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DOCENT RESUME
ED 070 573 SE 014 120
TITLE Engineering Administration.INSTITUTION Bureau of Naval Personnel, Washington, D. C.; Naval
Personnel Program Support Activity, Washington, D.C.
REPORT NO NAVPERS-10858-DPUB DATE 69NOTE 240p.; Revised 1969
EDRS PRICE MF -$0.65 HC-S9.87DESCRIPTORS *Administrator Responiibility; *Engineering;
Instructional Materials; Job Training; ManagementEducation; Military Organizations; *MilitaryPersonnel; Military Training; *Post SecondaryEducation; *Reading Materials; SupplementaryTextbooks
ABSTRACTThis book is intended to acquaint naval engineering
officers with their duties in the engineering department. Standardshipboard organizations are analyzed in connection with personnelassignments, division operations, and watch systems. Detaileddescriptions are included for the administration of directives,ship's bills, damage control, training exercises, shipboardmaintenance, record and report systems, supply forms, engineeringreadiness and preparedness, gasoline and fuel oil stowage, andshipwork and repair activities during availabilities. Informationconcerning the procurement, laying up, and trial of ships is alsoincluded. Moreover, illustrations are provided for explanation use.(CC)
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11 :
A
U S DEPARTMENT OF HEALTH.EDUCATION 6 WELFAREOFFICE OF EDUCATION
THIS DOCUMENT HAS BEEN REPRODUCE() EXACTLY AS RECEIVED FROMTHE PERSON OR ORGANIZATION ORIGINATING IT POINTS OF VIEW OR OPINIONS STATED DO NOT NECESSARILYREPRESENT OFFICIAL OFFICE OF EDUCATION POSITION OR POLICY
PREFACE
The purpose of this book is to acquaint the prospective head of theengineering department and other officers of the department with thewidely varied administrative duties of the engineer officer. This bookand the sources of additional information mentioned in the text furnishmuch of the information neeensary for the proper administration of theengines...4g department. This book is not intended as an official refer-ence; if it is at variance with. any official directive or doctrine publica-tion, such directive or publication must apply. Current official directivesand technical manuals should always be consulted for current informationconcerning the organization, responsibilities, and functions of the engi-neering department.
This book is based on this assumption that the reader, as a line officer,a limited duty (engineiring ) officer, or as an engineering duty officer, isfamiliar with the various aspects of marine engiheering and appropriatetechnical material, and has acquired a general knowledge of the NavalShips Technical Manual, as well as of Bureau of Naval Personnel textsrelating to naval machinery and shipboard electrical systems.
Engineering Administration is used as the reference text for an officercorrespondence course.
Engineering Administration, NarPers 10858-D, was prepared by theTraining Publications Division, Naval Personnel Program Support Ac-tivity, Washington, D. C., for the Bureau c7.f Naval Personnel. Technicalassistance was provided by the Naval Ship Systems Command, the Com-mander, Service Force, U. S. Atlantic Fleet, the Naval Destroyer School,Newport, Rhode Island, and the Naval Amphibious School, Little Creek,Virginia.
First Edition 1955Revised 1957Revised 1964Revised 1969
i
Stock Ordering No.0500-239-1100
1
THE UNITED STATES NAVY
GUARDIAN OF OURTtiOUNTRYThe United States Navy is responsible for maintaining control of the seaand is a ready force on watch at home and overseas; capable of strongaction to preserve the peace or of instant offensive action to win in war.
It is upon the maintenance of this control that our country's gloriousfuture depends; the United States Navy exists to make it so.
WE SERVE WITH HONOR
Tradition, valor, and victory are the Navy's heritage from the past. Tothese may be added dedication, discipline, and vigilance as the watchwordsof the present and the future.
At home or on distant stations we serve with pride, confident in the respectof our country, our shipmates, and our families.
Our responsibilities sober us; our adversities strengthen us.
Service to God and Country is our speeial privilege. We serve with honor.
THE FUTURE OF THE NAVY
The Navy will always employ new weapons, new techniques, andgreater power to protect and defend the United States on the sea, underthe sea, and in the air.
Now and in the future, control of the sea gives the United States hergreatest advantage for the maintenance of peace and for victory in war.
Mohility, surprise, dispersal, and offensive power are the keynotes ofthe new Navy. The roots of the Navy lie in a strong belief in thefuture, in continued dedication to our tasks, and in reflection on ourheritage from the past.
Never have our opportunities and our responsibilities been greater.
ii
CONTENTS
CHAPTER Page
1. The Engineer Officer 1
2. The Engineering Department 123. Damage Control.. 314. Training 535. Ship Maintenance 766. Records and Reports 967. Engineering Material 1318. Engineering Standards 160
1 9. Fueling Ship 17610. Ship Availabilitims 18611. Shipbuilding, Inactivation, and Activation 21112.. Ship Trials 224
INDEX ) 232
iii
CHAPTER 1
THE ENGINEER OFFICER
One of the most interesting, challenging,and rewarding jobs in a naval ship is that ofthe head of the engineering departmenttheengineer officer. It is not possible for everyunrestricted line officer desiring a naval careerto serve a tour of duty as engineer officer, buteach one should serve at-least one tour of dutyin the engineering department of a ship. Thisis especially true today when the complexitiesof modern techniques of naval warfare demandthat the commanding officer possess completeknowledge of his ship's. operating capabilities.Normally, the assignment as head of the en-gineering department in a naval ship requiresprior shipboard engineering plant experience,preferably as an officer. In an emergency,however, when the need for engineer officersexceeds the availability of those with priorexperience, a young officer with an engineer-ing background may be assigned duty as en-gineer officer of a small ship.
This chapter is devoted primarily to adiscussion of standard shipboard organizationand the duties, responsibilities, and authorityof the engineer officer. Throughout this chapterand in subsequent chapters of this publicationsome of the duties of the engineer officer arerelated as they apply to his assistants whenassigned. It must be understood, however, thatthe delegation of certain ofii duties to assis-tants in no way relieves the engineer officer ofhis responsibility in regard to such duties andwhen no assistants are assigned, the engineerofficer must perform those duties himself.
STANDARD SHIP ORGANIZATION
Organization is the orderly arrangement ofmaterials and personnel by functions. Soundshipboard organization is a requisite for goodshipboard administration. A shipboard organi-zation, designed to carry out the objectives
1
of command, is based on a division of activitiesand on the assignment of responsibilities andauthority to individuals within the organization.To ensure optimum efficiency within the organi-zation, all essential functions must be recognizedand delineated as specific responsibilities ofappropriate organizational units, and there mustbe a clear definition of individual duties, respon-sibilities, and authority.
