CHAPTER 4

COMBAT SYSTEMS,SUBSYSTEMS, AND MAINTENANCE

LEARNING OBJECTIVES

Upon completing this chapter, you should be able to do the following:

1. Identify the combat systems reference manuals for your class of ship in a combatsystems environment.

2. Describe the subsystems that comprise shipboard combat systems.

3. Identify the objectives of the combat systems test and evaluation program.

4. Describe the functions of the ship’s electronics readiness team.

5. Discuss integrated maintenance as it pertains to combat systems maintenance.

6. Identify maintenance testing required in a combat systems environment.

7. Describe the goals of fault isolation.

INTRODUCTION The outputs of combat systems equipment intothe combat direction system (CDS) and weapons sys-

Compared to older combatant ships, today’s com- tem control equipment must be accurate (within as-batants have more, and increasingly complex, elec-tronics and weapons equipment and systems. There-fore, changes must be made to the traditional organi-zation of division responsibilities. This means com-bining some of the responsibilities of the combatsystems/weapons department.

In the past, technicians were only concerned withmaintaining their assigned equipment so it wouldoperate when it was needed. Now, under the combatsystems concept, technicians must also ensure theaccuracy of their equipment and system outputs intothe combat system. Therefore, technicians must crosstraditional boundaries and become familiar with theoperation and capabilities of the overall system.

signed standards): Without accurate signals and data,the ship may not be able to perform its combat mis-sion.

Current practice has one officer, the combatsystems/weapons officer, in charge of all weaponssystems (all weapons and electronics subsystems)maintenance. This integrates the maintenance of allelectronics and makes the ship more capable of ful-filling its mission.

In some configurations, it is possible that theengineering department will supply personnel forsupporting systems, such as gyro distribution, cool-ing systems, primary power, and secondary power.

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All subsystems of a combat system—weapons,search radar, communications, antisubmarine war-fare, electronic warfare, and sonar—interfacethrough the naval tactical data systerdcombat direc-tion system (NTDS/CDS) subsystems. These collec-tively compose a single shipboard system.

All combat systems subsystems are very impor-tant to the overall readiness of combatants. As asenior technician and supervisor, you must work withyour fellow combat systems technicians, supervisors,and operators to ensure a high state of combat sys-tems readiness. Figure 4-1 illustrates the typical ex-ternal components of a combat system.

COMBAT SYSTEMSREFERENCE MANUALS

Two reference manuals are vital to the training ofpersonnel in the operations of combat systems equip-ment aboard ships. They are a combat systems train-ing requirements manual and a combat systemstechnical operations manual. Both of these manualsare generic, ship-class-specific publications that maybe obtained aboard your particular ship.

COMBAT SYSTEMS TRAININGREQUIREMENTS MANUAL

A combat systems training requirements manual(CSTRM) is developed for each class of ships in theforce. It specifies the standards of technical and oper-ational training expected for all operators and tech-nicians of that ship class.

COMBAT SYSTEMS TECHNICALOPERATIONS MANUAL

Sophisticated combat systems integration is rap-idly replacing the single-system operations found

aboard older combatants. To help these ships adoptand maintain these technologically advanced sys-tems, the Chief of Naval Operations (CNO) hasdirected that each ship within a ship class withtactical data systems and related equipments installedbe provided with a combat systems technical opera-tions manual (CSTOM).

Developed specifically for each ship of a class,the CSTOM contains the necessary technical data toprovide the technicians with all aspects of systemscapabilities, operations, and maintenance.

Specifically, the CSTOM contains and organizesthe technical data that shipboard personnel need (1)to operate and maintain the integrated combat sys-tems, (2) to maintain material and personnel read-iness, and (3) to define significant capabilities andlimitations of the combat system.

The CSTOM is also a reference for the followingtopics:

The integration of systems and subsystems.

The readiness requirements for operationaland maintenance personnel.

The establishment of the ship’s electronicreadiness team to maintain on-line combat systemsreadiness.

The provision of text and graphic materials tobe used for both classroom training and self- instruc-tion. Pictorial diagrams, rather than conventionalblock diagrams, provide more-realistic training. Dataare presented in levels ranging from elementary todetailed, allowing presentations to be made at theappropriate educational level.

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COMBAT SYSTEMS SUBSYSTEMS

Because many subsystems comprise an overallcombat systems, it would be impractical to cover allthe subsystems within this chapter. We will, there-fore, discuss only a few of the major subsystemsfound aboard one ship class, the Oliver Hazard Perry(FFG-7).

All subsystems are very important to thereadiness of the overall combat systems. Therefore,as a senior technician and supervisor, you must workwith your fellow combat systems technicians, super-visors, and operators to ensure a high state of combatsystems readiness.

COMBAT DIRECTION SUBSYSTEM

The combat direction system (CDS) subsystem isa digital, computer-based, data-processing systemthat allows the crew to integrate, control, monitor,and make tactical use of the ship’s weapons systems.It also allows the use of task force weapons againstair, surface, and subsurface threats.

Sensor data from radar, sonar, countermeasures,and remote communications links are collected,correlated, and evaluated by the CDS operationalprogram. The CDS program then develops and sendsrecommendations and alerts to the console operatorsto enable them to use their sensor and weaponresources efficiently.

The CDS is composed of three major equipmentgroups: (1) data processing, (2) data display, and (3)data communications.

COUNTERMEASURES SUBSYSTEM

The countermeasures subsystem is a stand-alonesubsystem that provides combat systems with detec-tion, surveillance, identification, and engagementcapabilities against threats the ship encounters duringa mission.

This subsystem is divided into three functionalgroups: (1) electronic warfare support group, (2)

acoustical countermeasures group, and (3) electronicattack group.

Electronic Warfare Support Group

The electronic warfare support (ES) group sup-ports actions taken to search for, intercept, locate,record, and analyze radiated electromagnetic energyin support of tactical operations. Thus, ES equipmentprovides a source of countermeasures informationrequired for threat detection, warning, avoidance, andtarget acquisition.

