour) that was expended doing the maintenance after submitting the deferral. This includes man- hours expended for reinstallation, witnessing of tests, etc. (include documentation time which should not exceed 1 hour). c. Block 31 - COMPLETION DATE: Enter th e Julian date the maintenance action was completed. d. Block 32 - ACT. MAINT. TIME: Enter th e total clock hours (to the nearest whole hour) during which maintenance was performed. This should the include time for troubleshooting, but not delays. e. Block 33 - TI: Enter a single numeral (1 through 9) to indicate, to the nearest 10%, the percentage of active maintenance expended in troubleshooting. For example, if no troubleshooting is involved, enter “f”, “2” for 20%, “3” for 30%, “7” for 70%, etc. f. Block 34 - METER READING: There is no entry required on the completed deferral action. (Refer to Block 34 instructions for DOCUMENTING A DEFERRED MAINTENANCE ACTION). g. Block 35 - REMARKS/DESCRIPTION: Wh en the “what must be done” statement on the original deferral accurately describes the work which was done, no further entries are required. If remarks in addition to the original remarks entered are needed to describe the work done, refer to paragraph 7 of this appendix for “Documenting Changes, Additions and Deletions to Previously Submitted Maintenance Actions.” Describe what was done and any additional information considered significant. If additional space is needed for the completed action description, use up to three continuation pages.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-21 APPENDIX D 5.2 Section IV - REMARKS/DESCRIPTION - (Used by the Repair Activity when Reporting a Completed Maintenance Action): This type of completed work request is to be provided to the ship for 3-M processing. Block 64 - FINAL ACT.: Enter the code that best describes the final action taken to complete the maintenance. (Refer to Block 29 for “ACTION TAKEN” allowable codes or values). In addition, the following codes (Table 13) can be used: NOTE: THE LIST OF “ACTION TAKEN” CODES CHANGES OCCASIONALLY. VERIFY CURRENT “ACTION TAKEN” CODES AT THE FOLLOWING WEB SITE: HTTPS://OARS.NSLC.NAVY.MIL/OARS/DOCS/REF/INDEX.HTML Table 13 - Action Taken Codes Code Description 5A Partially Completed Alteration 5B Fully Completed Alteration 5C Fully Completed Equivalent to Alteration 5D Alteration Directive Not Applicable 6 Rejected Work Request NOTE: ADD THE FOLLOWI NG SECOND CHARACTER CODE WITH ACTION TAKEN CODE 6 TO BETTER DESCRIBE THE ACTION TAKEN: A Ship’s Force or Unit Standard Stock Item B Excessive Ship Workload or Insufficient Availability C Lack of Skills D Lack of Facilities E Lack of Test or Calibration Equipment F Lack of Parts or Material G Lack of Documentation H Lack of Funds I Other (record the explanation in “Remarks”) b. Block 65 - MHRS. EXPENDED: Enter th e man-hours expended on the last day the Repair Work Center is involved in the Work Request, not the total man-hours of the work request. c. Block 66 - DATE COMPLETED: Enter the Ju lian date the work request is completed and signed off by the requesting command.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-22 APPENDIX D (1) Block G - COMPLETED BY: The si gnature and rank and rate of the individual authorized by the repair activity to verify the acceptability of work performed is entered in this block. (2) Block H - ACCEPTED BY: The signatu re and rank and rate of the individual authorized by the command to verify the acceptability of work performed. Completion of this block is mandatory when a 2K is used to report completion of a previously deferred maintenance action. 6. PROCEDURES FOR DOCUMENTING A COMPLETED MAINTENANCE ACTION WITHOUT PRIOR DEFERRAL: Place an “X” in the block titled “COMP” at top of form. 6.1 Section I – IDENTIFICATION. a. JOB CONTROL NUMBER (Blocks 1 - 3): (1) Block 1 - UIC: Enter the Unit Identification Code (UIC) of the activity initiating the maintenance action. (2) Block 2 - WORK CENTER: Enter the c ode of the Work Center initiating the maintenance action. For Ships, a four-position Work Center code will be entered. For repair departments of IMAs, RMCs and other IMAs, a three-digit code will be entered. The three-digit code is entered left-to-right leaving the right most position blank. Appendix C of this chapter provides a listing of authorized Work Center codes (Submarine Tenders have been converted to a four position Work Center code). (3) Block 3 - JOB SEQ. NO. (JSN): En ter the four character JSN assigned by the Work Center Supervisor. This is an entry assigned sequentially from the SFWL/JSN Log. b. Block 4 - APL/AEL (Allowance Parts List /Allowance Equipment List): Enter the APL/AEL of the equipment being reported. These numbers are found in the COSAL or SCLSIS Index Report. An example of an APL would be “882170236” and an AEL would be “2-260034096.” c. Block A - Enter COMMAND’S NAME. d. Block 5 - EQUIPMENT NOUN NAME: Enter the equipment nomenclature and description on which maintenance is being reported. The equipment nomenclature and description should be the same as that identified by the EIC and is limited to 16 positions. Standard abbreviations can be used if clarity is retained. For electronic equipment having an Army-Navy (AN) designation, it will be substituted for the equipment nomenclature. e. Block B: - Enter SHIP’S HULL NUMBER (if applicable). f. Block 6 - WHEN DISCOVERED (WND): Enter the code (Table 14) that best identifies when the need for maintenance was discovered.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-23 APPENDIX D Table 14 - When Discovered Codes Code Description 1 Lighting Off or Starting 2 Normal Operation 3 During Operability Test 4 During Inspection 5 Shifting Operational Modes 6 During PMS 7 Securing 8 During AEC (Assessment of Equipment) Program 9 No Failure, PMS Accomplishment Only 0 Not Applicable (use when re porting printing services, etc.) g. Block 7 - STATUS (STA): Enter the code (Table 15) that most accurately describes the effect of the failure or malfunction on the operational performance capability of the equipment when the need for maintenance was first discovered. Table 15 - Status Codes Code Description 1 Operational 2 Non-Operational 3 Reduced Capability 0 Not Applicable (use if re porting printing services, etc.) h. Block 8 - CAUSE (CAS): Enter the code (T able 16) that best describes the cause of the failure or malfunction when the need for maintenance was first discovered. (Refer to reference (a), Appendix A, Table A-6 data element “CAUSE” for an expanded definition of the allowable codes or values).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-24 APPENDIX D Table 16 - Cause Codes Code Description 1 Abnormal Environment 2 Manufacturer or Installation Defects 3 Lack of Knowledge or Skill 4 Communication Problem 5 Inadequate Instruction or Procedure 6 Inadequate Design 7 Normal Wear and Tear 0 Other or No Malfunction i. Block 9 - DEFERRAL RE ASON (DFR): Leave blank. j. Block 10: - Block is reserved for TYCO M directed applications. Refer to TYCOM instruction for use. k. Block 11: - Block is reserved for TYCO M directed applications. Refer to TYCOM instruction for use. l. Block 12: - Block is reserved for TYCO M directed applications. Refer to TYCOM instruction for use. m. Block 13 - IDENT./EQUIPMENT SERIAL NUMBER: Enter the identification or serial number of the equipment or system on which maintenance is being deferred. For Hull, Mechanical & Electrical (HM&E) equipment, enter the Valve Mark or Electric Symbol Number (ESN) or Primary Identification Number. For electronic equipment, enter the manufacturer’s serial number of the equipment or system on which maintenance is being deferred. n. Block 14 - EIC: Enter the Equipmen t Identification Code of the component, equipment, subsystem, or system for which the maintenance is being reported. o. Block 15 - SAFETY HAZARD: Enter an “X” or applicable safety code (Table 17) if the maintenance action describes a problem or condition which has caused, or has the potential to cause, serious injury to personnel or material. A brief explanation must be included in the REMARKS/DESCRIPTION field (Block 35). For example: “Reinspection of separator for presence of oil after rinse. MRC A-27 evidently not done. Presence of oil resulted in fire in HP air system when compressor operated under load. Fire badly burned valve AHP-287, requiring replacement.” NOTE: THE SHIP’S OR UNIT’S 3-M COORDINATOR WILL FORWARD A COPY OF ALL OPNAV 4790/2K DOCUMENTATION HAVING AN ENTRY IN THIS FIELD TO THE SAFETY OFFICER FOR REVIEW. (REFER TO REFERENCE (A), APPENDIX A, TABLE A-14, DATA

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-25 APPENDIX D ELEMENT “SAFETY HAZARD” FOR AN EXPANDED DEFINITION OF THE ALLOWABLE CODES OR VALUES). Table 17 - Safety Hazard Codes Code Description 1 Critical Safety or Health De ficiency-Correct Immediately 2 Serious Safety or Health Defi ciency-Suspension of Equipment, System or Space Use is required 3 Moderate Safety or Health De ficiency-Waiver of Equipment, System or Space Use is granted Pending Correction of the Item 4 Minor Safety or Health Deficiency 5 Negligible Safety or Health Deficiency 0 Maintenance Action is Not Safety Related NOTE: CODES “6” THROUGH “9” MAY BE LOCALLY ASSIGNED BY TYCOMS IF ADDITIONAL SAFETY CODES ARE REQUIRED. p. Block 16 - LOCATION: Enter the locati on (compartment number, deck, frame, or side notation), that best describes the location of the equipment requiring maintenance as identified in Block 13. If none of the mentioned location identifications are appropriate, enter description of the location (e.g., FANTAIL, FLIGHT DECK, etc.). q. Block 17 - WHEN DISCOVERED DATE: Ente r the Julian date when the equipment or system failure or malfunction was discovered. r. Block 18 - ALTERATIONS: Leave bla nk. If the completed maintenance action resulted in a configuration change or alteration, refer to the instructions for submitting an OPNAV 4790/CK form Appendix C. s. Blocks 19 through 24 - FOR INSURV USE: No entries required. See Section 2 for details. 6.2 Section II - DEFERRAL ACTION (Block 25 - 28): Leave blank. 6.3 Section III - COMPLETED ACTION. a. Block 29 - ACT. TKN: Enter the code (T able 18) that best describes the action taken to complete the maintenance. NOTE: THE LIST OF “ACTION TAKEN” CODES CHANGES OCCASIONALLY. VERIFY CURRENT “ACTION TAKEN” CODES AT THE FOLLOWING WEB SITE: Error! Hyperlink reference not valid.HTTPS://OARS.NSLC.NAVY.MIL/OARS/DOCS/REF/INDEX.HTML

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-26 APPENDIX D Table 18 - Action Taken Codes Code Description 1 Maintenance Action Complete d; Parts Drawn from Supply 2 Maintenance Action Completed; Required Parts Not Drawn from Supply (local manufacture, pre-expended bins, etc.) 3 Maintenance Action Completed; No Parts Required NOTE: THE FOLLOWING SECOND CHARACTER CODES CAN BE USED WITH THE ACTION TAKEN CODES 1, 2, OR 3 AS DIRECTED BY THE TYCOM: A Maintenance Requirement Could Have Been Deferred B Maintenance Requirement Was Necessary C Maintenance Requirement Should Have Been Done Sooner M High Cost Repairs T The Equipment Being Reported Had a Time Meter 4 Canceled (When this code is used, the deferral will be removed from the CSMP). This code is not to be used with INSURV, safety, or priority 1 or 2 deferrals screened for accomplishment by the TYCOM or IUC. 7 Maintenance Action Completed; 2-M (Miniature and Micro-Miniature Electronic Modules) Capability Utilized. NOTE: THE FOLLOWING SECOND CHARACTER CODES CAN BE USED WITH ACTION TAKEN CODE 7 TO BETTER DESCRIBE THE ACTION TAKEN: A Parts Drawn from Supply Utilized B Parts Not Drawn from Supply Utilized C Automatic Test Equipment (ATE) Utilized D ATE and Parts Drawn from Supply Utilized E ATE and Parts Not Drawn from Supply Utilized 8 Periodic Time Meter or Cycle Counter reporting. (This code is not applicable to the “FINAL ACTION” code reported by the repair activity.) 9 Maintenance Action Completed; 3-M Fiber Optic Repair NOTE: THE FOLLOWING SE COND CHARACTER CODES CAN BE USED WITH ACTION TAKEN CODE 9 TO BETTER DESCRIBE THE ACTION TAKEN: A FOTE, multimode ST MQJs utilized B FOTE, multimode heavy duty MQJs utilized

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-27 APPENDIX D C FOTE, multimode rotary mech anical splice MQJs utilized D FOTE, single mode ST MQJs utilized E FOTE, single mode heavy duty MQJs utilized F FOTE, multimode specialty MQJs utilized G FOTE, single mode sp ecialty MQJs utilized H FOTE, not available I Standard MQJs not available J Specialty MQJs not available 0 None of the Above b. Block 30 - MHRS: Enter the total man- hours (to the nearest whole hour) that were expended completing the maintenance. This includes man-hours expended for reinstallation, witnessing of tests, etc. (include documentation time, which should not exceed 1 hour). NOTE: BLOCKS 32, 33, AND 34 ARE ONLY TO BE REPORTED, IF THE EQUIPMENT HAS BEEN SEL DESIGNATED. c. Block 31 - COMPLETION DATE: Enter th e Julian date the maintenance action was completed. d. Block 32 - ACT. MAINT. TIME: Enter th e total clock hours (to the nearest whole hour) during which maintenance was performed. This should include time for troubleshooting, but not delays. e. Block 33 - TI: Enter a single numeral (1 through 9) to indicate, to the nearest 10 percent, the percentage of active maintenance expended in troubleshooting. For example, if no troubleshooting is involved, enter “f”, “2” for 20%, “3” for 30%, “7” for 70%, etc. f. Block 34 - METER READING: Enter the time meter reading (to the nearest whole hour) at the time of failure. If the equipment has more than one meter, designate the meter being recorded in Block 35 “REMARKS” using the letters “METRED” followed by the meter designator. An asterisk (*) must precede and follow the meter designation. Example: *METRED-1A2M1*. g. Block 35 - REMARKS/DESCRIPTION: En ter remarks relating to the maintenance action. These remarks should be brief, but complete and meaningful. Remarks should state what was wrong, what caused the failure (if known) and what was done to correct the problem. If “SAFETY HAZARD” (Block 15) is checked, a description of the condition creating the hazard should be inserted in “REMARKS”. If more space is needed, check Block 36 “CONT. SHEET” and continue the remarks on a second form using the same JCN.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-28 APPENDIX D 7. PROCEDURES FOR DOCUMENTING CHANGES, ADDITIONS, AND DELETIONS TO PREVIOUSLY SUBMITTED MAINTENANCE ACTIONS: Place an “X” in the block titled “CORRECTION” at the top of the form. Enter the exact JCN (Blocks 1, 2, and 3) of the original 2K previously processed. Enter only the information to be added, deleted, or changed in the applicable blocks. If the selected data elements are to be deleted, without deleting the entire document, enter dashes (one dash per tic mark) within the data block to be deleted. When changing Block 35, REMARKS/DESCRIPTION, the entire narrative must be entered so that the correct information is included. It is not possible to change just a word or two. 8. PROCEDURES TO ADD-ON REMARKS TO THE CSMP: To add to the remarks as originally submitted, place an “X” in the block titled “ADD-ON REMARKS” at the top of a new 2K Form. Place an “X” in the “DEFL” block at the top of the form and enter in Blocks 1, 2 and 3 the JCN of the original 2K. In Block 35 “REMARKS/DESCRIPTION”, enter the initials of the activity adding on to the remarks followed by a dash (-). For example, CINCPACFLT would be entered as “CPF-”. Following the dash (-) enter the additional information. If it is necessary to rewrite, or change the narrative as originally submitted, use the procedures for “DOCUMENTING CHANGES, ADDITIONS, and DELETIONS” in paragraph 7. 9. HANDLING PROCEDURES: The 2K is required for documenting a maintenance action that did not result in a configuration change. The 2K must be forwarded to the automated data processing facility serving the command. A copy is submitted when reporting the completion of that maintenance action. A second copy is retained until completion of the maintenance action results in its removal from the CSMP; then it may be destroyed.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-29 APPENDIX D Maintenance Action Form for a Deferred Maintenance Action Figure 1 Maintenance Action Form for a Completed Maintenance Action without Prior Deferral

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-30 APPENDIX D Figure 2 Maintenance Action Form for a Change to a Previously Submitted Deferred Maintenance Action

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-31 APPENDIX D Figure 3 Maintenance Action Form for Add-on Remarks to a Previously Submitted Deferred Maintenance Action

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-D-32 APPENDIX D Figure 4 Maintenance Action Form for Add-on Remarks to a Previously Submitted Deferred Maintenance Action

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-E-1 APPENDIX E APPENDIX E PREPARATION INSTRUCTIONS SUPPLEMENTAL FORM (OPNAV 4790/2L) 1. SUPPLEMENTAL FORM (OPNAV 4790/2L). a. This form is used to provide amplifyi ng information (such as drawings and listings) related to a maintenance action, reported on an OPNAV 4790/2K (2L) form. The 2L may be used to list multiple item serial numbers and locations for which identical maintenance requirements exist from an outside activity; or to provide a list of drawings and sketches that would be helpful in the accomplishment of the maintenance. b. The OPNAV 4790/2L (2L) form is retained with the suspense copy of the corresponding 2K form that deferred the maintenance action. The 2L is never submitted to the ADP facility servicing the activity, as the data on the 2L will never be entered into the computer. However, the 2L can be attached to the original 2K or computer produced (simulated) 2K when submitted to an assisting activity. 2. SPECIAL APPLICATION. a. If a MJC routine has been added to the CSMP for service routines or for IMA manufacturing of sheet metal enclosures, structures or flex hoses, multiple OPNAV 4790/2Ls may be used for the same JCN. Each 2L would result in an additional task being added to the JCN, thus accounting for man-hour expenditure for each task. Similarly, the 2L could be used to request critical hose manufacturing by referencing the MJC number and using the activity’s own JCN, thus precluding the necessity to submit multiple complete OPNAV 4790/2Ks. b. The form is separated into three sections: (1) SECTION I “IDENTIFICATION” (2) SECTION II “REMARKS/SKETCHES” (3) SECTION III “AUTHENTICATION” NOTE: WHEN USING THE 2L, ALL SECTIONS OF THE FORM ARE TO BE FILLED OUT. ON THE OPNAV 4790/2K FORM, BE SURE TO ENTER THE NOTATION “2L USED” IN THE “REMARKS/DESCRIPTION” SECTION, BLOCK 35. NOTE: FIGURES 1 AND 2 PROVID E AN EXAMPLE OF COMPLETED OPNAV 4790/2L FORMS. Figure 1 Supplemental Form Containing an Equipment Listing. Figure 2 Supplemental Form Containing a Sketch or Drawing.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-E-2 APPENDIX E 3. PROCEDURES FOR PROVIDING ADDITIONAL INFORMATION USING THE 2L. 3.1 Section I – Identification. a. Block A: - Enter the Command’s Name. b. Block B: - Enter the Ship’s Hull Number (if applicable). c. JOB CONTROL NUMBER: - Enter the same JCN (Command’s UIC, Work Center, and Job Sequence Number) assigned to the original maintenance action (OPNAV 4790/2K or equivalent) in Blocks C, D and E. d. Block F - CONTINUATION FOR: Enter an “X ” in one of the blocks to indicate that this 2L is a continuation of either an OPNAV 4790/2K, 4790/2L or a 4790/2P Form. 3.2 Section II - Remarks/Sketches. Block G: - En ter the information that is desired to be provided such as a list of serial numbers and locations for which identical maintenance requirements exist or sketches or drawings that may be useful in the accomplishment of the maintenance action. 3.3 Section III – Authentication. a. Block H - FIRST CONTACT/MAINTEN ANCE MAN: The maintenance person preparing the form prints his or her name in this block. b. Block I - DATE (YR/DAY): Enter the Ju lian date the document is prepared. c. Block J - SECOND CONTACT/SUPERVISOR : The Work Center Supervisor prints his name following his review of the document in the block. d. Block K - DATE: The Work Center Supe rvisor enters the Julian date the document was reviewed.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-E-3 APPENDIX E Figure 1 Supplemental Form Containing an Equipment Listing

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-E-4 APPENDIX E Figure 2 Supplemental Form Containing a Sketch or Drawing

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-F-1 APPENDIX F APPENDIX F SHIPYARD ALTERATION CERTIFICATION LETTER EXAMPLE

4720 Ser/Org Code Date:

From: (Originating Activity) To: Commanding Officer, USS (Ship’s Name and hull number) Subj: CERTIFICATION OF ALTERATION INSTALLATION DURING AVAILABILITY (include data range of availability) Ref: (a) NAVSEAINST 4790.8(Series) 1. The following alterations are certified installed. The listed alterations meet the requirements of the issuing agency as instructed and include all required Logistics Support documentation. 3-M WC/JSN ALTERATION NO. DESCRIPTION A/T (For example): DXSA 0054 SADDG 0045 K MI SSLE LAUNCH INSTL 5B EXSA 3994 SADDG 01003 K SSTG INSTL 5B EXSA 4007 SADDG 01675 K HPAC RPLCMNT 5B

//Signature// By direction

Copy to: (Cognizant TYCOM) NAVSEA (Cognizant Code)

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-G-1 APPENDIX G APPENDIX G SHIP’S FIRST ENDORSEMENT ON ALTERATION CERTIFICATION LETTER EXAMPLE

4720 Ser/Org Code Date:

FIRST ENDORSEMENT on NSY ltr 4720 Ser/Orig Code of (Date of ltr) From: Commanding Officer, USS (Ship’s Name and hull number) To: (Supporting Activity, e.g., IUC, Regional Support Group, etc.) Subj: CERTIFICATION OF ALTERATION INSTALLATION DURING AVAILABILITY (include data range of availability) Ref: (a) NAVSEAINST 4790.8 - Ships’ Maintenance and Material Management (3-M) Manual 1. Request the alterations reported completed by basic correspondence be processed as completed deferrals in the Master CMSP.

//Signature// By direction

Copy to: (Cognizant TYCOM) NAVSEA (Cognizant Code)

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-19-7-H-1 APPENDIX H APPENDIX H WORK CANDIDATE AND JSN LOG EXAMPLE

COMUSFLTFORCOMINST 4790.3 REV D CHG 2 31 MAR 2022

VI-20-1 VOLUME VI CHAPTER 20 WEIGHT AND MOMENT CONTROL FOR SUBMARINES REFERENCES. (a) NAVSEA S9086-C6-STM-010 - NSTM Chapter 096 (Weights and Stability) (b) NAVSEA T9096-AA-INS-010 - We ight and Stability Requirements for Active Submarines LISTING OF APPENDICES. A Sample Ship Message to ISIC Concerning Removal or Reinstallation of Cargo Ballast B Sample Ship Message to ISIC Concer ning Audit of Cargo Ballast Documentation 20.1 PURPOSE. This chapter provides basic information and guidance concerning submarine ballast changes, including mandatory authorization and reporting requirements. a. The use of solid ballast is important for submarine stability and the ability to maintain submerged equilibrium for all design conditions. Ballast lead typically, is installed in submarines for the following purposes: (1) To maintain adequate stability. (2) To correct for inherent transverse moments that would otherwise create list. (3) To permit submarines to submerge with neutral buoyancy and zero trim for all design equilibrium conditions. (4) To compensate for future installed alterations. b. An inclining experiment and all-stop trim dive are performed per the requirements of reference (a). These experiments provide the basic data concerning weight and center of gravity for use in all considerations of stability, reserve buoyancy, equilibrium and in determining compliance with the requirements of the weight control program. An inclining experiment is the only satisfactory method of accurately determining the location of the vertical center of gravity of the submarine. The trim dive is the only satisfactory method of determining the load to submerge and the final ballasting solution. Inclining experiments are conducted on each submarine in new construction, after the Post Shakedown Availability, unless waived by Naval Sea Systems Command (NAVSEA), and when authorized by Naval Sea Systems Command (NAVSEA) for some Chief of Naval Operations (CNO) availabilities. Trim dives are performed during delivery sea trials, prior to each CNO availability, after each CNO availability with a duration of 18 months or longer and under specific circumstances to address ballasting issues reported by Ship’s Force. Trim dives are also performed periodically prior to smaller availabilities to identify weight growth. c. Initial ship design provides for adequate st ability and equilibrium for all expected loading conditions. Service life margin, in the form of permanent lead ballast in excess of that needed to

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-30-2 tools. If no response is received within 30 days, the ship will be charged for the missing tools. (2) Damaged tools (to include missing parts).

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31-1 VOLUME VI CHAPTER 31 SURFACE FORCE SHIP MAINTENANCE PLACEMENT AND OVERSIGHT BUSINESS RULES REFERENCE. (a) NWP 1-03.1 - Naval Warfare Publication Operational Report LISTING OF APPENDICES. A RMC Spotlight Reports 31.1 PURPOSE. The purpose of this chapter is to provide procedures and guidance regarding ship maintenance placement and oversight business rules. These procedures and guidance affect Regional Maintenance Centers (RMC), Type Commanders (TYCOM) and Ship Maintenance Teams. 31.2 BACKGROUND. Current directives demand a culture of readiness. The process described here addresses the need for a flexible maintenance support system that increases efficiency without compromising effectiveness, and defines a common planning process for ship maintenance and modernization. These processes need to be disciplined with objective measurements and institutionalized with a continuous improvement methodology. 31.3 SHIP MAINTENANCE FUNDING MANAGEMENT BUSINESS RULES. 31.3.1 Scope. The goals of the entitled funding process are to reduce premiums paid for maintenance while simultaneously improving the ability to respond to maintenance and operational requirements. The funding business rules establish the central role of the Ashore Ship’s Maintenance Manager working with the ship’s Commanding Officer to manage the funds required to support all maintenance for a given ship. Starting with the submission of an overall Maintenance and Modernization Business Plan (MMBP), the Ashore Ship’s Maintenance Manager will establish the quarterly distribution of controls from the established annual maintenance target needed to accomplish the ship’s maintenance in the most efficient manner. The process provides the ship with a level of funding stability that will provide for the execution of an effective maintenance plan. 31.3.2 Ship and Maintenance Team Business Responsibilities. a. Each ship’s Maintenance Team is led by the Ashore Ship’s Maintenance Manager. The Ashore Ship’s Maintenance Manager coordinates with the RMC to execute maintenance following Fleet and TYCOM maintenance policies and directives. The TYCOM must ensure that each ship’s Business Plan is tailored to fit unique geographic and business climate situations. b. The Maintenance Team (primarily the ship’s Commanding Officer working with the Ashore Ship’s Maintenance Manager) supports the Fleet Maintenance Officer and TYCOM in identifying budget needs based on well documented requirements in the Current Ship’s Maintenance Project (CSMP), the Class Maintenance Plan, the Baseline Availability Work Package, the class Technical Foundation Paper and historical data. The Ship’s MMBP identifies the total funding budgeted to support the

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31-2 ship during the execution year, along with advance planning funding for availabilities to be executed in future years. The TYCOM determines how much of the Ship’s MMBP they can fund (controls) of the total requested, and how much money per quarter (phasing plan) they can provide for executing the Ship’s MMBP. The following guidelines are not all-inclusive but should be considered when structuring the phasing plan: (1) The Maintenance Team will receive th eir actual spending levels or controls from the TYCOM. The RMC, with the TYCOM’s approval, may adjust controls between maintenance teams as required during the course of the execution year. The goal is to establish controls before the execution year starts and then maintain these controls fixed throughout the execution year. (2) The Maintenance Team provides the RMC and TYCOM with a quarterly spending or phasing plan based on their Ship’s controls. The plan should be consistent with the ship’s operational cycle and predefined maintenance periods. For example, deployments and underway periods in a given quarter should cause the displacement of Continuous Maintenance (CM) controls to other quarters where the maintenance is likely to occur. (3) Funds will be provided to Maintena nce Teams early enough to avoid premiums associated with late contract award, definitization or assignment of work. c. Significant deviations from the fina l negotiated MMBP or controls will be documented in a Summary of Events. It is recognized that the drivers for MMBP changes are often outside the direct control of the Maintenance Team and will be documented as such. The fundamental guidelines for executing at MMBP financial control levels are: (1) Follow the guidance in Volume II, Part II, Chapter 1 of this manual regarding screening and brokering of work candidates. (2) During the execution of an availabi lity, growth and new work should be authorized only if the Business Case Analysis indicates that this is the best course of action, taking into consideration all applicable business and operational risks and factors. d. The Maintenance Team, with the TYCOM’s approval, may shift controls between the Chief of Naval Operations (CNO) availability and CM budget lines in order to most efficiently accomplish required maintenance and modernization. e. The Maintenance Team must schedule continuous maintenance availabilities per Volume II, Part II, Chapter 2 of this manual. Adjustment of Continuous Maintenance Availability dates must be coordinated with the RMC and requested from the Immediate Superior In Command via naval message. Date changes must be minimized in order to realize the maximum benefit from advance planning work. The Maintenance Team may not change CNO availability dates. The Maintenance Team must resolve CNO availability scheduling issues with the TYCOM via the RMC. The TYCOM must include Program Executive Office (PEO) Ships in any discussions resulting in availability date changes when Program Alterations are scheduled for the availability.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31-3 f. The Maintenance Team must review pr oposals for fair and reasonable costs, work scope and applicable technical aspects prior to the Technical Analysis Report (TAR) process. g. The Maintenance Team has the authority to adjust the MMBP in response to changes in ship operations, planned maintenance periods, and other business case reasons provided the intended distributions do not exceed the total remaining annual budget requirement allocated for that ship. This redistribution will be documented via a revised quarterly phasing plan, a Summary of Events prompting the change, and a formal recovery plan, which will be submitted to the TYCOM via the RMC for approval and adjustment of the Maintenance Team controls. Over the course of the fiscal year, some minor adjustments to the phased funding requirement can be expected. The cognizant RMC, with approval from the TYCOM, will establish funding redistribution limits below which a formal recovery plan would not be required, however, the revised quarterly phasing plan and Summary of Events would still be needed for approval. Ship’s Commanding Officers must ensure that their Immediate Superior In Command is advised of any proposed changes to their MMBP which may affect operational schedules or planned modernization. h. The Maintenance Team may not unilaterally adjust the MMBP when the adjustments would exceed the total remaining funding controls allocated for the ship. Any requirement in excess of the total MMBP currently approved will require the submission of a revised quarterly phasing plan, a Summary of Events related to the change, and a formal recovery plan. The RMC will evaluate the increased requirement and will make their recommendation for approval to the TYCOM based on total controls available. The RMC may not exceed an individual ship’s total funding controls. i. Depot level maintenance will normally be screened to the Private Sector Industrial Activity (PSIA) contractor. The Maintenance Team may go to other contracting vehicles when: (1) The PSIA contractor and governme nt cannot agree on cost and scope. (2) The PSIA contractor does not have the capability or capacity. (3) Indefinite Delivery, Indefinite Quantit y or Commercial Industrial Services (or Simplified Acquisition Purchases and a qualified vendors list) is available. (4) Other organic RMC assets are availa ble and have the capability for the work. (5) Work is to be accomplished outside of homeport area. (6) Work is to be accomplished by an Alteration Installation Team (AIT). j. During the execution of a maintenance availa bility, it is anticipated that deficiencies will be identified that could be accomplished as either growth or new work on the existing contract. The Maintenance Team must perform a Business Case Analysis to decide whether or not to add the work to the current availability or schedule it during another maintenance opportunity.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31-4 k. When work deferral reduces the total cost of the job or maintenance completes with a cost under-run and funds can be recaptured, the funding controls will normally remain under the control of the respective Maintenance Team. If the funds are needed for critical work on another ship or to cover a funding shortfall at the TYCOM or Fleet level, the TYCOM will redistribute as necessary. The change will be documented in a revised quarterly phasing plan and the Maintenance Team(s) should provide to the RMC an impact statement and recommended plan to mitigate the effects of the plan change. l. The RMC coordinates with the Maintena nce Teams to comply with their approved ship’s MMBPs. The RMCs must make a monthly MMBP execution report to the TYCOM. m. Maintenance Teams will issue funds to the appropriate executing activity by submitting a planning estimate to the TYCOM (via the RMC) and the TYCOM will issue the actual funding document. n. PSIA contractors normally submit cost re ports to Maintenance Teams on a bi-weekly basis. The Maintenance Team will utilize these reports to assess the cost performance of the PSIA contractor and address items of concern to the RMC or TYCOM. 31.3.3 Regional Maintenance Center Business Responsibilities. a. The RMC Commander has the authority to execute Surface Force Ship maintenance and must do so following Fleet and TYCOM policies and directives. b. The RMC Commander develops an execu tion year spending plan for the TYCOM’s approval based on the TYCOM approved MMBPs. c. The Fleet Commander spending controls are issued to the TYCOM who then assigns spending controls to each Maintenance Team, informing the RMC. The RMC issues quarterly spending controls to all of the Maintenance Teams following the TYCOM’s final TYCOM approved MMBP for each ship. d. The RMC Commander will evaluate MMBP adjustment requests based on the Summary of Events, recovery plan, and quarterly adjustment provided by the Maintenance Teams. If the RMC supports the request, the RMC will forward the issue to the TYCOM for approval. e. The RMC Commander must request approval from the TYCOM whenever redistribution of annual ship funding is required. The RMC must provide the TYCOM a record of all control changes for tracking purposes. Redistribution of funds between Active Fleet and Reserve Fleet funding lines or between different TYCOMs requires approval by the Fleet Commander. f. In the event of significant program wide control changes the RMCs must: (1) Provide an impact statement to the TYCOM regarding the effect on the execution of maintenance. (2) Provide a recommendation to mini mize the impact on Force readiness.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31-5 g. The RMC must evaluate th e financial status of each of the Maintenance Teams on a monthly basis. h. The RMC must submit monthly financial su mmary reports to the respective surface TYCOM. This report provides a comparison of actual versus planned funding execution. The last report for the execution year will include an annual summary showing how the funds were utilized, sorted by Naval Operations resource sponsor. i. C3 and C4 Casualty Reports (CASREP), or a C2 CASREP with reasonable potential to become a C3 or C4 CASREP, are identified as emergent maintenance and will be funded with emergent dollars. Emergent work will be scheduled to minimize premiums in as much as the operational schedule will permit. C2 CASREPs will normally be corrected using the CM Process. Consideration will be given to schedule all maintenance, including emergent, at an opportune time to reduce premiums. The RMC Commander may, with the respective TYCOM’s prior approval, convert Emergency Maintenance funds to execute CNO availability or CM maintenance. j. Except as stated in paragraph 31.3.3i. of this chapter, C2 CASREPs will be corrected during CM periods (both scheduled Continuous Maintenance Availabilities and maintenance Windows of Opportunity) using CM funds. C2 CASREPs discovered during a CNO availability or Continuous Maintenance Availability will be addressed as new work. C2 CASREPs may be allowed to “age” until the appropriate repair opportunity. The RMC Commander has the responsibility to request TYCOM authorization when Emergency Maintenance funds should be used for the correction of C2 CASREPs or other non-CASREP related, but nonetheless urgent maintenance. The RMC is required to approve any planned delay of action on a CASREP. In the event that the delay effectively constitutes a CASREP deferral per reference (a), the RMC will forward the deferral recommendation to the TYCOM for approval. k. The RMC Commander will generate monthly maintenance availability metrics for all assigned ships planning for a CNO availability and ships in a CNO availability. These metrics will be briefed at least monthly to the TYCOM at Surface Team 1 Maintenance and Modernization Continuous Improvement Team meetings. The business rules for preparation of these forms are included in Appendix A. 31.3.4 Type Commander Responsibilities. a. The TYCOM establishes Force maintenance policies and directives, consistent with Fleet Commander guidance, and authorizes the Maintenance Team and RMC to act as the principal agent to execute those policies and directives. b. The TYCOM will provide a list of Fleet Alteration requirements for the execution year as input to the ship’s business plan no later than 15 February in the year prior to execution. To assist with business plan development, the TYCOM will identify which alterations are scheduled for accomplishment and will provide the Maintenance Team and RMC with the cost estimates for accomplishment. c. When the Fleet issues the spending cont rols to the TYCOM, the TYCOM will in turn issue spending controls to the RMC and update those spending controls on a quarterly basis.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31-6 d. The TYCOM has the authority to recapture spending controls previously issued to the Maintenance Teams and RMCs in response to unforeseen Force budget requirements. This will be used as a last resort, as the goal is to maintain stable funding plans in support of ships’ MMBPs. e. If it is determined that the best course of action is not to fund a CNO availability, the TYCOM must (with concurrence from United States Fleet Forces or Commander, Pacific Fleet, whichever is appropriate) approve the removal of funds before the RMC initiates this action. The TYCOM must ensure PEO Ships is included in the decision process to not fund any availability where Program Alterations are scheduled for accomplishment during that availability. f. The TYCOM will evaluate MMBP adjustment requests forwarded by the RMC based on the Summary of Events, recovery plan, and quarterly adjustment provided by the Maintenance Team. If the TYCOM supports the request but lacks spending “controls” required, the TYCOM will forward the issue to the Fleet for approval and additional controls. g. The TYCOM will evaluate the RMC’s end of month financial status reports to assess the degree of conformance to the approved RMC consolidated spending plan. 31.4 MAINTENANCE PROPOSAL REVIEW. The maintenance process must be flexible enough to be able to respond to changing operational requirements. The key to this flexibility is to reduce the cycle time involved prior to the actual execution of the maintenance. The Continuous Estimating, Incremental Planning Review Process guidelines will be utilized by the Maintenance Team to approve all proposed maintenance actions within time and budget constraints. The guidelines apply equally to Advance Planning, Long-Lead-Time Material, CNO, CM and Emergent Maintenance work. 31.4.1 Concept. The entitled process concept enables the Maintenance Team to review planned work items and estimates on a continuous basis as they are received. The Ashore Ship’s Maintenance Manager is empowered to shift work items from CNO to CM or vice versa to optimize work scheduling and reduce premium exposure and overall cost. 31.4.2 Business Rules. a. The Ashore Ship’s Maintenance Manager, with support from the Maintenance Team and Government Availability Planning Managers, must analyze the work package against the availability schedule. In general, Maintenance Teams should consider scheduled availability lengths fixed and attempt to adjust the work package to ensure it can be completed within the scheduled dates. When justification exists, the Maintenance Team should recommend availability length adjustments to the TYCOM to minimize premiums. b. The Ashore Ship’s Maintenance Manager, with support from the Maintenance Team and Government Availability Planning Managers, must analyze the work package against potential CM windows of opportunity to maintain the scheduled dates of the availability, to best level load the contractor, and to minimize premiums. c. The Maintenance Team may not change CNO availability dates and must resolve scheduling issues with the TYCOM via the RMC. The TYCOM must include PEO