The responsibility for organization of theofficers and crew of a ship is assigned to thecommanding officer by U.S. Navy Regulations.The executive officer is responsible, under thecommanding officer, for organization of thecommand as a whole, while the heads of depart-ments are assigned the duty of organizing theirdepartments for readiness in battle and assign-ing individuals to stations and duties within theirrespective departments.
The requirements for battle form the basisfor the organization of combat ships and, asappropriate, for the organization of noncom-batant ships. Functional groups such as thoseshown in figure 1-1 are headed by key officersand comprise the battle organization of suchships. The officers man specified stations andcontrol the activities of personnel under theirdirection. Functional group control contributesflexibility to the battle organization thereby in-creasing its effectiveness when executing theplan for battle or variations thereof necessitatedby the tactical situation.
The commanding officer as head of the battleorganization exercises command control and isresponsible, during action, for engaging theenemy to the best of his ability. The command-ing officer is assisted in his tasks by the navi-gator, operations officer, weapons officer (orfirst lieutenant), engineer officer, damage con-trol assistant, air officer (aircraft carriers),and the combat cargo officer (amphibious opera-tions), all of whom have cognizance over the
S
ENGINEERING AD11411i13TRATION
COMMAND CONTROL
SHIP CONTROL
AIR BASE CONTROL(WHERE REQUIRED)
OPERATIONSCONTROL
WEAPONS CONTROL DAMAGE CONTROL
1. MAIN BATTERY I. DAMAGE CONTROLI. FLIGHT DECK 1. INFORMATIONCONTROL CONTROL CONTROL CENTRAL
2. FLIGHT DECK 2. COMMUNICATIONS 2. ANTIAIRCRAFT 2..REPAIR STATIONS3. HANGAR DECK CONTROL TTERY 3. DECONTAMINATION
3..ELECTRONIC CONTROL STATIONS'WARFARE CONTROL 3. ASW BATTERY 4. BATTLE DRESSING
4. AIR OPERATIONS CONTROL STATIONSCONTROL 4. TORPEDO 5. BATTLE MESSING
5. AIRCRAFT CONTROL CONTROL STATIONS
ENGINEERINGCONTROL
1. MACHINERYCONTROL
2. BOILER CONTRO3. ELECTRICAL
CONTROL
4. MAIN ENGINECONTROL
DEBARKATIONCONTROL
(AMPHIBIOUSOPERATIONS, ONLY)
I. BOAT CONTROL2. DEBARKATION
CONTROL
3.. HELO CONTROL
Figure 1-1.Shipboard battle organization.
major-control functions of the ship in battle.The functions (fig. 1-1) include ship control,operations control, weapons control, engineeringcontrol, damage control, air base control,. anddebarkation control. When embarked, the airgroup commander is responsible to the com-manding officer in matters affecting the airgroup's readiness.
Additional information concerning shipboardbattle organization is available in Battle Control
NWIP 50-1(B). Information concerning the&mage control battle organization is containedin chapter 3 of this publication.
In many departments, the division of personelin the shipboard administrative organization(fig. 1-2) closely approximates that in the ship-board battle organization. However, to meet therequirements of sound organization principles,the administrative organization structure mustallow for the carrying out of certain functionswhich have no place in battle. In the day-to-dayroutine, the needs of training and maintenanceare emphasized, and certain support measuresare necessary for administrative reasons.
U.S. Navy Regulations prescribes the ad-ministrative organization for all types of ships.The navigation department, onerations depart-ment, weapons department ck department insome ships), engineering department, and supply
2
114.1
department are the five basic departments foundin all ships. An officer may be assigned to headmore than one department in ships which do nothave a sufficient number of officers to head eachdepartment individually.
Departments are organized into divisionswhich, insofar as practicable, are assignedbattle stations permitting their employment asunits under their own officers and petty officers.Shipboard Procedures, NWP-50(A), lists thestandard letter and numeral designations ofdivisions of all types of ships. When it is neces-sary to establish a division not listed or whenfunctions of two or more divisions are combinedin a single division, the type commander assignsa suitable letter or numeral designation whichconforms as nearly as possible to the designa-tions listed. Examples of the division designa-tions are shown in figure 1-2.
HEAD OF ENGINEERING DEPARTMENT
The engineer officer is the head of the en-gineering department in naval ships. As a headof department, the engineer officer representsthe commanding officer in all matters pertainingto his department. All personnel in the engineer-ing department are subordinate to the engineerofficer and all orders issued by him must be
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27.1
ENGINEERING ADMINISTRATION
obeyed accordingly by them. In the performanceof his duties as head of the engineering depart-ment, he must conform to the policies and com-ply with the orders of the commanding officer.In addition to general duties which are appli-cable to all heads of departments in naval ships,the engineer officer has certain duties peculiarto the head of the engineering department. Theduties, responsibilities, and authority of theengineer officer and his assistants are pres-cribed in U.S. Navy Regulations.
GENERAL DUTIES
The engineer officer is allowed to conferdirectly with the commanding officer in anymatters relating to the engineering departmentwhenever he believes such action to be necessaryfor the good of his department or the naval ser-vice. He must keep the executive officer informedof such matters, however, and will normallyreport to and confer with the executive officerfor the administration of the engineering de-partment.
The engineer officer "must keep the com-manding officer informed of the operationalreadiness and actual operation of the main pro-pulsion and electrical plants and of the damagecontrol organizations and systems. Permissionof the commanding officer must be obtained be-fore any machinery or equipment in the en-gineering department can be disabled if suchaction will adversely affect the safety or opera-tion of the ship. When such disablement ofmachinery will adversely affect the ship'sability to accomplish her mission, permissionof the type or fleet commander (as appropriate)is also required. During operating periods ofthe ship, the disablement of major items ofmachinery in order to perform routine main-tenance should be kept to a minimum commen-surate with good engineering practices.
Other general duties of the engineer officerinclude:
1. Organization of the department, trainingand assignment of pr.sormel, maintenance ofmaterial, and exeres.de of a readiness doctrineso as to ensure ..,ptimtnn readiness for battle.
2. Preparation and maintenance of bills andorders necessary to ensure proper organizationand efficient operation of the engineering de-partment.