The ES group also receives triggers from ship-board emitters and develops the blanking pulsesrequired to prevent the emitters from interfering withoperating countermeasures equipment.

The major components of thethe Electronic Countermeasures(V)2; and (2) the Blanker-Video10B.

ES group are (1)Set, AN/SLQ-32Mixer, AN/SLA-

Acoustical Countermeasures Group

The acoustical countermeasures (ACM) groupprovides deception devices designed to provide falseor misleading acoustical targets for incoming acous-tical homing torpedoes.

The major components of the ACM group are (1)the Torpedo Countermeasures Transmitting Set, AN/SLQ-25 (NIXIE); and (2) the Prairie/Masker System.

Electronic Attack Group

The electronic attack (EA) group provides falseor misleading targets for incoming missiles or otherweapons. In conducting mission assignments, theship uses decoy systems primarily as a defensivemeasure.

The major component ofSuper Rapid Bloom Offboard36 Mod 1.

the EA group is theChaff (SRBOC), Mk

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CLOSE-IN WEAPONS SUBSYSTEM

The Close-In Weapons Subsystem (CIWS), Mk15 Mod 1, provides the final defense against antishipcruise missiles (ASCMs) as part of the Navy’sdefense-in-depth concept. This subsystem engagesand destroys ASCMs or aircraft that penetrate aship’s primary defense envelope. It also providesASCM and antiair defense for ships operating inother than defense-in-depth situations and may beoperated in either the antiair warfare (AAW) auto-matic or manual mode.

The CIWS is essentially a stand-alone weaponssystem consisting of (1) the Weapon Group, Mk 16Mod 1; (2) the Remote Control Panel, Mk 340 Mod1; and (3) the Local Control Panel, Mk 339 Mod 2.

UNDERWATER WEAPONSSUBSYSTEM

The underwater weapons subsystem provides thecombat systems with an engagement capabilityagainst subsurface threats.

The underwater weapons subsystem is composed

of (1) the Sonar Set, AN/SQS-56; (2) the tacticaltowed array sonar (TACTAS); (3) the TorpedoTubes, Mk 32 Mod 5; and (4) the Control Panel, Mk309 Mod 0.

LIGHT AIRBORNE MULTIPURPOSESUBSYSTEM

The light airborne multipurpose system(LAMPS) is a computer-integrated, ship-helicoptersubsystem that is capable of supporting both combatand noncombat missions. The primary combat mis-sions are ASW and antiship surveillance and targe-ting (ASST). The secondary noncombat missionsinclude search and rescue, medical evacuation, verti-cal replenishment, and utility operations.

The LAMPS consists primarily of the SH-60BSeahawk helicopter. This helicopter is an all-weather, airborne platform capable of carrying var-

ious detection devices, including a sonobuoy re-ceiver-transmitter for transferring sonobuoy data tothe ship.

Shipboard LAMPS equipment consists of (1) theTelemetric Data Receiving Set, AN/SKR-4A; and (2)the Sonar Signal Processing Set, AN/SSQ-28.

MISSILE/GUN WEAPONSSUBSYSTEM

The missile/gun weapons subsystem enables thecombat systems to deliver to a target an SM-1 missilewarhead or a 76-mm gun projectile. This subsystemuses internally and externally generated raw data andprocessed data to provide the combat systems withweapons assignment, direction, and firing capability.This subsystem supports the combat system AAW,antisurface warfare (ASUW), and ASW missions.

HARPOON MISSILE WEAPONSSUBSYSTEM

The Harpoon missile weapons subsystem pro-vides a self-contained, surface-to-surface missilesystem capable of launching the Harpoon missile atover-the-horizon surface targets. The Harpoon mis-sile weapons subsystem is the ship’s primary surface-to-surface weapon. This subsystem relies on theweapons control processor (WCP) computer andother elements of the combat systems for targetdetection, threat evaluation, weapon pairing, andtarget data functions.

SUPPORT SUBSYSTEM

The support subsystem is absolutely necessary toequipment operation. It consists of the following sub-systems and equipments:

1. Dry air and nitrogen.

2. Liquid cooling and heating.

3. Ship power and distribution.

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4. Ship parameters and distribution (own-shipheading, roll and pitch, own-ship speed and distance,and wind speed and direction).

5. Air conditioning and heating.

6. Interior communications.

COMBAT SYSTEMS TESTAND EVALUATION PROGRAM

The Combat Systems Test and Evaluation Pro-gram (CSTEP) is a combination of special teams,tests, evaluations, publications, and reports used topromote the overall effectiveness and readiness ofshipboard combat systems.

This program has three basic purposes:

1. To increase the priority and focus given tocombat systems during overhauls and ship restrictedavailabilities (SRAs);

2. To increase the efficiency and effectiveness ofcombat systems evolutions that occur during a ship’slife cycle schedule; and

3, To provide a procedure for the intermediateunit commander (IUC) to use periodically in moni-toring and assessing the combat systems organizationand readiness of individual units.

The overall goal of the program is to develop andmaintain a high combat systems readiness in each

unit in the force. Its specific objectives are as fol-lows:

Maintenance: To improve the combat systemsmaintenance condition of the force.

Overhaul planning: To improve the planningprocess for the combat systems portion of overhaulsand major ship restricted availabilities (SRAs).

Overhaul. To improve the quality of workconducted on combat systems equipment, to increase .the focus on combat systems integrated testing, andto ensure high levels of technical training during anoverhaul or an SRA.

Post-overhaul: To ensure maximum combatsystems effectiveness immediately after overhaul bytaking fill advantage of the basic and intermediatetraining associated with the overhaul or the SRA.