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31-7 Ships in any discussions resulting in availability date changes when Program Alterations are scheduled for the availability. d. Work packages must be developed on a continuous basis in order to realize cost savings and avoid premiums associated with late identification of work following the business rules contained in Volume II, Part II, Chapter 2 of this manual. e. When capability and capacity allow, work must be brokered to the Fleet Maintenance Activity, otherwise, Depot level maintenance will normally be screened to the PSIA contractor. The Maintenance Team may go to other contracting vehicles when: (1) The PSIA contractor and governme nt cannot agree on cost and scope. (2) The PSIA contractor does not have the capability or capacity. (3) Other organic RMC assets are availabl e and have the capability for the work. (4) Work is to be accomplished outside of homeport area. (5) AIT or Indefinite Delivery, Indefinite Quantity has been identified by the Naval Supervisory Authority (NSA) as the preferred provider. f. The Maintenance Team must review pr oposals for fair and reasonable costs, work scope and applicable technical aspects prior to the TAR process. 31.4.3 Continuous Estimating Incremental Planning Review Process. The Continuous Estimating Incremental Planning Review Process (CEIPRP) is the process by which the Maintenance Team continuously compares PSIA contractor work item estimates to independently developed government work item estimates throughout the development of the work package. Completion of package development and submission of the 100% Work Package Proposal is followed by the Technical Cost and Scope analysis, proposal revisions, TAR, establishment of the Prorate, Pre- and Post-Business Clearance, and signing of the bi-lateral contract modification (definitization). 31.4.3.1 Concept. Use of the CEIPRP is intended to achieve flow of work items into the work package up to 100% lock while continuously comparing government to contractor estimates to avoid last minute surprises due to estimate differences. This process also allows for flexibility up to the 100% lock in order to develop a package that best addresses the material condition of the ship as it begins the availability. Following the planning activity specification development, the PSIA contractor continuously submits a Class C Planning Estimate. Simultaneously, the government Maintenance Team continuously develops the Independent Government Estimate (IGE). These two estimates are then compared and any differences in scope and price (generally those in excess of 10% difference) are resolved. Resolving these differences during work package development also reduces the amount of time required for the TAR process. Following the 100% package lock, the planning activity completes planning, the PSIA contractor assembles and submits the 100% package proposal. Based on the 100% package proposal, an estimate of prorates is communicated to resource sponsors along with a final funding notification (as early as possible but no later than 14 days prior to the need date) in order to ensure on-time funding. This is followed by accomplishment of the TAR and business clearance processes. 31.4.3.2 Business Rules.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31-8 a. The contractor must continuously submit Class C estimates for each work item as a bottom line work item cost. The Planning Estimate provides a budget level tracking and establishes a basis for determining cost reasonableness. Paragraph cost estimates will be provided by the PSIA contractor when requested by the government to resolve differences between the contractor’s Planning Estimate and the IGE. b. The IGE is the government’s detailed estimat e to the trade and paragraph level. The IGE provides budget level tracking and establishes a basis for determining cost reasonableness allowing the government to validate the Planning Activity Estimate and resolve any differences in scope or cost estimates. c. The package will be assessed at the 50% and 80% budget to ensure that work has been brokered to planning activities continuously. These milestones also reinforce timely identification of work by Ship’s Force. Following the 50% and 80% milestones, the planning activity will complete planning and estimating for all work brokered to date. d. Upon completion of the Planning Activity Esti mate, that estimate will be compared to the IGE to gage whether the government and the Planning Activity are estimating a similar scope of work. If the individual work item Class C estimates vary by more than 10% or $10,000 (whichever is higher), the government Program Manager will establish a scoping conference to discuss or resolve the scope of work. e. The 100% package lock is the official m ilestone to mark identification of 100% of the work requirements for an availability based on the MMBP budget. All work added to or deleted from the package after the 100% lock will be via an errata, addendum or inducted as new work via the Request for Contractual Change Process. f. The Final Funding Notification with Es timates of Prorates will be a formal communication with resource sponsor (E-mail or Naval Message) with funding requirements. Estimate prorates based on Basic Work Package Proposal man-hour estimates, historical prorate data and sponsor requirements. The Maintenance Team should ensure that estimates provided to various sponsors throughout the planning process include anticipated prorate amounts. g. The TAR will include all necessary info rmation to develop a negotiation strategy, pricing recommendation and rationale to support a scope conference, if necessary, and subsequent work package cost definition. It must include background information, essential contractor proposal information, method of evaluation, scope of work, analysis of work items with rationale to support questionable costs and summary of pricing recommendations. h. A scoping conference, if necessary, must include the appropriate members of the Project Team, Technical Analyst, Administering Contracting Officer (ACO) or Contract Negotiator and contractor. All work items with unsubstantiated differences identified in the TAR are discussed to reach agreement on the scope of work and contractor’s proposal. When all differences have been resolved, the conference must end with an agreement on labor hours, subcontracts and materials between the contractor and ACO or Contract Negotiator.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31-9 i. The ACO or Contract Negotiator will ta ke the work scope conference results and ensure correct application of indirect rates, fees and prepare appropriate documentation for signature and cost definition. j. The ACO representative will negotiate target costs for new work. k. The Project Team will minimize growth and overtime. Prior to definitization, growth items that cannot be settled by the Project Team must be forwarded to the Technical Analyst to be settled in the TAR process. For Surface Force ships only, the NSA Chief Engineer will review requested growth and new work items for technical compliance. 31.4.3.3 Schedule Modification. Operational commitments, port loading or other reasons may require modification to availability schedules and milestones may need to be adjusted accordingly as discussed in further detail in Volume II, Part II, Chapter 2, paragraph 2.5 of this manual. 31.5 GUIDANCE FOR FIRM FIXED PRICE CONTRACTS. 31.5.1 Overall Process. Unless specifically noted otherwise, the following are common practices in both the PSIA and Firm Fixed Price (FFP) contracting environments: a. Validation, screeni ng, and brokering process. b. Maintenance Teams. c. Planning Board for Maintenance. d. MMBPs. e. Movement of work between CNO and CM. f. Maintenance Team metrics. 31.5.2 Firm Fixed Price Planning. Government activities must accomplish FFP planning with the goal of compiling a complete, clear, concise and well-defined work package. The Ashore Ship’s Maintenance Manager must work with the Maintenance Team to define the work scope and solicitation in a FFP environment. The following points must be considered in the planning process for FFP contracts: a. Assessments are an important part of th e planning phase of any availability. The Ashore Ship’s Maintenance Manager must ensure assessment results are considered for inclusion into the work package. The Ashore Ship’s Maintenance Manager must also determine if additional assessments should be accomplished so that the material condition of critical systems and equipment can be determined prior to the work package lock date. b. Proper work screening between CNO and CM availabilities is critical in order to reduce costs and premiums. c. Work placed in a CNO FFP Availabili ty should be limited to work requiring a facilitated shipyard, work that cannot be accomplished in short CM availabilities, or work that must be accomplished in the availability to support operational readiness.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31-10 d. When work, following the guidelines identi fied in paragraph 31.4.2b. of this chapter, cannot be accomplished in the designated time period without excessive premiums or with a low probability of success, the RMC Commander must be informed. Conversely, the RMC Commander must also be informed when there is insufficient work to justify a CNO availability. e. The use of Master Specification Cata log (MSC) Templates by Planning Activities and Maintenance Teams is the normal expectation, not the exception. If a MSC Template does not exist for the Expanded Ship Work Breakdown Structure (ESWBS) being addressed by a tasked Work Notification, previously executed Work Items for the same or similar work may be reviewed as a starting point. Investigate changes to the Work Item, by reviewing associated Request for Contract Change (RCC) and Contractor Furnished Reports (CFRs). Previously executed Work Items, regardless of their source, shall never be used without reviewing for current applicability. Regulations, processes and procedures frequently change. f. Ashore Ship’s Maintenance Manager with assistance from the Maintenance Team must review all contract work specifications prior to issue, and specification review changes must be recorded and tracked by the planning activity. 31.5.3 Firm Fixed Price Placement. When building the availability package in preparation for contract placement, consideration must be given to risk mitigation to avoid premiums during execution due to late work identification. The use of Reservations and Option Items builds in flexibility to FFP contracts when it is impossible or impractical to adequately define all requirements. a. Option Item guidelines: (1) Option Items are to be utilized in a c ontract solicitation when there is a strong expectation the work will be accomplished if the prerequisite conditions requiring the work are met as a result of an event, inspection, or milestone. (2) Prior to solicitation, the availability schedule must be evaluated to ensure each Option Item can be accomplished during the contract performance period. (3) Material status must be confirmed to ensure Option Item material will be available to support the production schedule. (4) Funding for Option Items will be mana ged by the Project Manager within the ship’s designated annual funding allowance under their MMBP, by either designating Reservations in the availability budget or by using CM funds. (5) Option Items must be invoked as early as possible, preferably during the period between contract award and the start of the availability. The later an option is exercised, the greater the probability that premiums will be paid for its execution. (6) A listing of all Option Items, incl uding their respective “Not Later Than” invocation dates, must be provided to the RMC by the planning activity in the turnover letter. The Project Manager must be made aware of all Option Items and invocation dates well in advance of the availability start date. (The

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31-11 Maintenance Team provides the Option Items and invocation dates. This is discussed in the contract solicitation review board.) (7) Option Items are not to be used as a “shopping list”, and are reserved for work with a high expectation of being required. Lack of funds for a specific work item must not be used as justification for including that work as an Option Item. b. During FFP solicitation, bidder’s questions may be submitted to the Procurement Contracting Officer. The following processes related to bidder’s questions should be followed: (1) The Maintenance Team must not res pond directly to bidder’s questions. There must be a single point of contact for bidder’s questions and answers. If queried directly, the Maintenance Team must refer the bidder to the Advance Planning Manager. (2) The RMC Procurement Contracting Officer must ensure the Maintenance Team is provided with e-mail notification of all bidder’s questions. (3) The Maintenance Team and Government Availability Planning Managers must provide inputs to bidder’s questions to the Procurement Contracting Officer within 24 hours (unless the response is required immediately, or another time period is agreed upon). (4) The Maintenance Team and Government Availability Planning Managers input must be considered when formulating the Government’s response. (5) The final answer to bidder’s ques tions must be made available to the Maintenance Team and Government Availability Planning Managers via e- mail or other electronic means. c. FFP Oversight. During FFP availability execu tion, oversight of contract changes is critical to managing costs and reducing premiums. Processes that assist in the management of funds and reduction of premiums include: (1) Conduct a business case for all growth and new work to determine the most efficient and cost effective time to execute the work. (2) Recognize that late work premiums exist, and account for these premiums when it is necessary to add growth or new work to the availability. (3) The RMC Project Manager must iden tify and record all validated Delay and Disruption charges paid by the Government using growth codes as a result of Navy actions. Discuss each Delay and Disruption event during Planning Board for Maintenance to prevent repeat occurrences. (4) Project Manager, with the Main tenance Team, must document “lessons learned” during availabilities and provide these to the RMC for proper distribution and training of other Maintenance Teams. (5) Departure Reports must be provide d to the Maintenance Team, ensuring all applicable safeguards are in place to handle Business Sensitive Information.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31A-1 APPENDIX A APPENDIX A RMC SPOTLIGHT REPORTS 1. PURPOSE. Establish guidelines for preparing an RMC Spotlight Presentation. This presentation is applicable to all ships undergoing planned (CNO or CMAV) availabilities. 2. SCOPE. a. This business rule describes the format and processes required to compile an RMC Spotlight Presentation. b. Applies to all Regional Maintenance Centers (RMC). c. Implements the standardized process to be used by all RMCs. 3. GENERAL REQUIREMENTS AND BACKGROUND. a. The RMC Spotlight Presentation consists of six sections: Project Spotlight Chart, Premium Performance Chart, Package Build Chart, Hot Wash Status Report and Global Hot Wash Data. b. The Project Spotlight Chart is a snaps hot of the planning milestone status and execution performance for the RMC’s CNO availabilities. Examples of FFP and PSIA Spotlight Charts are given in this appendix. c. The Premium Performance Chart is a snap shot of the performance with regard to premiums and churn for a specific ship in the execution phase of a CNO availability. An example Premium Performance Chart is given in this appendix. d. The Package Build Chart is a snapshot of the relationship between the value of the work package, as it is being developed, to the planned and budgeted limits for a specific ship in the planning phase of a CNO availability. It is extracted from the budget tab in Navy Maintenance Database (NMD). An example Package Build Chart is given in this appendix. e. The Hot Wash Status Report is a snaps hot of an RMC’s local and global Hot Wash issues from past CNO availabilities. An example Hot Wash Status Report is given in this appendix. f. The Global Hot Wash Data Report provide s amplifying information regarding current global Hot Wash issues. An example Global Hot Wash Data Report is given in this appendix. 4. PROCESS. a. This appendix defines the RMC Spotlight Presentation, but additional slides may be included for amplification on a conservative basis. The RMCs must comply with standard formats. b. Project Spotlight Chart. (1) The left column of the chart must list all upcoming CNO availabilities for the port within the A-360 window and the next availability to reach A-360 at a minimum.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31A-2 APPENDIX A (2) The columns for the milestone will be populated and colored using the following guidelines: (a) The top row contains th e scheduled milestone date. (b) The bottom row is populated with the actual date the milestone was accomplished. (c) The top row is colored red, yellow and green after the milestone has been accomplished. 1 Green – milestone met on schedule. 2 Yellow – milestone 1-7 days late. 3 Red – milestone >7 days late. (d) The bottom row is colored with a Red, Yellow and Green hash pattern depending upon impact to the next milestone. The bottom row is only colored for accomplished milestones and the follow-on milestone. It may be acceptable to color a future milestone if there exists substantial evidence that it will not be accomplished on time and will have a significant impact on the follow-on milestone. 1 Green hash – next m ilestone will be met. 2 Yellow hash – moderate risk for next milestone. 3 Red hash – high risk for next milestone. (3) Comment blocks or balloons may be used to provide amplifying information as necessary. c. Premium Performance Chart. (1) The Premium Performance Chart is de veloped by exported data from NMD to an Access database. Commander, Navy Regional Maintenance Center metrics division is the point of contact for the procedure. (2) Premium Performance Charts are orde red in the sequence listed on the Project Spotlight Chart. (3) Comment blocks or balloons may be used to provide amplifying information as necessary. d. Package Build Chart. (1) The Package Build Chart is developed with the package build data from NMD. The information is available in the planning side of NMD under planning budget. (2) Package Build Charts are ordere d in the sequence listed on the Project Spotlight Chart. (3) Comment blocks or balloons may be used to provide amplifying information as necessary.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31A-3 APPENDIX A e. The Hot Wash Status Report is main tained by the RMC Hot Wash Coordinator. f. The Global Hot Wash Data Report is to include the following, at a minimum, for the reporting period in which input is received: (1) Discussion of best practices. (2) Discussion of global issues including resolutions. (3) Premium goal vs. actual (and if exceeded, an explanation as to why). (4) Identification of premium drivers.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31A-4 APPENDIX A

PROJECT SPOTLIGHT CHART SHIP/HULL Scheduled CNO Avail Dates (Start/ Compl) Controls $M (TYCOM/ Program) Issue HMP/ LOA incl AITs (Sched /Actual) Task/Fund SID Developmt (Sched/ Actual) Issue/ Deliver SIDs to NSA for Contractors and AITs (Sched /Actual) FFP Level Package Locked (Sched/ Actual) TYCOM and Program Funding Verified (Sched/ Actual) FFP SHAPEC Package Turnover (Sched/ Actual) FFP Solicit Bids (Sched/ Actual) Provide Availability Funding for Modern- ization to RMC FFP Award (Sched/ Actual) Actual CNO Avail Dates (Start/ Compl) Churn Percent (TYCOM/ Program) Growth & New Work $K (TYCOM/ Program) Premium Percent (TYCOM/ Program)

SPM/ NAVSEA/ TYCOM SPM/NSA/ AIT/TYCOM RMC Mgr Planning Yard MT TYCOM SHAPEC RMC SYSCOMS /PEO/ TYCOM RMC

A-360 A-330 A-180 A-170 A-120 A-135 A-120 A-75 A-60 DESTROYER 15-Jun-05 $2.9 20-Jun-04 20-Jul-04 17-Dec-04 27-Dec-04 15-Feb-05 31-Jan-05 15-Feb-05 1-Apr-05 16-Apr-05 15-Jun-05 19.8% $616 15.1% DDG-XX 7-Sep-05 1-Jun-04 6-Jul-04 1-Dec-04 18-Jan-05 1-Oct-05 16-Feb-05 18-Mar-05 1-Apr-05 11-May-05 7-Sep-05 0.6% $14 0.2% CRUISER 2-Feb-06 $8.9 7-Feb-05 9-Mar-05 6-Aug-05 16-Aug-05 5-Oct-05 20-Sep-05 5-Oct-05 19-Nov-05 4-Dec-05 CG-XX 2-Apr-06 11-Jan-05 7-Dec-04 23-Jun-05 15-Oct-05

LEGEND MILESTONE MET ON SCHEDULE MILESTONE 1-7 DAYS LATE MILESTONE >7 DAYS LATE NEXT MILESTONE WILL BE MET MODERATE RISK FOR NEXT MILESTONE HIGH RISK FOR NEXT MILESTONE EXPLANATION OF LATE MILESTONE

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31A-5 APPENDIX A

PROJECT SPOTLIGHT CHART SHIP/HULL Scheduled CNO Avail Dates (Start/ Compl) Controls $M (TYCOM/ Program) Issue HMP/ LOA incl AITs (Sched / Actual) Task/Fund SID Developmt (Sched/ Actual) Issue/ Deliver SIDs to NSA for Contractors and AITs (Sched/ Actual) Provide Avail Funding for Modern. to RMC (Sched/ Actual) PSIA 100% D-Lvl maint work pkg 2K’s locked (Sched /Actual) PSIA Contractor Publish pkg in NMD (Sched/ Actual) PSIA Definitize Work Package (Sched/ Actual) Actual CNO Avail Dates (Start/ Compl) Churn Percent (TYCOM / Program) Growth & New Work $K (TYCOM/ Program) Premium Percent (TYCOM/ Program)

SPM/ NAVSEA/ TYCOM SPM/NSA/ AIT/TYCOM RMC Mgr Planning Yard SYSCOM/ PEO/ TYCOM MT PSIA Contractor RMC

A-360 A-330 A-180 A-75 A-75 A-60 A-45

LEGEND MILESTONE MET ON SCHEDULE MILESTONE 1-7 DAYS LATE MILESTONE >7 DAYS LATE NEXT MILESTONE WILL BE MET MODERATE RISK FOR NEXT MILESTONE HIGH RISK FOR NEXT MILESTONE

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31A-6 APPENDIX A Premium Performance Chart

4% 4% 8%

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31A-7 APPENDIX A USS CRUISER Package Build Chart 9/05-1/06 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 MILESTONES Total Planning Budget Budget Milestone Schedule Best Estimate $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 MILESTONES Total Planning Budget Budget Milestone Schedule Best Estimate

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31A-8 APPENDIX A Hot Wash Status Report

USS PORT ROYAL ( CG 73) USS R JAMES (FFG 57) USS RUSSELL (DDG 59) USS CROMMELI N (FFG37) USS SALVOR (ARS 52) USS HOPPER (DDG 70) 9/8/04 12/1/04 12/15/04 3/23/05 6/15/05 9/7/05 10/7/04 1/25/05 1/26/05 3/31/05 7/11/05 9/28/05 Req' ts (CFT1) 012 0 00 33 PP/P&O CFT23 011 3 42 11 11 Alts & Mods (CFT4) 113 0 05 10 10 Tot al 136 3 47 24 24 Technical 000 0 00 00 M odernization 001 0 00 11 Pr oject Team 000 0 02 22 Tot al 001 0 02 33 Alts & Mods 200 1 25 10 5 M odernization 000 0 00 00 P&O 321 3 23 14 7 Technical 000 0 30 32 Req' ts 551 2 40 17 12 Pr oject Team 16 10 8 8 13 22 77 41 Package Prep 542 2 51 19 12 Tot al 31 21 12 16 29 31 140 79 Global Non- Shipm ain Issue s Local Is s ues Global Shipm ain Issue s Tot al Resol ved HRMC FEEDBACK I SSUE METRI CS Ship / Hull EOA HW Mtg Date Tot al s Global Non-SHIPMAIN Feedback Issues (XX RMC) 0 0. 5 1 1. 5 2 2. 5 Technical Modernization Project Team Ca te gory N o. of Issues Total No. of Issues Resolved Global SHIPMA IN Feedback Issues (XXRMC) 0 2 4 6 8 10 12 Re q'ts (C FT 1) PP/P&O C FT 23 Alts & M od s (C FT 4) Global Shipmain Issues N o. of Issues Tot als Tot al Resol ved Local Feedback Issues (XX RMC) 0 10 20 30 40 50 60 70 80 90 Alts & Mo ds Mod er n ization P& O Technica l Req'ts Project Tea m Package Prep Local Issue Categories N o. of Issues Total No. of Issues Resolved USS PORT ROYAL ( CG 73) USS R JAMES (FFG 57) USS RUSSELL (DDG 59) USS CROMMELI N (FFG37) USS SALVOR (ARS 52) USS HOPPER (DDG 70) 9/8/04 12/1/04 12/15/04 3/23/05 6/15/05 9/7/05 10/7/04 1/25/05 1/26/05 3/31/05 7/11/05 9/28/05 Req' ts (CFT1) 012 0 00 33 PP/P&O CFT23 011 3 42 11 11 Alts & Mods (CFT4) 113 0 05 10 10 Tot al 136 3 47 24 24 Technical 000 0 00 00 M odernization 001 0 00 11 Pr oject Team 000 0 02 22 Tot al 001 0 02 33 Alts & Mods 200 1 25 10 5 M odernization 000 0 00 00 P&O 321 3 23 14 7 Technical 000 0 30 32 Req' ts 551 2 40 17 12 Pr oject Team 16 10 8 8 13 22 77 41 Package Prep 542 2 51 19 12 Tot al 31 21 12 16 29 31 140 79 Global Non- Shipm ain Issue s Local Is s ues Global Shipm ain Issue s Tot al Resol ved HRMC FEEDBACK I SSUE METRI CS Ship / Hull EOA HW Mtg Date Tot al s Global Non-SHIPMAIN Feedback Issues (XX RMC) 0 0. 5 1 1. 5 2 2. 5 Technical Modernization Project Team Ca te gory N o. of Issues Total No. of Issues Resolved Global SHIPMA IN Feedback Issues (XXRMC) 0 2 4 6 8 10 12 Re q'ts (C FT 1) PP/P&O C FT 23 Alts & M od s (C FT 4) Global Shipmain Issues N o. of Issues Tot als Tot al Resol ved Local Feedback Issues (XX RMC) 0 10 20 30 40 50 60 70 80 90 Alts & Mo ds Mod er n ization P& O Technica l Req'ts Project Tea m Package Prep Local Issue Categories N o. of Issues Total No. of Issues Resolved

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-31A-9 APPENDIX A Global Hot Wash Data Bullets include as a minimum:  Discussion of best practices.  Discussion of global issues.  Premium goal vs. actual (and if exceeded, an explanation as to why).  Identify premium drivers.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-1 VOLUME VI CHAPTER 32 TOP MANAGEMENT ATTENTION TOP MANAGEMENT ISSUES REFERENCES. (a) OPNAVINST 4700.7 - Maintenance Policy for U.S. Naval Ships (b) OPNAVINST 3000.12 - Operational Availa bility of Equipments and Weapons Systems LISTING OF APPENDICES. A Top Management Attention and Top Management Issues Flowchart 32.1 PURPOSE. Reference (a) provides Chief of Naval Operations (CNO) Maintenance Policy for U.S. Navy Ships, which includes the Top Management Attention and Top Management Issues (TMA, TMI) program for addressing chronic maintenance problems. Commander, United States Fleet Forces Command (COMUSFLTFORCOM) is tasked with developing and forwarding Hull, Mechanical and Electrical (HM&E) and Combat System (CS) Technical Ticklers to identify common maintenance issues between Fleets. This chapter provides USFLTFORCOM policy, procedures and standardized metrics for selecting systems and equipment for inclusion in the TMA- TMI process. 32.2 BACKGROUND. The TMA-TMI process is the Navy’s priority corrective action process for USFLTFORCOM, Fleet Commanders, Type Commanders (TYCOM), Systems Commands (SYSCOM) and Office of the CNO (OPNAV) Resource Sponsors. This process is the means to identify top material readiness and cost problems and develop solutions that effectively and efficiently achieve approved levels of performance while realizing near-term returns on investment. 32.3 APPLICABILITY AND SCOPE. a. The TMA-TMI process encompasses all su rface force, aircraft carrier and submarine installed equipment and systems, including aviation-oriented items that are integral parts of the ship. This process supports Navy goals and initiatives that improve fleet material readiness and increase the operational availability of those items that are identified by the fleet as needing primary attention and action. The TMA-TMI process excludes equipment under the responsibility of Director, Strategic Systems Programs and Director of Naval Nuclear Propulsion Program. b. The TMA-TMI process uses da ta from diverse sources to: (1) Objectively identify critical fleet problems that impact material readiness, maintenance cost and manpower or skill requirements, and warrant top-level attention. (2) Focus management attention and res ources needed to correct these problems.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-2 (3) Enhance communication among CNO Re source Sponsors, Fleet Commanders, TYCOMs and Systems Command Program Offices. (4) Execute the TMA-TMI process follow ing the TMA-TMI Process Flowchart in Appendix A. c. The TMA-TMI process is the Navy’s pr iority corrective action process for Fleet Commanders, SYSCOMs and OPNAV Resource Sponsors. This process is the means for the Fleet, OPNAV, and SYSCOMs to identify top material readiness and cost problems and develop solutions that effectively and efficiently achieve approved levels of performance while realizing near-term Returns on Investment (ROI). d. The TMA candidate selection process uses a variety of sources including Maintenance and Material Management (3-M) data prepared by the TMA-TMI Analysis Center to objectively identify critical fleet HM&E and CS problems that impact material readiness, maintenance cost and manpower or skill requirements and warrant top-level attention. Fleet and TYCOMs use this data to aid in the selection of their TMA-TMI candidate systems or equipment. Fleet and TYCOMs may also solicit topic input from subordinate Commanders for problems having significant negative impact on readiness. e. Candidate systems or equipment metric s are forwarded from the TYCOMs to Naval Sea Systems Command (NAVSEA) for inclusion in the TMA process. The candidate selection process is a semi-annual process commencing immediately after TMA Fleet Week and culminating at Mid-Cycle with the nomination of new systems or equipment. f. TMI topics are selected by the TMA pane l from the topics presented at TMA which require flag level attention. 32.4 RESPONSIBILITIES. 32.4.1 Commander, United States Fleet Forces Command. COMUSFLTFORCOM Maintenance Officer (N43) is the Staff Officer responsible for implementation of this chapter and may direct HM&E and CS or equipment be included in the TMA-TMI process. TYCOM Maintenance Officers must: a. Develop TYCOM HM&E and CS Techni cal Ticklers and identify common issues between ships every six months. Establish a priority ranking of systems based on selected attributes (e.g., man-hours, cost, readiness). Forward TYCOM HM&E and CS Technical Ticklers to Commander, Naval Sea Systems Command (COMNAVSEASYSCOM) 05 for surface force ships. For submarines, provide TMA issues to COMNAVSEASYSCOM 07, with copy to OPNAV Resource Sponsors and other cognizant SYSCOMs as appropriate, via a coordinated or joint cover letter. b. Coordinate TMI Panel agendas and date s with TMA-TMI Working Group Chair(s). c. Participate on TMA pa nels and chair TMI Panels. d. Chairs the TMI panel at least annually e ither through established Enterprise Board of Directors meetings or as a separate TMI panel.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-3 e. Coordinate Fleet participation in th e TMA and TMI process (TYCOMs and Regional Maintenance Center Supports). 32.4.2 Naval Sea Systems Command. NAVSEASYSCOM coordinates overall SYSCOM participation in the TMA. Specifically, SEA 07 coordinates the efforts for submarine platforms. SEA 05 coordinates efforts for surface and carrier platforms. 32.4.2.1 Commander, Naval Sea Systems Command (05). COMNAVSEASYSCOM (05) for surface force ships and aircraft carriers must: a. Form the TMA-TMI Working Groups and Panels and staff with appropriate representatives. b. Receive and disseminate the TYCOM HM&E and CS or C4I Surface Force Ship Technical Ticklers to the appropriate TMA-TMI Working Groups. c. Review and forward Plan of Action a nd Milestones and ROIs, or other technical presentations from TMA-TMI Working Groups to Fleet and TYCOMs. d. Chair the surface force ships and aircra ft carrier TMI Panel and establish the NAVSEA response to Fleet identified TMI issues. 32.4.2.2 Naval Sea Systems Command 07 and Program Executive Officer Submarines. SEA 07 and Program Executive Officers (PEO) Sub must: a. Form the TMA-TMI Working Groups and Panels and staff with appropriate representatives. b. Receive and disseminate the TYCOM HM&E and Nuclear Planning and Execution System TMA issue letter to the appropriate program offices for action. c. Review and forward Plan of Action and Mi lestones, Business Case Analyses or other appropriate technical presentations to Fleet and TYCOMs. 32.4.2.3 Commander, Naval Sea Systems Command Program Offices. COMNAVSEASYSCOM Program Offices (and Commander Space and Naval Warfare System Command for subparagraphs b. through f. of this paragraph) must: a. Chair TMA Panels per para graph 32.4.2.1.5 of this chapter. b. Participate on TMA and TMI Panels as requested. c. Develop Plan of Action and Milestones and Business Case Analyses to address TYCOM HM&E and CS Technical Tickler issues. d. Coordinate other activities as required to determine root causes and develop corrective actions. e. Review minutes from TMA and TMI Panels and take action as appropriate. f. Work with TYCOMs for resolution of HM&E and Nuclear Planning and Execution System Technical Issues and Action Items. 32.4.2.4 Program Executive Officers and Direct Reporting Program Managers. PEO and Direct Reporting Program Managers must: a. Assign representatives to the appropriate TMA-TMI Working Groups.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-4 b. Chair the applicable submarine TMI Pa nels as described in paragraph 32.4.2.1.5 of this chapter. c. Review minutes from TMA-TMI Pa nels and take action as appropriate. 32.4.3 Top Management Attention-Top Management Issues Panels. The TMA-TMI Panels must: a. Review, discuss, and agree on the course of action to resolve each technical issue presented. b. Publicize minutes of the Panel Meetings. 32.4.3.1 Top Management Attention Panels. TMA Panels meet every six months, to assess the applicability of Plan of Action and Milestones and ROIs, and monitor the progress of issues. TMA panels are meetings chaired at the O-6 level. In general, TMA Panels discuss those issues that can be handled within the SYSCOM organizations. The TMA Panel will identify top issues based on specific attributes (e.g., man-hours, cost, readiness) for presentation at TMI. a. TMA Panels: TMA Panel compositi on and agendas are coordinated between applicable TYCOM staffs, Fleet staffs and SYSCOM Program Offices. Attendees to the appropriate TMA Panels include, but are not limited to, the following: (1) COMNAVSEASYSCOM (05) represen tative as chairman for the Surface Force, Aircraft Carrier and CS panels and COMNAVSEASYSCOM (SEA 07) representative as chairman for the Submarine Force panel. (2) CNO (N43) and applicable Resource Sponsor (N8, N6) representative(s). (3) Maintenance and Supply representa tives from Fleet, TYCOMs, and Regional Maintenance Centers (RMC). (4) COMNAVSEASYSCOM Program Offices , engineering codes and logistics codes representative(s). (5) Commander, Space and Na val Warfare Systems Command (COMNAVWARSYSCOM) Program Office representative(s) as requested. (6) Commander, Naval Air Sy stems Command (COMNAVAIRSYSCOM) Engineering representative(s) as requested. (7) In-Service Engineering Agent representatives. (8) Naval Inventory Control Point (NAVICP) representative. (9) Training Command representative. (10) Naval Research La boratory representative. (11) Board of Inspection and Survey representative. b. Submarine Force TMI Panel: The Su bmarine Force TMI Panel is chaired by COMSUBFOR. The TMI is normally conducted as a part of the Undersea Enterprise Board of Directors meeting. COMSUBFOR and COMSUBPAC Directors for Maintenance and Material Readiness coordinate the agenda with the COMSUBFOR Enterprise office. Panel Members may include, but are not limited to, the following:

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-5 (1) COMSUBFOR, SEA 07, PEO SUBS. (2) CNO (N43) and applicable Resource Sponsor (N8, N6) representative(s). (3) COMSUBFOR and COMSUBPAC Ma intenance and Supply Officers. (4) COMNAVSEASYSCOM program offices , engineering code and logistics code representatives. (5) COMNAVWARSYSCO M representative. (6) COMNAVAIRSYSCOM representative. (7) In-Service Engineering Agent representative(s). (8) Commander, Navy Regional Maintena nce Center and RMC representatives. (9) NAVICP representative. (10) Chief of Naval Educatio n and Training representative. c. Surface Force Ship and Aircraft Carrier TMI Panels: The Surface Force Ship or Aircraft Carrier TMI Panel is chaired by NAVSEA 05. NAVSEA 05, PEO Theater Surface Combatants, PEO Expeditionary Warfare, PEO Mine and Undersea Warfare, PEO CARRIERS and PEO Surface Strike jointly coordinate the agenda. Attendees of the appropriate TMI Panels include, but are not limited to, the following: (1) PEO Expeditionary Warfare, PEO Theater Surface Combatants, PEO CARRIERS (Surface and Carrier), PEO Mine and Undersea Warfare, PEO Surface Strike, SEA 07 (Submarine). (2) CNO (N43), and applicable Resource Sponsor (N8, N6) representative(s). (3) COMLANTFLT, COMPACFLT, COMNAVSURFLANT, COMNAVSURFPAC, COMNAVAIRLANT, COMNAVAIRPAC, COMSUBLANT, and COMSUBPAC Maintenance and Supply Officers. (4) COMNAVSEASYSCOM program offices , engineering code and logistics code representatives. (5) NAVWARSYSCOM representative. (6) COMNAVAIRSYSCOM representative. (7) In-Service Engineering Agent representative(s). (8) RMC and RMC representatives. (9) NAVICP representative. (10) Chief of Naval Educatio n and Training representative. (11) Naval Research La boratory representative. (12) Board of Inspection and Survey representative. d. Combat Systems: The CS Troubled Syst ems Process supports the TMA-TMI process with selected inputs for the COMLANTFLT or COMPACFLT CS Technical Tickler.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-6 32.4.3.2 Top Management Attention-Top Management Issues Working Groups. The TMA-TMI Working Groups must: a. Receive TYCOM HM&E and CS Technica l Ticklers or Issues White Papers as appropriate from NAVSEA 05 for surface force ships and aircraft carriers or from NAVSEA 07 for submarines and identify common and platform specific issues as appropriate. b. Review TYCOM HM&E and Nuclear Pl anning and Execution System Technical Ticklers, White Papers or Action Items. Verify applicability of Fleet-recommended actions and achieve agreement with appropriate Fleet and TYCOM staff(s) as appropriate. c. Notify appropriate COMNAVSEASYSCOM Program Offices and other SYSCOMs when equipment or systems under their care are identified as fleet material readiness issues. 32.4.3.3 Review. TMA-TMI Working Groups, comprised of SYSCOM representatives designated by NAVSEA 05 and 07, PEO SUBS, PEO Ships, PEO Integrated Warfare Systems, and PEO CARRIERS, review Fleet inputs to determine common and platform specific issues and assign issues to the appropriate SYSCOM Program Offices. 32.4.4 Top Management Attention-Top Management Issues Analysis Center. 32.4.4.1 Candidate Identification. The TMA-TMI Analysis Center will provide a combined Ranking Matrix to help determine the relative ranking of systems and equipment on a Navy wide basis. The TMA-TMI Analysis Center, using the TYCOM input plus RMC and TYCOM technical experts, will prepare a preliminary set of Fleet generated system problems and potential solutions, the Technical Tickler, for the systems and equipment chosen for inclusion in the TMA-TMI process. The TMA-TMI Analysis Center, using 3-M data, also provides the TYCOMs with a Ranking Matrix, Figures 32-1 and 32-2, and Impact Chart, Figure 32-3, by Allowance Parts List (APL) and Equipment Identification Code (EIC) for their review. The Ranking Matrix will be TYCOM specific, using the Ranking Matrix as a guide. The TYCOMs select systems or equipment for further evaluation and possible induction into the TMA-TMI process. 32.4.4.2 Candidate Expanded Metrics. The TMA-TMI Analysis Center provides the TYCOMs with a tailored TMA Report for their identified systems or equipment. This report contains a Balanced Score Card (BSC), Problem Free Time, Failure Rate, Parts Ranking and modified Ship’s Logistics Indicator Computerized Report (SLICR) for the specific candidate system or equipment defined by APL or EIC nominated by the TYCOM. These are 3-M based reports that require no special data collection or analysis efforts. 32.4.5 Type Commanders. The TYCOMs, using the data provided in the TMA Report and other (RMC, SYSCOMs, etc.) Casualty Report (CASREP), maintenance, logistics or training inputs will determine which systems or equipment to nominate for inclusion into the TMA-TMI process. The nomination should include the TMA Metrics plus additional justification including the TYCOM’s initial Root Symptom Analysis as to the causes of poor performance. Systems and equipment will be nominated at the lowest component level that can be identified as the reliability or cost driver. When multiple APLs or EICs from the same “System” appear at or near the top of the Ranking Matrix, the entire “System” can be nominated.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-7 32.5 METRICS. Metrics used are generated directly from the 3-M database via Open Architecture Retrieval System (OARS) and require no subsequent data collection or analysis efforts. All Navy systems and equipment that generate maintenance data are included and considered as part of this methodology. This is a three-month process, starting after Fleet Week and culminating at the Mid-Cycle review that gets new systems nominated by the Fleet to TMA. Systems not selected for TMA can be re-nominated by a TYCOM Representative at least 4.5 months prior to any future Fleet Week. 32.5.1 Top Management Attention-Top Management Issues Candidate Selection. There are two methods used to select topic candidates for TMA-TMI. TYCOMs may use any combination of the two methods to select topic candidates. a. The first method entails soliciting fl eet commanders, maintenance officers and TYCOM staff members for candidate topics. Candidate topics are then reviewed by both TYCOM maintenance officers and selected or rejected as TMA topics. b. The second method is by a ranking matrix where costs, man-hours, CASREP volume and other attributes are measured and a “top ten” selection process is then employed. 32.5.1.1 Top Management Attention-Top Management Issues Ranking Matrix Method. Six attributes are used to rank systems and equipment as TMA-TMI Program candidates. Data for five of the attributes are downloaded directly from the 3-M database via OARS. The CASREP Volume data is extracted and sanitized from the NAVICP CASREP Database. The attributes are: a. 2-Kilo Volume - Total number of Ma intenance Actions (2-Kilos) generated by the system or equipment. b. Man-hours - Total Ship’s Force and Inte rmediate Maintenance Activity (IMA) man- hours expended on system or equipment maintenance. c. Parts Cost - Total net cost of repair pa rts used to support the system or equipment. d. Hi-Priority Failures - Total number of 2-Kilos that are Status 2 or 3 and Priority 1, 2 or 3 2-Kilos generated for a system or the equipment. e. Hi-Priority Down Time - Total days of down time for the system or equipment based on hi-priority failures. f. CASREP Volume - Number of CASREP s generated by the system or equipment. 32.5.1.2 Data on each attribute is collected over a two-year period. The Ranking Matrix is a multivariable Pareto ranking technique that avoids the distortion inherent in ordinary ranking schemes where variables representing different aspects of a system or equipment may have different units of measurement with widely differing scales. The technique gives full visibility to systems where even only one of the descriptive attributes has a high impact level. As a result, the “top ten Pareto” of each of the attributes winds up on or near page one of the overall ranking. The process is easily automated in MS Excel or MS Access. This method is applied to approximately 43,000 APL and 4,200 EIC systems and equipment. The resultant Ranking Matrix provides Fleet decision makers a list of potential TMA-TMI candidates. 32.5.1.3 Ranking Matrix Calculation. Data for each attribute are scaled, normalized or standardized (depending on the language in your field of study) in a way that creates unit vectors

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-8 (0 to 1, with a few high outliers > 1) in statistical units (Standard Deviation multiples sometime referred to as “Z” scores). The scaling used results in the 3-sigma value of the data being scaled to equal one. The 99.86th percentile of the data is used to locate that value in the ranked raw data, which is a percentile commonly used for “normal” distributions with a single tail as being equivalent to the 3-sigma value. Although the five attribute distributions are not “normal”, they are close to being “log normal” so the percentile technique works. The percentile technique works well regardless since the data is a 100% sample and the statistical distribution (which should be known if samples are used for estimating) is not a critical issue. After scaling the attributes, the vector equivalents are then combined using vector addition to create a balanced rank value that can be used for final ordering of the ranking. The vector addition technique is straightforward (Pythagorean). For over three years this has produced a tight pattern of the top ten for each attribute falling within the top 50 fleet-wide. The method is objective, repeatable, and robust and uses the “actual data”, not a representation of the data.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-9 Figure 32-1 Sample TMA APL Ranking Matrix

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-10 Figure 32-2 Sample TMA EIC Ranking Matrix

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-11 32.5.2 Charts and Graphs. 32.5.2.1 Impact Chart. The Impact Chart provides a means of plotting the Ranking Matrix and showing, using a two-axis display, the TMA-TMI systems or equipment and potential candidate systems or equipment. Annual Cost of Parts and Labor are combined to form the X-axis and Days Down Time the Y-axis, providing a visual “high cost”, “high down time” display of TMA- TMI current and candidate systems or equipment. Figure 32-3 Sample Impact Diagram 32.5.2.2 Balanced Score Card. a. Ratio analysis is a valuable tool for interpreting financial and operating data (from balance sheets, profit-and-loss statements, production data, etc.) to detect favorable or unfavorable conditions in business performance. b. Ratios are used to show the proportional relati onship of data from a variety of sources. Business owners should compare their ratios for a specific period with previous periods to ascertain possible reasons for change. They may also choose to compare the ratios for their operation with the industry standard. c. After an operation has been in existe nce for a reasonable time, the ratios tend to stabilize and in many industries, desirable ratios are well established. Therefore, there is a minimum percentage that an operation can cost (manpower or capital) and still provide proper service, and a maximum that it can cost before the operation is shut down or re-engineered.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-12 d. This business approach can be applied to the management of systems in the fleet. The BSC developed by the TMA-TMI Analysis Center allows the user to: (1) Observe the shape, or system beha vior and maintenance strategy (relative proportions or ratios, variable to variable). (2) Compare a single variable with the en tire fleet (since the data is scaled using the upper control limit of all fleet data for each variable as the 100% mark). (3) Observe the enclosed area which is proportional to the TMA-TMI balanced ranking value. (4) Identify problem areas for follow-on analysis. Notice that ratios of variables that have the same value on the grid (1:1) are at the fleet average or norm. For example, if Hi-Priority Failures and Hi-Priority Downtime are equal, the connecting line is parallel to the grid and that system has an Average Logistics Response Time equal to the fleet average. Other ratios behave in the same way. A typical BSC has six sides representing the six TMA-TMI attributes. Additional variables from other data sources may be added and, if scaled to the upper control limit of that data source, will achieve similar results. Figure 32-4 Sample BSC 32.5.2.3 Time (problem free). Reference (b), establishes Operational Availability (Ao) as the primary measure of material readiness for navy mission-essential systems, subsystems and equipment installed in platforms. Ao represents the expected percentage of time that system or individual equipment will be ready to perform satisfactorily in an operating environment when called for at any random point in time. To provide the primary measure of material readiness for the TMA-TMI systems or equipment, the TMA-TMI Analysis Center has developed a measure

TMA/TMI CYCLE 04-1 MK 92 MOD 2 FIRE CONTROL SYSTEM (APL: 006080059) BALANCED SCORE CARD 0.0 1.0 2.0 3.0 4.0 PARTS COST HI-PRIORITY FAILURES HI-PRIORITY DT CASREP VOL MANHOURS 2K VOL MAINTENANCE VOLUME HIGH RELIABILITY PROBLEMS HIGH COST "BIG" "UGLY""BAD" 1.0 = 3 Sigma Cycle 04-1

Cycle 04-2

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-13 of Ao for selecting, tracking and trending TMA-TMI systems and equipment called Time Problem Free (T (pf)). a. T (pf) uses the mathematical descripti on of Ao provided by reference (b). Generally, Ao is interpreted as the percentage of time that the system will be ready to perform satisfactorily in an operating environment. T (pf) is interpreted as the percentage of time that the system or equipment is free of hi-priority failures during that same period. Quantitatively, this is expressed in the formula: Ao = Uptime divided by Uptime + Downtime For the purposes of describing TMA-TMI systems or equipment, Uptime is equal to Mean Time Between Failure (MTBF) and Downtime is equal to Mean Down Time (MDT). The TMA-TMI formula for T (pf) becomes: T (pf) = MTBF divided by (MTBF + MDT) Data to calculate T (pf) is extracted fr om the Navy’s 3-M Database via the OARS. OARS provides a ten-year maintenance history of system and equipment performance. MTBF (in days) is calculated using the formula: MTBF = 1 divided by (No. Failures divided by (30.44*0.667*Population)) where b. No. Failures = the number of Status 2 and 3 2-Kilos written per month. Status 2 is defined by 3-M as inoperative and Status 3 is degraded performance. Limiting 2-Kilo data to Status 2 and 3 eliminates approximately 75% of all 2-Kilos written and provides the basis for measuring mission-degrading performance. Together the TMA- TMI process identifies these as “Deck Plate” CASREPs or maintenance actions that reduce a system or equipment’s ability to satisfactorily perform in an operating environment. 30.44*0.667 = 30.44 days in an average month times 0.667, which is defined by reference (b) as “the percentage of time that the system will be ready to perform satisfactorily in an operating environment”. For sea-going systems, this operating tempo is approximated as 2/3-calendar time. c. Population = the actual population of the system or equipment under evaluation or the number of platforms the system or equipment is installed in. Actual numbers of equipment are generally used for CS and larger HM&E items such as Main Engines or Ships Service Generators. Number of platforms is used for multiple installations of smaller HM&E items such as pumps or valves. d. MDT is computed by month directly from OARS and is the mean number of days from the opening of Status 2 or 3 2-Kilos until the Deck Plate CASREPs are corrected and the 2-Kilos closed. MDT is all-inclusive. It contains such items as Mean Logistics Delay Time, Administrative Time, Mean Total Time to Repair, etc. Breaking MDT down into the contributing elements requires expensive data collection and analysis and is not necessary for TMA-TMI purposes. e. Time (problem free) Assessment. The resultant T (pf) meets the requirements of reference (b) and provides a means of assessing: (1) Operational Availability of TMA-TMI systems or equipment.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-14 (2) Effectiveness of the TMA-TMI program in resolving chronic problems in those systems and equipment. (3) Systems or equipment trends in T (pf), MTBF and MDT over time. Figure 32-5 Sample T(pf) 32.5.2.4 Failure Trend. The failure trend provides a failure history for the candidate TMA-TMI system and equipment. Hi-Priority Failures are plotted quarterly for the past five years and a polynomial trend line provides the direction of movement.

RM&A PARAMETERS FOR MK 46 MOD 0 OPTICAL SIGHT (TIME PROBLEM FREE (Tpf) IS % OPERATING TIME FREE OF PROBLEMS) 0 100 200 300 400 500 600 700 800 1998 3 1998 4 1999 1 1999 2 1999 3 1999 4 2000 1 2000 2 2000 3 2000 4 2001 1 2001 2 2001 3 2001 4 2002 1 2002 2 2002 3 2002 4 2003 1 2003 2 CY QUARTER MTBF & MDT (DAYS) 0% 20% 40% 60% 80% 100% TIME Problem Free T(pf), % MDT MTBF T(pf) MDT TREND MTBF TREND TIME Problem Free, T(pf)

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-15 Figure 32-6 Sample Hi-Priority Failure Trend 32.5.2.5 Parts Ranking. The Supply Parts Ranking Report, L0201, is a Ships 3-M Standard Report extracted from OARS. This report provides a quick method for determining fleet material problems based on total parts issued and total cost. Parts Ranking is the ten highest “TOTAL_PRICE” parts extracted from OARS. This represents total cost to the Navy, not necessarily to the individual unit. Cost to the unit will be increased for failure to turn in a Depot Level Repairable carcass. The Parts Ranking provides the National Item Identification Number (NIIN), abbreviated NIIN nomenclature, quantity and total cost per NIIN for the ten most expensive repair parts for the candidate system or equipment.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-16 Figure 32-7 Sample Parts Ranking 32.5.2.6 Ship’s Logistics Indicator Computerized Report. The SLICR, L0106, is a Ships 3-M Standard Report extracted from OARS. The SLICR is intended to identify problem equipment within the fleet. The SLICR provides the following metrics: a. APL/EIC. b. APL_NOMENCLATURE/EIC_NOMENCLATURE. c. FAILURES: Count of maintenan ce actions with Status_Code 2 or 3. d. SF_MNHRS: Total number of Ship’s Force man-hours expended by Ship’s Force personnel or other installing personnel in completing and documenting the maintenance action. e. PART_ISSUES: Total number of 1 250 and 1348 Supply Order Forms processed in support of maintenance. f. REPLCMNT_COST: The cost to replace parts used in maintenance with new (not refurbished) parts. g. IMA_MNHRS: Total number of IM A man-hours expended in completing and documenting the maintenance action. h. VISITS: The count of maintenance actions with TYCOM screening code = 1, 2 or 3. i. ACTIONS: A count of deferral, non-deferral and IMA maintenance actions.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-17 j. OWNSHP_COST: The sum of the cost of the labor of Ship’s Force personnel, the cost of labor of the IMA personnel, the cost to replace non-repairable items and the cost to fix repairable items for a group of Job Control Numbers for a given APL or EIC. k. COSAL: COSAL Effectiveness is the pr obability a requested item is stocked onboard whether or not it is available when requested. l. NET_COSAL: NET Effec tiveness is the probability that a stocked item is onboard when requested. m. GROSS_COSAL: GROSS Effectiveness is the probability that any requested item is onboard when needed and is the product of COSAL*NET effectiveness. n. LOG_TIME: The sum of (issue date – open date) divided by the total number of issues; average waiting time for a part issue in days. o. MAINT_EFFECT: The probability of all required repair parts for a given maintenance action being onboard. Figure 32-8 Sample SLICR Report

32.5.2.7 Ranking Matrix. The Ranking Matrix is similar to the TMA Ranking Matrix except that it provides data for all six TYCOMs and contains data on over 60,000 APLs. This fleet wide Ranking Matrix allows the Fleet to prioritize TMA-TMI selections on a Navy wide basis.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32-18 Figure 32-9 Sample Ranking Matrix

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-32A-1 APPENDIX A APPENDIX A TOP MANAGEMENT ATTENTION AND TOP MANAGEMENT ISSUES FLOWCHART

T op M anagement A ttention (TMA) T op M anagement I ssues (TMI) Coordinate Agendas for TMA and TMI Panels. Identify Joint Fleet HM&E and CS Issues D + 90 Update Ticklers & Track Issues/Actions For Follow up. CONTINUOUS Provide Courses of Action for Fleet Review D + 150 Resolve Outstanding Issues at TMA and TMI Panels D + 165 Disseminate TMA and TMI Panel Minutes and Presentations D+180 D = 1 October or 1 April Develop Courses of Action to Resolve Issues Collect Data and Develop Technical Ticklers CYCLE BEGINS (D) HM&E and CS Working Groups assign SYSCOM Code Responsibility for Issues Consolidate HM&E and CS TMA/TMI Issues into Joint COMLANTFLT/ COMPACFLT Package

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33-1 VOLUME VI CHAPTER 33 MAINTENANCE AND MODERNIZATION BUSINESS PLAN REFERENCES. (a) OPNAVNOTE 4700 - Representative Interv als, Durations, Maintenance Cycles, and Repair Mandays for Depot Level Maintenance Availabilities of U.S. Navy Ships LISTING OF APPENDICES. A. Executive Summary Sheet 33.1 MAINTENANCE AND MODERNIZATION BUSINESS PLAN. a. The Maintenance and Modernization Bu siness Plan (MMBP) identifies the total private sector maintenance funding budget available to support the ship during the execution year and advance planning and funding needs for availabilities to be executed in future years. The MMBP also includes funding for modernization. This includes funding for all Fleet Alterations and those Program Alterations managed by the Type Commander (TYCOM) or Naval Supervisory Authority (NSA) (Regional Maintenance Center (RMC), Naval Shipyard or Supervisor of Shipbuilding). The MMBP does not include funding for modernization that is managed by the Ship’s Program Manager (SPM) or Participating Acquisition Resource Manager and accomplished by Alteration Installation Teams through separately administered contracts. b. MMBPs will be developed for all ships that will be in commission at the start of the upcoming Fiscal Year (FY). A second MMBP will be developed for any ship scheduled to start a Chief of Naval Operations (CNO) Availability in the first quarter of the following FY. This second business plan will address only the CNO Availability controls, a Risk Assessment and will not include Continuous Maintenance (CM) controls. The TYCOM will normally use the same TYCOM Target Controls for these out-year CNO Availabilities as used for the upcoming FY CNO Availability controls. These out-year MMBPs will require additional refinement in the next MMBP cycle. 33.2 MMBP RESPONSIBILITIES. 33.2.1 Maintenance Team Responsibilities. The Maintenance Team identifies budget needs to the NSA and the TYCOM based on well-documented work in the Current Ship’s Maintenance Project (CSMP) and Class Maintenance Plan. The Maintenance Team MMBP identifies the total maintenance funding. a. The Maintenance Team es tablishes the funding phasing plan that will roll up to the Fleet Commander’s overall phasing plan. It should be noted that the accuracy of the phasing plan is critical to the Fleet and TYCOM’s ability to provide timely and stable funding. A Maintenance Team over executing or under executing its budget will cause unnecessary funding churn. For this reason, Maintenance Teams and NSAs should develop phasing plans that are accurate and reasonably achievable. For

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33-2 example, if a CNO Availability is scheduled to start in the first month of a quarter, the funding for that availability will be required in the previous quarter and should be phased in the earlier quarter. CM phasing will depend largely on ships’ schedules and should not simply be divided into four equal quarters in the phasing plan. b. Each Maintenance Team will include an assessment of known material readiness risks associated with the MMBP funding levels in their initial MMBP submittal. In a case where there is unacceptable risk associated with the assigned funding controls, the TYCOM may agree to adjust assigned controls. c. Maintenance Teams must use the format provided in Appendix A for MMBP submission. 33.2.2 NSA Responsibilities. For submarines and aircraft carriers, actions assigned to the NSA may be performed directly by the TYCOM or a designated agent (i.e., Immediate Superiors In Command (ISIC), Trident Refit Facility, or Naval Submarine Support Center). a. The NSA has the authority to execute ship maintenance and must do so following Fleet and TYCOM policies and directives. b. When conditions warrant, the NSA will develop a Business Adjustment Factor (BAF) percentage for CNO Availabilities to account for local business conditions. BAFs are established as a percentage of the availability budget, similar to the growth or award fee percentages. The BAF is an adjustment or hedge against impacts to the man-day rate or premium levels for specific CNO Availabilities due to factors such as high or low port loading. Examples of other situations that may require an allowance in the BAF are seasonal adverse weather patterns, anticipated labor union issues, anticipated labor rate adjustments or the general business conditions in the port. c. The NSA will make any additional adjust ments to TYCOM target controls based on prioritization of the work package, risk analysis and Business Case Analysis (BCA) included in the Maintenance Team’s MMBP submissions. The overall, total NSA CNO Availability funding controls and total CM funding controls provided to the NSA by the TYCOM may not be exceeded in these adjustments. d. (Surface Ships only) During the year of MMBP execution, changes to individual ship controls exceeding 10% require TYCOM notification; changes in excess of 20% require TYCOM approval. In the event adjustments are required that exceed available funds, the NSA will provide a written justification supporting the change and a formal recovery plan to the TYCOM for approval. e. Appendix A may be modified as requir ed, with TYCOM concurrence, for unique NSA processes or circumstances. 33.2.3 TYCOM Responsibilities (Surface Force Ships only). a. Establish Force maintenance policies, directives and authorize the NSA to execute those policies and directives. b. Provide Target Controls to the NSA in Ma rch of each year and review those controls as required by the budget approval process. These controls are between the TYCOM and the Port Engineer.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33-3 c. Ensure the established modernization plan is accurate and issue Fleet Alteration Letters of Authorization. d. Validate MMBPs and issue approved CNO availability and Continuous Maintenance funding controls in naval message format at the beginning of each fiscal year. e. Align Surface Warfare Enterprise pro cesses with established waterfront support organizations and establish the readiness and cost control processes required to provide greater overall enterprise effectiveness. f. Support the ISIC with warships r eady for tasking by aligning manning, training, equipping and maintaining processes of ships by class. g. Assess current readiness, analyze metrics, examine trends, determine root causes, establish lessons learned and provide recommendations and solutions, while emphasizing readiness and cost control. h. The TYCOM will provide the RMCs with TY COM Target Controls in March of each year and will revise these controls as required by the budget approval process. 33.2.4 TYCOM Responsibilities (Aircraft Carriers and Submarines only). The TYCOM establishes Force maintenance policies and directives and authorizes the NSA to execute those policies and directives. a. The TYCOM ensures that the established modernization plan is accurate and issues Fleet Alteration Letters of Authorization. b. The TYCOM has final approval of all MMBPs and will issue approved CNO Availability and CM funding controls in naval message format. 33.2.5 Ship Program Manager Responsibilities. The SPM ensures that the Letter of Authorization for Program Alterations is accurate and includes Program Alterations funding estimates. 33.3 THE MMBP SUBMISSION. 33.3.1 MMBP Spreadsheet. The required format for submission of MMBPs is provided in Appendix A of this chapter. As noted in paragraph 33.2.2.e. of this chapter, changes may be made to Appendix A to reflect NSA unique circumstances. 33.3.1.1 General Description. The MMBP provides the maintenance team’s description of the planned maintenance and funding phasing. 33.3.1.2 Executive Summary Sheet. a. Section I: The Schedule Overview is in tended to illustrate major milestones in the current and upcoming year: assessments, deployments, availabilities, decommissioning, etc. b. Section II: This section begins with initial controls (CNO and CM) and applies adjustments to those controls by TYCOM and RMC. The final numbers in each of these categories are funds available for assignment to CM and CNO work as appropriate. Particular care must be taken to ensure that the sign (where subtraction has a “-” or a number is preceded and followed with parentheses, e.g., “(10)”

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33-4 indicating a negative number) of these numbers are correct, as they are linked to the CONTROLS AND PHASING sheet. c. Section III: Ensure that program altera tions (K-Alterations) are included here and not included in other locations. D-Alterations, Machinery Alterations, and Ship Change Documents should be located in Section II. d. Section IV: This section provides an ar ea for the maintenance teams to indicate areas of risk associated with the particular FY’s maintenance plan. This section does not include topics that are not applicable to the execution FY risk. Areas to be discussed here: (1) Work items identified in the UNF UNDED REQUIREMENTS sheet, and their impact to current or future operations. (2) Upcoming assessments that may identify serious discrepancies. e. Section V: This sec tion provides a general rollup of the work planned for the execution FY. Items in this section need not be identified by Job Control Number or Job Sequence Number, but rather a general layout of work to be brokered to individual availabilities and their notional values; this should include historical repairs from assessments. The bottom of this sheet sums items from other portions of the workbook for comparison purposes. Items of note in this section: (1) The items identified in the “green ” section of Section V are planned for completion in the execution FY and therefore are not elements of risk. (2) The “shortfall” cell should be equa l to or less than the UNFUNDED cell. (3) The Risk section on the bottom of th e spreadsheet feeds directly from the UNFUNDED REQUIREMENTS SHEET. This section sums the unfunded items by funding type and then by associated risk (see paragraph 33.3.1.4 of this chapter). 33.3.1.3 Controls and Phasing Sheet. This sheet applies changes (growth pools, overhead, award fees, and the business adjustment factors) to the adjusted controls. This sheet provides a further adjustment to the controls, as well as a phasing of the controls that should be completed by the Maintenance Teams so as to reflect the maintenance schedule. Particular care should be taken to ensure that sums are correct, since TYCOMs use this sheet to plan quarterly cash flows. 33.3.1.4 Unfunded Requirements Sheet. a. This sheet identifies those items in the Class Maintenance Plan or validated maintenance items in the ship’s CSMP that cannot be completed in the execution FY due to funding constraints. To be included in the UNFUNDED REQUIREMENTS list, the following conditions must be satisfied: (1) The work can be accomplished in th e time available if additional funding is applied, or (2) The work can be accomplished in the execution year if additional Continuous Maintenance Availability (CMAV) or CNO time were allotted.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33-5 b. The column marked “Funding Type” has permissible entries: CM, CNO and AP. They are meant to indicate the most likely funding areas to which the work would be brokered if funding were available. c. The “Risk” column has permissible en tries of “High,” “Medium” and “Low” as determined by a BCA guided by Volume II, Part I, Chapter 4, Appendix D of this manual. These columns must be populated in order to properly assess the risk associated with the MMBP, as well as to feed properly to the Executive Summary Sheet. 33.3.2 Prioritization. Maintenance Teams should use any and all resources at their disposal to prioritize the work for which funds are available. The prioritized work should support the ship’s current readiness requirements as well as work designed to ensure the ship can operate effectively its full service life. 33.3.3 Maintenance Summary and Risk Assessment. The Maintenance Team and TYCOMs will address any known maintenance risks based on Funding Controls or ship’s maintenance schedule for the upcoming FY. This risk assessment must provide sufficient detail to enable NSA or TYCOM to make critical decisions with respect to funding adjustments. Photographs, inspection reports, docking reports, operating logs, vibration analysis, Maintenance Figure of Merit (MFOM) data and other objective evidence of important maintenance which is not able to be accomplished within the Maintenance Teams funding controls should be included. 33.4 BUDGET PROCESS AND MMBP DEVELOPMENT TIMELINE. 33.4.1 Guidance. In order to develop MMBPs prior to the start of the FY in which they will be executed, it is necessary to begin the process well before the final budget is approved and financial controls are passed to the Fleet Commanders, TYCOMs, and eventually to the Maintenance Teams. Maintenance Teams must develop MMBPs using the following guidance and timeline. For submarines and aircraft carriers, actions assigned to the NSA may be performed directly by the TYCOM or a designated agent (i.e., ISICs, TRIDENT Refit Facility, or Naval Submarine Support Center). 33.4.2 Initial Budget Guidance (March). a. The TYCOM, in coordination with the Fl eet Maintenance Officer, will establish an initial estimate of the expected funding controls for the next FY. Based on this information, TYCOMs will develop a common maintenance funding strategy, establish initial TYCOM Target Controls for each ship’s CNO Availability and each ship’s CM budget. The CM budget provides funds for both the yearlong continuous availability and scheduled CMAVs. TYCOM Target Controls are passed from the TYCOM to the Maintenance Team as the initial input to the MMBP process. b. The TYCOM and the SPM will ensure Letters of Authorization accurately reflect the modernization plan. SPMs and Participating Acquisition Resource Managers will provide installation estimates for Program Alteration installations or installation support services for which funding will be provided to the Maintenance Team. The TYCOM Target Controls will be separated into Fleet maintenance and Fleet funded alteration controls by the TYCOM before the controls are passed to the NSA. 33.4.3 Provide Controls to Maintenance Team (April).