3. Indoctrination and supervision ofpersonswithin the department and others under hiscontrol in such a manner as to ensure strict
4
observance of all prescribed and necessarysecurity measures and safety precautions. Thisrequires proper posting of all safety precau-tions and frequent instruction of personnel con-cerned in observance of security measures andsafety precautions.
4. Conducting frequent inspections of per-sonnel, material, and spaces assigned to theengineering department and correction of defectsand deficiencies. The engineer officer or hisrepresentative should inspect the departmenteach day and report remits of the inspection tothe cAecutive officer.
5. Control of the expenditure of funds al-lotted and operation of the engineering depart-ment within the limit of such funds.
6. Economy in the use of public funds.7. Maintenance of records and submission of
reports required of the engineering department.8. Maintenance, preservation, and security
of spaces assigned to the engineering depart-ment.
9. Anticipation of personnel and materialneeds of the engineering department and thetimely submission of requests to fulfill require-ments.
10. Cooperation with other heads of depart-ments in order to contribute to the coordinationof effort of the entire command.
11. Performance of such other duties as maybe assigned.
SPECIFIC DUTIES
The engineer officer is responsible, underthe commanding officer, for the operation, care,and maintenance of the ship's main propulsionplant, electric power plant, auxiliary machinery,piping systems, and interior communicationssystems; for the control of damage; and for re-pairs to the ship's hull. When requested by thehead of department concerned, the engineerofficer is responsible for the repairs to materialand equipment which are beyond the capacityof the repair personnel or equipment in otherdepartments but within the capacity of the en-gineering department.
The engineer officer assigned to a ship priorto its commissioning will have the task of ini-tially organizing his department, and even thoughthe engineer officer in an older ship usually in-herits an efficient and well-run department, hemay find a certain amount of reorganization isnecessary to improve operation of the depart-ment. In either eventuality, the engineer officeris specifically charged with administratively or-
1
B DIV.OFFICER
Chapter aTHE ENGINEER OFFICER
SPECIAL ASSISTANTS
1. ENGINEERING TRAININGOFFICER
2. FIRE MARSHAL3. GAS.FREE ENGINEER1. NBC DEFENSE OFFICER
IENGINEEROFFICER
IADMINISTRATIVE IASSISTANT
I
LOGROOMYEOMAN
IMAIN PROPULSIONASSISTANT
MIOFFICER
LiMATERIAL1ASSISTANT
Li MATERIAL IASSISTANT
B DIV.LEADING
P.O.
M DIV.LEADING
P.O.
ELECTRICALOFFICER
I
IE DIVISION IOFFICER
MATERIALASSISTANT. Lwar
LEADINGP.O.
EM
IDAMAGE CONTROL
R DIV.OFFICER
ASSISTANT
MATERIALASSISTANT
MATERIAL.ASSISTANT
IC DC SF A DIV.LEADING LEADING LEADING LEADING
P.O.P.O. P.O. P.O.
27.2
Figure 1-3.Typical engineering department.
ganizing the engineering department in such amanner that the indoctrination, assignment,training, supervision, and performance of per-sonnel within the department will ensure effec-tive, efficient, and reliable operation of the ship'sengineering plant and damage control facilities.
Before maximum efficiency of operation ispossible, all hands in the engineering depart-ment must have a clear understanding of thefunctional relationships within the department'sorganization. Duties, responsibilities, authority,and organizational relationships muetbe clearlyunderstood or costly confusion and conflict willdevelop. Organization chails and functionalguides furnish the best means of making thedetails of an organization known.
Organization charts show the arrangement ofthe various departments and divisions and thecommand and staff relationships of personnel inthe organization. An engineering department or-ganization chart (similar to the one shown infig.1-3) illustrating the relationshipbetweenthe en-gineer officer, his assistants, division officers,material officers, and leading petty officer bil-lets should be maintained in the engineering de-partment office (log room) for the engineeringdepartment.
There are two commonly used types of or-ganization charts. A structural organization
chart (fig. 1-3), which outlines the basic rela-tionships between the various components ofthe organization, is a simple presentation ofthe line and staff relationships of executiveofficer and supervisory leading petty officerbillets in the organization. A functional organi-zation chart presents the functions of thevarious segments of the organization in addi-tion to indicating the interrelationships of thosefunctions. Within the various boxes of a func-tional organization chart are included state-ments applicable to the organizational segmentsrepresented by the box.
The chief advantage of an organization chartis that it provides all personnel in an organiza-tion, with a concise picture of the relationshipsof individuals within the organization. In a largeorganization, charts should be prepared for eachlevel, becoming more detailed as they illustratesmaller segments of the organization. In smallercommands, charts of only the department organi-zation may suffice to illustrate the details ofall executive and supervisory positions.
Functional guides are primarily job descrip-tions which present a clear delineation of dele-gated authority. These guides set forth instruc-tions for each billet concerning the basicobjective of the billet; the duties, responsi-bilities, and authority applicable to the billet; and 3
5
9
ENGINEERING ADMINISTRATION
the organizational relationships defining theaccountability of the incumbent to his supervi-sor and of the subordinates to the incumbent.The format of a sample functional guide isshown in figure 1-4.
Ship organization and regulations manualsprovide organization charts and futctiongguide sto ship's personnel in an easily referenced form.The Ship's Organization and RegulationsManualincludes, as a minimum requirement, the fol-lowing:
1. Description, both written and graphic, ofthe ship's administrative organization from the
commanding officer level and of the watch or-ganization through all echelons.
2. Organizational bill of the ship.3. Ship's regulations.When determined necessary by the typecom-
mander, the ship's organization and regulationsmanual is supplemented by department anddivision organization manuals containing organi-zation charts and functional guides through allsupervisory levels. Where appropriate, func-tional wades are also provided for watchstanders.
The engineer officer and engineering divisionofficers are responsible for issuing and main-
1326. Basic Functions
The engineer officer is responsible, under the commanding officer, forthe operation, care, and maintenance of the ship's main propulsion plant,auxiliary machinery, and piping systems; for the control of damage; forthe uneration and maintenance of electric power generators and distri-
.
butiou systems; for repairs to the ship's hull; and for repairs tomaterial and equipment of other departments which are beyond the capacityof those departments but within the capacity of the engineering department.
1327. Duties, Responsibilities, and Authority
The engineer officer shall:
1. Maintain the hull, machinery and electrical systems in battlereadiness.
2. Supervise firefighting.
3. Maintain interior communication equipment in the ship.
1328. Organizational Relationships
1. The engineer officer reports to:
a. The commanding officer for the operational readiness andactual operation of the main propulsion and electrical plants and of thedamage control organisation and systems.
b. The executive officer for administration of the engineeringdepartment.