Combat readiness: To maintain combat sys-tems equipment readiness and training at a high levelthroughout the entire operational cycle of each unitin the force; to provide for efficient and effectivemanagement of combat-systems-related training, ad-ministrative, and readiness programs; and to providea means to evaluate and report promptly a unit’s com-bat systems readiness.

The CSTEP is composed of many elements, all ofwhich are intended to increase combat systems readi-ness. Several of those programs are briefly discussedin this section. Table 4-1 shows a typical life cycleschedule of CSTEP key events.

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Table 4-1.-Typical Life Cycle Schedule of Combat Systems Test and Evaluation Program Key Events

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GROUP COMMANDER’S COMBATSYSTEMS COORDINATIONSUPPORT TEAM

The group commander’s combat systems coord-ination support team (CSCST) assists in monitoringand assessing an individual unit’s combat systemsorganization and readiness during all combat systemsreadiness evolutions. During these evolutions, theCSCST conducts ship visits to evaluate and help de-velop shipboard programs to improve combat sys-tems readiness. Until permanent CSCST detachmentsare formed in individual home ports, group com-manders form CSCSTs from assets within the groupand the ship’s home port.

Specifically, the CSCST takes the followingactions:

Reviews combat systems administrative sup-port (i.e., technical manuals, CSTOMs, consolidatedship/station allowance list [COSAL], planned main-tenance system [PMS], general-purpose electronictest equipment [GPETE]), assesses progress duringoverhauls and ship restricted availabilities, conductsreviews of the combat systems integrated test plans(CSITPs), and supports CSPOE/CSORE.

Evaluates and, when required, conducts tech-nical training to improve the ship’s force ability tolight-off, test, operate, and maintain combat systemsequipment.

Evaluates the effectiveness of the ship’s elec-tronic readiness team.

Assists in conducting the following CSTEPevents:

combat systems pre-overhaul assessment

combat systems post-overhaul examina-tion

combat systems operational readinessexamination (phases I and II)

NAVSEACEN COMBAT SYSTEMSREADINESS ASSISTANCE

Personnel from the NAVSEACEN provide engi-neering technical support and material services toforces afloat. They assist in conducting combat sys-tems readiness reviews (CSRRs) and provide tech-nical assistance for gun/missile/ASW battery andgunfire control/missile fire control/ASW fire control.These reviews are not the same as the technical assis-tance for repairs provided by fleet technical supportcenters (FTSCs). Instead, they provide assistancenecessary to further the “self-reliance” of the ship’sforce in improving the operational readiness of in-stalled ordnance.

COMBAT SYSTEMS READINESSREVIEW

The comprehensive combat systems readinessreview (CSRR) helps the ship’s force to achieve ahigh state of combat systems readiness for deploy-ment. Implicit in this goal are the following objec-tives:

To assess the readiness of the ship’s combatsystems materiel and personnel and to report thestatus to appropriate seniors

To help the ship’s force and the IUCs correctmaterial problems

To provide on-the-job (OJT) training for theship’s force personnel and to improve the ship’s self-sufficiency

ORDNANCE SPECIAL ASSISTANCETEAM

The ordnance special assistance team (ORDSAT)consists of several technicians, both military and ci-vilian, highly trained in various fire-control systems.The team’s primary purpose is to instruct the ship’sforce in how to maintain its own equipment, thereby

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improving its battery system as a whole. Ordnanceequipment includes gun battery, gunfire control,guided-missile fire-control, and underwater batteryfire-control systems.

COMBAT SYSTEMS OPERATIONALREADINESS EXAMINATION

The combat systems operational readiness exam-ination (CSORE) is an evaluation conducted in threephases by the ship’s IUC to determine the materialreadiness, personnel training level, and logistics sup-port of the installed combat systems.

COMBAT SYSTEMS POST-OVERHAULEXAMINATION

The combat systems post-overhaul examination(CSPOE) is an evaluation of the combat systemsreadiness and training of the ship. It provides prereq-uisite testing and preparation for CSSQTs, WSATs,and RFT; evaluates equipment readiness and theability of the ship’s force to light-off, operate, andmaintain equipment; and assesses the combat sys-tems technical training.

COMBAT SYSTEMS SHIPQUALIFICATION TRIALS

The combat systems ship qualification trials(CSSQTs) is a series of comprehensive tests andtrials designed to show that the equipment andsystems included in the CSSQT program meetcombat systems requirements. It also providestraining and familiarization to ship personnel inmaintaining and operating installed equipment,identifies design problems, and determines deficien-cies in support elements (i.e., documentation, logis-tics, test equipment, or training).

OVERALL COMBAT SYSTEMSOPERABILITY TEST

The overall combat systems operability test(OCSOT) is a level-1 PMS test designed to provide

the commanding officer with an operational assess-ment of the total combat systems.

COMBAT SYSTEMS IMPROVEMENTPROGRAM ADVISORIES

The numbered combat systems improvementprogram (CSIP) advisories are used by the type com-mander (TYCOM) to pass on to units lessonslearned, recommendations, and specific guidance oncombat systems requirements.

COMBAT SYSTEMS INTEGRATEDTEST PLAN

The combat systems integrated test plan (CSITP)consists of detailed procedures for conducting allcombat system tests through the systems level duringoverhaul. For further information on the CSITP, referto Combat Systems Test and Certifiction Manual,NAVSEA T9073-AB-TRQ-010.

COMBAT SYSTEMS TESTCOORDINATOR

The combat systems test coordinator (CSTC) isthe ship’s representative to the combat systems testtask group. The CSTC is responsible for coordinatingall testing with the shipyard and for ensuring that alltesting is completed and involves the full ship’s force.

SHIP’S ELECTRONICSREADINESS TEAM

The CSTOM assigns to the ship’s electronicsreadiness team (SERT) the responsibility for main-taining on-line combat systems readiness. Adminis-tratively, the SERT reports to the systems testingofficer (STO), who, in turn, reports to the combatsystems officer (CSO)/weapons officer.