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33-6 a. The Maintenance Teams will use the Class Maintenance Plan to develop assessment schedules with NSA for inclusion in individual MMBPs. b. ISIC must provide ship operational sche dule information to the Maintenance Team. This information is used to schedule CMAVs and Assessments for the upcoming year. c. The NSA will establish BAF if required for each CNO Availability, anticipated CNO Availability and CM growth percentages, support service percentages and Award Fee percentages as applicable for entry into the MMBP Budget Planning Sheet, Appendix A. For surface ships, Maintenance Teams may modify target controls for ships within a class based on their relative material condition. d. Maintenance Teams will develop MMBPs based on these initial controls. This iterative process will involve risk assessment and a BCA of any differences between the Maintenance Teams identified funding needs and the funding controls established for them. 33.4.4 Execution Strategy Adjustments (May). The TYCOM in coordination with Fleet Commanders will determine if adjustments to the TYCOM Target controls are required. For surface force ships, the TYCOM will provide the NSA with direction for the adjustment of controls. 33.4.5 (Surface Ships only) Maintenance Team Submit MMBPs for Approval via NSA (June). The NSA approves, consolidates and submits copies of each assigned ship’s MMBP to the TYCOM for review and approval. 33.4.6 TYCOM Approves MMBPs (July). a. The TYCOM approves MMBPs and issues final approved CNO availability and CM controls. b. The TYCOM or RMC provides final CNO bud get controls and CM controls to the Maintenance Teams. 33.4.7 Submit Phasing Plans (August). a. The NSA funds administrators will re view and adjust each Maintenance Team’s phasing plan to correspond with the total controls. Each NSA will provide the Maintenance Team phasing plans to TYCOM. b. The TYCOM will submit phasing plans to the Fleet Commander. c. The Project Manager is responsible fo r ensuring all MMPB related information is entered in the Navy Maintenance Database for all surface ship availabilities, including the TYCOM Annual Operating Controls. If the TYCOM controls are unknown at time avail is established within NMD, then a Notional Control must be entered in the interim until an actual control is established. 33.5 BUSINESS PLAN RESOURCES. The following resources and information must be reviewed and considered in the development of MMBPs. This list is not intended to be all- inclusive and is provided as a starting point. a. The notional CNO man-day requirements used by the TYCOM to establish initial TYCOM Target Controls.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33-7 b. The ship’s CSMP. c. The ship’s Baseline Availability Work Package. d. The Class Maintenance Plan. e. Areas of specific concern that will be asse ssed or inspected prior to the availability. f. Modernization Plan - Program and Fleet Alterations. (1) Program Ship Change (SC) Aut horization letters provided by Program Executive Officer Ships include NAVSEA, Naval Information Warfare Systems Command (NAVWAR), Naval Supply Systems Command and Naval Air Systems Command (NAVAIR) planned installations. (2) Fleet SC Authorization letters provided by the TYCOM include Fleet Alterations, Alterations Equivalent to Repair and Machinery Alterations. (3) Information contained in Program Executive Officer or Systems Command and TYCOM SC authorization letters will be consolidated into Hull Modernization Plans. Hull Modernization Plans will list all SCs (Program and Fleet Alterations) programmed for installation on each ship for the entire FY. g. Deployment and operational schedules. h. Assessment and inspection schedules (H ull, Mechanical, Electrical Readiness Assessment (HMERA), Command, Control, Communications, Computers and Combat Systems Readiness Assessment (C5RA), Board of Inspection and Survey (INSURV), etc.). i. Ship ’s event schedules (Change of Command, etc.). j. Long-term ship ’s CNO Availability and decommissioning schedule. k. CNO Availability and CMAV Planning Milestones. l. Departures from Specifications. m. Habitability Project Plan or Schedule (TYCOM provide). n. Other Availability Pr ograms (TYCOM provide). (1) Underwater Hull Cleaning. (2) Calibration. (3) Other miscellaneous.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33A-1 APPENDIX A APPENDIX A EXECUTIVE SUMMARY SHEET USS XXX (XX-XX) MAINTENANCE AND MODERNIZATION BUSINESS PLAN

FY 2010

PORT ENGINEER: PE PROJECT MANAGER: PM

I. SCHEDULE OVERVIEW EVENT DATES A. CNO Availability (Start-End)

B. Continuous Maintenance Avails (CMA) CMA 0A1 (Start-End) CMA 0A2 (Start-End) CMA 0A3 (Start-End) CMA XA4 (Start-End)

C Surge Ready Asset (Start-End) (Start-End)

D. Assessments - Major PSART (Start) C5RA (Start) Main Propulsion Plant Assessment DEI 1, 3 SSDG (Start)

Main Propulsion Plant Assess ment Gas Turbine Inspections (Start)

Total Ship Readiness Assessment (TSRA) (1, 2, 3, 4) (Start)

E. Training Cycle Ultra E + C (Engineering a nd Combat Readiness Training Assessment, 12M Cert) (Start)

Ultra S+ (Sustainment, 12M Cert) (Start)

Group Exercise (Start) Group Certification (Start)

F. Deployment Deploys Returns

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33A-2 APPENDIX A APPENDIX A EXECUTIVE SUMMARY SHEET (Cont’d) EVENT DATES G. INSURV (Last-Next)

Deploys Returns H. Out-Year CNO Availabilities (Start-End) (Start-End) (Start-End) I. Docking CNO Avail - Next (Start-End) J Planned DECOMM Date (End)

II. TYCOM FUNDING CONTROLS A. MFOM Data a. Class Average Weighted MROM (MFOMw) $0 b. MFOMw $0

B. Continuous Maintenance & I - Level Expenditures a. Initial TYCOM CM Target Control (total) $0 b. CM Control Designated for Fleet Alterations $0 c. RMC Net Target Control for Maint (c+d) $0 d. Prior Year Funds Available $0 e. RMC Adjustments (Indicate + or -) $0 f. FY-10 TYCOM Funding CM CONTROL (Maint) e+f+g $0 g. FY-10 TYCOM Funding DIL CONTROL (Maint) $0 h. Total TYCOM CM & DIL Control (h+b+i) $0

C. FY-10 CNO Avail a. Initial TYCOM Target Control (total) $0 b. CNO Avail Control Designated for Flt Alts $0 c. CNO Maint Control before Adjustment(a-b) $0 d. RMC Net Target Control for Maint $0 e. Prior Year Funds Available $0 f. RMC Adjustments (Indicate + or -) $0 g. TYCOM Funding CNO CONTROL (Maint) (e+f+g) $0 h. Total TYCOM CNO Control (h+b) $0

D. Advance Funding Previously Obligated on FY-10 CNO Avail a. FY-08 Advance Funding $0 b. FY-09 Advance Funding $0 c. TOTAL $0

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33A-3 APPENDIX A APPENDIX A EXECUTIVE SUMMARY SHEET (Cont’d) E. Advance Funding for FY-11 CNO Avail a. FY-09 Advance Funding $0 b. FY-10 Advance Funding $0

F. Habitability (TYCOM N43 Managed & Funded)

G. ORATA (TYCOM N43 Managed & Funded) a. Underwater Hull Cleaning $0 b. Calibration, other Misc ORATA Programs $0 c. Total $0

H. Assessments (Mission Funded - estimates for RMC budgeting only) a. HMERA $0 b. C5RA $0 c. TSRA $0 d. Total $0

III. PROGRAM ALTERATION FUNDING CONTROLS (Funding Managed by RMC) A. NAVSEA (PEO-SPM) a. CNO Avail Program Alteration Controls $0 b. CM Program Alteration Controls $0

B. NAVWAR a. CNO Avail Program Alteration Controls $0 b. CM Program Alteration Controls $0

C. NAVAIR a. CNO Avail Program Alteration Controls $0 b. CM Program Alteration Controls $0

IV. NARRATIVE RISK ASSESSMENT A. Schedule Summary a. CNO avail: b. Deployment cycle (Training sched):

c. INSURV d. CMAV

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33A-4 APPENDIX A APPENDIX A EXECUTIVE SUMMARY SHEET (Cont’d) e. Out-Years (Future major events, AP CNO, Home port shift, etc.)

B. Assessment-Repair Summary a. Main Propulsion

b. Auxiliary Equipment

c. Distributive Systems

d. Combat Systems

C. Corrosion Control Summary a. Tanks b. Decks/ Bilges

c. Structural (fan rooms, stacks)

D. CLASS Specific Major Anticipated Repairs. a. b. c. E. TYCOM Unscheduled Modernization a. Fleet Alts F. Summary Risk Assessment. a. Risk Assessment Narrative:

V. PLANNED WORK ROLLUP Target Item Notional Cost

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33A-5 APPENDIX A APPENDIX A EXECUTIVE SUMMARY SHEET (Cont’d) V. PLANNED WORK ROLLUP (Cont’d) Target Item Notional Cost

UNF Unfunded Avail Total (RMAIS) $0 AP Advanced Planning (Next FY Avail) $0 CNO Fleet Alts $0 N/A Award Fees (Auto fill from Controls & Phasing) $0 N/A Services (Auto fill from Controls & Phasing) $0 Total Requirement $0 Total MMBP $0 SHORTFALL $0 CNO Risk $0 High $0 Medium $0 Low $0 CM Risk $0 High $0 Medium $0 Low $0 AP/AF Risk $0 High $0 Medium $0 Low $0

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33A-6 APPENDIX A APPENDIX A EXECUTIVE SUMMARY SHEET (Cont’d) CONTROLS AND PHASING FYxx xxRMC BUDGET FOR USS XXX (XX-XX) Total/Phasing Q1 Q2 Q3 Q4 FY xx TYCOM Budget $0 $0 $0 $0 $0 FY xx DIL Budget $0 $0 $0 $0 $0 FY xx PROGRAM Alt Budget $0 $0 $0 $0 $0 FY xx TOTAL MMBP Budget $0 $0 $0 $0 $0

FYxx xxRMC TYCOM CNO BUDGET FYxx CNO BUDGET TOTAL Phase check sum Q1 Q2 Q3 Q4 $0 $0 $0 $0 $0 $0 Budget Comments

1. Maintenance $0 Estimate 2. Fleet SHIPALTS Based on Modernization Plan, LOAs Sum of 1,2,c,d a. Package Subtotal $0

b. Growth % 12.00% $0 % of (a) based on RMC policy, cannot exceed 12% c. Service / Support % 17.00% $0 Historical percentage of (a) for 800/900's, adjusted for program Alt prorated costs d. LLTM $0 As required Change if 10% is not correct e. Award Fee % of (a+b+d) 11.23% $0 For Cost contracts only Max % possible based on contract terms f. Other costs $0 Work accomplished outside of Avail contract g. Pierside Refurb $0 As applicable at each RMC Business Adj Factor h. BAF % of (a+b+e) 0.00% $0 Enter positive percent value if Gov Estimate expected to be LOWER than winning Bid / negotiated Target Cost CNO AVAIL BUDGET $0 FY xx FUNDING REQ $0 IF AN AVAIL CROSSES FISCAL YEARS, PREDICT GROWTH AND ASSOCIATED AWARD FEE FOR THE FOLLOW ON FY FY xx FUNDING REQ $0 TOTAL CNO Execution Control $0 As established by RMC / TYCOM Prior FY Funds $0 AP or PSIA contractor funds still available in execution TOTAL CNO CONTROL $0 Total SERMC CNO Avail Funding Available

FYxx xxRMC TYCOM CM BUDGET FYxx CM BUDGET TOTAL Phase check sum Q1 Q2 Q3 Q4 $0 $0 $0 $0 $0 $0

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33A-7 APPENDIX A APPENDIX A EXECUTIVE SUMMARY SHEET (Cont’d) CONTROLS AND PHASING (Cont’d) Budget Comments

1. Maintenance $0 Estimate. Before growth 2. Fleet SHIPALTS $0 Estimate Sum of 1,2 a. CM Package Subtl $0 Base Budget. No Growth or Fees.

b. Growth % 12.00% $0 % of (a) based on RMC policy, cannot exceed 12% Change if 10% is not correct c. Award Fee % of (a+b) 0.00% $0 For Cost Contracts only Max % possible based on contract terms d. Other costs $0 CM Budget $0 FYxx CM Control $0 As established by RMC/TYCOM Prior FY Funds $0 AP or PSIA contractor funds still available in execution TOTAL CM CONTROL $0 Total SERMC CM Funding available

Advance Planning Budget Q1 Q2 Q3 Q4 FY xx CNO Avail Advance Planning $0 $0 $0 $0 $0 FY xx CNO Avail Advance Planning $0 $0 $0 $0 $0

FY10 SERMC TYCOM DIL Budget FY xx DIL Budget TOTAL Phase check sum Q1 Q2 Q3 Q4 $0 $0 $0 $0 $0 $0 Budget Comments

1. Maintenance $0 Estimate. Before growth 2. Sum of 1,2 a. DIL Package Subtl $0 Base Budget. No Growth or Fees.

b. Growth % 12.00% $0 % of (a) based on RMC policy, cannot exceed 12% Change if 10% is not correct c. Award Fee % of (a+b) 0.00% $0 For Cost Contracts only Max % possible based on contract terms d. Other costs $0 DIL Budget $0 FYxx DIL Control $0 As established by RMC/TYCOM Prior FY Funds $0 AP or PSIA contractor funds still available in execution TOTAL DIL CONTROL $0 Total SERMC DIL Funding available

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33A-8 APPENDIX A APPENDIX A EXECUTIVE SUMMARY SHEET (Cont’d) CONTROLS AND PHASING (Cont’d) FYxx CNO AVAIL Program ALT Modernization Budget NAVSEA TOTAL Phase check sum Q1 Q2 Q3 Q4 Program Alts $0 $0 $0 $0 $0 $0 Budget Comments

1. Labor & Matl $0 From Mod Plan, LOAs 2. Services $0 Negotiated with RMC for 800/900's Sum of 1,2 a. Package Subtotal $0 Base Budget. No Growth or Fees.

b. Growth % 10.00% $0 % of (a) based on RMC / PARM policy c. Award Fee % of (a+b) 11.23% $0 For Cost contracts only Max % possible based on the contract d. BAF % of (a+c) 0.00% $0 Enter positive percent value if Gov Estimate expected to be LOWER than winning Bid / negotiated Target Cost e. Other costs $0 Explain in comments NAVSEA Budget $0 Budget cannot exceed control FYxx NAVSEA Control $0 From Mod Plan, LOAs

NAVWAR TOTAL Phase check sum Q1 Q2 Q3 Q4 Program Alts $0 $0 $0 $0 $0 $0 Budget Comments

1. Labor & Matl $0 From Mod Plan, LOAs 2. Services $0 Negotiated with RMC for 800/900's Sum of 1,2 a. Package Subtotal $0 Base Budget. No Growth or Fees.

b. Growth % 10.00% $0 % of (a) based on RMC / PARM policy c. Award Fee % of (a+b) 11.23% $0 For Cost contracts only Max % possible based on the contract d. BAF % of (a+c) 0.00% $0 Enter positive percent value if Gov Estimate expected to be LOWER than winning Bid / negotiated Target Cost e. Other costs $0 Explain in comments NAVWAR Budget $0 Budget cannot exceed control FYxx NAVWAR Control $0 From Mod Plan, LOAs NAVAIR/ TOTAL Phase check sum Q1 Q2 Q3 Q4 OTHER ALTS $0 $0 $0 $0 $0 $0 Budget Comments

1. Labor & Matl $0 From Mod Plan, LOAs 2. Services $0 Negotiated with RMC for 800/900's

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33A-9 APPENDIX A APPENDIX A EXECUTIVE SUMMARY SHEET (Cont’d) CONTROLS AND PHASING (Cont’d) Sum of 1,2 a. Package Subtotal $0 Base Budget. No Growth or Fees.

b. Growth % 10.00% $0 % of (a) based on RMC / PARM policy c. Award Fee % of (a+b) 11.23% $0 For Cost contracts only Max % possible based on the contract d. BAF % of (a+c) 0.00% $0 Enter positive percent value if Gov Estimate expected to be LOWER than winning Bid / negotiated Target Cost e. Other costs $0 Explain in comments NAVAIR/OTHER ALTS Budget $0 Budget cannot exceed control FYxx NAVAIR/OTHER Control $0 From Mod Plan, LOAs

NAVSEA TOTAL Phase check sum Q1 Q2 Q3 Q4 Program Alts $0 $0 $0 $0 $0 $0 Budget Comments

1. Labor & Matl $0 From Mod Plan, LOAs 2. Services $0 Negotiated with RMC for 800/900's Sum of 1,2 a. Package Subtotal $0 Base Budget. No Growth or Fees.

b. Growth % 10.00% $0 % of (a) based on RMC / PARM policy c. Award Fee % of (a+b) 11.23% $0 For Cost contracts only Max % possible based on the contract d. BAF % of (a+c) 0.00% $0 Enter positive percent value if Gov Estimate expected to be LOWER than winning Bid / negotiated Target Cost e. Other costs $0 Explain in comments NAVSEA ALTS Budget $0 Budget cannot exceed control FYxx NAVSEA Control $0 From Mod Plan, LOAs

NAVWAR TOTAL Phase check sum Q1 Q2 Q3 Q4 Program Alts $0 $0 $0 $0 $0 $0 Budget Comments

1. Labor & Matl $0 From Mod Plan, LOAs 2. Services $0 Negotiated with RMC for 800/900's

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33A-10 APPENDIX A APPENDIX A EXECUTIVE SUMMARY SHEET (Cont’d) CONTROLS AND PHASING (Cont’d) Sum of 1,2 a. Package Subtotal $0 Base Budget. No Growth or Fees.

b. Growth % 10.00% $0 % of (a) based on RMC / PARM policy c. Award Fee % of (a+b) 11.23% $0 For Cost contracts only Max % possible based on the contract d. BAF % of (a+c) 0.00% $0 Enter positive percent value if Gov Estimate expected to be LOWER than winning Bid / negotiated Target Cost e. Other costs $0 Explain in comments NAVWARALTS Budget $0 Budget cannot exceed control FYxx NAVWAR Control $0 From Mod Plan, LOAs NAVAIR/ TOTAL Phase check sum Q1 Q2 Q3 Q4 OTHER ALTS $0 $0 $0 $0 $0 $0 Budget Comments

1. Labor & Matl $0 From Mod Plan, LOAs 2. Services $0 Negotiated with RMC for 800/900's Sum of 1,2 a. Package Subtotal $0 Base Budget. No Growth or Fees.

b. Growth % 10.00% $0 % of (a) based on RMC / PARM policy c. Award Fee % of (a+b) 11.23% $0 For Cost contracts only Max % possible based on the contract

d. BAF % of (a+c) 0.00% $0 Enter positive percent value if Gov Estimate expected to be LOWER than winning Bid / negotiated Target Cost e. Other costs $0 Explain in comments NAVAIR/OTHER ALTS Budget $0 Budget cannot exceed control FYxx NAVAIR/OTHER Control $0 From Mod Plan, LOAs

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-33A-11 APPENDIX A UNFUNDED REQUIREMENTS USS XXX (XX-XX) Total = $0 JCN EQUIP NOUN NAME JOB SUMMARY MFOM (PRI CAT) PE Est Funding Type Risk Remarks MMBP Shortfalls

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-34-1 VOLUME VI CHAPTER 34 FLIGHT DECK NON-SKID INSPECTION REFERENCES. (a) OPNAVINST 4700.7 - Maintenance Policy for U.S. Naval Ships (b) COMNAVAIRFORINST 4790.2 - Naval Av iation Maintenance Program (NAMP) (c) COMNAVSURFOR/CO MNAVAIRFOR/COMMARFORCOM/COMMARFORPAC 4790.3 Instruction - Prevention of Foreign Object Damage (FOD) on CVN and LHD/LHA Class Ships (d) NAVSEA S9086-VD-STM-010 - NSTM Chap ter 631 - Preservation of Ships in Service General (e) NAVSEA S9086-VG-STM-010 - NSTM Ch apter 634 - Deck Coverings General (f) COMNAVSURFOR/COM NAVAIRFOR 9634.2 Instruction – Deck Nonskid Application, Inspection, Training, Quality Assurance and Reporting Procedures 34.1 PURPOSE. The purpose of this section is to prevent Foreign Object Damage (FOD) to aircraft engines as it relates to flight deck non-skid, and to provide guidance on flight deck non- skid repair aboard Amphibious Class Ships and Aircraft Carriers conducting fixed wing aircraft operations. It is necessary to repair damaged non-skid in areas exposed to aircraft launch and recovery operations in a timely fashion in order to minimize risk of FOD to aircraft engines. Maintenance policy for ships is outlined in reference (a) and information regarding the Naval Aviation Maintenance Program is located within reference (b). The inspection of flight deck non-skid is to be accomplished prior to the first flight operation of the day per reference (c). 34.2 BACKGROUND. a. Ingestion of foreign objects by gas turb ine engines accounts for the largest percentage of premature engine removals from naval aircraft. FOD to an aircraft gas turbine engine caused by ingestion of flight deck non-skid can degrade engine performance and drive unscheduled removal and replacement of a damaged engine. Catastrophic engine failure from FOD may lead to loss of aircraft. Additionally, FOD presents personnel and material hazards, consumes valuable maintenance man-hours, imposes additional unscheduled workloads, creates additional logistics requirements, wastes dollars, and reduces operational readiness. b. All non-skid materials will produce chips from daily wear associated with aircraft and ground support operations. Flight deck cleaning and FOD walk downs prior to flight operations are used as a precaution against ingestion of non-skid and other foreign objects by aircraft. c. Routine operations may damage flight deck non-skid. Wear and tear associated with helicopter landing skids, and the impacts of dropped or dragged heavy or sharp items may each result in damaged non-skid that exposes the flight deck bare metal surface. Corrosion associated with this bare metal eventually undercuts the non-skid in adjacent areas, leading to failure of the non-skid coating and a subsequent FOD risk.

COMUSFLTFORCOMINST 4790.3 REV D CHG 1 15 Jan 2021 VI-34-2 d. The consequences of damaged non-skid a nd the associate FOD risk make it imperative that damaged non-skid is repaired in a timely manner. 34.3 SCOPE. This chapter applies to all Amphibious Warfare ships and Aircraft Carriers that conduct fixed-wing aircraft operations. 34.4 RESPONSIBILITIES. 34.4.1 Ship’s Force. a. The non-skid inspection and repair pro cedures described are accomplished by Ship’s Force, in order to provide early detection and treatment of corrosion and non-skid failures. Maintenance Requirement Cards contained within the Planned Maintenance System provide specific guidance for performing inspection of critical coated non-skid decks for corrosion and non-skid coating failure(s). Refer to reference (d) for boundary requirements for preparation and painting and critical coated decks are described in reference (e). b. The following actions apply to ship’s fo rce when non-skid discrepancies are found: (1) Non-skid failure less than 36 square in ches - Repair with primer no later than 28 days after discovery. (2) Non-skid failure greater than 36 inch es and less than 50 square feet - Repair with non-skid system no later than 28 days after discovery. (3) Ship’s force will contact the Type Commander when areas of non-skid failure are greater than 50 square feet, or total area of non-skid failure is greater than 500 square feet. 34.4.2 Quality Assurance Officer (where assigned). Refer to Non-skid Quality Assurance Officer (QAO) for disposition of failed non-skid requiring submission of Work Request to Industrial Activity to repair or replace failed non-skid. N onskid QAO is defined in reference (f). All non- skid existing or corrected problems/discrepancies must be listed in the Work Center's CSMP for history purposes.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-35-1 VOLUME VI CHAPTER 35 REGIONAL MAINTENANCE CENTER I-LEVEL MAINTENANCE CAPABILITIES LISTING OF APPENDICES. A Regional Maintenance Center I-Level Maintenance Capability Matrix 35.1 PURPOSE. This chapter provides a listing of Regional Maintenance Centers (RMC) I- Level maintenance capabilities for Surface Force ships and defines related reporting requirements. The Strike Force Intermediate Maintenance Activity (SFIMA), volume III, chapter 6 of this manual describes policies, provides governance and reporting requirements, and assigns roles, responsibilities, and actions necessary for Strike Group units. 35.2 BACKGROUND. The primary mission of an RMC is to promote surface ship readiness via assessment, troubleshooting, and repair of systems and equipment which are beyond the technical capability or capacity of Fleet units. A secondary mission of an RMC is to provide enough production work experience and on-the-job training to sailors for them to improve their technical knowledge and, where appropriate, earn a Navy Enlisted Classification (NEC) code used to fill Navy Afloat Maintenance Training Strategy (NAMTS) billets when returning to sea duty. An RMC accomplishes both of these missions, in part, with the sustainment and utilization of their I-Level maintenance capability. 35.2.1 Onboard Support. In addition to ship-to-shop and standard shipboard repair and maintenance work, the RMC I-Level capability is utilized to provide onboard Maintenance Assist Team (MAT) I-Level support to ships in port. The MAT concept was designed to bring RMC repair and maintenance training capability to bear on shipboard systems to improve Ship’s Force repair, self-assessment, maintenance and equipment operations capability. 35.2.2 Applicable Regional Maintenance Centers. There are five RMCs with existing surface ship I-Level workforce: three of which are stand-alone Activities and two that are incorporated within Naval Shipyards. Southwest Regional Maintenance Center (SWRMC) is located in San Diego, CA. Hawaii Regional Maintenance Center (HRMC) is a function incorporated within Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility (PHNSY&IMF). Northwest Regional Maintenance Center (NWRMC) is a function incorporated within Puget Sound Naval Shipyard and IMF (PSNS&IMF). NWRMC also includes Everett, WA maintenance operations. Mid Atlantic Regional Maintenance Center (MARMC) is located in Norfolk, VA. Southeast Regional Maintenance Center (SERMC) is located in Mayport, FL. 35.3 RESPONSIBILITIES. 35.3.1 Fleet Commanders. (individually or jointly, as appropriate). a. Approve changes, additions and dele tions to the I-Level Capabilities Matrix (Appendix A) as recommended by the Type Commanders (TYCOM). b. Approve recommended changes to the NAMTS NEC At-Sea Requirements Matrix as provided by the TYCOMs. c. Approve and forward, with endorsement , NAMTS NEC modifications as developed and recommended by Commander, Navy Regional Maintenance Center (CNRMC)

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-35-2 with TYCOM concurrence, to the Navy Enlisted Occupational Classification System Board. d. Review, approve and submit Billet Change Requests (BCR) developed by CNRMC, to support the sea and shore rotation requirements. e. Request additions and dele tions to the I-Level capabilities listed in Appendix A and corresponding capacities at each RMC based on utilization metrics and written Business Case Analysis to the cognizant Fleet Commander. f. Ensure full utilization of the full range of organic RMC I-Level capability identified in Appendix A. g. Establish and communicate work prioriti es to CNRMC and cognizant RMCs. Resolve work priority conflicts as necessary. h. Regularly assess NAMTS maintenance ski lls required on respective afloat units. i. Approve CNRMC recommended, or reco mmend additional changes to specific NAMTS maintenance skills and required training for billets on respective afloat units. j. In collaboration with CNRMC, review and recommend NAMTS NEC At-Sea Requirements Matrix revisions to the cognizant Fleet Commander(s). k. Review and approve establishment and disestablishment of MATs, as recommended by CNRMC. Optimize utilization of MATs capacity within existing total I-Level workload in each cognizant RMC. 35.3.2 Commander, Navy Regional Maintenance Center. CNRMC will: a. Provide the capabilities identified in Appendix A following all applicable policy, regulations and technical requirements. Ensure detailed capability manuals are issued by each RMC to expound on and clarify the exact capabilities identified in Appendix A. b. Coordinate with the TYCOMs to ensure full utilization of the funded capacity, adjusting capacity as necessary. Include utilization analysis and NAMTS Program inspections in Fleet Maintenance Activity Assessments of RMCs. c. Provide cost estimates and implemen tation plans to the Fleet Commanders for proposed additions and deletions to capabilities in Appendix A, as well as increases or decreases to capacity at any and all RMCs. d. Establish policy, requirements and dir ection for NAMTS program management and execution at RMCs. (1) Provide oversight of NAMTS program execution and qualifications to ensure: (a) Compliance with NAMTS roles, responsibilities and program execution per the NAMTS desk guide, CNRMC M-4700.12. (b) NAMTS enrollment and qualification is maximized. (c) “Hands-on” journeyman-level skills training is an integral part of Job Qualification Requirement (JQR) qualification.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-35-3 (d) The number of experienced JQ R journeyman qualified personnel produced, is adequate to fill NAMTS NEC-coded afloat billet requirements established by the cognizant Fleet Commander(s). (2) Provide NAMTS JQR Life Cycle Management including the following: (a) Coordinate with TYCOMs, Surf ace Warfare Officer’s School - Fleet Enlisted Engineering Training and RMCs to ensure JQRs meet NAMTS NEC requirements. Changes to NAMTS NEC requirements may result from ship system modifications, upgrades or new acquisitions. (b) Develop, review, coordinate feedback or revise JQRs as required. At a minimum, coordinate JQR reviews every three years. (c) Approve new and changes to JQRs. Determine or approve which JQRs are executed at RMCs. (d) For new JQRs, coordinate the development and submission of Course Identification Number packages to support NEC management and training accomplishment. (e) Maintain Master JQR Library. (3) Maintain and monitor a master test question data bank to support pre- and post- JQR examinations and JQR qualification oral boards. (4) Promote NAMTS program awareness among Fleet activities and sailors, to include: (a) Host and maintain an inform ation web site that supports NAMTS program management and awareness, training materials and metrics. (b) Publish newsletters and other me dia to enhance program awareness. (c) Establish and maintain a system of metrics to reflect NAMTS program performance including eligibility, enrollment and qualification trends. (5) Establish a manpower and NAMTS NEC At-Sea Requirements Matrix and coordinate periodic reviews with TYCOMs. (a) Develop quarterly review sc hedules to ensure Ship Manning Documents for all afloat units are reviewed annually at a minimum. (b) In conjunction with manpower reviews, the NAMTS NEC At-Sea Requirements Matrix must be reviewed annually. (c) Review sea and shore rotation impacts resulting from recommended NEC changes. (d) Submit review results and reco mmendations to United States Fleet Forces or Commander, Pacific Fleet via TYCOMs prior to BCR submissions. 1 NAMTS NEC At-Sea Requirements Matrix changes.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-35-4 2 NAMTS NEC modifications through the Navy Enlisted Occupational Classification System Board process. 3 Navy Manpower Analysis Center NEC changes. (6) Conduct Quarterly NAMTS Program Re views with RMC representatives. Reviews must include at a minimum: (a) Eligibility, enrollment, qualification and NECs award trends. (b) Status of manpower, NAMTS NEC At-Sea Requirements Matrix reviews, BCRs, NEC modifications, feedback reports or other pending actions. (7) Develop a series of metrics to measure and monitor the performance and overall health of the NAMTS program. In particular, eligibility, enrollment, qualification and NEC award trends, accounting for all Sailors in NAMTS NEC source ratings, must be measured and analyzed. Metrics must be developed to support both program monitoring within the NAMTS organization and up line reporting as required. e. As MAT Program Manager, establish requirements and guidance for the execution of MATs at the RMCs, including reporting requirements. f. Coordinate with the cognizant TYCOM on the establishment, disestablishment and utilization of MATs. 35.3.3 Regional Maintenance Center. a. RMC areas of responsibility are the same as those identified in Volume II, Part I, Chapter 2, paragraph 2.1.1, Table 2.1 of this manual. The RMC must exercise all I- Level functions and responsibilities when services are required or requested by fleet activities within these areas unless assigned to another RMC by the Fleet Maintenance Officer. This includes utilization of the I-Level capability as appropriate. b. Include details of I-Level capabilities in RMC capability manuals. c. Identify and communicate shop loading to applicable Forces Afloat and TYCOMs to ensure full utilization of the funded capacity. This includes the use of this capacity to establish MATs. d. These requirements apply to Naval Shi pyards when they are assigned RMC functions. 35.4 REGIONAL MAINTENANCE CENTER PERFORMANCE MEASURES. RMC I-Level capability performance will be reported monthly to CNRMC per guidelines in Volume II, Part I, Chapter 4, paragraph 4.6.5.1 of this manual for continuous evaluation. a. MAT utilization and performance measures must be included in the RMC monthly I- Level Reports. b. CNRMC will provide quarterly summary reports of I-Level performance, including MATs, to the cognizant TYCOM and Fleet Maintenance Officer.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-35A-1 APPENDIX A APPENDIX A REGIONAL MAINTENANCE CENTER I-LEVEL MAINTENANCE CAPABILITY MATRIX CATEGORY CAPABILITY MARMC SERMC SWRMC NWRMC HRMC I EXECUTION OF ASSIGNED SHIP REPAIR AND MAINTENANCE X X X X X I-A Perform structural repairs (Shipfitter) X X X X X I-B Perform pipe repairs (Pipefitter) X X X X X I-C Perform insulation and lagging services X X X X X I-D Perform repair and maintenance of ship’s RHIBs X X X X X I-E Perform (Inside Machinist) machining services X X X X X I-F Perform diesel engine governor and injector repairs and maintenance X X X X X I-G Perform valve repair and maintenance X X X X X I-H Perform diesel engine repair and maintenance X X X X X I-I Perform hydraulics system repair and maintenance X X X X X I-J Perform pump repairs and maintenance X X X X X I-K Perform gas turbine repairs and maintenance X X X X X I-L Perform (Outside Machinist) machin ery repairs and maintenance X X X X X I-M Perform air conditioning and refrigeration repair and maintenance X X X X X I-N Perform flex hose fabrication and testing X X X X X I-O Provide mechanical and photo engraving services X X X X X I-P Provide key and lock repair services X X X X X I-Q Perform repairs and maintenance to heat exchangers X X X X X I-R Perform inside electrical repair and maintenance, including motor troubleshooting X X X X X I-S Provide sound vibration analysis of rotating equipment (both in place and in shop) X X X X X I-T Perform outside electrical repair and maintenance X X X X X I-U Perform cableway inspections X X X X X I-V Perform repair and maintenance of interior communication systems X X X X X I-W Perform test, repair and maintenance of electronic modules (2M) and provide qualification services for shipboard site reviews and personnel certification of (2M) technicians X X X X X I-X Perform repair and maintenance of electronics systems X X X X X I-Y Perform repair and maintenance of sonar systems X X X X X

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-35A-2 APPENDIX A CATEGORY CAPABILITY MARMC SERMC SWRMC MWRMC HRMC I-Z Perform repair and maintenance of fire control and weapons systems X X X X X I-AA Perform repair and maintenance of antennas X X X X X I-AB Provide corrosion control services (also as part of all NAMTS NECs) X X X X X I-AC Perform repair and maintenance of HLS and RAST systems X X X X X I-AD Perform repair and maintenance of life rafts X X X X X I-AE Repair and overhaul CIWS and 25mm chain guns X X X X X I-AF Perform repair and maintenan ce of mine warfare specific systems X X I-AG Provide diving services, including hyperbaric chamber X X X X X I-AH Perform rigging, weight testing and manufacture of weight handling devices X X X X X I-AI Provide oil analysis, spectral analysis, fluid contamination and particle contamination services X X X X X I-AJ Perform non-destructive testing X X X X X I-AK Provide weld qualification services X X X X X I-AL Provide the services of a certi fied Marine Gas Turbine Inspector X X X X X I-AM Provide various calibration services not provided by regional calibration centers X X X X X I-AN Provide SISCAL Level II services X X X X X I-AO Provide shipboard welding and brazing services X X X X X I-AP Provide SCBA Cylinder testing and mask flow testing X X X X I-AQ Provide Maintenance Assist Teams (MAT) X X X X X I-AR Provide test, repair and maintenance of fiber optics and provide qualification services for shipboard site reviews and personnel certification of fiber optics test and repair (FOTR) technicians X X X X X