2. The following report to him:
a. Damage control assistant
b. Main propulsion assistant
c. Electrical officer
d. Administrative assistant (engineering)
e. Special assistants assistants for nuclear, biological,and chemical defense; fire man:WI)
f. Department training officer
"mieselmi
411111
Figure 1-4.Format for a functional guide.
6
114.2
Chapter 1-THE ENGINEER OFFICER
taming their respective department ororganization manuals. The commanding effi.,rmust approve the engineering department or-ganization manual when issued, and the engineerofficer must approve any division organizationmanuals issued for divisions under hir, cogni-zance. Detailed instructions concerning thepreparation of department and division organi-zation manuals are contained in Shipboard Pro-cedures, NWP-50(A).
Other specific duties of the engineer officerare discussed in detail under' the duties of hisassistants in this chapter and in subsequentchapters.ASSISTANTS TO THE ENGINEER OFFICER
The engineer officer is assigned assistan,stfor damage control, main propulsion, electrical,and other specific duties as may be required forthe proper performance of the functions of theengineering department. The duties prescribedfor the engineer officer do not xclievki his as-sistants of their resporTabilities. The engineerofficer will ensure that his assistants performtheir assigned duties and he is required to per-form those specific duties himself, when as-signed.
Damage Control AssistantThe damage control assistant (DCA) is re-
sponsible, under the engineer officer, for theestablishment and maintenance of an effectivedamage control organization: for supervisionof repairs to the P.1 m..ohinery, andpiping systems except as specifically assignedto another division or department; for the opera-tion and maintenance of assigned auxiliary ma-chinery; and for the preparation, maintenanceand submission of logs, records, and reportsrequired in connection with his assigned func-tions. The specific duties of the damage controlassistant are discussed in considerable detailin chapter 3 of this publication.
Normally, the auxiliaries (A) and repair(R) division officers are responsible under thedamage control assistant. The damage controlassistant performs /the duties of the R and Adivision officers in, ships where the number ofofficers assigned precludes the assignment ofthese billets to other officers.Main Propulsion Assistant
The main propulsion assistant is responsibleunder the engineer officer for the operation,care and maintenance of the ship's propulsion
7
machinery, the auxiliaries related thereto, a.such other auxiliaries as may be assignedt_
Under the engineer officer, the main prowl-al!sion assistant is specifically responsible fogthe reliability and effective operation of tit:ship's main engines, boilers and assigned ax.x.iliaries. 7.n the discharge of these duties,must make, or Cause reliable subordinates lbaele=mat:=3..make, frequent inspections of all the machineand equipment for which he is responsible., MmsNr=ia.addition, the main propulsion assistant mitasms=ss.ensure the reliability of suah machinery aorseemsdIEequipment by makinr: certain that necessaL:-------..w-inspections, tests, repairs, and adjustmerare effected subject to receipt of require Z
and in accordance with applica.11Naval Ship Systems Command and manufea.turer's technical manuals. He must persona.X.M__supervise the operation of the main propuls.plant when the chip is getting underway, conal.to anchor, and at other times when unusual carmust be exercised. Except in cases of eme_gency, he must ensure that permission of 1=113commanding officer is obtained before fltar-aare lighted or secured under a boiler, and tlasameer__.main engines are not turned except upon silofrom, or permission of, the officer of the de..-Mheeir......_
Other engineering duties of the main prormatMIMINMlion assistant include:
1. The care, stowage, and expenditure .ffitIraeis (except for aircraft and missiles); 11:1Gsrosemaintnitance and security of fueling systezme=1Ner...-...(excerli for aircraft and missiles); and the mae..A.m=L----te.iance of fuel records including submissioraa daily fuel report to the commanding off...loo =um-via the engineer officer.
2. Proper preparation, care, submisslimiams=sem..and disposition of the engineering log and ew=s=asaem.---gineeec bell book. In this regard, he is requisto inspect them at least daily and take suchas may be necessary, within the limits of 112.1=imeges.authority, to ensure their proper mainterand timely submission.
3. The oeparation, care, and dispositio=nsuch operation,operation, maintenance, and other 4M-1Magineering records' as may be prescribed by IIANI=massiNaval Ship Systems Command or other compelauthority.
The main propulsion assistant must know lt:=1:111operation characteristics of the equipment ati_.=seescit.machinery concerned in order to be able -properly observe tests and interpret theirsults; to properly inspect spaces, machinesand equipment; and to obtain useful (and ocrilvital) information from the perusal of lag_
MM.
-1111/-
//
ENGINEERING ADMINISTRATION
records, and reports. Naturally, there is nosubstitute for experience but since availabletime often precludes the opportunity for thenecessary experience, the main propulsion as-sistant must avail himself of every opportunityof improving his knowledge of machinery andequipment through self-study and attendance(when practicable) at fleet operated schools.
The main propulsion assistant can gain con-siderable self-confidence and knowledge byqualifying himself (and requiring that each ofhis watch officers qualify) in the proceduresfor warming up and securing each major itemof machinery in the main engineering plant. Thetraining may be conducted by a previously qual-ified officer or the most competent engineeringpetty officers. This training should improve theefficiency and morale of both the watch officerand the personnel of his watch.
Information concerning the equipment andmachinery in his own ship is available to themain propulsion assistant in publications suchas blueprints and manufacturers' technicalmanuals which are readily available in the logroom. Two of the most important referencebooks in the engineering department are theNaval Ships Technical Manual and the ShiInformation Book. Information concerning thelocation, condition, size, and description of themachinery and equipment in the engineeringdepartment is easily obtainable by actuallysighting the equipment and machinery duringoperation, when idle, and while maintenanceprocedures are being performed. -Manufac-turer's name plates attached to equipment showdata concerning safe operating limits, capa-cities, and other useful information.
To the more knowledgeable officer, com-parison of past and present performance rec-ords, reports, and logs will present a clearpicture of the condition of the engineering plantand will often disclose areas of suspect or theactual need of repairs. Evaluation of informa-tion gained from this source must necessarilybe based upon the completeness of the records,reports, and logs, and the integrity of the personor persons who prepared them.
A valuable source of knowledge which shouldnever be overlooked is the information availablefrom more experienced officers, supervisors,and equipment operators. The supervisor of aspace should always accompany the main pro-pulsion assistant on his inspection tour. In thismanner, the supervisor is readily available to
8
answer questions and receive orders concerningthe space and machinery.