If your ship has a SERT, the discussion in thissubsection should help you understand its purpose. Ifyour ship does not yet have a SERT, you may wishto use some of the SERT’s procedures within yourarea of responsibility. See figure 4-2.

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Figure 4-2.-Typical combat systems/weapons department organization.

SERT Training

Using the CSTOM as the basic reference, theSERT is trained as a unit in combat systems opera-tions, preventive and corrective maintenance, mainte-nance management, and training.

The SERT members should have knowledge inthe following areas, either by previous formal train-ing or by a rigorous shipboard training program:

PMS philosophy.

PMS scheduled and corrective maintenance.

Planned maintenance during overhaul.

Maintenance data system.

Combat systems, subsystems, and equipmentoperation.

Ship alteration, ordnance alteration, and fieldchange configuration levels.

Combat systems, subsystems, and equipmentmaintenance and scheduling.

Ordnance pamphlets and data, and NAVSEAmanuals.

Combat systems, subsystems, and equipmenttests.

Logistics support.

Members of the SERT are senior petty officerswith extensive experience in subsystems and equip-ment maintenance. Each must be an expert on at leastone subsystem. Since the SERT is an official part ofthe ship’s organization, the duties of its members areprimary, not collateral. Figure 4-3 shows where theSERT fits into the ship’s organization.

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Figure 4-3.-Typical ship’s electronics readinessteam organization.

SERT Operations

For the SERT to coordinate preventive and cor-rective maintenance efforts effectively, there must beextensive coordination and cooperation among the

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major branches of the combat systems/weapons de-partment. The SERT members should have directaccess to the leading petty officers of each subsystemgroup within the combat systems/weapons depart-ment.

Additionally, because combat systems do not in-clude all maintenance and operational departments ofthe ship and because combat systems cannot operatewithout the support of other departments, all de-partments should be involved in implementing asystem-level maintenance program. Both officers andenlisted personnel should participate in the sched-uling process for the plan.

For the SERT to be held responsible for combatsystems readiness, it must have clearly defined re-sponsibilities and authority. This is best done by aspecific shipboard instruction. The SERT’s authorityshould be in the area of organization, as well as inmateriel and personnel readiness.

The knowledge that SERT personnel have mustnot be confined to a particular subsystem if the or-ganization is to function properly during conditionIII and in port.

For all personnel to quickly understand combatsystems availability during conditions I and III, andin port, the SERT should establish the followingthree lines of communications:

1. Condition I: The STO should be assigned ageneral quarters station in the combat informationcenter (CIC). He should be able to inform the tacticalcontrol officer (TCO) of the present and changingstatus of combat systems availability on a threatbasis. The rest of the SERT members should be as-signed as roving evaluators for subsystems withwhich they are most familiar. If possible, the dutiesof the roving evaluators should be rotated to ensurethat SERT members become familiar with all areaswithout affecting the overall operation of the combatsystems.

2. Condition III: At least one SERT membershould be on watch in the CIC, with the responsi-bility of reporting combat systems status to thetactical action officer (TAO). The remaining SERT

members should perform their regular duties of test-ing, instructing, and evaluating maintenance activi-ties.

3. In port: At least one SERT member should beassigned to each duty section so that the commandduty officer (CDO) will know the actual systemsstatus at all times.

SERT Responsibilities

Responsibilities of the SERT are broadly definedas maintenance management, readiness assessment,and operational training guidance required to ensurehigh-level combat systems readiness.

Specific responsibilities of SERT include the fol-lowing actions:

Integrating and managing PMS for thecombat systems.

Determining mission-related materiel readi-ness.

Managing the corrective maintenance effortfor the combat systems, including fault isola-tion, and data collection and analysis.

Monitoring operational performance duringcondition watch exercises and ship or fleetoperational exercises.

Evaluating both materiel and operationalreadiness of the combat systems, and provid-ing internal or external reports as necessary.

SERT PMS Management

The SERT PMS management includes super-vision of actual maintenance actions and all otherefforts required to plan and support maintenanceevents. Therefore, the management task involvescontrolling all combat system PMS activities, includ-ing PMS tasks for the combat systems, subsystems,

and equipments. The SERT provides the foundationfor maintenance through proper planning and execu-tion.

Certain PMS procedures at the combat systemslevel are more oriented toward operator proficiency,with summary observation of combat systems per-formance. The management guidance in the PMSmanual and the cycle and quarterly schedules is pri-marily equipment- and department-oriented. Thisguidance provides minimum maintenance require-ments for the subsystems and equipments coveredunder PMS. The SERT must operate within suchfactors as the interdependence of equipments andsubsystems in the overall combat systems, the varia-tions of available manpower, and the dedication ofsubsystems to operations during conditions I and III.

The scheduling and performance of PMS (sup-ported by documentation and maintenance training)leads to fault detection, which provides a basis forreadiness assessment. Maintenance management en-sures that detected faults are isolated and followed bycorrective action. Effective corrective maintenanceincludes logistics control and the determination ofhow important each corrective maintenance require-ment is, based on parts availability and readinessassessment.

Follow-up actions, including verification or re-testing, and complete shipboard and maintenancedata collection reporting are essential to an effectivePMS program.

SERT Materiel Readiness Assessment

The SERT materiel readiness assessment is di-rected toward four major missions: AAW, ASW,ASUW, and amphibious warfare (AMW). Materielreadiness assessment involves performing tests andoperational checks on the subsystems to identifyequipment that is either degraded or nonoperational.The results of the tests and operational checks arethen used to determine how well the subsystems canperform their mission requirements.

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Readiness assessment is probably the most diffi-cult task facing the SERT because it requires theability to provide an up-to-the-minute status of thecapabilities and limitations of the combat systems. Italso requires the ability to recommend alternatecombinations of equipment to meet mission needs.