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36-1 VOLUME VI CHAPTER 36 SURFACE FORCE SHIP AND AIRCRAFT CARRIER MODERNIZATION PROGRAM REFERENCES. (a) NAVSEA SL720-AA-MAN-030 - Navy Mode rnization Process Management and Operations Manual (NMP-MOM) (b) COMUSFLTFORCOMINST/COMPACFLT INST 4720.3 - Commander United States Fleet Forces Command (COMUSFLTFORCOM)/Commander Pacific Fleet (COMPACFLT) C5ISR Modernization Policy (c) DODINST 5000.2 - Operation of the Defense Acquisition System LISTING OF APPENDICES. A Modernization Plan Flowchart B Ship Change Document Template C Technical Assessment Flowchart D Cost Benefit Analysis Flowchart E Alteration Figure of Merit Flowchart F Voting Database Flowchart 36.1 SCOPE. This chapter is applicable to all Surface Force and Aircraft Carrier ships and shore activities involved in ship modernization. The provisions of this chapter have been developed in collaboration with Naval Operations (OPNAV). Where there are conflicts with reference (a), this chapter must take precedence until such time as OPNAV implementing directives can be modified and issued. References (b) and (c) govern the management of afloat Combat Systems and Command, Control, Communications, Computers, Collaboration and Intelligence installations and improvements, and Initial Adversary Vulnerability Assessment policies and remain in effect as written. Type Commander (TYCOM) Maintenance Directorates must be the lead for ensuring implementation. Ships will continue the current practice of forwarding change requests to the Immediate Superior In Command (ISIC), who will forward the change request to the respective TYCOM for entry into the Navy Data Environment (NDE). Only alterations entered in NDE will be considered for inclusion in Modernization Programs. This chapter is not applicable to submarines. Submarines will continue to utilize existing instructions. 36.2 PURPOSE. The purpose of this chapter is to document the Surface Force Ship and Aircraft Carrier Modernization Program, which emphasizes early decisions under the control of United States Fleet Forces Command (USFFC), Pacific Fleet, and Navy Cyber Forces (CYBERFOR), and expands on the decision process for deciding which alterations and modifications will be developed, procured, certified and installed on all surface force ships and aircraft carriers. The objective is to assure that fleet modernization investments address the fleet’s greatest concerns and are integrated and prioritized across Strike Groups, ships, systems and warfare areas. The process directly involves Navy leadership at all levels (Fleet, OPNAV, Force TYCOMs, Systems Commands (SYSCOM) and Program Executive Offices (PEO)) in the programming, planning and installation of modernization in a consistent and disciplined manner.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36-2 36.3 BACKGROUND. The End-to-End Ship Maintenance and Modernization (previously Ship Maintenance (SHIPMAIN)) was developed to concentrate on the early decision process regarding which alterations are to be accomplished. This process provides timely Fleet involvement and the assurance that changes are driven by current fleet requirements. The Modernization Program itself was implemented to modify the Entitled Process (formerly the Fleet Modernization Program (FMP)) due to Fleet concerns which included alterations developed and hardware procured but never installed. It was to also alleviate concerns over significant changes to availability work packages after authorization letter issuance, and alteration installation problems caused by failure to satisfy planning milestones. While these issues are often times driven by overall funding instability in Navy budgets and changing priorities, the associated costs consume modernization funding minimizing the ability to modernize. The Navy Modernization Process (NMP) has replaced the FMP and is documented in reference (a). The NMP provides a structure for the orderly identification, approval, design, planning, programming, budgeting, installation, life cycle support and configuration control of technical and survivability improvements to all ships of the active and reserve fleets. This chapter also provides overall prioritization in the alterations to be accomplished and discipline and accountability in the adherence to NMP processes. 36.4 PROCESS. Appendix A provides a flowchart of the entitled modernization process decision and prioritization. 36.4.1 Key Elements. Key elements of the Surface Force Ship and Aircraft Carrier Modernization Program are: a. A single process to identify, evaluate a nd approve all hardware and computer software modifications to all ships and ship’s systems. The Entitled Modernization Process is owned by the Fleet and executed through SYSCOM and TYCOMs. The Commander, Naval Sea Systems Command (COMNAVSEASYSCOM) acts as the executive agent for the Chief of Naval Operations (CNO) in the execution of Navy Modernization. Following the “Virtual SYSCOM Engineering and Technical Authority Policy”, the SYSCOMs execute technical authority within their areas of responsibility, technical integrity and expertise. The process operates in concert with Acquisition Program processes of reference (b). b. Consolidation of all al terations into two types: (1) Fleet alterations funded by the Fleet. (2) Program alterations funded by the SYSCOMs and PEOs. c. The Entitled Process is comprised of five distinct phases and three Decision Points to take a proposed change from conception to completion. This process is executed using the Ship Change Document (SCD). Senior Fleet and OPNAV personnel comprise the Decision Boards identified in paragraph 36.6 of this chapter. Provisions exist to combine Phases II and III for less complex changes as delineated in paragraph 36.4.8 of this chapter. Any major changes encountered during Ship Integration will require reporting back to Decision Point 3 for approval to continue the Ship Change. d. A single database, maintained by Naval Sea Systems Command (NAVSEA) 09M Maintenance and Modernization Department (currently NDE for Surface Force and Aircraft Carrier Modernization).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36-3 e. The Fleet and TYCOMs collaborate w ith OPNAV, SYSCOMS and PEOs in the decision making process, utilizing three boards of stakeholders at the O-6, one and two-star Admiral, and three-star Admiral level. Voting members of the boards represent appropriate Fleet and OPNAV organizations. SYSCOM and PEO representation is included to validate the readiness of the alteration to proceed to the next step. Paragraph 36.5.2 of this chapter addresses the business rules associated with the voting process. Depending on cost and impact thresholds, decisions are made by one of the three boards. An electronic voting capability (eVote), embedded in NDE, will be used on a continuing basis to facilitate timely action by the boards, and minimize the need for boards to formally convene. NAVSEA 09 will ensure data is available to voting members 10 to 14 days prior to the required voting date. As noted on the Modernization Plan Flowchart, Appendix A of this chapter, Technical Assessments are conducted at three points in the process, and in conjunction with the Alteration Figure of Merit (AFOM) and Cost Benefit Analysis (CBA) blocks, are assembled in a Recommended Change Package (RCP) which provide the basis for decisions made by the O-6, 1 and 2 Star and 3 Star Boards. (1) The O-6 level board approves Fleet a lterations except in cases where the scope and complexity dictate referral to a higher level board, makes the majority of decisions involving the lower cost and lesser impact Program alterations, and provides recommendations for the higher level boards. (2) The one and two-star board valida tes the O-6 board decisions and provides Fleet, OPNAV and claimant recommendations to Acquisition Category (ACAT) III and ACAT IV and below program milestone decision authorities. (3) The three-star board sets overall pr iorities, makes the decisions involving the higher cost and higher impact alterations, validates one and two-star board decisions, provides Fleet, OPNAV and claimant recommendations to ACAT I and ACAT II program milestone decision authorities, and approves the Surface Force Ship or Aircraft Carrier Modernization Pre-Overseas Movement (POM) Submission (Capability Plan). f. The Modernization process is designed to accommodate initial submission of an SCD early in the life of requirements definition for a ship or system capability or program. This is accomplished by submitting an SCD for the system or program across the Five Year Defense Program (this includes all software support programs). As changes are more definitively identified, separate SCDs will be developed as supportive to the capability or program SCD (examples of supportive SCDs can include hardware updates, software upgrades, Hull, Mechanical and Electrical (HM&E) changes, etc.). 36.4.2 Decision Points. There are three main decision points exercised by the review boards (Steps 60, 140 and 220 of Appendix A); and all three are supported by technical assessments, cost benefit analyses and figure of merit assessment reviews. a. Decision Point 1: The purpose of Deci sion Point 1 is to approve the entry of the concept design and to include the proposed change in the Modernization Plan. Approval at this point constitutes Resource Sponsor commitment to fully fund the change in the POM. It is recognized that follow-on budget decisions beyond the

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36-4 control of the Resource Sponsor may require relief from that commitment, however, the Resource Sponsor will then advise the Voting Boards for consideration of the change in future budgets. Some programs or capabilities may not be defined to the alteration level based on the need for further technical definition. In those cases, the program or capability will be submitted as a single SCD for consideration at Decision Point 1. In Phases II and III, the program or capability will be defined in multiple alterations as required. b. Decision Point 2: The purpose of Deci sion Point 2 is to validate or update the Modernization Plan and to proceed with design development, with Resource Sponsor confirmation that funds exist in the budget to fully execute the Ship Change. c. Decision Point 3: The purpose of D ecision Point 3 is to validate or update the Modernization Plan and to proceed with material procurement and scheduling installations with Resource Sponsor confirmation that funds exist in the budget to fully execute the Ship Change. 36.4.3 Ship Change Document. The principal document used in the Technical Assessments is the SCD, illustrated in Appendix B, which remains with an alteration throughout its development. The SCD replaces the Justification Cost Form, In-service Engineering Change Proposal, the Ship Alteration Record and all other alteration documents (e.g., Field Change, Ordnance Alteration) which were used in the former FMP. The SCD is prepared by any activity and must meet specific minimum requirements addressed in paragraph 36.5 of this chapter, in order to proceed beyond Block 10. After the SCD is prepared it is forwarded to an authorized submitting activity for entry into NDE. For SCDs submitted as described in paragraph 36.4.1 of this chapter, all cost information must be complete and cover the entire program. A submitted supportive SCD’s costs will be decremented from the capability or program SCD. Authorized submitting activities are: a. TYCOMs. b. OPNAV. c. PEOs. d. Participating Acquisition Resource Managers (PARM). e. Life Cycle Managers. f. Fleet Commanders. 36.4.3.1 Phase I. The Phase I steps consist of: a. The initiator must provide data for al l SCD Phase I fields at a minimum prior to submission to the submitter. b. A preliminary tracking number must be au tomatically assigned by the system (NDE). c. The initiator and the submitter must have the ability to review the draft SCD at any time in the preparation process. d. This form must be able to be viewed at any point in the process once submitted. e. Minimum header data required uniq uely defining the Configuration Change (functional definition, class affectivity, functional areas).

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36-5 f. Fleet requirement, descrip tion of change, and impact to the Fleet if not accomplished. g. The submitter will either approve the change and put into NDE officially or kill the change. Entering an SCD at this point establishes that the SCD has officially entered the Entitled Process. h. The submitter will ensure there are no duplicate SCDs. i. The submitter must be able to expedite Alte rations that are considered to be critical by Fleet by setting an “Expedite” flag in SCD. Expedited SCDs are considered first in any process work queue. j. The submitter must be able to identify previously shelved alterations and resubmit to the process using previously assigned SCD identification via TYCOM or OPNAV Sponsor. k. The “expedite alert” box should be check ed “yes” when operational readiness (i.e., correction of a C4 Casualty Report) or safety to personnel is effected. l. All authorized SCDs must be assigne d a sequential Ship Change Number by the system (NDE). NOTE: THE PROCESS ENABLES LESS COMPLEX CHANGES TO COMBINE PHASES II AND III, AS DETERMINED IN THE INITIAL TECHNICAL ASSESSMENT. 36.4.3.2 Phase II. The Phase II steps consist of: a. The Submitter receives a pproval of SCD Phase I and notification to complete SCD Phase II or IIa, if approved by Voting Board, form. b. The submitter will utilize internal proce sses to complete preliminary engineering and provide a draft SCD Phase II to the Change Manager in the respective Ship Program Manager Office. 36.4.3.3 Phase III. The Phase III steps consist of: a. Submitter receives approved SCD Phase II. b. The submitter will utilize internal processes to complete engineering and design development and provide a draft SCD Phase II (a) or III. 36.4.4 Technical Assessment Teams. Technical Assessment Teams (TAT) are assigned at NAVSEA and will be made up of subject matter technical experts related to the scope of the SCD. 36.4.4.1 Technical Assessments. Technical Assessments are performed at three separate stages in the process to support decisions to complete preliminary engineering, design development and detail specifications. 36.4.4.2 Technical Assessment Business Rules. Appendix C reflects the Technical Assessment flowchart. 36.4.4.3 Phase I Technical Assessment Rules. The following Phase I Technical Assessment Business Rules apply:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36-6 a. Ship’s Program Manager (SPM) can not send a change idea to history. b. TAT review process will take no longer than 5 days. c. Any negative recommendation must include a justification. d. Due to limited engineering requirements and limited impacts to existing equipment and the ships, some changes may be permitted to have Phase II and Phase III combined. In order to determine if there is sufficient reason to combine these two phases for a particular change, the TAT must consider the Scope (SCD Phase I, Item 3.a) of the change. 36.4.4.4 Technical Assessment Teams. TATs will be allowed to change fields to correct data. If any information is changed, a record of the change will be kept and the submitting Point of Contact notified for concurrence. 36.4.4.5 Changes. Identify changes that may supersede or be redundant with an existing change. Should the SPM require additional clarification, endorsement will not be forwarded prior to attempting issue resolution via TAT Lead. Unresolved issues will be noted in the Technical review comments and forwarded. 36.4.4.6 Phase II Technical Assessment Rules. Should the SPM require additional clarification, endorsement will not be forwarded prior to attempting issue resolution via TAT Lead. Unresolved issues will be noted in the Technical Assessment comments and forwarded. TAT will take no longer than 45 days to complete. 36.4.4.7 Phase II(a) Update Technical Assessment. In this phase, complete technical data will be available for review in the draft Phase II(a) SCD. Phase II(a) will combine Phases II and III in order to streamline the process. The same basic tenets of the process described for Phases II and III will apply. The TAT will complete their review within 60 days. 36.4.4.8 Phase III Technical Assessment Rules. In this phase, complete technical data will be available for review in the draft Phase III SCD, but the basic tenets of the process described for Phases I and II will apply. TAT will complete their review in this phase in no more than 60 days. 36.4.5 Cost Benefit Analysis. A CBA is conducted at step 40 of the process, and then updated at steps 120 and 200, to support Modernization Plan decisions by the three established review boards. Appendix D reflects the Cost Benefit Analysis Flowchart. It is imperative that sound cost estimates be developed to make these analyses valid. The CBAs, the Technical Assessments and AFOM assignments together form the RCP which are provided to the respective review boards to support board decisions on proposed shipboard changes. These analyses are accomplished by Independent Cost Review (ICR) Teams under the direction of NAVSEA 017. All cost data to support the CBA process is derived from the SCD, initially submitted by the activity proposing the change, and then updated throughout the process. 36.4.5.1 Phase I Preliminary Analysis Business Rules. In this phase, the purpose of the ICR Team is to review cost data entered in the SCD for completeness and reasonableness to support Decision Point I. The input to the CBA process is an affirmative designation by the Technical Analysis Team. In this phase, the ICR Team is expecting high-level cost information (e.g. Concept Development Cost, Preliminary Engineering Cost, Design Development Cost, Procurement Cost and Installation Cost). This cost data will be provided by responsible PARMs

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36-7 and SPMs as direct inputs into the SCD resident in NDE. NDE maps this data into a Cost Reduction and Effectiveness Improvement (CREI) document designated as the CREI Template which automatically calculates cost metrics such as Return on Investment, Net Present Value (NPV) and Payback Period. When the calculations have been made by the CREI Template, a notification is electronically forwarded to Subject Matter Expert (SME) members of the ICR Team. The cost data fields in NDE will be locked precluding uncontrolled changes and can only be unlocked by a member of the ICR Team. If the ICR Team has questions about the data, they will be provided back to the data source through a “feedback” loop managed by NAVSEA 017. The feedback process will only be exercised one time (if necessary), and will then be forwarded to the Decision Board for their review and decision. The ICR Team will not alter cost data; but will use the feedback loop as the conduit for questioning submitted cost data. Should the source of the cost data determine a change to submitted cost information is warranted based on ICR Team questions, they will enter the corrected data in NDE after consultation with the NAVSEA 017 Area Coordinator. The Area Coordinator will obtain concurrence from respective ICR Team members and unlock applicable cost data fields. The source of the cost data will have two (2) working days to make the change to appropriate fields, at which time the fields will again lock and the data passed to the RCP and review by the appropriate board. In those instances, where the source of the cost data does not agree with changes proposed by the ICR Team, the unaltered data will be forwarded for inclusion in the RCP as well as the ICR Team comments. 36.4.5.2 Phase II Concept Design Cost Benefit Analysis Update. In this phase, the ICR Team is looking for more fidelity in the cost data provided to support Decision Point 2. The basic CBA Process in this phase mirrors Phase I, with the following exceptions or additions: a. If the Program Manager (PM) experiences cost growth of greater than 10% in the total program budget, the PM must notify the appropriate Sponsor (Fleet or OPNAV). The Sponsor may decide to address this issue with the Decision Board. b. The Sponsor must be notifie d if, in the year of execution, a cost shortfall identified that is within the Program Managers ability to cover, or adjustments are made to the Modernization Plan. c. If the total cost estimate of an alte ration exceeds the appropriate threshold for the respective phase (i.e. 40% Phase I, 25% Phase II, 15% Phase III), the PM must notify the appropriate Sponsor (Fleet or OPNAV). At that point, the Sponsor may decide to address the issue with the Decision Board. 36.4.5.3 Phase III Design Development Cost Benefit Analysis Update. In this phase, the ICR Team is expecting detailed cost data to be available to support Decision Point 3, however, the basic CBA Process mirrors that conducted in Phases I and II. 36.4.6 Alteration Figure of Merit. The AFOM is used in concert with the Technical Assessment and the CBA to form the RCP, which is provided to and forms the basis for the Board Decisions. The AFOM is initially calculated prior to Decision Point 1, and then updated to support Decision Points 2 and 3. The AFOM is defined as the quantitative “War Fighting or Readiness Benefit” assigned to each proposed alteration. Appendix E reflects the AFOM Flowchart. Fleet and OPNAV members of the 3-Star Board weight this structure annually, on or about October of the fiscal year, using United States Fleet Forces Command guidance which is based on numbered Fleet and TYCOM Integrated War Fighting and Readiness priorities and additional inputs from

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36-8 the CNO Campaign Analysis and Sea Trials processes. There are two components to the process of assigning AFOMs to each SCD: a. The annual establishing of we ights based on Fleet priorities. b. The continuous action by respective TYCO Ms to assign index values to standardized rating scales that address: (1) Suitability (Reliability, Main tainability, Operational Availability, Supportability, Safety). (2) Quality of Service or Quality of Life (QOS or QOL). (3) Capability. Separate from this annual event, TYCOMs continue to review and assign index values to the previously noted standard rating scales for each change as part of the throughput of SCDs. Commander, Naval Surface Forces or Commander, Naval Air Forces (COMNAVSURFOR or COMNAVAIRFOR) will rate each proposed alteration using established rating scales and Fleet Staff SME recommendations to calculate the AFOM through a Flag-weighted algorithm that resides in NDE. The TYCOM Rating Scale Index Value assignments are entered in NDE and calculated to provide an overall AFOM and nested AFOMs that articulate the change benefits of Capability, Suitability and QOS or QOL to the Entitled Process Decision Board members. 36.4.7 Annual Assignment of Weights. The annual assignment of weights is a key component of the AFOM assignment and ensures the AFOM process remains current with Fleet and Navy priorities. The weights are the foundation of the algorithm in NDE which calculates the AFOM assignment for each alteration. a. The Entitled Process 3 Star Board must annually determine the numerical weights of the Naval Power 21-based AFOM Benefit Structure using the Merit Assessment Questionnaire. The determination of AFOM Benefit weights will be executed using a pair-wise mathematical analysis tool. Each Entitled Process Fleet 3 Star Board member indicates his or her preferences using the formatted pair-wise questionnaire provided in the Merit Assessment Questionnaire. b. Respective TYCOMs will continue to review and assign initial AFOMs as dictated by the throughput of SCDs, using SMEs from activities in the area associated with each SCD. Each SCD that successfully completes the Technical Assessment block in each phase is mapped by the submitter in NDE by Naval Capability and routed to cognizant TYCOMs. The TYCOMs will canvass appropriate SMEs for input, providing relevant TYCOM-generated questions to the SME to assist in their review. Using these questions, the TYCOM SME representative will review the information listed in the SCD and will provide inputs back to the TYCOM by recommending the Index values associated with the AFOM Benefit Structure Rating Scales discussed earlier. The TYCOM will review inputs and enter the final Index value in NDE. NDE will aggregate TYCOM inputs and automatically calculate or recalculate the AFOM based on the algorithm which reflects the weights described. This process is replicated in each of the first three phases (Preliminary Analysis, Concept Design, Design Development) to support the three decision points. An overall AFOM score and a breakout of AFOM by Capability, Suitability, QOS or QOL and each of the four

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36-9 Naval Power 21 Capabilities (Sea Base, Sea Strike, Sea Shield, ForceNet) will be included on the RCP. 36.4.8 Combining of Phases. Guidelines for combining of Phases II and III: a. If the Scope is Internal Equipment Modi fication, all of the following criteria must be met: (1) The change can be accomplished without changing an interface external to the equipment or system. (2) The change is made within the equipment or system. (3) The change does not negatively im pact Strike Force Interoperability. (4) The change does not impact shipboa rd distributive systems (i.e., water, ventilation, electrical, power, etc.), Ship Selected Records or interfacing equipment or systems, compartmental arrangement records or Damage Control records. b. If the scope is Ship Modification, all of the following criteria must be met: (1) The change does not negatively im pact Strike Force Interoperability. (2) The change does not impact ship’s stability records (weight & moment). (3) The change does not impact or al ter the 3-dimensional footprint of the equipment being replaced. (4) The change does not impact shipboa rd distributive systems (i.e., water, ventilation, electrical, power, etc.), Ship Selected Records or interfacing equipment or systems, compartmental arrangement records, or Damage Control records. (5) The change does not impact manning levels. c. If all of the guidelines listed are met, the technical assessment team may recommend Phases II and III be combined. d. If the Phase I O-6 Board determines Ph ases II and III can be combined, then both Phases II and III of the SCD must be completed before going to the Decision Point 3 O-6 Board. e. Duration of Alterati on is designated as a Non-Permanent Installation (Previously termed Temporary Alteration). These changes will include prototypes, proof-ins and current TEMPALTS. This type of change will adhere to the following guidance: (1) A non-permanent install will start in Phase I and must be approved at Decision Point 1. After Decision Point 1, the change will proceed to SCD Phase II for concept design. (2) During concept design a Ship Change Data Package, including Plan of Action and Milestones, will be prepared and the proposal sent through the review process to Decision Point 2 for approval to install.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36-10 (3) Approval at Decision Point 2 constitu tes approval to install the non-permanent installation. At the completion of the authorized install period the change will either be: (a) Removed and all documentation forwarded to the review teams and Decision Point 3 to inform all parties of the results. (b) Make install permanent by forwarding results and Phase III SCD reflecting the need to make the change permanent and to install on other platforms. (4) Installation will be onboard for pre-sp ecified amount of time not to exceed one deployment cycle or one (1) year. (5) Sponsoring Activity may utilize inte rnal process to complete preliminary engineering and provide a draft Phase III SCD to the SPM Change Manager, or the SPM may task the Planning Yard to develop a Phase III SCD. (6) Sponsoring Activity must provide required documentation (e.g., ICDs) to support completion of the Phase III SCD. (7) Plan of Action and Milestones required for equipment development. f. If all of the guidelines listed are met, the technical assessment team may recommend Phases II and III be combined. g. If the Phase I O-6 Board determines Phas es II and III can be combined, Phases II and IIa of the SCD must be completed before going to the Decision Point 3 O-6 Board. 36.5 VOTING RULES. 36.5.1 Voting Database Rules. The principal document in the voting process is the RCP. The RCP is prepared electronically in NDE, and presents information from the Technical Assessment, AFOM, and CBA. While the RCP provides summary information, the capability exists to drill down to view more detail from the Technical Assessment, AFOM and CBA. The three Decision Boards mentioned in paragraph 36.6 of this chapter will be in place to approve RCPs and authorize SCDs to proceed to the next phase of the process. NDE will be the single authoritative database for Ship Modernization and will support the entire process, from alteration inception through installation of the alteration. NDE will include an electronic voting capability (eVote) to enable Decision Boards to convene virtually and on a continuous basis. 36.5.2 Initiate Ship Change Document Business Rules. The SCD will initially capture the basic idea, associated cost and mission capability information, but will be updated with more detailed information as the change matures through the process. The initiator of the change will prepare the SCD and forward to the organization, in their chain of command, authorized to submit the SCD into NDE (e.g., TYCOMs, OPNAV, PEO, PARM and Life Cycle Managers). The appropriate technical authority will be assigned at NAVSEA and will be responsible for providing updated data in the SCD to support the process through final disposition of the change. 36.6 DECISION BOARDS. 36.6.1 Decision Board Process. The three decision points in the process (i.e., Authorize and Fund Preliminary Engineering, Design Development and Procurement or Installation) are

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36-11 accomplished through the three Decision Boards (O-6, 1 or 2 Star, 3 Star). These decisions feed the POM or Budget process to create and sustain a fully funded ship Modernization Plan (MP). A positive decision at Decision Point 1 constitutes Resource Sponsor commitment to fund the alteration through development and final installation. Appendix F reflects the Decision Point Flowchart. For each alteration the Technical Assessment, AFOM Assignment and Cost Benefit Analysis are completed prior to each decision, and aggregated in a RCP to be considered by the voting boards. The RCP will be available on a read only basis in NDE for review by SPM, PM and PARM personnel prior to consideration by the boards. NDE will provide for electronic workflow such that SCD processing up to and including voting by board members can be done virtually. While the boards will operate in a hierarchical mode where decisions made at a lower level board will be validated by the senior board, the following thresholds are established for approval authority: a. O-6 Board < $50M Total Cost b. 1 or 2 Star Board $50-200M Total Cost c. 3 Star Board > $200M Total Cost 36.6.2 Board Specific Rules. The following specific rules apply to each Board: a. O-6 Review Board (1) Must meet continuously on a virtual basis and consider all RCPs. For items that are outside their fiscal threshold ($50M total program value) they make recommendations to higher boards. (2) All members have the opportunity to vote on all RCPs. (3) Concur or non-concur w ith recommendation to expedite. (4) Concur or non-concur with recommendation to go to Phase IIA. (5) Voting process will be achieved within the following timelines: (a) 5 working days to vote. (b) 5 working days to adjudicate f unding issues (associated with Funding Concurrence-resource identification). If resource sponsor fails to provide acceptable trade-off, the board has the authority to approve per SCD. b. 1-2 Star Review Board (1) Will meet monthly to review Modern ization Plan and to consider forwarded RCPs that fall within their monetary threshold (>$50M and <$200M total program cost). (2) Concur or non-concur w ith recommendation to expedite. (3) Concur or non-concur with recommendation to go to Phase IIA. (4) Voting process will be achieved within the following timelines: (a) 20 working days to vote.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36-12 (b) 5 working days to adjudicate f unding issues (associated with Funding Concurrence-resource identification). If resource sponsor fails to provide acceptable trade-offs, the board has the authority to approve per SCD. c. 3 Star Review Board (1) Will meet quarterly to review Modernization Plan and to consider forwarded RCPs that fall within their monetary threshold (above $200M total program costs). (a) Approve or disapprove 1- 2 Star Board recommendations. (b) Voting process will be achieved within following timelines: 1 60 days to vote. 2 5 days to adjudicate funding issues (associated with Funding Concurrence-resource identification). If resource sponsor fails to provide acceptable trade-offs, the Board has the authority to approve per SCD. (2) Submits annual Modernization Plan to OPNAV N7. 36.7 APPROVAL FOR FLEET ALTERATIONS. Approval for Fleet Alterations must be via official TYCOM Letter of Authorization following the milestone listed in Volume II, Part II, Chapter 2, Appendix D of this manual and entered into NDE. Alterations must not be authorized for installation unless included in NDE. The TYCOM must establish Fleet Alteration funding policies for each fiscal year by defining a “fleet modernization control” (i.e., a specified percent of the maintenance budget set aside for Fleet Alteration modernization). Resource sponsor (OPNAV N43) approval to fund alterations that result in exceeding the fleet modernization control will require offsets to be identified to keep the fleet modernization control at the specified level or percentage. If offsets cannot be identified, it will be the responsibility of the TYCOM to increase the fleet modernization control within the constraints of the maintenance budget (i.e., increases to the fleet modernization control will be offset by decreasing the amount of the maintenance budget allotted for maintenance). 36.8 EXECUTION YEAR CHANGES TO MODERNIZATION PLANS. It is expected this process will minimize changes during the execution year. Operational priorities may require some changes after the approved Modernization Plan has been submitted with the annual President’s budget submission to Congress. Execution year changes to the approved Modernization Plan will be limited and only as approved by the Voting Boards following fiscal statutes and regulations. 36.9 METRICS. 36.9.1 Ship Modernization Program Goal. A goal of the Ship Modernization Program is to instill discipline in the process, ensuring stability from alteration inception through final installation, minimizing deficiencies. To support this stability a number of business rules have been established within this chapter. The metrics established are used by all levels of the chain of command to measure the process, determine what barriers exist in the entitled process and to predict downstream milestone attainment. Metrics are not to be used to measure performance of

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36-13 individuals. Any methods employed to circumvent collection of valid metrics are counterproductive, mask real process improvement, and often create more work for Maintenance Team members. From a process improvement standpoint, it is far preferable to miss a metric milestone based on good business decisions rather than to work around the process measures to avoid the “hit”. Examples of undesirable actions: a. Cancellation of an aged, unscreened job w ith subsequent production of a new identical job for the sole purpose of avoiding a high cycle time. b. Having the ship re-upline a Maintenan ce and Material Management Maintenance Action Form (2-Kilo) with desired changes, knowing it will over write the shore file, rather than taking the First Pass Yield (FPY) hit and changing the original 2-Kilo. c. Not making needed changes to a 2-Kilo be fore screening it to a planning activity just to avoid an FPY hit. d. Utilizing the date the 2-Kilo is written and uplined as the “when discovered date” vice the date the deficiency was actually discovered in order to avoid a high ship to shore cycle time. 36.9.2 Evaluation. The five selected metrics will be used to evaluate the Ship Modernization Program processes. Regional Maintenance Center (RMC) Commanders will report metric measurements to Commander, Navy Regional Maintenance Center monthly. This reporting requirement allows process efficiency and effectiveness collaboration between SEA 04 and Commander, Navy Regional Maintenance Center where required, impacting process preplanning and execution during Maintenance and Modernization overlap. 36.9.2.1 Process Effectiveness. For all alteration installation completions, determine if it was accomplished in the same fiscal year as called for in the Modernization Plan developed during the most recent POM cycle. (Example: The Modernization Plan used as the baseline for this metric will be set by POM06 for Fiscal Year (FY)06 and FY07 and set by POM08 for FY08 and FY09.) Metric data will be collected and analyzed monthly with Fleet and Program alterations plotted separately. This same data will be tallied by SYSCOM on an annual basis. CALCULATION: 1. Total # of Fleet Alterations complete d as per the Modernization Plan schedule Total # of Fleet Alterations completed 2. Total # of Program Alterations complete d as per the Modernization Plan schedule Total # of Program Alterations completed a. Source Data and Reporting Frequency for Meas urement. All data used for this metric must come from Navy Data Environment-Navy Modernization (NDE-NM). A separate monthly tally of Fleet and Program alterations installed following the Modernization Plan will be plotted to provide a trend on the “effectiveness” of the process. b. Basis for Baseline: Since this metric is based solely on the entitled process, the baseline will be established after 12 months of data collection. c. Required NDE Fields:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36-14 (1) Alteration Identifier. (2) Alteration Type (Fleet or Program). (3) Installation FY from most recent POM cycle. (4) Actual completion FY. 36.9.2.2 Process Efficiency. The process efficiency is the percentage of planned installation dollars that were actually expensed. Comparison of the planned installation dollars to the actual cost of installations performed. For all alteration installation completions, determine if it was accomplished for the estimated cost as provided in the Modernization Plan developed during the most recent POM cycle. (Example: The Modernization Plan used as the baseline for this metric will be set by POM06 for FY06 and FY07 and set by POM08 for FY08 and FY09.) Metric data will be collected and analyzed monthly with Fleet and Program alterations plotted separately. CALCULATION: 1. Total estimated cost of Fleet Alterations co mpleted as per the Modernization Plan schedule Total actual cost of completed Fleet Alterations 2. Total estimated cost of Program Alterations completed per the Modernization Plan schedule Total actual cost of completed Program Alterations a. Source Data and Reporting Frequency for Meas urement. All data used for this metric must come from NDE-NM. A separate monthly tally of Fleet and Program alterations installed following the Modernization Plan will be plotted to provide a trend. Source Data: NDE-NM b. Basis for Baseline. Since this metric is based solely on the entitled process, the baseline will be established after 12 months of data collection. c. Required NDE Fields: (1) Alteration Identifier. (2) Alteration Type (Fleet or Program). (3) Installation cost estimate from most recent POM cycle. (4) Actual installation completion cost. 36.9.2.3 First Pass Yield. For all SCDs, keep a count of how many are being reviewed for the first time at each major decision point and of these how many are “approved”. “Approved” are those that are not “killed” or sent back for rework. Metric data will be collected and analyzed monthly and tallied by SYSCOM on an annual basis. CALCULATION: a. FPY 1 (Decision Point 1 - “Author ize Fund Preliminary Engineering”) Total # of SCDs being reviewed for the first time and approved at Decision Point 1 Total # of SCDs being reviewed fo r the first time at Decision Point 1

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36-15 b. FPY 2 (Decision Point 2 - “Aut horize Fund Design Development”) Total # of SCDs being reviewed for the first time and approved at Decision Point 2 Total # of SCDs being reviewed fo r the first time at Decision Point 2 c. FPY 3 (Decision Point 3 - “F und Procurement & Installation”) Total # of SCDs being reviewed for the first time and approved at Decision Point 3 Total # of SCDs being reviewed fo r the first time at Decision Point 3 d. FPY 4 (“Ship Change (SC) Ready to Install”) Total # of SCDs being reviewed for the fi rst time and Ready to Install (Block 270) Total # of SCDs being reviewed for th e first time at “SC ready to install” 36.9.2.4 Productivity. For all SCDs, keep a count of how many are approved at each major decision point. Metric data will be collected and analyzed monthly, and tallied by SYSCOM on an annual basis. CALCULATION: 1. Total number of alterations approved at Decision Point 1 “Authorize Fund Preliminary Engineering” 2. Total number of alterations approved at Decision Point 2 “Authorize Fund Design Development” 3. Total number of alterations approved at Decision Point 3 “Fund Procurement & Installation” 4. Total number of alterations approve d at “SC ready to install” point a. Source Data and Reporting Frequency for Meas urement. All data used for this metric must come from NDE-NM. Each SCD is assigned a unique identification number in NDE on submission. A separate monthly tally of alterations approved at each point will be plotted to provide a trend on the “productivity” of the process. b. Basis for Baseline. Since this metric is based solely on the entitled process, the baseline will be established after 12 months of data collection. c. Required NDE Fields: (1) SCD identification number. (2) Approval status of SCD at each of th e decision points Status will be blank for a specific decision point if SCD has not yet reached that block in the process. (3) Date that decision at e ach point was reached. Date will be blank for a specific decision point if the SCDs approval status at that point is blank. 36.9.2.5 Sunk Cost. For all SCDs that are entered into NDE under the entitled process, identify and measure the total resources (dollars) invested in SCDs that are subsequently voted to be “Inactive and Killed” at various process decision points. Metric data will be collected and analyzed monthly, and tallied by type of appropriation on an annual basis. CALCULATION: For all SCDs that are entered into NDE

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36-16 a. Total of actual dollars expended in all FY for an SCD “killed” at Decision Point 1 (Authorize Preliminary Engineering). (1) Capture actual expenditures as record ed in NDE as part of the CBA prepared for Decision Point 1. (2) Metric may be further refined for pha se of development and type appropriation per the cost categories recorded in the CBA as: (a) Infrastructure investment – Appropriation-Preliminary Engineering (APPN-PE) (b) Preliminary Engineering – APPN-PE b. Total of actual dollars expended in all FY for an SCD “killed” at Decision Point 2 (Authorize Design Development). (1) Capture actual expenditures as record ed in NDE as part of the CBA prepared for Decision Point 2. (2) Metric may be further refined for pha se of development and type appropriation per the cost categories recorded in the CBA as: (a) Infrastructure investment – APPN-PE (b) Preliminary Engineering – APPN-PE c. Total of actual dollars expended in all FY for an SCD “killed” at Decision Point 3 (Authorize Procurement and Installation). (1) Capture actual expenditures as record ed in NDE as part of the CBA prepared for Decision Point 3. (2) Metric may be further refined for pha se of development and type appropriation per the cost categories recorded in the CBA as: (a) Infrastructure investment – APPN-PE (b) Preliminary Engineering – APPN-PE (c) Design Development – APPN-PE 36.10 MILESTONES. Surface Force Ship Planning Process Milestones are documented in Volume II, Part II, Chapter 2, Appendix D of this manual. Aircraft Carrier Navy Modernization Process Milestones are documented in Volume II, Part II, Chapter 2, Appendix E of this manual.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36A-1 APPENDIX A RCP Alts & MODs Process Map 11 June 03 page 1 OPNAV PEO SYSCOMS Com- mentsFleet Commander TYCOM N6-N7 Nxx SPM PARM PARM NAVSEA NAVWAR NAVAIR Technical Authority B Inactive Alts & MODs Process Map 03Jun 04 OPNAV PEO SYSCOMS Com- mentsFleet CUSFFC TYCOM N6-N7 Nxx SPM (Indluding PY) PARM PARM NAVSEA NAVWAR NAVAIR Technical Authority A Complete Ship Change Document (SCD). This will be the single document that remains with an Ship Change (SC) throughout its development. Minimum information level is equivalent to that required to support Acuisition Milestone A as defined in DOD 5000 series. Concept Development level engineering is the responsibility of the submitting activity. Tech Assess 10 20 Independent Cost Review Team reviews cost estimates. AFOM and CBA are independent and executed in parallel. NDE CBA 40 50 Recommendated Change Package (RCP) is an executive summary document with recommendations. Authori ze Fund Prelim Engineering Inactive 60 Yes No Decision Point 1 AFOM 30 50 Idea APPENDIX A MODERNIZATION PLAN FLOWCHART