In ships where the number cf officers avail-able does not permit the assignment of otherofficers as the main engines (M) and boiler (B)division officers, the main propulsion assistantmay also be assigned them billets. The M andB division officers are responsible under themain propulsion assistant, when usigned.
Electrical Officer
The electrical officer is responsible, underthe engineer officer, for the operation, care andmaintenance of the ship's electric power genera-tors and distribution systems, interior com-munications equipment and systems, degaussingequipment and systems, gyro compass equipmentand associated systems, dead reckoning analyzerand associated equipment, and small boat elec-trical systems. He is also responsible for themaintenance of all other electrical and electronicequipment, machinery, and systems not speci-fically assigned to another division or depart-ment; and the preparation, maintenance, andsubmission of logs, records, and reports re-quired in connection with his assigned duties.
The electrical officer is usually assignedcollateral duty as motion picture officer. Inthis capacity, he is responsible for the procure-ment, itowage, scheduling, and showing of enter-tainment motion picture programs; for thetraining and assignment of motion picture pro-jectionists; for the operation, care, and main-tenance of motion picture projectors and as-sociated equipment; and for the preparation,maintenance, and submission of the requiredlogs, records, and reports concerning motionpicture programs and equipment.
When an electrical officer is not assigned,his duties are usually performed by the damagecontrol assistant. The electrical (E) divisionofficer is responsible under the electrical of-ficer.
Engineering Administrative Assistant
The engineering department administrative:distant functions as an aide to the engineercer in the details of administration. When
assigned, the engineering administrative as-sistant is responsible for: .
1. Operation of the log room, maintenanceof the equipment assigned, and the maintenanceand preservation of the space assigned.
Chapter 1--THE ENGINEER OFFICER
2. Assignment, training, supervision, andevaluation of the log room yeomen and otherenlisted personnel assigned to the log room.
3. Maintenance of the engineering depart-ment records and a tickler file on all requiredreports.
4. Preparation of the engineering depart-ment watch bills.
The engineering administrative assistantscreens all incoming engineering departmentcorrespondence, initiates required action (whenappropriate), and checks the accuracy of allcorrespondence leaving the department. Heassists the engineer officer in the implementa-tion of directives from higher authority thatpertain to the administration of the engineer-ing department. He also assists in the prepara-tion of all engineering department directivesand (following release by the engineer officer)exercises control over their issuance in such amanner as to assure effective dissemination.
Supervision of the log room must not beneglected. The operation of this office affectseach of the engineering divisions and reflectsthe effectiveness of the engineering department.Blueprints, technical manuals, and other publi-cations must be properly stowed and indexed sothey can be easily located. A method Ault beestablished for accounting for publications whichhave been removed from the log room and theirremoval should be kept to a minimum. Periodicinventories must be held so that missing itemscan be promptly reordered. Changes should beentered as soon as possible in order to ensurethe publications are maintained up to date. Logs,records, and reports should be properly filedfor easy reference. In order to avoid clutter inthe log room, a plan must be established forthe prompt disposition of logs, records, andreports in accordance with current applicableinstructions.
In some ships the duties of the engineeringadministrative assistant may be assigned to themain propulsion assistant.
Engineering Training Officer
The engineering department training officeris an assistant to the engineer officer for theadministration and coordination of the trainingprogram of the engineering department. Theduties, responsibilities, and authority of theengineering training officer are discussed indetail in chapter 4 of this publication.
NBC Defense OfficerThe nuclear, biological, and chemical (NBC)
defense officer should be a graduate of a com-prehensive NBC defense course or a chemical-biological defense course. Generally, the jobof NBC defense officer is assigned as collateralduty to the damage control assistant. In thiscapacity he acts as technical advisor to thecommanding officer and the engineer officerin matters concerning NBC defense. He assistsdivision officers in the NBC warfare training ofpersonnel in the ship and is responsible forthe indoctrination and training of the damagecontrol battle organization in this type of war-fare. The specific duties of the damage controlassistant prior to and following an NBC attackare discussed in detail in chapter 3 of this 013-lication.
Gas-Free Engineer
The Naval Ship Systems Command requiresthat each naval ship which may have occasion toorder men into closed or poorly ventilated spacesor to perform hot work in the vicinity of explo-sive or flammable materials, designate one com-petent person gas-free engineer. The term "hotwork" as used in this publication includes allwork involving the use of open flame or sparkproducing equipment or any work involving heat-ing metal to or above 450°F. The gas free en-gineer, usually subordinate to the damage controlassistant, must analyze conditions in his ship andensure that no danger of suffocation of personnelor hazard to personnel or equipment frcim nox-ious or explosive gases exists during any opera-tions in the ship. He advises the engineer officerand commanding officer in matters concerningthe safety of personnel performing welding andallied work in hazardous locations. He assiststhe engineer officer in the preparation of in-structions regarding entry into closed or poorlyventilated spaces and the procedures to be fol-lowed to ensure the safety of personnel andequipment involved in welding and allied opera-tions.
The gas-free engineer must organize andadminister a training program to inform allhands of the hazards involved in entering closedor poorly ventilated spaces and in welding andallied operations. He is responsible for theposting of warnings of such hazards in spaceswhere they exist and he is authorized to ordermen out of a compartment immediately or tosuspend work whenever an unsafe condition is
9
t.3`s'
ENGINEERING ADMINISTRATION
found to exist. He must immediately notify thecommanding officer, engineer officer, or otherresponsible authority, of any such cessation ofwork and the reasons therefore.
The gas-free engineer will be governed Inthe performance of his duties by applicableinstructions contained in NavShips TechnicalManual; the commanding officer's instructions;and other directives issued by higher authority.In many ships the damage control assistant isassigned collateral duty as gas-free engineer.When the gas-tree engineer is an officer otherthan the damage control assistant, he shallkeepthe damage control assistant informed of mattersconcerning his duties.
It should be noted that the designation of thegas-free engineer by the ship's commandingofficer is a matter of logics. The commandingofficer knows the requirements of this collateralduty and normally designates a person who bestpossesses these qualifications.
The Damage Control Schools in Philadelphiaand Treasure Island cover the use of explosiveand noxious vapor detectors use of proper ven-tilation, use of air line masks and oxygen breath-ing apparatus, safety precautions and firehazards in closed unventilated spacesDepend-ing upon what course the student is taking inthese schools, he is exposed to varyingamountsof the NavShips requirements (which are periodi-cally prescribed by NavShips through the Bureauof Naval Personnel for activities afloat) for thegas-free engineer. The schools do not actuallytrain the gas-free engineer.