The SERT must know the results of all tests and,in addition, the minute-to-minute availability of thecombat systems, its subsystems, equipments, and allsupport functions, such as primary power, chilledwater, dry air, and sound-powered telephones.

Although all equipment problems are important,the existing tactical environment can modify theirimpact on a mission capability. For example, losingthe moving target indicator capability can be moreimportant when the ship operates near land massesthan when it operates in the open sea.

Materiel readiness assessment should be ap-proached from the functional readiness aspect, ratherthan the equipment up-or-down-status aspect for thefollowing reasons:

Complex, multifunction electronic equipmentis seldom completely down and less frequently com-pletely up. Normally, one or more functions are invarious states of degradation.

The impact of a fictional fault maybe dif-ferent for the capability of each mission.

The complex design of the combat systemsincludes some fictional redundancy.

The test results and operational fault directo-ries relate problems to their effect on system func-tions rather than to the basic operation of the affectedequipment.

Readiness assessment uses two basic types oftechniques: quantitative and qualitative.

Quanitative techniques involve the extensiveuse of mathematics and reports based on graphs andnumbers. Past shipboard experience has shown thatwithout computer support, quantitative assessment isnot easily managed. Its numerical reporting lacksmeaning or requires extensive explanation.

Qualitative assessment (an application ofengineering analysis) is based on system knowledge,experience, and judgment. It is usually a verbal re-port. These assessments depend on the personalexperience level of the users. Therefore, writtenguidance and report forms are required. The impactof no-go conditions, revealed by PMS results, mustbe determined for each mission capability.

After an assessment is made, each major functionis assigned one of the following four readiness cri-teria:

1. Fully combat-readv status: All equipments as-sociated with a specific function are in the higheststate of readiness with respect to that function.

2. Substantially combat-ready: Although all theequipments may not be fully operational, redundancypermits the mission to be continued, resulting in ahigh probability of success.

3. Marginally combat-ready: A function may beperformed, but with a much-reduced probability ofsuccess.

4. Not combat-ready: The equipment has a com-plete loss of function.

These readiness criteria provide the basis for asummary report of readiness. A combat systems dailyfault report should be submitted, listing the sub-function faults of the day, their individual impact,any alternative recommendations, and the expectedtime of repair. See figure 4-4 for an example of adaily fault report.

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Figure 4-4.-Example of a combat systems daily fault report.

Materiel readiness does not end with the success- SERT Corrective Maintenance Managementful completion of tests and scheduled maintenance.In addition to testing, other actions (such as visual in-spection for cleanliness, corrective maintenance,quality control, and complete integrity) are a neces-sary part of SERT responsibilities.

Also, requesting the commanding officer to con-duct materiel inspections, assigning SERT personnelto inspection teams, and conducting random equip-ment inspections without prior notice may provideexcellent results, Such inspections should be for elec-tronic and mechanical materiel readiness andpreservation. The SERT representatives should alsoprovide results of such inspections to appropriateauthorities and provide follow-up inspections toensure that corrective action is taken.

SERT corrective maintenance consists of twobasic categories: fault isolation and corrective main-tenance.

The SERT is responsible for directing faultisolation at the combat systems level, managing cor-rective maintenance at all combat subsystems levels,and coordinating corrective maintenance in relatedsupport subsystems.

The SERT responsibility for corrective mainte-nance also includes coordinating fault-isolation ef-forts and evaluating the impact of faults to determinethe priority of each corrective maintenance require-ment.

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Two other SERT responsibilities are (1) follow-up action of verification or retesting, and (2) com-plete shipboard and maintenance data collectionsubsystems reporting. Effective corrective mainte-nance management first requires the consideration ofcombat systems readiness, then efficient use of man-power. These factors closely relate to the ship’semployment and the tactical environment.

There will be times when more corrective main-tenance requirements exist than can be simulta-neously handled by the available manpower. Inaddition, sometimes parallel faults exist that requirethe same personnel or the same system setup for faultisolation. When these conditions occur, the setting ofrepair priorities is based on management’s require-ments for readiness and available manpower to makethe repairs.

As the SERT collects and evaluates PMS results,it should continually base its recommendations forcorrecting faults on the tactical situation, complexityof fault isolation, and available manpower. Somefaults may be designated for correction; others maybe deferred. However, deferred faults, if left to ac-cumulate, tend to degrade overall systems readiness.Therefore, as soon as the situation permits, deferredfaults should be repaired.

Faults detected within combat systems must beisolated to a subunit that can be replaced or repairedor to an alignment that can be made before actualcorrective action can be taken. Therefore, techniciansmust have a thorough knowledge of the systems andaccess to complete systems and equipment documen-tation.

Most subsystems and equipment maintenancepublications provide fault-isolation support in one ortwo formats. The first format consists of symptomspresented in preselected, logical steps and in refer-ence tables, a logic chart, or logic diagram format.The second format consists of flow diagrams andrelay ladders. The CSTOM provides amplifying in-formation on fault isolation.

After a repair priority has been set and the faultsisolated, the managers of corrective maintenancemust ensure that corrective action is taken, verifica-

tion is made by retest, and required reports are com-pleted. Since some faults tend to be repetitive, theSERT should keep records of fault symptoms, identi-fication, and corrective measures.

SERT Monitoring

The SERT responsibility for operational trainingis vital since overall readiness assurance is a functionof operational readiness (personnel proficiency) andmateriel readiness. The goal of operational readinessis to achieve maximum combat systems capabilityfor each mission under constantly changing condi-tions of materiel readiness. The measurement of per-sonnel readiness is based on the three followingtechniques:

1. PMS tests: In each case, the hardware mustbe operating properly. Otherwise, the capabilities ofthe personnel cannot be determined accurately.

2. Simulators or computer programs: The videosignal simulators with computer programs provide ameans to assess the skill of the console operator.However, the computer programs are limited in as-sessing the capabilities of combat systems operators.