Tech Assessment CBA Overview Phase I: Preliminary Analysis

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36A-2 APPENDIX A Alts & MODs Process Map 03Jun04 Com- mentsSYSCOMSPEOOPNAVFleet CUSFFC TYCOM N6-N7 Nxx SPM PARM PARM NAVSEA NAVWAR NAVAIR Technical Authority A ACAT C B Metrics Feedback Update CBA Update Tech Assess I K K Input to Moderniza- tion Plan 70 Update AFOM Update RCP 130 80Aquisition Milestone A (ACAT) 80 Perform Prelim Eng.: Develop Systems Performan ce Specs. 90 Rework 150 PHASE II(a) Inactive Authorize Fund Design Development 140 Decision Point 2 Non-ACAT 100 120 110 Yes No APPENDIX A MODERNIZATION PLAN FLOWCHART Phase II(a) Phase II: Concept Design Phase III

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36A-3 APPENDIX A Update RCP 210 Alts & MODs Process Map Com- ments SYSCOMS PEO OPNAV Fleet CUSFFC TYCOM N6-N7 Nxx SPM PARM PARM NAVSEA NAVWAR NAVAIR Technical Authority C D Update Tech Assess Update CBA 200 180 Update AFOM ACAT Engineering Spec: design/material, Info to produce drawings, Class integration requirements, Engineering design model. No Yes Non ACAT 170 Design/ Develop: Create System - Product Detail Specs 160 Acquisition Milestone B (ACAT) Acquisition Milestone C (ACAT) 20 B I F Phase II(a) - Continuation Return from decision not to make installs after initial K Rework 230 Fund Procurement & Installation 220 Update MP Phase II(a) Phase III: Design Develop Phase IV: Ship Integration Non ACAT ACAT APPENDIX A MODERNIZATION PLAN FLOWCHART 190 Update RCP Decision Point 3 Inactive

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36A-4 APPENDIX A APPENDIX A MODERNIZATION PLAN FLOWCHART

Phase IV: Ship Integration Installation and Testing Alts & MODs Process Map Com- mentSYSCOMPEO OPNAV Fleet CUSFFC TYCOM N6-N7 Nx SPM PARM PARM NAVSEA NAVWAR NAVAIR Technical Authority SC Ready to Install D Metrics Feedback Yes No 270 Metrics Feedback NDE

centrally procured material (HCMP) 25 Technical Implementation PY Activity: Ship design by hull; Procure kitted material 260 310 F No Return to third Hierarchical Decision Step Continue Installs 290 300 Hotwash Feedback: Cost CM Performance Schedule ILS, etc. Authorize and issue LOA; Generate 2K Install SC 280 Final Install YesNo Complete SC, including Feedback and Closeout K Yes Yes 320 Update MP

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-1 APPENDIX B APPENDIX B SHIP CHANGE DOCUMENT TEMPLATE PHASE I CHANGE TRACKING NUMBER_______________ Recommend Expedite DATE: __________________ CLASSIFIED OR NOFORN: YES____ NO____

1. SHIP CHANGE TITLE : _____________________ 2. APPLICABLE SHIP, SHIP CLASS OR SITES (INCLUDES SHORE FACILITIES): ________________ 3. RECOMMENDED SCD: a. Scope: (Check all that apply)  Internal Equipment Modification  Ship Modification  Site Modification b. Category (Check all that apply)  HM&E  C4I  CS  Computer Program or Software c. Duration  Permanent  Temporary d. Funding  Program o Joint  Fleet o Joint 4. INITIATING POINT OF CONTACT: NAME___ ACTIVITY _____CODE___ PHONE___ E-MAIL___ DATE_____N/A_____ 5. SUBMITTING POINT OF CONTACT: NAME___ ACTIVITY and CODE ___ PHONE___ E-MAIL___DATE_____ 6. PARM POINT OF CONTACT: NAME___ ACTIVITY and CODE ___ PHONE___ E-MAIL___TBD_____ 7. TYCOM POINT OF CONTACT: NAME___ ACTIVITY and CODE ___ PHONE___ E-MAIL___ 8. TECHNICAL POINT OF CONTACT: NAME___ ACTIVITY and CODE ___ PHONE___ E-MAIL___

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-2 APPENDIX B 9. DESCRIPTION OF CHANGE: ___________________ 10. IMPACT IF NOT ACCOMPLISHED: ______________ 11. REQUIREMENTS AND JUSTIFICATION OF CHANGE (CITE DOCUMENT AND REQUIREMENTS IN NARRATIVE BOX)  Statutory Requirement  Legislated Regulatory Requirement  Environmental Requirement  Proposed Military Improvement  Proposed Survivability Improvement  Reduction of Total Owner Ship Costs (R-TOC)  Strike Force Interoperability (BFI)  Safety  Mandatory Safety  QOL-QOS  Restoring Margins  Contract Defect  Unavailable, Obsolete or Unreliable Equipment  Testing and Trial Deficiency  Top Management Attention-Top Management Initiative (TMA-TMI)  Aviation Capability and Air Wing Compatibility  Anti-Terrorism-Force Protection  Other

12. DISTRIBUTIVE SYSTEMS OR OTHER IMPACTS (Check at least one box) Yes No AC Plants or /Chilled Water Electric Generation and Power Distribution Systems Topside Design or Mast Structure Fiber Optic Cable Plant Firemain Weight & Moment Change IC Switchboard & Database Multiplex System Electrical (400 Hz) Potable Water Fuel System Air Systems Networks IC Circuits HVAC Ships Characteristics Document change required Ship or Aviation Integration Storage Requirements Dry Docking Required Need or Purpose Narrative:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-3 APPENDIX B Certification Required SUBSAFE Space Configuration Damage Control Software Weapons Systems Human Systems Integration (HSI) Hangar Bay or Flight Deck Encroachment Integrated Logistics Support (ILS) Prior, Concurrent or Conjunctive Alts Ordnance Handling or Storage Other (Systems, Equipment or Sites): 13. AFOM SEA SHIELD Force Protection  Protect against SOF & Terrorist Threats  Mitigate effects of CBRNE Surface Warfare  Provide Self Defense against Surface Threats  Conduct Offensive Operations against Surface Threats Under Sea Warfare  Provide Self Defense against Subsurface Threats  Neutralize Submarine threats in the Littorals  Neutralize open oceans Submarine Treats  Counter Minefields from deep to shallow water  Breach Minefields, Obstacles, and Barriers from very shallow water to the beach exit zone  Conduct Mining Operations Theater Air and Missile Defense  Provide Self Defense against Air and Missile Threats  Provide Maritime Air and Missile Defense  Provide Overland Air and Missile Defense  Conduct Sea-Based Missile Defense SEA STRIKE Strike  Conduct Strike OPS o Engage Fixed Land Targets o Engage Moving Land Targets  Conduct Special OPS o Provide Precision Targeting o Conduct Direct Action  Conduct Offensive Information Operations o Jam Potential Threats o Conduct Network Attacks

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-4 APPENDIX B  Provide Aircraft Survivability Naval Fire Support  Provide Precision Fires  Provide High Volume Fires  Provide Extended Range Fires Maneuver  Project or Reposition Forces  Assault Centers of Gravity and Critical Vulnerabilities  Conduct Concurrent or Follow-on Missions Strategic Deterrence  Conduct Nuclear Strike  Provide Assured Survivability SEA BASING Close, Assemble, Employ & Reconstitute  Close the Force & Maintain Mobility  Provide at Sea Arrival & Assembly  Allow Selective Offload  Reconstitute & Regenerate at Sea Provide Integrated Joint Logistics  Provide Sustainment for Operations at Sea  Provide Sustainment for Operations Ashore  Provide Focused Logistics  Provide Shipboard and Mobile Maintenance  Provide Force Medical Services  Provide Advance Base Support Preposition Joint Assets Afloat  Integrate and Support Joint Personnel and Equipment  Provide Afloat C2 Physical Infrastructure  Provide AFSB Capability for Joint Operations FORCENET Communications and Data Networks  Provide Communication Infrastructure  Provide Network Protection  Provide Network Synchronization  Provide Information Transfer Intel, Surveillance and Recon  Conduct Sensor management and Information Processing  Detect and ID Targets o Fixed Land Targets o Moving Land Targets o Air and Missile Targets o Surface Targets

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-5 APPENDIX B o Submarine Targets o Mines  Provide Cueing and Targeting Information  Assess Engagement Results Common Operational and Tactical Pictures  Provide Mission Planning  Provide Battle Management Synchronization  Provide Common PNT and Environmental Info  Integrate and Distribute Sensor Info  Track and Facilitate Engagement of Time Sensitive Targets  Track and Facilitate Engagement of Non-Time Sensitive Targets

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-6 APPENDIX B 14. CONCEPT DEVELOPMENT COST INFORMATION: 15. APPROVAL RECOMMENDATION: Recommended Not Recommended Recommend Re-Work NUCLEAR POWER DIRECTORATE (As Required) Signature________________________ DATE _________ ________ ________ SHIP PROGRAM MANAGER Signature________________________ DATE _________ ________ ________ CHANGE TRACKING NUMBER___________________ Recommend Expedite SHIP CHANGE TITLE: ______________________ TECHNICAL REVIEW COMMENTS:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-7 APPENDIX B PHASE II CHANGE TRACKING NUMBER_______________ Expedite Approved SHIP CHANGE TITLE: ______________________ DESCRIPTION OF CHANGE: ___________________ IMPACT IF NOT ACCOMPLISHED: ______________ APPLICABLE SHIP, SHIP CLASS OR SITES: ________________ DATE: __________________ 1. LIST APPLICABLE SHIP(s) WITHIN 5-YEAR DECOMMISSIONING WINDOW: ____________________ 2. DISTRIBUTIVE SYSTEMS IMPACT: (check box that applies) Net Increase Net Decrease No Net Impact Unknown AC Plants or Chilled Water Electric Generation and Power Distribution Systems Topside Design or Mast Structure Fiber Optic Cable Plant Firemain Weight & Moment Change IC Switchboard & Database Multiplex System 3. OTHER CONSIDERATIONS (IF YES, PROVIDE EXPLANATION): (i) Topside: Yes No Explanation: a. Ship Characteristics Document change required: Yes No Explanation: b. Ship or Aviation Integration Impact: Yes No Explanation: i. Storage Requirements: Yes No Explanation: ii. Dry Docking Required: Yes No Explanation: iii. Certification Required: Yes No Explanation (include responsible activity): (1) SUBSAFE Impact: Yes No N/A (i) Network Impact: Yes No Explanation:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-8 APPENDIX B (ii) Fuel System Impact: Yes No Explanation: (iii) IC Circuits Impact: Yes No Explanation: (iv) MCS or DCS Impact: Yes No Explanation: (v) Software Impact: Yes No Explanation: (vi) Weapons Systems Impact: Yes No Explanation: Space Configuration: Yes No Explanation: (vii) Hangar Bay or Flight Deck Impact: Yes No Explanation: Air Systems: Yes No Explanation: Ordnance Handling or Storage: Yes No Explanation: iv. Other: ____ Explanation: 4. SHOCK, VIBRATION AND EMI REQUIREMENTS: Shock Grade (check one per the GSO section 072): A B C N/A Compliant with MIL-STD-167-1 Type 1 Vibration Requirements (check one): Yes No N/A Compliant with MIL-STD-461 EM I Requirements (check one): Yes No N/A Compliant with MIL-STD-464 EM I Requirements (check one): Yes No Tailored (specifics appended) N/A Compliant with OPNAVINST-2400.20 RF Sp ectrum Management Requirements Yes No N/A

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-9 APPENDIX B Compliant with HERO, HE RP OR HERF (NAVSEA OP 3565) Requirements (check one): Yes No N/A 1. Remarks: __________________ 5. INTEGRATED LOGISTICS SUPPORT (ILS) IMPACT (check all that apply)  Technical Manuals  Provisioning  Planned Maintenance System (PMS)  Ship’s Selected Records (Drawings & Manuals)  Operating Sequencing Systems (OSS)  Steam Plant Manual (SPM)  Test Equipment  Software management Specify software support activity: ______  Spares Affected Specify responsible activity: _______  COTS-NDI  Facilities  Other (Specify): ___________ 6. HUMAN SYSTEMS INTEGRATION (HSI) IMPACTS: Manpower or Workload Impact: Yes or No Brief Description: Personnel Impact: Yes or No Brief Description: Training Impact: Yes or No Brief Description: Human Factors Engineering (HFE): Yes or No Brief Description: Habitability: Yes or No Brief Description: Environment, Safety and Occupational Health (ESOH): Yes or No Brief Description: Personnel Survivability: Yes or No Brief Description: 7. CRITICAL MATERIAL: __________ 8. PRIOR, CONJUNCTIVE OR CONCURRENT CHANGE ACCOMPLISHMENT (LIST ANY CHANGE THAT APPLIES): _____________________________________ 9. ESWBS __________ 10. DETAIL DESIGN CRITERIA: (Check all that apply)  Ship Specification  Deep Diving General Overhaul Specification

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-10 APPENDIX B  General Specifications for Overhaul (GSO)  Other (Specify)_____ 11. PROTOTYPE REQUIRED: Yes______ No_______ Approx Time Required Onboard _______________ 12. AFOM 13. CBA INFORMATION

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-11 APPENDIX B

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-12 APPENDIX B 14. APPROVAL RECOMMENDATION: Recommended Not Recommended Recommend Re-Work NUCLEAR POWER DIRECTORATE (As Required) Signature____________ DATE _________ __________ __________ SHIP PROGRAM MANAGER Signature____________ DATE _________ __________ __________ TECHNICAL REVIEW COMMENTS:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-13 APPENDIX B PHASE III CHANGE TRACKING NUMBER_______________ Recommend Expedite SHIP CHANGE TITLE: ______________________ DESCRIPTION OF CHANGE: ___________________ IMPACT IF NOT ACCOMPLISHED: ______________ APPLICABLE SHIP, SHIP CLASS OR SITES: ________________ DATE: __________________ 1. SYSTEM OR EQUIPMENT DESIGNATION: ______ 2. MODEL NO.____ 3. CAGE CODE____ 4. DETAILED DESCRIPTION OF CHANGE: __________________ 5. DISTRIBUTIVE SYSTEMS IMPACT: Added Removed A/C Plants or Chilled Water Dist (Tons A/C) (CHW GPM) Electrical Generation and Power Dist Sys (kW) Topside Design or Mast Structure (Weight in Tons) Fiber Optic Cable Plant (Yes or No) Firemain (GPM) Ship’s Stability (Weight in Tons) IC SWBD and Database Multiplex Sys (Loads) 6. ARE THERE REFERENCES OR SUPPORTING DOCUMENTATION IN ADDITION TO STANDARD REQUIREMENTS? Yes____ No_____ 7. ESTIMATED WEIGHT AND MOMENT: WEIGHT VCG LCG TCG

Stability Statement

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-14 APPENDIX B 8. CHANGE MATERIAL OR SOFTWARE LIST: ITEM NO. DESCRIPTION UNIT OF ISSUE QUANTITY PROCURING ACTIVITY

9. ARE THERE QUALITY ASSURANCE REQUIREMENTS IN ADDITION TO STANDARD REQUIREMENTS? Yes____ No_______ If Yes, List Requirements:_____________________________ 10. SPECIAL DISPOSITION REQUIREMENTS FOR REMOVED MATERIAL: MATERIAL DISPOSITION

11. INSTALLATION SUPPORT AND TEST EQUIPMENT:_____________ 12. SHIPBOARD STOWAGE DETAILS:_______________ 13. NAVSEA SHIP INSTALLATION DRAWING (SID) REVIEW REQUIRED: YES___ NO___ 14. SPECIAL INDUSTRIAL STOWAGE REQUIREMENTS:_____________________ 15. REQUIRED PRIOR, CONJUNCTIVE OR CONCURRENT CHANGES:__________________ 16. OTHER SYSTEMS IMPACTS:______________________ 17. INSTALLATION DURATION:_____________________ 18. HUMAN SYSTEMS INTEGRATION (HSI): Manpower-Workload:__________________________ Personnel:___________________________ Training:____________________________ Human Factors Engineering (HFE):_________________________ Habitability:__________________________ Environment, Safety and Occupational Health (ESOH):__________________ Personnel Survivability:________________________ 19. CERTIFICATIONS OR QUALIFICATIONS REQUIRED (CHECK ALL THAT APPLY):

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-15 APPENDIX B ILS Cert _______ Estimated Completion Date _______ HSI Cert _______ Estimated Completion Date _______ EMI Cert_______ Estimated Completion Date _______ WSESRB_______ Estimated Completion Date _______ Software Cert______ Estimated Completion Date ________ Shock Qualification____ Es timated Completion Date _________ NAVWAR PPL-SSIL (IT- 21) Cert_________ Estimated Completion Date________ SEA 62 Interoperability Cert ________ Estimated Completion Date________ Other Cert (Specify)________ Es timated Completion Date ________ Other Cert (Specify)________ Es timated Completion Date ________ 20. DETAILED COST STRUCTURE:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-16 APPENDIX B

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-17 APPENDIX B 21. APPROVAL RECOMMENDATION: Recommended Not Recommended Recommend Re-Work NUCLEAR POWER DIRECTORATE (As Required) Signature____________ DATE _________ ________ ________ SHIP PROGRAM MANAGER Signature____________ DATE _________ ________ ________ TECHNICAL EVALUATION COMMENTS:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-18 APPENDIX B CHANGE TRACKING NUMBER_______________ Recommend Expedite SHIP CHANGE TITLE: ______________________ DESCRIPTION OF CHANGE: ___________________ IMPACT IF NOT ACCOMPLISHED: ______________ APPLICABLE SHIP, SHIP CLASS OR SITES: ________________ DATE: __________________ 1. LIST APPLICABLE SHIP(s) WITHIN 5-YEAR DECOMMISSIONING WINDOW: ____________________ 2. SYSTEM OR EQUIPMENT DESIGNATION: ______ 3. MODEL NO.____ 4. CAGE CODE____ 5. DETAILED DESCRIPTION OF CHANGE: __________________ 6. ESWBS __________ 7. PROTOTYPE REQUIRED: Yes_____ No_________ Approx Time Required Onboard_______________ 8. DISTRIBUTIVE SYSTEMS IMPACT: (check box that applies) Added Removed A/C Plants or Chilled Water Dist (Tons A/C) (CHW GPM) Electrical Generation and Power Dist Sys (kW) Topside Design or Mast Structure (Weight in Tons) Fiber Optic Cable Plant (Yes or No) Firemain (GPM) Ship’s Stability (Weight in Tons) IC SWBD and Database Multiplex Sys (Loads) 9. OTHER CONSIDERATIONS (IF YES, PROVIDE EXPLANATION): (i) Topside: Yes No Explanation: a. Ship Characteristics Document change required: Yes No Explanation: b. Ship or Aviation Integration Impact: Yes No Explanation: i. Storage Requirements: Yes No Explanation:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-19 APPENDIX B ii. Dry Docking Required: Yes No Explanation: iii. Certification Required: Yes No Explanation (include responsible activity): (1) SUBSAFE Impact: Yes No N/A (i) Network Impact: Yes No Explanation: (ii) Fuel System Impact: Yes No Explanation: (iii) IC Circuits Impact: Yes No Explanation: (iv) MCS or DCS Impact: Yes No Explanation: (v) Software Impact: Yes No Explanation: (vi) Weapons Systems Impact: Yes No Explanation: Space Configuration: Yes No Explanation: (vii) Hangar Bay or Flight Deck Impact: Yes No Explanation: Air Systems: Yes No Explanation: Ordnance Handling or Storage: Yes No Explanation: iv. Other: ____ Explanation: 10. SHOCK, VIBRATION AND EMI REQUIREMENTS: Shock Grade (check one per the GSO section 072): A B C N/A Compliant with MIL-STD-167-1 Type 1 Vibration Requirements (check one): Yes No N/A

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-20 APPENDIX B Compliant with MIL-STD-461 EM I Requirements (check one): Yes No N/A Compliant with MIL-STD-464 EM I Requirements (check one): Yes No Tailored (specifics appended) N/A Compliant with OPNAVINST-2400.20 RF Sp ectrum Management Requirements Yes No N/A Compliant with HERO, HERP or HERF (NAVSEA OP 3565) Requirements (check one): Yes No N/A 1. Remarks: __________________ 11. INTEGRATED LOGISTICS SUPPORT (ILS) IMPACT (check all that apply)  Technical Manuals  Provisioning  Planned Maintenance System (PMS)  Ship’s Selected Records (Drawings & Manuals)  Operating Sequencing Systems (OSS)  Steam Plant Manual (SPM)  Test Equipment  Software management Specify software support activity: ______  Spares Affected Specify responsible activity: _______  COTS-NDI  Facilities Other (Specify): ___________ 12. DETAIL DESIGN CRITERIA: (Check all that apply)  Ship Specification  Deep Diving General Overhaul Specification  General Specifications for Overhaul (GSO)  Other (Specify)_____ 13. ARE THERE QUALITY ASSURANCE REQUIREMENTS IN ADDITION TO STANDARD REQUIREMENTS? Yes____ No_______ If Yes, List Requirements:_____________________________ 14. REFERENCES OR SUPPORTING DOCUMENTATION:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-21 APPENDIX B

15. ESTIMATED WEIGHT AND MOMENT: WEIGHT VCG LCG TCG

Stability Statement 16. CHANGE MATERIAL OR SOFTWARE LIST: ITEM NO. DESCRIPTION UNIT OF ISSUE QUANTITY PROCURING ACTIVITY

17. SPECIAL DISPOSITION REQUIREMENTS FOR REMOVED MATERIAL: MATERIAL DISPOSITION

18. INSTALLATION SUPPORT AND TEST EQUIPMENT:_____________ 19. SHIPBOARD STOWAGE DETAILS:_______________ 20. NAVSEA SHIP INFORMATION DRAWING (SID) REVIEW REQUIRED: YES___ NO___ 21. SPECIAL INDUSTRIAL STOWAGE REQUIREMENTS:_____________________ 22. REQUIRED PRIOR, CONJUNCTIVE OR CONCURRENT CHANGES:__________________ 23. INSTALLATION DURATION:_____________________ 24. HUMAN SYSTEMS INTEGRATION (HSI):

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-22 APPENDIX B Manpower-Workload:__________________________ Personnel:___________________________ Training:____________________________ Human Factors Engineering (HFE):_________________________ Habitability:__________________________ Environment, Safety and Occupational Health (ESOH):__________________ Personnel Survivability:________________________ 25. CERTIFICATIONS OR QUALIFICATIONS AS REQUIRED: ILS Cert _______ Target Completion Date _______ HSI Cert _______ Target Completion Date _______ EMI Cert_______ Target Completion Date _______ WSESRB_______ Target Completion Date _______ Software Cert______ Target Completion Date ________ Shock Qualification____ Target Completion Date _________ NAVWAR PPL-SSIL (IT- 21) Cert_________ Estimated Completion Date________ SEA 62 Interoperability Cert ________ Estimated Completion Date________ Other Cert (Specify)________ Target Completion Date ________ Other Cert (Specify)________ Target Completion Date ________ 26. DETAILED COST STRUCTURE:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-23 APPENDIX B

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36B-24 APPENDIX B 27. APPROVAL RECOMMENDATION: Recommended Not Recommended Recommend Re-Work NUCLEAR POWER DIRECTORATE (As Required) Signature_________________ DATE _________ _________ ________ SHIP PROGRAM MANAGER Signature_________________ DATE _________ _________ ________ TECHNICAL REVIEW COMMENTS:

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36C-1 APPENDIX C APPENDIX C TECHNICAL ASSESSMENT FLOWCHART

Technical Assessment Phase I BLOCK 20 Ships/Carrier Change Manager plans review

SCD Phase I Completed SCD Phase I AFOM/CBA 3 5 2 4 1 6 SHIP PROGRAM MANAGER RECOMMENDATION Perform technical review

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36C-2 APPENDIX C TECHNICAL ASSESSMENT FLOWCHART

Technical Assessment Phase II 1 2 3 BLOCK 80 BLOCK 100 Ship Program Manager recommends

Conduct Configuration Change Board

Carrier/Ships Change Manager coordinates review Ships and Carrier Change Manager reviews/resolves issues

Sponsoring Activity Performs Preliminary Engineering

Approved SCD Phase I Draft SCD Phase II Y SCD Phase II Perform technical review AFOM/CBA 4 5 6 8 9 10 N 7

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36C-3 APPENDIX C TECHNICAL ASSESSMENT FLOWCHART

Technical Assessment Phase II(a) 1 2 3 7 Ship Program Manager recommends

Conduct Configuration Change Board Carrier/Ships Change Manager coordinates review Ships and Carrier Change Manager reviews/resolves issues

Sponsoring Activity Performs Engineering

Approved SCD Phase I Draft SCD Phase II(a) SCD Phase II(a) Perform technical review AFOM/CBA 4 5 8 9 BLOCK 170(a) BLOCK 180(a) N Y 6 10

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36C-4 APPENDIX C TECHNICAL ASSESSMENT FLOWCHART

BLOCK 180 Ship Program Manager recommends

Conduct Configuration Change Board Ships Change Manager Reviews and Carrier Change Manager Resolves Issues Perform technical review Planning Yard Review

Sponsoring Activity Performs Detailed Engineering Approved SCD Phase II Draft SCD Phase III

Does the Planning Yard need to review SCD Phase III Y Y N SCD Phase III AFOM/CBA Carrier/Ships Change Manager receives Draft SCD Phase III Ships/Carriers Change Manager reviews Ships and Carrier Change Manager reviews/resolves issues N 1 2 3 4 5 6 8 7 BLOCK 170 9 10 11 12 13 Technical Assessment Phase III

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36C-5 APPENDIX C TECHNICAL ASSESSMENT FLOWCHART

Procure Material/Software Approved SCD Phase III, et al

Scope of Change Internal Equip/Software Only Drawing Development Ready to install 1 4 2 5 Certification and Testing Complete Design requirements 6 7 3 2 BLOCK 270 BLOCKS 220 BLOCKS 260 Technical Implementation Phase

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36D-1 APPENDIX D APPENDIX D COST BENEFIT ANALYSIS FLOWCHART

CBA PROCESS FLOW, BLKS 40, 120, 200 SSuubbmmiitttteerr pprroovviiddeess CCoosstt DDaattaa//BBaacckkuupp IInnffoorrmmaattiioonn ttoo SCD NNDDEE MMaappss ddaattaa TToo CCRR&&EEII TTeemmppllaattee aanndd ccaallccuullaatteess ccoosstt mmeettrriiccss ((RROOII,, NNPPVV,, PPaayybbaacckk)) NNDDEE IIddeennttiiffiiccaattiioonn ooff NNeeww PPkkggss ttoo SSMMEE aannaallyysstt SSEEAA001177 CChheecckk:: AAllll rreeqquuiirreedd DDaattaa FFiieellddss CCoommpplleettee RReevviieeww ooff SSMMEE CCBBAA CCoommmmeennttss FFoorrwwaarrdd PPkkgg oorr RReettuurrnn ttoo SSuubbmmiitttteerr ww//CCoommmmeennttss BBLLOOCCKK 4400//112200//220000 FFeeeeddbbaacckk LLoooopp OOuuttppuutt ffrroomm BBllkk 3300,, 110000,, 118800 FFAAIILL –– CCaannnnoott MMaakkee BBuussiinneessss CCaassee ffoorr tthhee AALLTT GGoo HHiissttoorryy AApppprroovvee DDiissaapppprroovvee FFoorrwwaarrdd ttoo NNeexxtt PPhhaassee UUppddaattee SSCCDD PPrroovviiddee PPkkgg ttoo DDeecciissiioonn BBooaarrdd AApppprroovvaall DDeecciissiioonn AFOM TE 11 22 Forward

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36D-2 APPENDIX D COST BENEFIT ANALYSIS FLOWCHART COST BENEFIT ANALYSIS (CBA) BOX #40 - LEVEL 3 No Process Boundary SCD Submitter Comments Yes SEA 017 Forward to SEA 09 Out In SCD ICR Analysis of team comments Process Cycle Time 2 - 3 Working Days SEA 017 Dist. SCD To Lead Function Area Team

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36D-3 APPENDIX D COST BENEFIT ANALYSIS FLOWCHART

UPDATE COST BENEFIT ANALYSIS (CBA) BOX #120 - LEVEL 3 No Process Boundary SCD Submitter Comments Yes SEA 017 Forward to SEA 09 In SCD ICR Team Distributes to SMEs SEA 017 Coordinates SME Comments Process Cycle Time 7 - 10 Working Days Out

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36D-4 APPENDIX D COST BENEFIT ANALYSIS FLOWCHART

UPDATE COST BENEFIT ANALYSIS (CBA) BOX #200 - LEVEL 3 No Process Boundary SCD Submitter Comments Yes SEA 017 Forward to SEA 09 Out In SCD ICR Team Distributes to SMEs SEA 017 Coordinates SME Comments Process Cycle Time 7 – 10 Working Days

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36E-1 APPENDIX E APPENDIX E ALTERATION FIGURE OF MERIT FLOWCHART

Enter Rating Scale Index Values into NDE SCD received by TYCOM(s) Index Values rolled-up in weighted AFOM Benefit Structure (weighted by 3-Star Board)

AFOM Calculated by NDE Algorithm TYCOM NDE/SEA 09M

Annually 12 CONTINUOUS SCDs X TYCOM RATINGS X NAVY PRIORITIES (WEIGHTS) = AFOM VALUE AFOM PROCESS (INITIAL AND UPDATE)

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36E-2 APPENDIX E ALTERATION FIGURE OF MERIT FLOWCHART

7 days *180 days CNO N60, N7, N8, N42

C2F C3F USFFC N6, N8, N43 Set Weights: Naval Capabilities, Pillars, and Mission Capability Packages (A3) Generate Board Precept (A1) 1 day 3 Star Board Members NAVSEA09M Entitled State: Level III Periodic External Process Level IV: Requirements definition Process Level IV diagram Offline of NDE * April-September of Current Cycle Weighted AFOM Benefit Structure (Static for fiscal year) USFFC Fleet Requirements and Issues; Campaign Analysis 1 Enter Weights into Expert Choice (A4) Enter Multipliers from Expert Choice to build NDE algorithm

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36E-3 APPENDIX E ALTERATION FIGURE OF MERIT FLOWCHART

Outputs from Block Outputs to Block SCDs from Block SCD mapped to MCPs by Naval Capability SCD routed to cognizant TYCOMs Breakout into Mission Capability SEA09M SEA09M Identification of SMEs Canvases appropriate SMEs for input TYCOM Review SME inputs TYCOM Cognizant TYCOM Inputs consolidated (if multiple TYCOM) SEA09M NDE Algorithm calculates Total AFOM and AFOM Breakouts * AFOM scores entered into NDE SEA09M AFOMs on SCDs to Block SME develops Input Enter Indexed values into NDE TYCOM Review Process SEA09M Tech Assessment Phase I AFOM Benefit Structure Weights from 3-Star and Fleet O-6 Weighting Board Standing TYCOM Suitability and Capability Rating Scales in NDE * See Business Rules HM&E: COMNAVSURFOR/COMNAVAIRFOR 7 days 2 PROCESS FLOW (LEVEL III) - CALCULATE INITIAL AFOM

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36E-4 APPENDIX E ALTERATION FIGURE OF MERIT FLOWCHART

Outputs from Block Outputs to Block SCDs from Block SCDs routed to cognizant TYCOMs Fleet Panels/NDE Identification of SMEs Canvases appropriate SMEs for input TYCOMs Review SME inputs TYCOMs Cognizant TYCOM Inputs consolidated (if multiple TYCOM) NDE Algorithm recalculates Total AFOM and AFOM Breakout* AFOM scores entered into NDE SEA09M AFOMs on SCDs to Block SME develops Input Enter Indexed values into NDE TYCOMs Review Process Review Modifications to SCD Review Integration Design/ Acquisition documents TYCOMs TYCOMs Is AFOM Change Review process Has NCP Changed ? Y N Y N TYCOM TYCOM SEA09M SEA09M Phase III/IIA AFOM Benefit Structure Weights from 3-Star and Fleet O-6 Weighting Board Annual Process * See Business Rules 7 days

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36F-1 APPENDIX F APPENDIX F VOTING DATABASE FLOWCHART

CREATE SHIP CHANGE DOCUMENT (SCD) BOX #10 - LEVEL 3 Prepare SCD Yes No No Process Boundary Rework Prep. Authorize SCD Authorize SCD Yes Rework No Yes SCD Entered In NDE Does not get entered into NDE Out In PROCESS FLOW (LEVEL III) BLOCK - 2ND UPDATE AFOM

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36F-2 APPENDIX F VOTING DATABASE FLOWCHART

DECISION POINT 1 - O6 REVIEW BOARD AUTHORIZE FUNDING FOR PREL. ENGINEERING (BOX #60 - LEVEL 3) Yes No No Process Boundary RS Adjudicate Funding Line and/or Tradeoffs O-6 RB Approve Agree with Revised Funding Inactive SCD A d j u s t m e n t

t o

D r a f t

M P In O-6 RB Level RCP Documentation O-6 RB Recom. Funding Yes Yes No Funding Line Concurrence Yes No

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36F-3 APPENDIX F VOTING DATABASE FLOWCHART

DECISION POINT 1 - 1/2 STAR REVIEW BOARD AUTHORIZE FUNDING FOR PREL. ENGINEERING (BOX #60 - LEVEL 3) Yes No No

Process Boundary Endorse O-6 RB Agree with Revised Funding Inactive SCD In 1/2 Star Level SCDs & Expedite Recon. from O-6 RB 1/2 RB Recom. Funding Yes Yes No Yes No RS Adjudicate Funding Line and/or Tradeoffs Funding Line Concurrence A d j u s t m e n t t o

D r a f t M P Yes

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-36F-4 APPENDIX F VOTING DATABASE FLOWCHART

Yes Process Boundary Endorse 1/2 RBs Level No Yes Inactive SCD A p p r o v e d

M P In 3 Star RB Level SCDs & Expedite Recon. from O-6 & 1/2 RBs Yes No Yes No No Agree with Revised Funding RS Adjudicate Funding Line and/or Tradeoffs Funding Line Concurrence DECISION POINT 1 - 3 STAR REVIEW BOARD AUTHORIZE FUNDING FOR PREL. ENGINEERING (BOX #60 - LEVEL 3)

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-37-1 VOLUME VI CHAPTER 37 REGIONAL MAINTENANCE CENTER PASSIVE COUNTERMEASURE SYSTEM SUPPORT REQUIREMENTS REFERENCES. (a) OPNAVINST 9070.2 - Signature Control Policy for Ships and Craft of the U.S. Navy (b) NAVSEA RMC CERT 05P1 - Passive C ountermeasure System (PCMS) Waterfront Support Certification Plan (c) NAVSEA SE400-DA-MMO-010 - Passive Countermeasure System (PCMS) Technical Manual (d) Maintenance Index Page 4721/081 - CG/D DG/LPD Passive Countermeasure System (PCMS) (e) NAVSEA RIM 05P1 - PCMS Re pair and Installation Methods (f) NAVSEA ACD 05P1 - PCMS Access, Ma terial Control and Disposal Manual (g) Maintenance Index Page 4721/082 - CVN Passive Countermeasure System (PCMS) (h) NAVSEA RIM (SLT) 05P1 - PCMS Repair and Installation methods for Type 3R SLT (i) NAVSEA ACD/J 05P1 - PCMS Access, Material Control and Disposal Manual (Japan) (j) NAVSEA ACD/R 05P1 - PCMS Access, Material Control and Disposal Manual (Rota) (k) NAVSEA ACD (CVN) 05P1 - PCMS Access, Material Control and Disposal Manual (CVN) 37.1 PURPOSE. Per references (a) through (k), to provide guidance in the execution of a shore based Passive Countermeasure System (PCMS) maintenance program in the U.S. Surface Fleets. Waterfront support for the PCMS is focused through the homeport Regional Maintenance Center (RMC). To support the Fleet PCMS program each RMC must be capable of conducting the following core PCMS activities: a. PCMS Readiness Improvement Program (RIP). b. PCMS Maintainer and Supervisor technical training. c. Installation and removal of Motion Measurement System. d. AP-1 and AP-2 system assessments. AP-2 is not applicable to CVN. e. Technical assists. f. Prioritization and quality assurance of all topside PCMS work related to or impacting PCMS resources and procedures. Requirements for these tasks are identified in reference (b). A general system description is provided in reference (c). g. Support of a RMC Production Repair Replace Fa cility. This facility will be outfitted and stocked by the RMC for accomplishment of tiling on ship items which have been removed from or are destined for PCMS ships. The facility must include, at minimum, an on-site RMC technician, certified by the NAVSEA Technical Warrant

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-37-2 Holder at Waterfront Level 2 Maintainer Instructor, to act as supervisor and manager of the production shop. The designated Code 900 production shop manager must coordinate training and oversight with PCMS SME (Code 200) at the RMC as needed. This capability will be RMC funded stocking of necessary tools, consumables and tiles such that work performed at the shop will not require specific ship provided materials or funding. 37.2 PASSIVE COUNTERMEASURE SYSTEM EVENT DESCRIPTION. a. PCMS RIP. RIPs are scheduled by the Type Commander (TYCOM) via the Immediate Superiors In Command (ISIC). ISICs obtain primary and secondary dates, submit via action to TYCOM with information to the local RMC. This weeklong event is designed to provide on board training to the entire ship PCMS team, focused on maintenance and inspection training. Curricula are available for both the PCMS maintenance person and PCMS supervisor personnel. The RIP focuses on one day of classroom training, followed by shipboard training that includes assessment and repairs training to the system (trim, caulk, application of material, etc.). This is the primary method of delivering training and PCMS certification for Ship’s Force personnel for CG/DDG/LPD. It also serves the purpose of providing a focused period for accomplishment of a prioritized selection of Ship’s Force capable maintenance. Stand-alone onboard technical training (PCMS Supervisor or Maintainer) may be provided to ships CVN/CG/DDG/LPD) if delivering that training via the RIP process is not possible. This form of training can be requested by the ship directly through the local RMC PCMS SME. This training is requested through the RMC by ship submission of a 2K. b. Motion Measurement System. Per references (d), ships without installed telemetry equipment require installation and removal of Motion Measurement System for radar cross-section testing. This is accomplished by the RMC following ship submission of a 4790/2K request. c. AP-1 and AP-2 (CG/DDG/LPD) assessments. These comprise the annual Subject Matter Expert (SME) assessment of the ship system. It utilizes a visual assessment process in order to provide a prioritized maintenance plan for the ship. This complements the ship’s measurement. A structured discipline is used for this assessment. d. Technical assistance. RMC SMEs are re sponsible for responding to Forces Afloat requests for PCMS technical assistance. The RMC technician must be certified by the NAVSEA Technical Warrant Holder at a minimum for Level 2 Maintainer Instruction, to directly assist the ship in identifying and organizing a Ship’s Force PCMS maintenance project. The technician would provide on-site advice and quality assurance assistance. e. Prioritization and Quality Assurance of I and D Level Work. RMC SMEs must be utilized by the RMCs to provide technical advice, including work prioritization, and quality assurance of all I and D Level PCMS related or PCMS impacting work executed under the purview of the RMC. 37.3 PASSIVE COUNTERMEASURE SYSTEM PERSONNEL CERTIFICATION.