The aforementioned logics are that aboardeach ship several men, such as the engineerofficer, the DCA, and the senior Damage Con-trohnaL, have been trained in the requirements,recommended by NavShips, to various degrees.At present, the commanding officer designatesthe person who will most logically posses thisbackground and who is trustworthy enough tolearn what he doesn't know, and who possessessufficient initiative and leadership ability tocarry out the duties regarding the safety of theship and men working in closed spaces that maycontain death-dealing vapors or a lack of oxygen.
Fire Marshal
The fire marshal is responsible under theengineer officer for the maintenance, avail-ability, and reliability of the firefighting equip-ment in the ship; and for the elimination of firehazards. He assists the damage controlassistant
in the preparation and administration of thetraining of personnel in the ship's damage con-trol battle organization. He must also keep thedamage control assistant informed of his actionsas fire marshal.
PROSPECTIVE ENGINEER OFFICER
Usually when an officer reports to a ship incommission to relieve the engineer officer, therelief is effected jointly by the two officersconcerned. At other times, an officer may beassigned to a ship prior to its commissioningfor duty on board as engineer officer whencommissioned. In the former case, the job ofthe officer prior to relieving the engineer officeris relatively simple and much assistance canbeobtained from the incumbent himself.
The circumstances are quite different whenan officer is ordered to duty as the prospectiveengineer officer of a ship to be commissioned.In this case, he perZorms the duties of engineerofficer subject to the orders of the officer towhom he has reported for duty (shipyard com-mander, supervisor of shipbuilding, or reservefleet group commander). If his ship is beingconstructed, he will have the task of initiallyorganizing the engineering department as wellas establishing and maintaining working rela-tions with shipyard personnel; attending to thenumerous details concerning inspection ofmachinery, tests, trials, and equipage; preparingcasualty control and repair pc ..ty manuals, oper-ating instructions, and safety precautions;selecting personnel for certain jobs; trainingassigned personnel; and performing the manyother details peculiar to a new ship prior tocommissioning. The job willbe less complicatedU the ship has been in commission previously,as in the case of a major conversion or a reac-tivated ship.
In any event, the job of the prospectiveengineer officer will be a much easier task if hehas had previous experience in the engineeringdepartment of a naval ship. If he has not alreadydone so, one of the first things he should do isprepare a check list of all required publications,logs, records, and reports. Such a list is helpfulwhen organizing the engineering department aswell as when deterinining that the publications,logs, records, and reports of the engineeringdepartment of a ship in commission are com-plete, correct, and up to date prior to effectingrelief of the engineer officer. Naval ShipsTechnical Manual, Shipboard Procedures,
10
/ 4
Chapter 1THE ENGINEER OFFICER
NWP-50(A); Battle Control (U), NWIP-50-1(B);U.S. Navy Regulations; Navy Department in-structions and notices; Naval Ship SystemsCommand directives; and the type commander'sdirectives are publications which will be of aidin the preparation of such a check list.
DUTIES UPON DETACHMENT
When the engineer officer of a ship is ordereddetached from such duty, he and his relief mustjointly inspect the material, and records of theengineering department. Upon completion of theinspection, the two officers submit a joint reportto the commanding officer. The report lists anydefects or deficiencies, describes the status oftransfer of the equipage charged to the depart-ment or subdivision (not required in organiza-tions where equipage is held in the PlantAccount) and states the facts in dispute whenthere is any disagreement between the officersas to the condition revealed by the inspection.In the event of disagreement, the commandingofficer ascertains the actual conditions, fixesresponsibility for them, and takes such otheraction as may be necessary.
During the joint inspection of the engineeringdepartment, the relieving officer should:
1. Inspect operation of the engineering plantat anchor and underway (if possible).
2. Investigate any recent engineering cas-ualties.
3. Inspect all spaces for cleanliness, pre-servation, and posting of safety precautions andoperating instructions.
4. Check the job orders accomplished duringthe last regular overhaul.
5. Check the status of authorized alterationsand outstanding shipyard, and tender or repairship work requests.
8. Observe the actions of watch personnelduring casualty drills.
7. Check feed water and fuel consumption.8. Inspect and observe operation of the
damage control battle organization (if practi-cable).
9. Inventory damage control lockers.10. Check the routine for handling corre-
spondence and note any outstanding correspond-ence requiring action.
11. Check the status of required engineeringexercises to determine outstanding require-ments.
11
12. Inspect engineering department shop op-erations.
The relieving officer should review the per-sonnel records of engineering department per-sonnel as to the number assigned, their quali-fications, and assignments. He should inspect allpersonnel of the department at quarters at leastone time prior to effecting relief. He mustinclude a statement in his relieving -letter as towhether sufficient qualified engineering depart-ment personnel are on board and list anyshortages.
Prior to effecting relief of the engineerofficer, the relieving officer should acertainthat all required logs, records, publications,and reports are being maintained and are cor-rect, complete, and up to date. Any discre-pancies found must be noted in his relievingletter.
In order to ascertain the amount and condi-tion of the equipage and supplies in the custodyof the engineer officer, the relieving officermust inspect outstanding requisitions of theengineering department and inspect the inven-tory, stowage, and preservation of engineeringstorerooms and toolrooms. After conductingan inventory of accountable equipment in custodyof the engineer officer, the relieving officersigns the necessary custody cards. The officerbeing relieved must prepare surveys on allmissing accountable equipage.
Circumstances may prevent the engineerofficer and his relief from making a joint inspec-tion and report. When this occurs, the relievingofficer or incoming head of the engineeringdepartment, must make the inspection as soonas possible and submit his report to the com-manding officer within twenty days after takingcharge of the engineering department.
Upon effecting relief, the incumbent en-gineer officer reports the fact and the conditionsexisting in the engineering department to thecommanding officer by letter, via the relievingofficer who endorses it after ascertaining thereare no omissions or exceptions in the basicletter. The relieving officer should not hesitateto ensure that the condition of the departmentas stated in the relieving letter reflects theactual conditions that exist. Hesitancy at thistime may lead to future embarrassment whenthe commanding officer requires an explana-tion for the occurrence of an engineeringcasualty.