3. Monitoring of ship or fleet exercises: oneway to evaluate the capability of all combat systemspersonnel is to actually monitor ship or fleet exer-cises. These exercises include:

Electronic warfare exercises.

Gunnery exercises (antiair [AA], surface,and shore).

Missile exercises (AA and surface.)

CIC exercises (aircraft, tracking and con-trol).

Antiship cruise missile exercises.

ASW exercises.

When the SERT finds personnel deficiencies, itmust provide operational training and guidance.

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Since the SERT has the knowledge and trainingcapability, it is uniquely qualified to assist the ship’straining officer in identifying the topics and contentof necessary training for both officers and enlistedpersonnel.

As an FC supervisor, you will periodically eval-uate the operational readiness of your personnel. Youshould ensure that they are familiar with the follow-ing topics:

Intended purpose of all switches, indicators,controls, and the impact each has on othersubsystems or combat systems equipments.

Communications links available at the stationand with the other stations.

Compliance with specified communicationsdisciplines.

Knowledge that the lack of communicationsdiscipline is an internal hazard to the combatsystems or to the ship.

SERT Test Selection and Scheduling

The integrated approach to testing is based ondefining all functional test requirements and subject-ing them to a critical examination. The examinationinvolves an engineering analysis in which eachfunction, parameter, and characteristic is examinedfor (1) its importance to mission or mode perform-ance, (2) its reliability based on the circuit elementsthat affect the function, and (3) its expected meantime between failures.

This approach places a test periodicity (daily,weekly, monthly, quarterly, semiannually, annually,and cyclically) on the functions. Critical functionsare assigned a high periodicity, regardless of relia-bility; while less critical functions may be assigneda lower periodicity based on their reliability.

Related functions are grouped by periodicity andfunctional interdependency so that they can be testedduring appropriate periods. The tactical situationgoverns how and when maintenance is scheduled.

Scheduling is a critical element of preventivemaintenance management and requires a thoroughknowledge of the intent and conditions of each main-tenance requirement card (MRC).

Important conditions include

in-port and at-sea requirements,

outside service requirements,

navigational support requirements,

combat systems operational usage,

ship control requirements,

emission control conditions,

computer program requirements,

subsystems interdependency,

impact on computer program capability,

adverse weather conditions,

time requirements, and

manpower requirements.

From these conditions, the quarterly schedule canbe developed, based on the ship’s employment sched-ule. Heavy maintenance is usually scheduled duringin-port periods and independent ship exercises duringnonthreat conditions (particularly for those proce-dures requiring long periods of operational equip-ment downtime).

If the employment schedule changes, the PMSschedule may require modification. Daily and weeklyschedules are based on the ship’s readiness conditionand operational situation. Subsystem interdepend-ence and manpower usage are also critical in sched-uling.

Preventive maintenance management includes thefollowing requirements:

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Ensuring that events take place as scheduled

Coordinating manning and equipment avail-ability for interdependent testing

Providing adequate safety measures

Ensuring the availability of required support-ing systems

Coordinating the actions of command andtactical operation personnel

Ensuring fault isolation and corrective main-tenance follow-up

Ensuring the completion of required reports

The ship’s CSTOM contains readiness assessmentand fault-isolation diagrams that (1) indicate the testthat requires the fewest ship resources, (2) verifieseach combat systems interface function, and (3) aidsthe SERT in preventive maintenance management.

SERT Readiness Assessment Reporting

After readiness assessment is completed, thereadiness status must be reported in a form that isbrief and easily understood and that presents a clearpicture of the combat systems effectiveness. This isdone most effectively by addressing the status of thecombat systems equipment as it relates to a missioncapability. This summary report also provides a briefdescription of the effect each division’s group has onthe overall combat readiness of the ship.

Supporting information on specific subfunctionfaults related to the summary report sample maybeprovided in a combat systems daily fault report form.Figure 4-4 shows a sample method of presentingdaily fault information. The SERT should developreport forms similar to that shown in figure 4-4 to fitthe ship’s requirements. The combat systems dailyfault report is the responsibility of the SERT andshould provide enough information for the CSO todevelop the mission summary reports.

The SERT must evaluate, monitor, and reportsystems status during competitive and fleet exercises.This includes organizing and instructing observers,preparing recording forms, defining data require-ments, collecting and evaluating data, and preparinga composite internal report. These reports should belimited to an evaluation of combat systems materieland personnel readiness during the exercise.

SERT Alignment Logs

The SERT is responsible, during PMS activitiesand exercises, for determining the mechanical andelectrical alignment of interrelated combat systemsfunctions. The SERT must also assess the impact ofa misalignment on the mission.

When SERT members brief subsystems andequipment personnel before an exercise or mission,they must emphasize the need for caution when mak-ing adjustments to equipment subsystems that may,in turn, affect the total combat systems alignment.

Alignment tests and efforts to reestablish refer-ence standards are complex and time-consuming.They frequently require shore facilities, ideal envi-ronmental conditions, and extensive data collection.Technicians should avoid making realignments that,because of incomplete or inaccurate reference data,result in inefficient use of manpower and resources.

Experience has shown that unnecessary align-ment efforts can be avoided if reference data are keptcurrent, are accessible, and can be interpreted by allteam members. Therefore, a combat systems align-ment smooth log (if not already in effect) must bemaintained and kept current and accurate.

A total combat systems alignment manual for theclass of ship (with combat system) should be avail-able (separate from the CSTOM). The manual shouldexplain the purpose of total combat systems align-ment, provide management data needed for theanalysis and troubleshooting of alignment problems,and provide step-by-step procedures needed for com-bat systems alignment.

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INTEGRATED MAINTENANCE

Combat systems integrated maintenance is basedon a comprehensive schedule of tests performed atthree mutually supporting levels: (1) systems, (2)subsystems, and (3) equipments. These integratedtests are designed to periodically test all combatsystem functions, parameters, and characteristicsagainst specified tolerances. Successful equipmentperformance during the tests usually indicates thatthe systems are combat ready.