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-37-3 37.3.1 Passive Countermeasure System In-Service Engineering Activity. The Naval Sea Systems Command (NAVSEA) Topside Signatures Technical Warrant Holder has assigned Naval Surface Warfare Center Port Hueneme Detachment (NSWC PHD) as the PCMS In- Service Engineering Agent (ISEA). The Technical Warrant Holder (NAVSEA 05P1) retains final authority for all PCMS personnel certification. 37.3.2 Support Personnel. Per reference (b), PCMS personnel certification is required every three years. Qualifications for PCMS certification are successful completion of NAVSEA sponsored PCMS installation course conducted under the authority of NSWC PHD (S22) and on- the-job-training witnessed by a certified PCMS instructor within the past three years. RMC Subject Matter Expert personnel are also required to retain proficiency through annual accomplishment of at least one AP-1 and one RIP. This certification enables RMCs and shipyards to maintain a cadre of qualified PCMS personnel and with the assistance of the PCMS ISEA, to coordinate further certification or recertification training as required. Specific certification levels are addressed in the relevant PCMS Program NAVSEA manual. 37.3.3 Training Requirements. Per reference (c) and (e), NAVSEA 05P1 has established the requirement that all personnel involved in PCMS installation and maintenance, including inspection/assessment, surface preparation, material application, final painting or quality assurance, must be U.S. citizens trained in the specifics of PCMS installation procedures prior to any actual tile installation work. As waterfront experience has underscored the absolute importance of limiting PCMS work to properly trained personnel, the certification process is the single most important element of quality assurance for the fleet customer. All personnel assigned PCMS repair duties must be trained in the requirements of reference (f). 37.3.4 Regional Maintenance Center Japan, Regional Maintenance Center Rota and Pearl Harbor Naval Shipyard. With the exception of CVN training, Forward Deployed Naval Forces (Regional Maintenance Center Japan, Regional Maintenance Center Rota and Pearl Harbor Naval Shipyard) are authorized to execute training of personnel organic to their production codes for all PCMS maintenance and installation work using the PCMS ISEA provided training guide. 37.3.5 Ship’s Force Personnel. Per the requirements of reference (c) MRC S-1, fleet personnel conducting PCMS S-1 assessments must be graduates of a PCMS ISEA approved ship supervisor course which includes an assessment/inspection training module. Ship’s Force personnel assigned maintainer duties to include all reference (d) MRCs except the S-1 must be graduates of the PCMS ISEA approved PCMS maintainer course. Ship’s Force personnel assigned maintenance duties to include all reference (g) MRCs must be graduates of the PCMS ISEA approved CVN specific course. 37.4 PASSIVE COUNTERMEASURE SYSTEM TECHNICAL ASSISTANCE. PCMS technical assistance is available through the local RMC. Distance support is also available, if required. 37.5 RESPONSIBILITIES. a. Commander, Nava l Sea Systems Command: (1) Certify personnel, facilities, and activities in PCMS handling, Quality Assurance, application, and destruction. Maintain records for each RMC certification.

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-37-4 (2) Provide Equipment Guide List (E GL) packages for AP-1, AP-2 and S-1 assessments. AP-2/S-1 is not applicable to CVN. (3) Incorporate and distribute ship configuration revisions submitted following AP-1 and AP-2 assessments. AP-2 is not applicable to CVN. (4) Conduct analysis of all measurements and provide Forces Afloat reports of results and recommendations. (5) Adjudicate all PCMS related request s for Departures from Specifications. (6) Designate a PCMS ISEA to function as the first line technical resource for Forces Afloat. (7) Coordinate PCMS in service activities with the broader Surface Maintenance Engineering Planning Program (SURFMEPP) organization and other activities, such as corrosion control programs. b. Navy Regional Maintenance Center: (1) Ensure that RMCs have adequate PCMS SMEs/technicians to support PCMS core activities defined in paragraph 37.1 of this chapter. Provide stewardship of RMC SMEs to ensure a seamless transition when personnel are scheduled for transfer or retirement. If qualified PCMS Technicians are not available at local RMC, the RMC should contact the following (in order of contact) for assistance: (a) Other RMCs. (b) PCMS ISEA (NSWC PHD). This request must include funding for the performance of the activity. (2) Ensure integration of PCMS SME support to all former SUPSHIP planning and execution of shipboard repairs and other upkeep performed under the auspices of the RMC organization. (3) Establish I-Level PCMS tiling support shops at RMCs with PCMS responsibilities. (4) Ensure the integration of PCMS re storation on all RMC conducted repairs and corrosion control projects where PCMS coverage is required. This is to ensure that PCMS restoration requirements generated as interferences to work performed by I and D level activities are not assigned to Ship’s Force, but rather are restored as part of the I or D task. Should the Type Commander determine that it is necessary to abbreviate the funded task, he or she must direct the ship to submit a Departure from Specifications (DFS) to NAVSEA delineating the specifics of the unfunded PCMS restoration work. c. Type Commanders must: (1) Coordinate with the System Commands in identifying, solving and correcting PCMS deficiencies. (2) Refer all PCMS related Departures from Specifications to NAVSEA for adjudication.

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-37-5 (3) Prior to promulgation, review a nd authorize all documents prepared by technical agencies that contain procedures relative to PCMS and the fleet PCMS program. (4) Evaluate comments and recommendati ons regarding the fleet PCMS program. If necessary, issue changes to existing policy and procedures. (5) Fund PCMS RIPs to provide for the additional RMC labor and material required to conduct these events at least bi-annually. (6) Ensure that proper corrosion control procedures are employed in the planning and execution of I and D Level maintenance affecting PCMS areas. References (f) and (h) provides detailed guidance. (7) Coordinate all aspects of scheduling ship measurements. (8) Provide for the restoration of all PC MS materials removed as interferences for other tasks. d. Immediate Superiors in th e Chain of Command (ISIC) must: (1) Submit requests to schedule PCMS core activities for each unit to maintain unit currency in trained personnel and ship measurements. (2) Review and take the appropriate ac tion to correct PCMS discrepancies for subordinate units. e. RMCs must: (1) Maintain qualified PCMS personnel and ensure assets are available to perform PCMS activities of paragraph 37.1 of this chapter, per reference (b). (2) Budget and provide travel funding to the ISEA for RMC personnel PCMS competency certifications, as required. As an alternative, the RMC person requiring certification can travel to Norfolk or San Diego for certification from the ISEA. (3) Budget for RMC PCMS SME attendance of Annual Waterfront PCMS Standardization Program Reviews required reference (b). (4) Provide Technical Assistance via distance support or on site visit as appropriate. (5) Conduct PCMS core activities. Provide the following to NAVSEA PCMS ISEA within four weeks following AP-1 events: (a) Redlined updates to key plans and detailed drawings. (b) Completed EGL inspection ch ecklist, including revised items. (c) Completed digital photo surveys consisting of any new systems and topside changes not previously submitted or not listed in the ship key plans. (6) Ensure that RMC PCMS SMEs are i nvolved in planning of all PCMS equipped ship topside maintenance where PCMS is affected.

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-37-6 (7) Ensure that RMC Quality Assuranc e personnel, certified by the PCMS ISEA, are actively involved in the Quality Assurance of all I and D level PCMS related repairs and installations. (8) Ensure that contracted or I-Level jobs activities, facilities and personnel selected to conduct PCMS work are certified for the work being conducted. (9) Conduct annual inventory of all locally RMC held PCMS materials and provide results to NAVSEA 05P1. (10) Include in contracted I and D-Level jobs the provision of PCMS tiles for planned PCMS repairs and interference areas. Ships must not be tasked to provide tiles or other PCMS Allowance Parts List or Allowance Equipage List items to support work undertaken by other than Ship's Force, except with the specific concurrence of the TYCOM. (11) Maintain repair capability deta iled in paragraph 37 .1.1.g of this chapter. f. PCMS Ship Commandi ng Officers must ensure: (1) Scheduling of PCMS activ ities within periodicity. (2) Obtaining RMC SME assistance in reviewing work packages to ensure identification of all topside signature related issues. (3) Establishment and maintaining of the following shipboard organization: NOTE: AS OUTLINED IN CHAPTER 19, APPENDIX C4H OF THIS VOLUME, THE OT02 WORKCENTER IS DESIGNATED AS THE PCMS MAINTENANCE WORKCENTER. CVN DOES NOT LIST A SPECIFIC PCMS WORKCENTER. REFERENCE (B) CONTAINS ALL CVN PCMS MAINTENANCE REQUIREMENTS AND MUST BE CARRIED UNDER WORKCENTER OS02 (ELECTRONIC WARFARE (EW) OR CRYPTOLOGIC TECHNICIAN, TECHNICAL (CTT)). ADDITIONALLY, THE CVN PCMS SUPERVISOR MUST COME FROM THIS WORKCENTER OR CAN BE A MORE SENIOR PERSON WITHIN THE SAME DEPARTMENT. (a) PCMS Department Head: Per reference (a), the Commanding Officer must appoint a Department Head responsible for coordinating operation and maintenance of PCMS. Their responsibilities include: 1 Providing the Commandi ng Officer monthly PCMS effectiveness summaries including major PCMS deficiencies, the compliance of the ship with personnel certification requirements, an abbreviated Plan of Action and Milestones for correction of Category 1, 2 and 3 deficiencies and corrosion items, and the due date for the next ship measurement. 2 Coordinating shipboard PC MS indoctrination for newly reported personnel. 3 Coordinating ship-wide PC MS preventive and corrective maintenance schedule.

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-37-7 4 Coordinating distribution a nd update of Planned Maintenance System (PMS) materials, including ship specific PCMS key plan drawings and EGLs required for PMS inspections. 5 Serving as single point of contact for Quality Assurance of PCMS related Current Ship's Maintenance Project entries, review of all topside configuration changes (including program alterations, fleet alterations, field changes, etc.) to ensure Radar Cross Section reduction has been considered. 6 Ensuring PCMS is included in the command PMS spot-check program. 7 Assigning a command PCMS coor dinator responsible to the PCMS Department Head for the detailed implementation of PCMS maintenance and operation. 8 Designate in writing the main tenance assignments by all work centers assigned PCMS responsibility, as applicable. (b) Command PCMS coordinator: Th e command PCMS coordinator is the primary assistant to the PCMS Department Head in carrying out his or her responsibilities. Additional responsibilities include: 1 Request PCMS RIPs at intervals not to exceed 24 months (non- CVN). a Designate team of minimum 8 people (DDG and LPD), (15 people (CG) to attend the RIP. This team must include at least two supervisor level personnel (E5 and above). These team members must be committed throughout the entire RIP duration and cannot be substituted once the RIP commences. b Commit this team to the full 5-day period, arranging other individual requirements or commitments around the PCMS RIP. The names, rates and PRD of these personnel must be provided to the local RMC SME by e-mail or record message not later than 3 working days prior to the PCMS RIP. The senior ship’s force member of this team is responsible as the team’s mustering petty officer and must exercise military control of the team. Personnel may not be substituted once the RIP has begun. c All PCMS training request ed through the RMC will be done by ship submission of a 2K. 2 Maintain personnel certifica tions, ensuring the required number of trained personnel are onboard. For DDG and LPD, a minimum of 8 maintainers and 2 supervisor-trained personnel are required. For CG, a minimum of 15 maintainers and 2

COMUSFLTFORCOMINST 4790.3 REV D 16 Oct 2019 VI-37-8 supervisor-trained personnel are required. For CVN, a minimum of 15 personnel are required to be trained in the CVN-specific training, one of which formerly designated as the ship’s PCMS Supervisor. 3 During RMC technical assists, ships would be expected to provide a minimum, dedicated team of five Level 1 Maintainer personnel and one Level I Supervisor personnel for such a technical assist. The team would be required to muster at least 80% of its assigned personnel continuously for workdays during the technical assistance period. (c) Supply Officer: Maintain Allo wance Parts List stocks of PCMS materials and sufficient Allowance Equipage List items to support maintenance requirements. All shipboard stocks must be within shelf life.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38-1 VOLUME VI CHAPTER 38 DEEP SUBMERGENCE SYSTEMS HULL INTEGRITY PROCEDURES REFERENCES. (a) NAVSEA SS800-AG-MAN-010/P-9290 - Syst em Certification Procedures and Criteria Manual for Deep Submergence Systems LISTING OF APPENDICES. A SUBMEPP DSS HIP Inventory B SUBMEPP DSS HIP Schedule C Request for DSS HIP Periodicity Extension Format 38.1 PURPOSE. This chapter provides guidance and definition for the requirements, responsibilities and actions for Deep Submergence Systems (DSS) Hull Integrity Procedures (HIP) to continue certification for manned operations. The DSS HIP program is invoked on Dry Deck Shelter (DDS) certified under reference (a). 38.2 HULL INTEGRITY PROCEDURES MAINTENANCE SCHEDULING, PLANNING AND REPORTING. 38.2.1 Maintenance Requirements for Continued Certification. Reference (a) establishes the Maintenance Requirements and identifies the responsibilities and actions required to support continued unrestricted Submarine and DSS manned operations. In conjunction with reference (a), Naval Sea Systems Command (NAVSEA) has issued individual manuals containing required, periodic Scope of Certification (SOC) maintenance actions for each DSS. The DSS HIP procedures identify degradation of the material condition of the hull integrity boundary and of those systems affecting occupant safety. SOC certification indicates that a valid recommendation for continued manned operations can be made. Maintenance of certification is dependent on the positive control of all re-entries into the SOC boundaries per Volume V, Part III, Chapter 5 of this manual, the satisfactory and timely completion of applicable DSS HIP procedures as required by reference (a) and any necessary repairs. Accomplishment of the DSS HIPs specified with this program identify changes within the SOC boundary which result from inadvertent error or from degradation caused by the service environment. 38.2.2 Scheduling and Reporting. To enable the Type Commanders (TYCOM) to carry out their responsibilities in the maintenance of certification of DSSs and to aid in decisions concerning operational restrictions, an auditable system of scheduling the performance and reporting of DSS HIPs has been developed. This system provides visibility to problem areas, facilitates verification and provides a permanent record of DSS HIP accomplishment in the DSS's Maintenance and Material Management (3-M) machinery history maintained at the NAVSEA Logistics Center. 38.2.2.1 Dry Deck Shelter. Submarine Maintenance Engineering, Planning and Procurement (SUBMEPP) Activity provides Periodic Maintenance Requirement (PMR) inventories and

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38-2 schedules are used for scheduling and reporting. Appendices A and B of this chapter show examples of the SUBMEPP DSS HIP inventories and schedules respectively. 38.2.2.2 Submarine Maintenance Engineering, Planning and Procurement Activity Inventories and Schedules. The SUBMEPP inventories and schedules are provided at https://ebusiness.submepp.navy.mil/eBusiness/index.cfm. 38.2.3 Baseline and Due Dates. The baseline date for determining DSS HIP due dates is the Last Maintenance Action (LMA) date. LMA dates for new requirements will be based on the Change Issue Date of the DSS HIP invoking the new requirement unless otherwise directed from NAVSEA. Due dates are calculated based on LMA dates per paragraph 38.2.3.2 of this chapter. It is recognized that upkeep schedules for vehicles that are well into the operating cycle may not permit full compliance with the scheduled due dates. In such cases, a Departure From Specification (DFS) for the DSS HIP will be addressed on a case-by-case basis as specified in Volume V, Part I, Chapter 8 or Volume V, Part III, Chapter 8 of this manual. LMA dates and DSS HIP due dates are determined in the following paragraphs. 38.2.3.1 Last Maintenance Action Date. All DSS HIPs have an initial LMA date established at installation to start the operating cycle following the applicable DSS HIP manual. During the operating cycle, an adjusted LMA is used for DSS HIP. Calculate the adjusted LMA date as: a. If the HIP is accomplished during a peri od other than a scheduled Availability (e.g., voyage repair periods, at sea, port calls, Fleet Maintenance Activity (FMA) Availability, refit, upkeep, etc.) the adjusted LMA date will be the first of the month following the PMRs completion date. b. If the HIP is accomplished during a sc heduled availability (e.g., Overhaul or Restricted Availability), the adjusted LMA date will be the first of the month following the scheduled availability's actual completion date. 38.2.3.2 Calculating Due Dates. Next due dates are calculated based on an adjusted LMA date. Due dates are calculated, for scheduling purposes, by taking the adjusted LMA date month (number) and adding the periodicity months (number) to show the month due (i.e., an item with an adjusted LMA date of February 2005 (2/05) with a six-month periodicity would be due in August 2005 (8/05)). The HIP will be accomplished prior to midnight of the last calendar day of the month due. 38.2.4 Periodicity Extensions. When determining the due date for certain DSS HIPs inspections, inactive time may be excluded from the time elapsed since the last inspection. a. Inactive Time for HIPs 001, 003, 004 and 005 is defined as days in which a DDS is in a Restricted Availability (RAV), Regular Overhaul (ROH), storage, or other non- operational period. The definition of Inactive Time for HIP 002 is limited to only the time during which a DDS is in an availability (e.g. RAV, ROH). The sustaining activity must submit a Minor, Temporary, Non-Precedent setting DFS to the TYCOM, via the ISIC, to request a periodicity extension for the subject DDS HIP based on inactive time alone. This DFS must be specific to the HIP items and portions that will exceed the required periodicity, and must include supporting OQE (Transfer of custody letters, Dive log records etc.) to account for the inactive time. TYCOM must approve this DFS as temporary, with a due date of the requested HIP periodicity extension, and the DFS must remain active until the SUBMEPP PMR Inventory for

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38-3 the HIP is updated. Upon update of the SUBMEPP PMR Inventory for the HIP, the DFS can be cleared. b. General Periodicity Extensions: These au thorization requests are for HIP periodicity extensions other than an Inactive Time Periodicity Extension of 1-9.d.1., and are generally due to technical or scheduling obstacles that prevent timely completion of a HIP. The sustaining activity must submit a Major, Temporary, Non-Precedent setting DFS to NAVSEA, via the ISIC and TYCOM, to request a periodicity change for the subject DSS HIP. This DFS must be specific to the HIP items and portions that cannot be or are not completed and must include rationale to support the requested change. This may include emergent operational needs, unavailability of material, incomplete integrity inspections, etc. The originator should provide supporting OQE (inspection and test reports accumulated, etc.). The originator will indicate when the HIP will be accomplished, propose any restrictions or limitations, and identify whether or not manned operations will be conducted between now and when the HIP inspection is accomplished. NAVSEA must approve this DFS, if appropriate, as temporary, with a due date of the requested HIP periodicity change, and the DFS must be active until the SUBMEPP PMR Inventory for the HIP is updated. Upon update of the SUBMEPP PMR Inventory for the HIP, the DFS can be cleared. 38.2.5 Scheduling, Planning and Reporting Hull Integrity Procedure Accomplishment at Sustaining Activity or Fleet Maintenance Activity Level. 38.2.5.1 Scheduling. The TYCOM PMR Scheduling System Inventories and Schedules are located at https://ebusiness.submepp.navy.mil/eBusiness/index.cfm. An inventories and schedules is to be provided to each applicable Unit Identification Code (UIC) by the ISIC. As a minimum, ISICs will schedule applicable DSS HIPs 60 days prior to scheduled availabilities. 38.2.5.2 Planning. FMA Planners will requisition materials, obtain plans and drawings, prepare Formal Work Packages or Controlled Work Packages and coordinate the scheduling with the Ship Superintendent, Production Officer and ISIC Material Office. Then the job will be turned over to the applicable Work Center for accomplishment. 38.2.5.3 Reporting. Each DSS HIP contains specific instructions on reporting the completed action and on use of a special feedback code to identify the material condition, or a change in inspection frequency is required. In order to ensure DSS HIPs are correctly accomplished and reported to SUBMEPP, the following actions are to be taken: a. Sustaining Activities completing DSS HI Ps must provide a report of accomplishment to SUBMEPP via the ISIC. b. The Sustaining Activity must update th e local inventory report and verify the completed HIPs are subsequently updated by SUBMEPP. 38.2.6 Scheduling, Planning and Reporting Hull Integrity Procedures Accomplishment During Regular Overhaul (ROH). Each DSS HIP contains specific instructions on reporting the completed action and on use of a special feedback code to identify the material condition, or a change in inspection frequency is required. In order to ensure DSS HIPs are correctly accomplished and reported to SUBMEPP, the following actions are to be taken.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38-4 a. The Availability Work Package (AWP ) prepared by SUBMEPP will reflect all DSS HIPs authorized for accomplishment during the ROH at the AWP Ship Work List Item Number level. b. For DSS HIPs assigned to the depot, th e ISIC will enter "Assigned to <depot name> by AWP <AWP number>" in the Remarks/Completion block of the DSS HIP Schedule/Inventory and in the local scheduling system. c. The Sustaining Activity will verify that all DSS HIPs assigned to the depot were reported and subsequently updated by SUBMEPP. 38.2.7 Scheduling, Planning and Reporting Hull Integrity Procedures Accomplishment During Restricted Availabilities (RAV). Each DSS HIP contains specific instructions on reporting the completed action and on use of a special feedback code to identify the material condition, or a change in inspection frequency is required. In order to ensure DSS HIPs are correctly accomplished and reported to SUBMEPP, the following actions are to be taken. a. Prior to each RAV, the Sustaining Ac tivity must identify HIPs required to be accomplished during the availability and assign them to the responsible repair activity for accomplishment. Forward this list via formal correspondence to the ISIC. b. ISIC must review and verify these reque sts and forward to NAVSEA via the TYCOM. c. The Sustaining Activity will verify that all DSS HIPs assigned for completion during the RAV are reported to the ISIC and subsequently updated by SUBMEPP. 38.2.8 Deep Submergence System Hull Integrity Procedures Completion Reporting. a. Within 30 days after the completion of an availability or completion of a HIP outside an availability, the Sustaining Activity is required to provide a report of accomplishment to SUBMEPP and the DSS ISIC as well as other technical codes as designated in the DSS HIP. Specific information to be included in the report is identified in the applicable DSS HIP. The accomplishing activity or Sustaining Activity and ISIC must retain a legible copy of the most current inspection report until disposal of the DSS. b. Prior to Manned Operations, the DSS Su staining Activity must submit a letter to SUBMEPP via the ISIC that certifies all required inspections have been satisfactorily completed. c. Upon identifying a material condition that would result in a reduced inspection periodicity if not restored to Category A condition during the availability in which the condition was found, a special report is required to be submitted by the accomplishing activity following the applicable DSS HIP and, if applicable, the AWP. This special report must be provided immediately to NAVSEA (PMS 390N) (SEA 07Q), TYCOM, ISIC and SUBMEPP indicating: (1) Applicable DSS HIP. (2) Equipment component identification. (3) Inspection category.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38-5 (4) The reduced or deferred periodicity of each equipment component that should be inspected at less than its normal periodicity. This reduced periodicity report requirement is in addition to the completion reporting requirements. 38.3 RESPONSIBILITIES. 38.3.1 Type Commander. a. Perform periodic audits of the ISICs a nd FMAs to verify full compliance with the provisions of reference (a), Volume V, Part I, Chapter 9 of this manual and this chapter. b. Provide guidance to the ISICs, obtaini ng NAVSEA concurrence as necessary, when deviations in the scheduling or accomplishment of maintenance or repairs are required by a DFS request and resolution per Volume V, Part I, Chapter 8 and Part III, Chapter 8 of this manual. c. Review requests for HIP accomplishmen t as required per paragraph 38.2.6 of this chapter. 38.3.2 Submarine Maintenance Engineering, Planning and Procurement Activity. a. Receive reports of completion of DS S HIPs from all completing activities. b. Review completion reports for comp liance with the scheduled periodicity requirements and any change in the status category. c. Establish an LMA date per paragraph 38.2.3.1 of this chapter. d. Revise the periodicity and next due date s in DSS HIP inventories and schedules to reflect any NAVSEA approved periodicity extension changes, or TYCOM approved periodicity extensions due to inactive time as allowed for in the individual DSS HIP and paragraph 38.2.4 for this chapter. e. Notify the TYCOM via the on-site SUBM EPP Representative of any DSS HIP beyond periodicity for TYCOM resolution. f. Provide updated DSS HI P inventories and schedules following the distribution. g. Quarterly, provide a list of D SS HIPs that appear overdue in the schedules and a list of DSS HIPs that have been reported complete by the fleet but Objective Quality Evidence has not been received by SUBMEPP. h. Receive and review DSS HIP Objective Quality Evidence for technical accuracy and maintain DSS HIP completion history. 38.3.3 Immediate Superior In Command. a. Maintain auditable records of DSS HIP accomplishment for each DSS. These records will include the current SUBMEPP Quarterly inventories and schedules, DSS HIPs completed and data report forms or reports submitted as a result of last accomplishment and all approved DFSs. b. Conduct periodic audits of assigned FMAs and Sustaining Activities to verify full compliance with the provisions of reference (a), Volume V, Part I, Chapter 9 and Part III, Chapter 9 of this manual and this chapter.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38-6 c. In addition to the record s of audits, maintain a file, by DSS, of the current DSS HIP inventories and schedules as provided by SUBMEPP. The schedules (Appendix B of this chapter) for each DSS must be annotated with the new adjusted LMA date and the next due dates for the completions and any periodicity extensions authorized. d. Although the responsibility fo r the accomplishment of DSS HIPs must rest with the DSS Commanding Officer, the nature and scope of the DSS HIPs dictate that the ISIC coordinate the accomplishment of DSS HIPs following the SUBMEPP provided inventories and schedules. Accordingly, the ISIC must assist in the preparation of, and approve each DSS HIP performance schedule. In addition, the ISIC must: (1) Unless previously notified by SU BMEPP of delays, notify the SUBMEPP Representative and TYCOM of the non-receipt of schedules and reports. (2) Upon printing, review each vehicl e's quarterly DSS HIP inventory and schedule against the schedule information on the individual DSS HIP to verify DSS HIP scheduling or periodicity is accurate and that any rescheduling data which has been submitted to SUBMEPP has been accurately incorporated. HIPs accomplished during the month preceding the quarterly report may or may not be reflected in the issue received. Similarly, upon receipt of DSS HIP changes, audit the individual DSS HIP procedural and schedule information against each DSS's HIP inventory and schedule to verify that the component or equipment and periodicity has not changed and that provided changes do not impact current schedules. Resolve identified deficiencies through the SUBMEPP Representative at TYCOM. (3) Review the enclosures to the HIP procedural inventories and the schedule forwarding letter and advise SUBMEPP of the completion dates and JSNs for DSS HIPs listed. Forward copies of completed Data Report Forms for these and any other DSS HIP completions identified by SUBMEPP as having missing Data Report Forms. e. Ensure that all DSS HIP requirements w ith the appropriate screening (Ship's Force, FMA) are in the CSMP for subsequent development by SUBMEPP of forthcoming availability AWPs. f. In the event that deviatio ns from required periodicities or full requirements of the DSS HIPs are required, request approval from the Program Manager with Sustaining Certification Authority (SCA) concurrence by submitting a DFS request per Volume V, Part III, Chapter 8 of this manual. Such DFS requests will be a Major DFS for DSS HIP program deviations. DFS requests are also to be submitted when repairs arising from the DSS HIP inspections cannot be completely accomplished. Periodicity extension requests for all DSS HIPs must be submitted per paragraph 38.2.4 of this chapter. g. Establish procedures to affect routing of completed DSS HIP transactions. The ISIC should ensure proper documentation has been completed as described in the special reporting procedures of the HIPs. This must include the material condition feedback code as part of the final action, if required. Upon receipt of the report of maintenance action accomplishment from an assigned unit or the FMA, review the report for

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38-7 completeness, consistency, acceptability of conditions and material trends. Where unsatisfactory conditions are found, direct repairs. Where repairs cannot be made, submit a DFS per Volume V, Part I, Chapter 8 and Part III, Chapter 8 of this manual. Ensure SUBMEPP inventories and schedules are updated per paragraph 38.3.3.c of this chapter. Clear DSS HIP major DFS upon TYCOM or NAVSEA approval and upon receipt of the SUBMEPP Quarterly PMR inventories and schedules, and ensure they accurately reflect the new due date of the DSS HIP as stated in the approved DFS. h. Upon identifying a material condition th at would result in a reduced inspection periodicity, ensure the accomplishing activity immediately reports the condition found via official correspondence to NAVSEA (PMS 390N), the TYCOM and SUBMEPP per paragraph 38.2.7.c of this chapter. i. Monitor the timely submission of DSS HIP data report forms and the report of accomplishment for DSS HIPs completed by the FMA, Sustaining Activity or industrial activity, as applicable, to ensure required documentation is submitted per paragraph 38.2.7 of this chapter. Ensure data report forms are submitted to report component replacement, repair or operation out of specification. Review all Sustaining Activity accomplished DSS HIP data for compliance with the requirements of the DSS HIP Program prior to submittal to SUBMEPP. j. Prior to a DSS's underway period, review the vehicle's certification continuity report, if submitted, to ensure the ISIC and DSS's records (including the CSMP) accurately reflect DSS HIP status. k. The Parent ISIC of deploying ships will ensure that any DSS HIP due for accomplishment by the ship or DSS during its deployment period is identified in the transfer of custody message and that the ship possesses the DSS HIP data report forms (if applicable) for reporting job completion. l. Deployed Squadrons will review the DSS HIP status of deployed DSSs upon in-chop. Perform the function of the Parent ISIC in ensuring all DSS HIPs are accomplished and reported within the required periodicity while the DSS is deployed. m. Prior to the start of an availabi lity, ISIC DSS HIP coordinators will: (1) Assign Job Control Numbers to DSS HI P items assigned to Forces Afloat in the AWP and screen them prior to the start of the availability following the directions in the AWP. Care must be taken to appropriately assign DSS HIP items to the correct accomplishing activity. (2) ISIC DSS HIP coordinators will not assign Job Control Numbers to DSS HIP items assigned to the industrial activity in the AWP. The industrial activity is responsible for performing, auditing and reporting all DSS HIP items assigned by the AWP. (3) DSS HIPs assigned to Forces Afloat by the AWP for accomplishment prior to the start of the depot period, but for some reason were not completed, will be reassigned to a concurrent availability or formally reassigned to the industrial activity via a supplemental work request.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38-8 n. DSS HIPs assigned to the industrial ac tivity by the AWP which are not accomplished during the depot period will be reassigned to another availability by NAVSEA (PMS 390N) following the depot period provided the DSS HIP does not exceed its due date. The ISIC will be notified of this reassignment by formal correspondence which will include justification and reason why the scheduled and planned requirements were not met. o. Prior to availability comp letion, ISICs will audit DSS HIPs assigned to Forces Afloat by the AWP and ensure all have been satisfactorily completed and documented within the required periodicity. The ISIC audit will also verify that all DSS HIP items coming due within six months of availability completion are complete or assigned to a follow-on fleet availability. Under no circumstances are DSS HIP due dates to be exceeded. ISIC Quality Assurance Officers will not be responsible for auditing DSS HIPs assigned to the depot in the AWP. p. Following availability completion, the ISIC DSS HIP coordinator will ensure that all DSS HIPs assigned to the industrial activity were reported and subsequently updated by SUBMEPP. 38.3.4 Deep Submergence System Commanding Officer. a. Ensure all DSS HIPs are accomplished with in the required periodicity as specified by SUBMEPP. b. Maintain auditable records of the accomp lishment of DSS HIPs to permit verification of compliance with reference (a), Volume V, Part I, Chapter 10 and Part III, Chapter 10 of this manual and this chapter. These records must consist of: (1) Copies of letters of completion a nd inspection reports for all DSS HIP work accomplished by all activities. The required data forms are located in the individual DSS HIPs. A copy of each completed report must be submitted to the ISIC for review a minimum of 24 hours prior to manned operations. (2) One copy each of the current Quar terly DSS HIP inventories and schedules provided by SUBMEPP. Annotate the DSS HIP Inventory Report when accepting completed work requests from the FMA or Ship's Force (LWC 991). It is the DSS responsibility for ensuring that the reports reflect the actual configuration, especially with regards to the equipment identity and the Allowance Parts List. (3) Copy of outstanding DSS HIPs to be accomplished by Ship's Force. (4) One copy of each approved DFS from the requirements of reference (a), Volume V, Part I, Chapter 8 and Part III, Chapter 8 of this manual and this chapter. This authority is based on the following factors and considerations: (a) The completion of all DSS HIPs, or portions thereof, will be reported by the ISIC per paragraph 38.2.5.3 of this chapter. Particular care must be exercised to ensure that existing conditions found at the time of inspection or need for repair or replacement of components is recorded in detail as prescribed by the DSS HIP.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38-9 (b) Deviations from DSS HIP require ments or periodicities may result in operational restrictions being placed on a unit. In order to determine whether such restrictions are necessary, the TYCOM must be fully apprised of the number and extent of deviations involved. (c) Allow no deviations in the sche duling or accomplishment of required DSS HIP maintenance actions unless formal NAVSEA approval of such deviations has been granted by an approved DFS or as allowed in paragraph 38.2.4 of this chapter. All system disassembles, repairs and reassemblies must be conducted per Volume V of this manual, including requests for a DFS, if necessary. (d) Except in an emergency, refrain from manned operations if all required DSS HIP maintenance actions have not been completed within the specified periodicities unless formal authorization to deviate from these requirements has been granted by NAVSEA. NAVSEA recommendation and TYCOM authority to conduct manned operations are contingent upon the satisfactory completion of these maintenance actions.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38A-1 APPENDIX A APPENDIX A SUBMEPP DSS HIP INVENTORY FOR OFFICIAL USE ONLY PERIODIC MAINTENANCE REQUIREMENTS REPORT DATE . 01 Nov 2005 HIP CHANGE: 39 Sep 2005 INVENTORY URO/HIP SORTED BY URO/HIP DRY DECK SHELTER 03P DDS 03P SDVT-2 SHIP'S UIC: 59603 LINE COMP COMPID ITEM SERIAL MJC NO PROC TYPE MRN LAST WRK CTR JSN LMA DATE DUE DATE REMARKS/COMPLETION INFO JSN DATE MJFCN URO ITEM HSC RIC SYSTEM: 1310 PRESSURE HULL