CHAPTER 2
THE ENGINEERING DEPARTMENT
It is the Job of every officer in the engineer-ing department to ensure the operational readi-ness of the department and thereby, the opera-tional readiness of the ship. Morale and trainingof personnel, and maintenance of material arethree factors essential for optimum readiness.Proper administration of the department pro-motes and sustains these factors. Effectiveadministration demands planning, organizing,commanding, and controlling. Of all the elementsof administration, organization (the machineryof administration) is the most important. Theeffectiveness of the organization of theengineer-ing department is dependent upon adherence tothe following principles: unity of command,homogeneity of assignment, span of control, anddelegation of authority.
Unity of command is the requirement thata person report directly to and receive ordersfrom one superior. One person must have con-trol over one segment of the organization; andhe alone must issue all orders to and receiveall reports from that segment. AU personnel inthe engineering department mustknow whom theydirect and to whom they report. To accomplishunity of command within the department, thechain of command has to be definite, clear-cut,and understood and obeyed by all. Confusionand conflict are certain to result when the chainof command is ignore, either from the topdown or from the bottom up. The engineer of-ficer must make every effort to indoctrinatehis division officers so that they are madeaware of the importance of maintaining the chainof command.
Homogeneity of assignment is the require-ment that each division in the department beassigned closely related tasks, that each unitunder a division be assigned specific functionsto perform, that individuals be assigned todivisions in accordance with their abilities, and
that individuals not be assigned to direct un-related groups unless it is unavoidable.
Span of control is the requirement that thetype of work to be done and the degree of com-plexity and responsibility involved determine(1) the number of personnel supervised by oneperson, (2) the area involved in the supervision,(3) the time available, and (4) the way in whichthe supervisor is to use the time.
Delegation of authority is the requirementthat authority commensurate with assigned re-sponsibility be delegated to the lowest level ofcompetence within the department. Delegationof authority does not mean that the officer re-linquishes his responsibility for the actions ofthe person to whom such authority is delegated.Ultimate accountability for the performance oftheir individual organizational segments re-mains with the officers at all levels even thoughthey may have charged subordinates with theimmediate responsibility and delegated authorityfor managing certain functions.
The type commander (or higher authority)establishes the requirements for organizationin the form of organization charts and func-tional guides that encourage the use of the besttechniques known for the operation of the en-gineering department and the administration ofassigned personnel. The process of organizationhas two aspectsthe mechanical, which dealswith organization structure; and the- dynamicwhich deals with the integration of the humanfactors into the organization structure. Whilethe mechanics of the organization of the engi-neering departmenkare primarily the responsi-bility of higher atd&rity, effective administra-tion (dynamics) of the organization is theresponsibility of the engineer officer.
In addition to the aforementioned elementsof administration and organization, thepersonneland the various organizations which theengineerofficer will be required to administer are dis-
12
Chapter 2THE ENGINEERING DEPARTMENT
cussed in detail in this chapter. The chapteralso includes information concerning certainaids (directives apc1 ship's bills) that, whenproperly used, can facilitate the engineer of-ficer's tasks involving command and control.
ENGINEERING PERSONNEL
The missions and tasks of the ship as es-tablished by the Chief of Naval Operationsprovide the basis for the equipment installedin the ship. The number of personnel assignedis ultimately fixed by the manning requirementsof the equipment in the ship as determined bythe Chief of Naval Operations.
The Chief of Naval Operations has assumedfrom the Chief of Naval Personnel (since July1965) the responsibility for promulgating man-power authorizations. The ship's COMPLE-MENT (for fleet units or shore activities) com-prises the perzonnel required for operating andfighting the still, under wartime conditions andthe ship's ALLOWANCE (for fleet units or shoreactivities) comprises the personnel required forpeacetime operations. The number of personnelactually assigned to the ship is determined bymaiming levels (usually expressed as a per-centage of complement in wartime or allowance*in peacetime) based on the number of personnelavailable to the Chief of Naval Operations.
Additional information concerning manpowerauthorizations and procedures for requestingchanges can be obtained by referring to OPNAVINSTRUCTION 1000.16, dated 21 July 1985.
DIVISION OFFICERS
The engineering department of a naval shipis organized into divisions and each divisionis headed by a division officer as appointed bythe commanding officer. Each division officeris responsible for the organization, adminis-tration and operation of his division(s). Thebasic administrative organization of a ship-board division is shown in figure 2-1. Thenumber of sections in each unit will dependupon the number of watch sections in the in-dividual ship.
The 4ivision officer is responsible for en-suring that his assistants (technical and materialassistant, division training officer, and juniordivision officer) properly perform their assignedduties. He is required to perform those duties,himself, when no assistants are assigned. Theengineering division officers are responsible,
13
under the engineer officer, for the operation,care, and maintenance of assigned machinery,equipment, and systems. They must keep theengineer officer informed of the operationalreadiness of assigned machinery, equipment,and systems.
Other duties, responsibilities, and authorityof each division officer of the engineering de-partment include:
1. Directing the operation of his divisionthrough leading petty officers in accordancewith the division organization.
2. Assigning division personnel to watches,battle stations, and general duties; and insti-tuting a system of rotating personnel betweenstations and duties in order to develop theirskills and proficiency.
3. Scheduling and conducting training forpersonnel in the division. Division trainingshould provide for the indoctrination of newlyassigned personnel, assisting personnel to pre-pare for advancement in rating (includingcorrespondence courses and practical factorsin both military and professional subjects),individual instruction in shipboard duties, teamtraining as necessary to fulfill operating re-quirements of the division, instruction in theprinciples of effective leadership, and indivi-dual training through courses of the UnitedStates Armed Forces Institute (USAFI). In ac-complishing this function, the division officerreceives guidance from the educational servicesofficer.
4. Evaluating the performance of enlistedpersonnel of the division. The division officerinitiates recommended grades for the seniorpetty officers in the division and *reviews thesenior petty officers' evaluations of the menunder their supervision.
5. Maintaining a division notebook containingpersonnel data cards, training program data,a space and equipment responsibility log, watchand battle stations requiring manning by divisionpersonnel, and other useful data for ready ref-erence and for orientation of the division of-ficer's relief. Standard record forms (NavPers2840 and the Division Officer's Personnel Re-cord Form), which may be filed in a three-ringbinder, are available through the general supplysystem.
6. Ensuring proper preparation, maintenanceand submission of all forms, records, logs,reports, and correspondence required of thedivision.
7. Establishing and maintaining a division
ENGINEERING ADMINISTRATION
DIVISIONOFFICER
JUNIOR DIVISION IOFFICER
DIVISION TRAININGOFFICER
DIVISION LEADINGPETTY OFFICER
TECHNICAL ANDMATERIAL ASSISTANT
5E01071LEADER
SECTION 2LEADER
SECTION 3LEADER
114.3Figure 2-I.Basic shipboard division organization.
organization manual and other directives neces-sary for the administration of the division.