Integrated maintenance requirements are de-veloped through engineering analysis, based on astudy of all factors that significantly affect main-tenance. The analysis defines system and equipmentfunctions and sets tolerances (in terms of systemparameters) that allow operators and technicians todetermine if the systems are operating properly.

Integrated maintenance procedures provide mini-mum preventive maintenance coverage of the combatsystems and are designed to test specific functionsunder specific conditions. Sometimes, equipmentoperators and technicians may not understand thepurposes of all the tests. However, they must stillfollow the procedural sequences explicitly. Improvis-ing or shortcutting procedural sequences of-ten leadsto incorrect troubleshooting or masking of actualfaults.

The integrated maintenance concept follows PMSprinciples and is the most effective way to achievePMS goals. Compliance with this concept enablesthe SERT to manage the combat systems mainte-nance effort and to achieve the optimum level ofreadiness with the most effective use of availablemanpower.

Integrated maintenance is the planned mainte-nance system (PMS) as it relates to the maintenancedocumentation of a typical integrated combatsystems, the PMS program, maintenance scheduling,and maintenance data system.

PLANNED MAINTENANCE SYSTEM

Combat systems readiness requires efficientmaintenance. The key to this capability is an organ-ized system of planned maintenance to ensure themaximum operational readiness of the combat sys-tems. The Ships’ Maintenance and Material Man-agement (3-M) Manual, OPNAVINST 4790.4, setsforth an effective PMS and assigns PMS manage-ment responsibility.

The PMS provides regularly scheduled tests todetect degraded performance and to prevent failuresduring tactical operations. When failures occur dur-ing combat systems operations, the PMS provides aformal step-by-step fault-isolation and repair pro-cedure. Complete technical documentation (includingcombat systems, subsystems, and individual equip-ment manuals) is an integral part of the PMS. Thesemanuals provide the necessary information forunderstanding, operating, and maintaining the com-bat systems.

Shipboard maintenance falls into the three fol-lowing categories:

1. Organization-level maintenance: Mainte-nance within the capability of ship personnel.

2. Intermediate-level maintenance: Maintenancerequiring assistance from outside the ship,such as a tender or an FTSC.

3. Depot-level maintenance: Maintenance re-quiring port facilities, such as shipyard main-tenance.

The goal of PMS is to perform maintenance atthe organization or intermediate level. Therefore,depot-level maintenance is not reflected in PMS.

The PMS is a planning and control system thatprescribes a logical and efficient approach tocomplex mechanical, electrical, and electronic main-

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tenance. It was developed to provide supervisors ateach maintenance level with methods for effectivelyplanning, scheduling, and controlling shipboardmaintenance. It includes a maintenance data-collec-tion system that is used to record important sche-duled and corrective maintenance information, andan electronic data- processing capability that is usedto retrieve this information for maintenance analysis.

The goal of PMS is maximum operationalefficiency of all equipments and the reduction ofequipment downtime, maintenance man-hours, andmaintenance costs. Even though the PMS providesmethods and resources to accomplish each goal, it isnot self-sufficient and does not replace the initia-tive of maintenance supervisors or reduce the needfor technically competent personnel. The recordingand feedback of maintenance and personnel dataallow continuing management analysis and improve-ment of maintenance methods and personnel use.

If the ship’s force accepts the PMS program andmakes fill use of its planning methods, the mainte-nance system will promote confidence and reliability.It will be capable of ensuring that the combatsystems will be available when they are needed.

Data gathered from the fleet show conclusivelythat ships that adhere to their PMS schedule maintaina significantly higher state of materiel readiness withno greater maintenance manpower usage than shipsthat do not. The SERT concept is designed to ensurethat the combat systems PMS is properly scheduled,managed, and used.

PMS PROGRAM

The PMS program is essential to equipmentreadiness. The primary ingredients of the PMSprogram are as follows:

Comprehensive procedures for planned main-tenance of the combat systems, subsystems,and equipments.

Systems fault-isolation procedures.

Scheduling and control of maintenance taskperformance.

Description of the methods, materials, tools,and personnel required for maintenance.

Adherence to the PMS program will provide thefollowing results:

Improved confidence in systems maintenance

Reduced testing time

Elimination of redundant testing resultingfrom lack of coordination

Detection of most malfunctions during sched-uled maintenance events

MAINTENANCE SCHEDULING

The normal flow of events and requirements the

SERT should use in developing an integrated mainte-nance schedule is illustrated in figure 4-5. This figure

shows maintenance management responsibilities and

the sequence of events that flows from the depart-ment master and work-center PMS record books(containing the maintenance index pages), throughthe scheduling tools (cycle, quarterly, and weekly

schedules), to test actions, unscheduled maintenance,

and reporting. However, due to the shipboard envi-ronment, it does not show the variants and con-

straints the SERT must consider in the quarterly,weekly, and daily scheduling.

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Figure 4-5.-Planned maintenance system.

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Maintenance Index Page Weekly Schedule

The maintenance index page (MIP) contains a

brief description of the requirements on the MRC for

each item of equipment, including the periodicitycode, the man-hours involved, the minimum required

skill level, and any related maintenance require-

ments.

The MIPs for all equipments in a department are

contained in the departmental master PMS record,

which the department head uses to schedule mainte-

nance on the PMS schedule forms. Each work center

should maintain a PMS record that contains the MIPs

that apply to that work center.

Cycle Schedule

The cycle schedule is used by the CSO to plan

periodic maintenance and other requirements. It is avisual display of preventive maintenance require-

ments based on the ship’s overhaul cycle.

Quarterly Schedule

The quarterly schedule, planned from the cycle

schedule, is a visual display of the ship’s employment

schedule. This schedule is prepared by the CSO in

cooperation with division officers, maintenancegroup supervisors, system testing officers, and SERTmembers. It shows the current status of preventivemaintenance for each group. The quarterly schedule

assigns specific requirements in conjunction with the

ship’s operational schedule.