MID NO R M L D D

M C C

PER

ALT

1310 270137 L901 ITEM-01 596003AP01 XCONFIGITEM PENDING HIP 001 D X Dec 2002 Dec 2009 84M

1310 270137 L901 ITEM-02 596003AP02 XCONFIGITEM PENDING HIP 001 D

X Dec 2002 Dec 2009 84M

1310 270137 L901 ITEM-03 596003AP03 XCONFIGITEM PENDING HIP 001 D

X Dec 2002 Dec 2009 84M

1310 270137 L901 ITEM-04 596003AP04 XCONFIGITEM PENDING HIP 001 D

X Dec 2002 Dec 2009 84M

1310 270137 L901 ITEM-05 596003AP05 XCONFIGITEM PENDING HIP 001 D

X Dec 2002 Dec 2009 84M

1310 270137 L901 ITEM-06 596003AP06 XCONFIGITEM PENDING HIP 001 D

X Dec 2002 Dec 2009 84M

1310 270137 L901 ITEM-07 596003AP07 XCONFIGITEM PENDING HIP 001 D

X Dec 2002 Dec 2009 84M

1310 270137 L901 ITEM-08 596003AP08 XCONFIGITEM PENDING HIP 001 D

X Dec 2002 Dec 2009 84M

1310 270137 L901 ITEM-09 596003AP09 XCONFIGITEM PENDING HIP 001 D

X Dec 2002 Dec 2009 84M

1310 270137 L901 ITEM-10 596003AP10 XCONFIGITEM PENDING HIP 001 D

X Dec 2002 Dec 2009 84M

1310 270137 L901 ITEM-11 596003AP11 XCONFIGITEM PENDING HIP 001 D

X Dec 2002 Dec 2009 84M U

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COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38A-2 APPENDIX A FOR OFFICIAL USE ONLY PERIODIC MAINTENANCE REQUIREMENTS REPORT DATE . 01 Nov 2005 HIP CHANGE: 39 Sep 2005 INVENTORY URO/HIP SORTED BY URO/HIP DRY DECK SHELTER 03P DDS 03P SDVT-2 SHIP'S UIC: 59603 LINE COMP COMPID ITEM SERIAL MJC NO PROC TYPE MRN LAST WRK CTR JSN LMA DATE DUE DATE REMARKS/COMPLETION INFO JSN DATE MJFCN URO ITEM HSC RIC SYSTEM: 1310 PRESSURE HULL (Cont'd)

MID NO

R M L D D

M C C

PER

ALT

ITEM-12 PENDING HIP 001 D X Dec 2002 Dec 2009 84M 1310 270137 L901 596003AP12 XCONFIGITEM ITEM-13 PENDING HIP 001 D X Dec 2002 Dec 2009 84M 1310 270137 L901 596003AP13 XCONFIGITEM ITEM-14 PENDING HIP 001 D X Dec 2002 Dec 2009 84M 1310 270137 L901 596003AP14 XCONFIGITEM ITEM-15 PENDING HIP 001 D X Dec 2002 Dec 2009 84M 1310 270137 L901 596003AP15 XCONFIGITEM ITEM-16 PENDING HIP 001 D X Dec 2002 Dec 2009 84M 1310 270137 L901 596003AP16 XCONFIGITEM ITEM-17 PENDING HIP 001 D X Dec 2002 Dec 2009 84M 1310 270137 L901 596003AP17 XCONFIGITEM ITEM-18 PENDING HIP 001 D X Dec 2002 Dec 2009 84M 1310 270137 L901 596003AP18 XCONFIGITEM ITEM-19 PENDING HIP 001 D X Dec 2002 Dec 2009 84M 1310 270137 L901 596003AP19 XCONFIGITEM ITEM-20 PENDING HIP 001 D X Dec 2002 Dec 2009 84M 1310 270137 L901 596003AP20 XCONFIGITEM ITEM-21 PENDING HIP 001 D X Dec 2002 Dec 2009 84M 1310 270137 L901 596003AP21 XCONFIGITEM

FOR OFFICIAL USE ONLY URO/HIP INVENTORY BY URO/HIP PAGE: 2 DDS 03P

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38A-3 APPENDIX A FOR OFFICIAL USE ONLY PERIODIC MAINTENANCE REQUIREMENTS REPORT DATE . 01 Nov 2005 HIP CHANGE: 39 Sep 2005 INVENTORY URO/HIP SORTED BY URO/HIP DRY DECK SHELTER 03P DDS 03P SDVT-2 SHIP'S UIC: 59603 LINE COMP COMPID ITEM SERIAL MJC NO PROC TYPE MRN LAST WRK CTR JSN LMA DATE DUE DATE REMARKS/COMPLETION INFO JSN DATE MJFCN URO ITEM HSC RIC SYSTEM : 1110 SUPERSTRUCTURE AND FAIRWATER

MID NO

R M L D D

M C C

PER

ALT

AFTSUPSTRUCT PENDING HIP 002 D X Jan 2003 Jan 2007 48M 1110 270900 L902 596003AM02 XCONFIGITEM FWD MOUNT RG PENDING HIP 002 D X Jan 2003 Jan 2007 48M 1110 270900 L902 596003AM04 XCONFIGITEM ATTSTUDS&WLD PENDING HIP 002 D X Jan 2003 Jan 2007 48M 1110 270900 L902 596003AM06 XCONFIGITEM FRG MEM&WLD PENDING HIP 002 D X Jan 2003 Jan 2007 48M 1110 270900 L902 596003AM10 XCONFIGITEM EXT FOUND PENDING HIP 002 D X Jan 2003 Jan 2007 48M 1110 270900 L902 596003AM12 XCONFIGITEM SYSTEM : 1310 PRESSURE HULL HANGAR CYL PENDING HIP 002 D X Jan 2003 Jan 2007 48M 1310 270163 L902 596003AG02 XCONFIGITEM ACC SPHERE PENDING HIP 002 D X Jan 2003 Jan 2007 48M 1310 270163 L902 596003AG04 XCONFIGITEM ACC SPH SKRT PENDING HIP 002 D X Jan 2003 Jan 2007 48M 1310 270163 L902 596003AG06 XCONFIGITEM HYPER CHAMBR PENDING HIP 002 D X Jan 2003 Jan 2007 48M 1310 270163 L902 596003AG08 XCONFIGITEM FR FLANGES PENDING HIP 002 D X Jan 2003 Jan 2007 48M 1310 270163 L902 596003AJ02 XCONFIGITEM

FOR OFFICIAL USE ONLY URO/HIP INVENTORY BY URO/HIP PAGE: 3 DDS 03P

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38A-4 APPENDIX A FOR OFFICIAL USE ONLY PERIODIC MAINTENANCE REQUIREMENTS REPORT DATE: 01 Nov 2005 HIP CHANGE: 39 Sep 2005 INVENTORY URO/HIP SORTED BY URO/HIP DRY DECK SHELTER 03P DDS 03P SDVT-2 SHIP'S UIC. 59603 R M LINE COMP PROC MID M D LAST WRK C LMA DUE REMARKS/COMPLETION INFO COMPID ITEM SERIAL MJC NO TYPE NO MRN L D CTR JSN C DATE DATE PER ALT JSN DATE HSC RIC MJFCN

URO ITEM SYSTEM: 1310 PRESSURE HULL (Cont'd) FR WEBS PENDING HIP 002 D X Jan 2003 Jan 2007 48M 1310 270163 L902 596003AJ04 XCONFIGITEM ATT RNGS&WLD PENDING HIP 002 D X Jan 2003 Jan 2007 48M 1310 270163 L902 596003AM08 XCONFIGITEM INS&PEN EXT PENDING HIP 002 D X Jan 2003 Jan 2007 48M 1310 270163 L902 596003AM16 XCONFIGITEM INS&PEN INT PENDING HIP 002 D X Jan 2003 Jan 2007 48M 1310 270163 L902 596003AS04 XCONFIGITEM SYSTEM: 1700 WATERTIGHT HATCHES (PRESSURE HULL), TRUNKS AND ENCLOSURES EXT HNG DOOR PENDING HIP 002 D X Jan 2003 Jan 2007 48M 1700 270480 L902 596003BG08 312110266Y SYSTEM: 1770 INTERNAL STRUCTURAL BULKHEADS HYP CHMBR DR PENDING HIP 002 D X Jan 2003 Jan 2007 48M 1770 270540 L902 596003BG04 312110258Y INR HNG DOOR PENDING HIP 002 D X Jan 2003 Jan 2007 48M 1770 270540 L902 596003BG06 312110258Y

FOR OFFICIAL USE ONLY URO/HIP INVENTORY BY URO/HIP PAGE: 4 DDS 03P

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38A-5 APPENDIX A

FOR OFFICIAL USE ONLY PERIODIC MAINTENANCE REQUIREMENTS REPORT DATE . 01 Nov 2005 HIP CHANGE: 39 Sep 2005 INVENTORY URO/HIP SORTED BY URO/HIP DRY DECK SHELTER 03P DDS 03P SDVT-2 SHIP'S UIC: 59603 LINE COMP COMPID ITEM SERIAL MJC NO PROC TYPE MRN LAST WRK CTR JSN LMA DATE DUE DATE REMARKS/COMPLETION INFO JSN DATE MJFCN URO ITEM HSC RIC SYSTEM: 5081 FLOOD, VENT & DRAIN

MID NO R M L D D

M C C

PER

ALT

5081 444340 L903 SHD-001

PENDING HIP 003

I

X Dec 2002 Dec 2009 84M/R

5960D3MU10 887306276Y R=F16Accomplish whenever the valve is removed for other reasons. 5081 440015 L903 SHF-001 PENDING HIP 003 I X Dec 2002 Dec 2009 84M/R

596003MV10 887305590Y R=F16Accomplish whenever the valve is removed for other reasons. 5081 440015 L903 SHF-002 PENDING HIP 003 I X Dec 2002 Dec 2009 84M/R

596003MV20 887306272Y R=F16Accomplish whenever the valve is removed for other reasons. 5081 440015 L903 SHA-029 PENDING HIP 003 I Dec 2002 Dec 2009 84M/R

596003PU29 887306275Y R=F16Accomplish whenever the valve is removed for other reasons.

FOR OFFICIAL USE ONLY URO/HIP INVENTORY BY URO/HIP PAGE: 5 DDS 03P

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38A-6 APPENDIX A FOR OFFICIAL USE ONLY PERIODIC MAINTENANCE REQUIREMENTS REPORT DATE . 01 Nov 2005 HIP CHANGE: 39 Sep 2005 INVENTO RY URO/HIP SORTED BY URO/HIP DRY DECK SHELTER 03P DDS 03P SDVT-2 SHIP'S UIC: 59603 LINE COMP COMPID ITEM SERIAL MJC NO PROC TYPE MID NO MRN R M L D D LAST WRK CTR JSN M C C LMA DATE DUE DATE

PER

ALT REMARKS/COMPLETION INFO JSN DATE HSC RIC SYSTEM: 0611 AUDITS AND CERTIFICATION MJFCN

URO ITEM

VITAL EQUIP PENDING HIP 004 0 May 2002 May 2006 48M/R 0611 603040 L904

596003AD02 XCONFIGITEM R=N97 Accomplish after each ROH, or after installation or other configuration change which adds equipment or significantly changes existing design.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38A-7 APPENDIX A FOR OFFICIAL USE ONLY PERIODIC MAINTENANCE REQUIREMENTS 01 Nov 2005 HIP CHANGE: 39 Sep 2005 INVENTORY URO/HIP SORTED BY URO/HIP DRY DECK SHELTER 03P DDS 03P SDVT-2 SHIP'S UIC: 59603 LINE COMP COMPID ITEM SERIAL MJC NO PROC TYPE MRN LAST WRK CTR JSN LMA DATE DUE DATE REMARKS/COMPLETION INFO JSN DATE MJFCN URO ITEM HSC RIC SYSTEM: 5081 FLOOD, VENT & DRAIN

MID NO

R M L D D

M C C

PER

ALT

SHF-001 PENDING HIP 005 D A Dec 2002 Dec 2009 84M 5081 440015 L905 596003MV10 887305590Y SHF-002 PENDING HIP 005 D A Dec 2002 Dec 2009 84M 5081 440015 L905 596003MV20 887306272Y

FOR OFFICIAL USE ONLY URO/HIP INVENTORY BY URO/HIP PAGE: 7 DDS 03P

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38B-1 APPENDIX B APPENDIX B SUBMEPP DSS HIP SCHEDULE

FOR OFFICIAL USE ONLY PERIODIC MAINTENANCE REQUIREMENTS REPORT DATE . 01 Nov 2005 HIP CHANGE: 39 Sep 2005 SCHEDULED URO/HIP CUTOFF DATE: 01 Aug 2006 DRY DECK SHELTER 03P DDS 03P SDVT-2 SHIP'S UIC: 59603

FOR OFFICIAL USE ONLY URO/HIP SCHEDULE PAGE: 1 DDS 03P

LINE COMP COMPID ITEM SERIAL MJC NO PROC TYPE MID NO

MRN R M L D D LAST WRK CTR JSN M C C LMA DATE DUE DATE

PER

ALT

REMARKS/COMPLETION INFO JSN DATE HSC RIC SYSTEM: 0611 AUDITS AND CERTIFICATION MJFC

URO ITEM

VITAL EQUIP PENDING HIP 004 0

May 2002 May 2006 48M/R 0611 803040 L904

596003AD02 XCONFIGITEM R=N97Accomplish after each ROH, or after installation or other configuration change which adds equipment or significantly changes existing design.

COMUSFLTFORCOMINST 4790.3 REV D CHG 3 07 Nov 2023 VI-38C-1 APPENDIX C APPENDIX C REQUEST FOR DSS HIP PERIODICITY EXTENSION FORMAT 4790 Ser From: Commander, DSS Squadron ___ To: Commanding Officer, Submarine Maintena nce Engineering, Planning and Procurement (SUBMEPP) Activity Via: COMNAVSPECWARCOM Subj: REQUEST FOR EXTENSION OF PE RIODICITY FOR DSS HIP (S)___________ON DSS Vehicle or Shelter and Hull No.) Ref: (a) Applicable DSS HIP (b) COMUSFLTFORCOMINST 4790.3; Joint Fl eet Maintenance Manual, Volume VI, Chapter 38 (c) COMNAVSPECWARCOM ltr 4790 Ser of (previous letter granting extension of periodicity) 1. Per references (a) and (b), request extensi on of DSS HIP periodicity for Deep Submergence System (Vehicle or Shelter and Hull No.) as: DSS HIP

Equipment Guide List Item Number or Component Ident LMA Date Current Due Date Inactive Time Extension Required Required Next Due Date Inactive Days

001 All June 82 Apr 91 100 days 7 months Nov 91 002 All June 82 Aug 91 100 days 3 months Nov 91 003 All June 82 Aug 91 100 days 3 months Nov 91 004 All June 84 Apr 91 100 days 7 months Nov 91 005 VB-10 June 84 Apr 91 100 days 7 months Nov 91

2. Inactive time identified for the DSS HIPs lis ted in paragraph 1 is the actual allowable time accrued to date since DSS HIP was last accomplished or previous extension of periodicity was granted by reference (c). Copy to: COMNAVSEASYSCOM (PMS 390N) Commanding Officer, _____________________

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-39-1 VOLUME VI CHAPTER 39 MAINTENANCE AND MODERNIZATION PERFORMANCE REVIEW AND LESSONS LEARNED CONFERENCE FOR SURFACE FORCE SHIPS LISTING OF APPENDICES. A Access to Lessons Learned Conferen ce and MMPR Sites on the ST1 Portal 39.1 PURPOSE. a. The Maintenance and Modernization Pe rformance Review (MMPR) is a semi-annual forum for maintenance and modernization professionals to share, identify issues and focus on continuous process improvement opportunities within the Surface Maintenance and Modernization Community. The MMPR provides a path for communication between the individual Project and Ship Lessons Learned Conferences (LLC) and the top-level maintenance and modernization leadership. b. The primary purpose of the LLC is to facilitate communication between Project Teams of all Surface Force ship classes across all Regional Maintenance Centers (RMC) and supporting activities at various stages in their availability to assist in improving cost, schedule and performance. The LLCs provide a singled-up approach to evaluate and capture critical lessons learned and barriers brought forward by Project Teams to facilitate process improvements in the Surface Navy. c. The LLC process encompasses the established milestones and meetings within the planning and execution of availabilities per Volume II, Part II, Chapter 2 of this manual. Appendix D of Volume II, Part II, Chapter 2 of this manual includes a detailed table of milestones. Meetings that already exist to reinforce process improvements may include the Advance Planning Meeting, Work Package Integration Conference, Work Package Execution Review, Arrival Conference, 50% Conference and Completion Conference. While these events occur at various times, the feedback process exists to continually collect information to improve processes. 39.2 MAINTENANCE AND MODERNIZATION PERFORMANCE REVIEW OVERVIEW. 39.2.1 MMPR Objective. The MMPR topics will be relevant to process improvements for future availabilities and may include ship class or port specific process issues, best practices, success stories, industry feedback, technical issues, Surface Team One (ST1) initiatives and new developments and Fiscal Year Availabilities. 39.2.2 MMPR Key Membership. a. The ST1 Executive Steering Committee (ESC) will select the MMPR Process Master and is responsible for managing and executing the MMPR. b. Nearly all commands linked to the Surface Ship Maintenance and Modernization Community participate in the MMPR. These commands include Commander, Navy Regional Maintenance Center, RMCs, Naval Sea Systems Command (NAVSEA) 21, Type Commanders (TYCOM), Surface Maintenance Engineering Planning Program

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-39-2 (SURFMEPP), Planning Yards, Private Sector Industrial Activity Contracting Partners, Ship’s Force (Commanding Officers through Department Heads), Fleet, SEA 05, SEA 09, Space and Naval Warfare Systems Command, Program Executive Officer Integrated Work Schedule and Office of the Chief of Naval Operations N43. At a minimum, the following organizations will be invited to attend all MMPRs: (1) Commander, Navy Regional Maintenance Center. (2) RMCs Southeast Regional Maintena nce Center (SERMC), Southwest Regional Maintenance Center (SWRMC), Puget Sound Naval Shipyard and Intermediate Maintenance Facility (PSNS & IMF), Northwest Regional Maintenance Center (NWRMC), Pearl Harbor Naval Shipyard and Intermediate Maintenance Facility (PHNSY & IMF), Hawaii Regional Maintenance Center (HRMC), Mid-Atlantic Regional Maintenance Center (MARMC), Forward Deployed Regional Maintenance Center (FDRMC), Ship Repair Facility (SRF)-Japan). (3) Commander, Naval Surface Forces Atlantic. (4) Commander, Naval Surface Forces Pacific. (5) NAVSEA 21. (6) SURFMEPP. (7) Ship’s Force. (8) United States Fl eet Forces Command. (9) Commander, U.S. Pacific Fleet. (10) Industry Partners. (11) Space and Naval Warfare Systems Command. (12) Naval Surface Warfare Center (Philadelphia, Port Hueneme, Corona). (13) NAVSEA 05. (14) NAVSEA 09. (15) Program Executive Officer Integrated Work Schedule. c. MMPR Planning Team. The MMPR Planning Team will be chaired by the ST1 ESC. MMPR planning meetings will be conducted on a monthly basis preceding a scheduled MMPR. The objective of these meetings is to develop the agenda and ensure any information from ST1 priority topics is included. 39.2.3 MMPR Action Items. All action items resulting from an MMPR meeting will be tracked by ST1 and documented and tracked on the ST1 Portal with Lessons Learned Conference Action Items and barriers. Documents from the MMPR will be posted to the MMPR site under the ST1 Portal. Instructions on gaining access to the ST1 Portal are located in Appendix A. 39.2.4 Further Guidance. Further guidance regarding the MMPR process is outlined in the MMPR Business Rules. 39.3 LESSONS LEARNED CONFERENCE OVERVIEW.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-39-3 39.3.1 Lessons Learned Conference Concept. The LLC is not a program review, an evaluation of the Maintenance Team (government or contractor) or a forum to acknowledge heroism or place blame. It is a process review, an evaluation of the execution of the availability from the advance planning to the completion of the availability. It is also a place to identify process issues that can further improve overall end-to-end maintenance and modernization process. 39.3.2 Lessons Learned Conference Objective. The objective of the LLC is to increase in-depth cross-Project Team discussions of common issues and to include risk mitigation strategies and best practices. Feedback will be shared locally and globally in the surface force ship community and will ultimately be embedded into the maintenance and modernization processes. 39.3.3 Lessons Learned Conference Key Membership. a. Process Owner. Commander, Naval Su rface Forces Atlantic N43 and Commander, Naval Surface Forces Pacific N43 are the overall LLC process owners. As such, Commander, Naval Surface Forces Atlantic N43 and Commander, Naval Surface Forces Pacific N43 are responsible for the general management of implementing the LLC process to ensure process effectiveness. While the TYCOMs are the LLC Process Owners, the LLCs are part of the ST1 structure as a “Knowledge Sharing Network”. Each Knowledge Sharing Network under ST1 is assigned a Process Master; the LLC Process Master will be identified by the Process Owners. b. RMC LLC Analysis Team. Each RMC must have a designated LLC Analysis Team Coordinator and a designated LLC Analysis Team Waterfront Operations Representative on the Analysis Team. Some RMCs may choose to have the Coordinator and Waterfront Operations Representative to be one and the same due to the time requirements demanded of an Analysis Team Member. (1) The LLC Analysis Team Coordinator is responsible for the coordination and facilitation of their local RMC’s scheduled LLCs. This person serves as the liaison between the Project Teams and the global LLC Community. Further guidance regarding the RMC LLC Coordinator’s responsibilities are outlined in the LLC Analysis Team Business Rules. (2) The LLC Analysis Team RMC Wate rfront Operations Representative is responsible for providing the Waterfront expertise and knowledge for their local RMC to the Analysis Team. This person serves as the liaison between their RMC’s waterfront and the global LLC Community. Further guidance for the roles and responsibilities of the local RMC LLC Analysis Team Member in completing the LLC Waterfront Perspectives Questionnaire is contained in the LLC Analysis Team Business Rules. NOTE: WHILE THE LLC ANALYSIS TEAM MEMBER POSSESSES MANY RESPONSIBILITIES AS THE LLC MEETING FACILITATOR, THEY SHOULD EXPECT TO RECEIVE ASSISTANCE FROM ALL STAKEHOLDERS. c. RMC Availability Project Manager (PM). The RMC PM is responsible for preparing and briefing their ship’s Chief of Naval Operations Availability based on the Waterfront Perspectives Questionnaire they provided answers and comments on. The

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-39-4 RMC PM will capture all lessons learned, action items and barriers deemed necessary to be communicated to the Surface Maintenance and Modernization Community. d. Maintenance Community. Other main tenance activities involved with ship availabilities (in addition to those highlighted in preceding paragraphs) will participate in the LLC. These representatives are active members of the LLC Community and are responsible for maintaining awareness of availability issues and participating in the topic specific LLCs. The following participants are mandatory: (1) TYCOM N43 Type Desk Office. (2) TYCOM Project Engineer. (3) Immediate Supe rior In Command. (4) Ship’s Force Representative. (5) Private Sector Industrial Activit y or Firm Fixed Price Contractor. (6) SURFMEPP Detachment Representative. (7) Government Availabili ty Planning Manager (GAPM). e. Modernization Community. Representatives of any Alteration Installation Team or other non-repair activity involved with availabilities will participate in the availability LLC meetings as appropriate: (1) NAVSEA 21. (2) Field Activities. (3) Space and Naval Warfare Systems Command. (4) Program Manager Representative. (5) Planning Yard Representative. 39.4 PREPARING FOR THE LESSONS LEARNED CONFERENCE. 39.4.1 Preparation. To adequately prepare for an LLC, Project Teams should review any lessons learned and barriers that they feel will be beneficial to other Project Teams throughout their Planning and Execution phases regarding the topic of the LLC. All Project Teams will be first introduced to the LLC Process during their first scheduled Integrated Project Team Development Event following the milestones listed in Volume II, Part II, Chapter 2, Appendix D of this manual by their local RMC LLC Analysis Team Coordinator or Waterfront Operations Representative. 39.4.2 Lessons Learned Conference Presentation Overview. The LLC Availability Overview Presentation serves as the format for the Project Teams to articulate key lessons learned and barriers encountered during their Availability Cycle. The LLC Waterfront Perspective Questionnaire template is available through the RMC Analysis Team Member. However, it will be tailored to each LLC Topic. Throughout the planning stages and execution of the availability, Maintenance Team members, other RMC personnel including the GAPM, Ship’s Force, contractor, Alteration Installation Teams and other key availability stakeholders must assist the RMC PM in submission of the LLC presentation. Input should also be gathered from:

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-39-5 a. Ship’s Commanding Officer’s Weekly Situation Reports. b. Standard metrics iden tifying top cost drivers. c. Late add alteration risk assessment messages (including comparison of expected versus actual impact to the availability). d. Late add alteration risk acceptance. e. Waivers for work added after the late add impact assessment as dictated by the milestones listed in Volume II, Part II, Chapter 2, Appendix D of this manual (including impact to availability). f. Cost variance form s provided by contractor. g. A review of contract change s to the base work package. 39.5 CONDUCTING A LESSONS LEARNED CONFERENCE. 39.5.1 Lessons Learned Conference Schedule. LLCs are scheduled as topics are identified for inclusion in the LLC process. Required LLC Project Teams are determined based on their applicability to the selected topic. 39.5.2 Agenda. The primary focus of the meeting is to discuss lessons learned, best practices and barriers pertaining to the specific topic. An agenda for all scheduled LLCs will be forwarded to all participants by the ST1 LLC Process Master, RMC LLC Analysis Team Coordinator. The agenda will also be available on the LLC site on the ST1 Portal: https://usff.navy.deps.mil/sites/surflant/st1/default.aspx.. 39.5.3 Lessons Learned Conference Focus Areas. Surface Force Ships are required to participate in LLCs to promote synergy toward the identification and resolution of common availability issues. Topics of a LLC can be identified by any member of the Surface Ship Maintenance and Modernization Team. The topic specific LLC will bring together people from around the enterprise to share lessons learned on issues that are affecting the ability of project teams to complete availabilities on time or are constant drivers of growth and new work. 39.5.4 Invitees. Key membership and project team personnel involved with the availability, including the TYCOM, will be notified of the LLC meeting by the ST1 LLC Process Master, the RMC LLC Analysis Team Coordinator or the Class Team Leader. Key stakeholders involved with future availabilities will also be invited to attend the meeting. 39.5.5 Invites and Announcement. The RMC LLC Analysis Team Coordinator will review the scheduled LLCs on no less than a monthly basis. The schedule will include an agenda of upcoming LLCs based on topic relevance. The RMC Analysis Team Coordinators will recommend and designate the specific ship Project Teams to present at upcoming LLCs. 39.5.6 Lessons Learned Conference Documents. All LLC documentation will follow the LLC Analysis Team Communications Plan. Requirements for documents will also be discussed during the weekly LLC Telecoms. 39.5.7 Lessons Learned Conference Minutes. All participants, action items and barriers will be documented in minutes (KMails), following each LLC. The KMails will be forwarded no later than five business days to all invitees, ST1 ESC and RMC Commanders. The minutes will also be posted on the LLC site on the ST1 Portal.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-39-6 39.5.8 Lessons Learned Conference Web Site. LLC process meeting documents and information must be posted on the LLC site on the ST1 Portal. This site tracks all scheduled LLCs throughout the calendar year, all meeting preparation materials to include necessary read- ahead material for participants, Project Team Point of Contact Lists and approved KMails. The site should be used to aid in planning work packages and preparing for availabilities to ensure that any barriers and lessons learned identified by previous LLC Project Teams are applied to future availabilities. The site is located at https://usff.navy.deps.mil/sites/surflant/st1/default.aspx. See Appendix A for instructions on obtaining access. 39.6 INTERACTION AMONG FEEDBACK PROCESSES. 39.6.1 Relationships. The LLC meeting is sensitive to the contractor-government relationship and the legal procedures that accompany it. The Department of the Navy Acquisition Reform strategy includes a goal to “build a continuous dialogue with industry to identify mutually beneficial opportunities and practices”. While the Department of the Navy encourages open communication between the contractor and the government, many legal issues arise from such information sharing. It is critical that the LLC meetings and general processes maintain awareness of the following legal procedures: Federal Advisory Committee Act, Procurement Integrity Act, Trade Secrets Act and Organizational Conflicts of Interest. Additionally, the LLC process is mindful of other feedback and review processes, such as the Award Fee Board and Contractor Performance Assessment Report. 39.6.2 Consistency. These business rules recognize the need for consistency between other feedback processes and the need for all to exist. As the LLCs will most likely occur prior to the Award Fee Board and the Contractor Performance Assessment Reports issuance, sensitive issues may arise. The LLCs intend to remain focused on process improvement, lessons learned and barrier identification. The LLC will allow for sensitive issues to remain in closed sessions or within the scope of their existing feedback and review processes. 39.7 LESSONS LEARNED CONFERENCE APPLICATION AND KNOWLEDGE SHARING. Lessons Learned, Barriers and Action Items and their associated resolutions are only useful when they are communicated between maintenance and modernization professionals. The following are the required methods for sharing information in a timely manner, but are not the only means to share this information: a. Maintenance and Modernization Perform ance Review. Status of LLC Action Items and Barriers will be provided during each Maintenance and Modernization Performance Review. b. Surface Team One Executive Steering Co mmittee Meetings. When requested, the LLC Process Master will brief the ST1 ESC. As a minimum, each ESC meeting will include a status brief of all open action items and barriers. When barriers are briefed to the ESC, the barrier will be assigned to the correct point of contact for action and closure. c Surface Team One Monthly Process Master Meetings. Monthly meetings will be conducted with each Knowledge Sharing Network Process Master and designated support personal. These meetings will serve as a venue to provide a critical review of assigned action items from each LLC.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-39A-1 APPENDIX A APPENDIX A ACCESS TO LESSONS LEARNED CONFERENCE AND MMPR SITES ON THE ST1 PORTAL In order for users to be granted access, they must have a .mil or .gov address and have a CAC. 1. Go to: https://flankspeed.sharepoint-mil.us/sites/NAVSEA_TeamShips_SEA21_ST1 2. Fill in the information requested and submit. 3. Your command approvers will create the account, usually within 48 hours. 4. If an individual already has an account for a different site within iNavy, they will see the User Registration Dashboard that will indicate your status.

COMUSFLTFORCOMINST 4790.3 REV D CH 3 07 Nov 2023 VI-40-1 VOLUME VI CHAPTER 40 SUBMARINE MESSAGE REPORTING REFERENCES. (a) SECNAVINST 5510.36 - Department of the Navy Information Security Program Regulation (b) NAVSEAINST 4720.14 - Temporary Alterations to Active Fleet Submarines, Control of (c) NAVSEA SL720-AA-MAN-030 - Navy Mode rnization Process Management and Operations Manual (NMP-MOM) LISTING OF APPENDICES. A Sample (SUBS) Initial Message B Sample (SUBS) Update Message C Sample (SUBS) Final/Closeout Message D Sample (SUBS) ShipAlt/TempAlt Installation Message E Sample (SUBS) ShipAlt/TempAlt Removal Message 40.1 PURPOSE. This chapter provides policy and guidance regarding the utilization of (SUBS) messages. Reactor Plant and Strategic Weapons Systems material issues are not governed by this document and must not to be reported via (SUBS) message format. (SUBS) message requirements for New Construction, Chief of Naval Operations, (CNO) and Type Commander (TYCOM) depot availabilities are addressed in Volume II, Part I, Chapters 3 and 4 of this manual and will not be addressed in this chapter. This chapter supersedes all other policy, procedures or guidance previously issued regarding (SUBS) messages. 40.2 BACKGROUND. Submarine material and equipment problems or requests for technical assistance reported via message have experienced delays receiving the required resolutions for identified problems. Delays were associated with insufficient data and or improper message addressing. 40.3 SCOPE. To establish protocol for the reporting of submarine equipment, systems and material issues that affect ship’s mission or ship or personnel safety. To establish a reporting procedure that will ensure all necessary commands and technical authorities are contacted without delay. To ensure the correct action is identified and provided to the ship using the most rapid means. 40.4 POLICY. a. The parenthetical code word (SUBS) must appear as the first word in the subject line before the subject description. b. (SUBS) messages must id entify its status by using the words INITIAL, UPDATE or FINAL at the end of the subject line.