The weekly schedule is a visual display that is

posted in the working area of each maintenancegroup. The maintenance group supervisor uses thisschedule to assign personnel to perform maintenance

on specific equipment. Assignments include system

and equipment tests and servicing procedures.

MAINTENANCE DATA SYSTEM

The maintenance data system (MDS) provides a

means of recording maintenance actions, processing

the recorded data to define important facts about

maintenance and equipment, and retrieving informa-

tion for analysis. Significant data identified by the

system include the reason for the malfunction, its dis-

covery, the man-hours used in correcting the prob-lem, the exact equipment affected, any delays inrepair and their reasons, and the types of mainte-

nance personnel required.

Maintenance Actions

Maintenance personnel document certain ship-

board maintenance actions and corrective mainte-

nance on specific categories of equipment at the time

they actually perform or defer the maintenance ac-

tion. Information is recorded and put into the MDSusing the Ship’s Maintenance Action Form (OPNAV4790/2K).

Data-Processing Facilities

Maintenance Control Board

The maintenance control board contains the cycle

schedule and the current and subsequent quarterlyschedules. The board summarizes the status of cur-rent and planned combat systems preventive main-

tenance.

The MDS data-processing facilities collect, store,

and analyze maintenance information inputs into the

system. This information yields data concerningequipment maintainability and reliability, man-hoursusage, equipment alteration status, materiel usage

and costs, and fleet materiel condition.

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Various automated reports are produced period-ically for the ship, the repair activities, the unit com-

manders, and the type commanders. These automated

reports include a ship’s current maintenance project

file, work requests, and preinspection and survey

deficiency listings.

MAINTENANCE TESTING

Integrated maintenance tests must be scheduled

to reduce redundancy wherever possible. Combatsystems testing is conducted at three levels: (1)

systems, (2) subsystems, and (3) equipments. These

three testing levels are described in the followingsubsections.

SYSTEMS TESTING

Systems testing exercises the entire combat sys-

tems. It is the highest level of testing that can bedone aboard ship. Combat systems tests are usually

automated and monitored in the CDS subsystems.

Although these tests provide an overview of sys-

tems performance, they usually do not test the fill

capabilities of the overall combat system itself. It isimpractical, from an instrumentation and manpower

standpoint, to test all the fictional requirements atthe systems level. Therefore, confidence in opera-

bility or materiel readiness is mainly dependent onintegrated testing at the subsystem or equipment

level.

Systems-level tests provide a verification of thealignment between sensors; the on-line, real-timemonitoring of combats system interfaces; and the

overall test of the 3-D search radar and its interfacewith the CDS. These tests are described in the

CSTOM.

SUBSYSTEMS TESTING

Subsystems testing exercises two or more pieces

of equipment fictionally contained within the same

subsystem. The intent of subsystems testing is to testintrasubsystem (within the subsystem). However,

with the need for integrated testing, some functions

are tested intersubsystem (outside the subsystem).

The subsystems operability/readiness test is the

keystone of integrated subsystems testing. This test

consists of a rigidly controlled sequence of steps

designed to test all critical functions during a primarymode of operation. The subsystems operability/readi-ness test and a supporting family of tests use the

concept of end-point testing, in which functions are

stimulated at their terminal point, thereby verifiing

all operations within the function. Subsystems tests

are functionally grouped and mode oriented so thatrelated functions can be tested by using the same set-

up, procedures, and stimuli.

EQUIPMENTS TESTING

Equipments testing generally concerns power

levels, frequencies, servos, special features, and out-

put functions. The equipment PMS may require

special external stimulating equipment for test mea-surements. These test measurements are often time-

consuming and difficult to complete, but are always

checked by the SERT to ensure optimum readiness.

FAULT ISOLATION

The goal of fault isolation is to determine system-

atically the part or condition responsible for a fault or

degraded operation during testing or tactical opera-

tion. The process often involves impact evaluation.Impact evaluation requires considering whether (1)

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to ignore the problem for the time being; (2) to

switch to alternate equipment; or (3) to perform cor-

rective maintenance immediately. Impact evaluation

information is provided in the CSTOM.

The CSTOM provides fault-isolation procedures,

both for faults that were detected during operations

and for faults that were known before the operations.

After a fault has been isolated to a specific unit or

interface, corrective action (repair, replacement, or

alignment) must be taken. In the integrated mainte-nance concept, alignment is considered as corrective

maintenance only and, like other corrective action,

should be performed only when a fault is indicated.

Fault isolation leads to corrective maintenance.

The corrective maintenance performed may or may

not bring the system back to an operating condition.

There may have been more than one fault contribut-

ing to the out-of-tolerance condition that started the

fault-isolation process. (The SERT’s responsibility

for fault isolation was discussed earlier in this chap-

ter under the heading “SERT Corrective MaintenanceManagement.”)

The possibility of faulty replacement parts and

incorrect adjustment or alignment also exists. Cor-

rective maintenance may not have solved the prob-

lem; it may even have added to it. Therefore, each

corrective action must be followed by verification.

Verification normally is done by re-creating the testenvironment and rechallenging the function. Where

alignments are concerned, the verification process is

complicated by a requirement that the effect of the

maintenance upon other elements of the combat sys-

tems be determined.

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RECOMMENDED READING LIST

NOTE: Although the following reference was current when this TRAMAN was

published, its continued currency cannot be assured. Therefore, you need to ensure that

you are studying the latest revision.

COMNAVSURELANT Combat Systems Officers Manual, NAVSURFLANTINST 9093.3, Naval Surface Force,

U.S. Atlantic Fleet, Norfolk, VA, 1986.

In addition:

Combat Systems Technical Operations Manual (CSTOM) for your class of ship.

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