8. Ensuring that 211 prescribed securitymeasures and safety precautions are strictlyobserved by division personnel.
9. Recommending personnel for advance-ment in rating and for transfers.
10. Recommending changes in division per-sonnel allowances.
11. Forwarding requests for leave, liberty,and special privileges, with recommendations.
12. Conducting periodic inspections, exer-cises, and musters to evaluate performance anddiscipline of the division. When disciplinaryaction is necessary, the division officer ini-tiates the necessary action in accordance withthe Uniform Code of Military Justice and otherregulatory directives. (NOTE: The division of-ficer and/or the department head attends Cap-tain's disciplinary mast whenever one of theirmen appears before the CO for such action. Thisis to be available to represent the man andrespond to any questions the CO may have con-cerning the man's professional ability.) Onlythe commanding officer may impose disciplinarypunishments for minor offenses without the in-tervention of a court martial. This authority ofa commanding officer cannot be delegated.
13. Cooperating with division officers ofother divisions in the department, and recom-mending improvements in departmental policiesand procedures to the engineer officer.
On a typical ship, the division officer in theengineering department reports to either themain propulsion assistant, the damage controlassistant, the electrical officer, or to the en-gineer officer in the performanceof his assignedduties. (NOTE: The duties of the main propul-sion assistant and the damage control assistantare covered in chapter 1.) The junior divisionofficer, the technical and material assistant(when so assigned in the departmental plan oforganization), and the leading petty officer re-port to the division officer in the performanceof their assigned duties and for daily operationsin the division.
The job of division officer (ortunior divisionofficer in some large naval ships) is usually thefirst job assigned a young officer *pon report-ing aboard ship. The tasks confronting the newdivision officer may appear monumental to himat first, but he should realize that he has beengiven a position in an organization which isdesigned to function efficiently for long periodsof time without all its members and one whichcan easily absorb a few untrained members from
14
IY
Chapter 2THE ENGINEERING DEPARTMENT
time to time. People on all sides are availablewith assistance to help if he expresses a desireto learn. The officer he relieves can be ofinvaluable assistance and will usually utilizeall available time to instruct him in his duties;outline the current program, pointing out whathas and has not been done; discuss the inherentdifficulties of the job; and advise him concern-ing the abilities and personalities of his men.The senior officers always stand ready to givehim a hand. The engineer officer, while tolerantof his inexperience, will insist that he do hisduty and master his job as quickly as possible.The job of division, officer affords the youngnaval officer his best opportunity to develop anddemonstrate his leadership and administrativeabilities.
Relatively ley division officers are affordedthe luxury of a junior nivision officer, a divisiontraining officer, and a technical and materialassistant. In some ships where the number ofavailable officers is limited (especially in theengineering department) one officer may be inchane of several divisions. The promising youngnaval officer views such a challenge merely asan opportunity to broaden his experience andwelcomes the assignment of division officer inthe engineering department.
JUNIOR DIVISION OFFICER
Principally, the junior division officer, whenassigned, assists the division officer in coordi-nating and administering the division and byexperience, develops a thorough understanding ofthe functions, directives, and equipment of thedivision in preparation for assuming the dutiesof the division officer.
Contingent on the division organization andthe capacity shown by the junior division officer,the division officer may direct him to:
1. Supervise the preparation and mainte-nance of the watch, quarter, and station bills,and such other bills as may be necessary forthe operation of the division.
2. Assist in the formulation and implementa-tion of policies and procedures for the operationof the division.
3. Supervise the division intheperformanceof the daily routine and conduct frequent inspec-tions to assure that division functions are beingproperly executed.
4. Aid in the administration of disciplinewithin the division.
15
5. Evaluate individual performances of divi-sion personnel (assisted by leading petty officersof the division) and recommend periodic gradesto the division officer.
6. Provide counsel and guidance to personnelof the division.
7. Ensure the proper preparation, mainte-nance, and submission of logs, records, andreports required of the division.
8. Act as division officer in the absence ofthe division officer.
9. Perform such other duties as may beassigned by the division officer or other com-petent authority.
While the junior division officer can profitconsiderably from careful observation of themethods of those officers more skilled than he,eventually some decisions of his own must beattempted. If the junior division officer is inca-pable of making decisions, he will be valuelessas a leader. When approached with a problem,he is expected to supply a definite solution.When he lacks the authority to decide, he mustrefer the matter to the officer who is in a posi-tion to act on it and relay the decision. If hedoes not know the answer, he need not fear thathe will appear stupid. It is not expected that hewill learn all the details of his job overnight,but he will be expected to take immediate actiontoward finding the answer. Never try bluffingfor it is certain to make the one who attemptsit look ridiculous. The inexperienced officermust never allow the dread of making a mistaketo deter him from the attempt to solve a problem.He will make occasional mistakes, to be sure,but an honest mistake seldom invokes scorn orcensure, particularly if all the factors involvedwere duly considered.
No officer can be an effective disciplinarianif those whom he commands cannot observediscipline in him. The young man who aspiresto the career of a naval officer can do no lessthan live so that his daily conduct, in all respects,will be above reproach.
DIVISION TRAINING OFFICER
The division training officer, when assigned,aids and advises the division officer in theadministration of training within the division andcoordinates the division training program withthe departmental and overall training program ofthe ship. The duties of the division trainingofficer are discussed in considerable detail inchapter 4 of this publication.
ENGINEERING ADMINISTRATION
TECHNICAL AND MATERIAL ASSISTANT
The technical and material assistant, whenassigned, is usually a warrant officer or a limit-ed duty officer. Primarily, his job is to supervisethe maintenance and repair of the material,equipment, and systems for which the divisionis responsible.
The technical and material assistant isresponsible under the division officer for:
1. The proper performance of preventive andcorrective maintenance procedures on all equip-ment material, and systems assigned to thedivision.
2. The review for technical accuracy of allcompleted Maintenance Data Control System(MDCS) documents reporting the completion ofmaintenance.
3. The proper preparation, maintenance, andtimely submission of material, equipment, andsystem records, reports, and logs required ofthe division.
4. The preparation and timely submissionof requests for repair parts and other materialsnecessary for the efficient operation of theequipment, material, and systems assigned thedivision.
5. The repairs to equipment and material ofother divisions which are beyond the capacity ofthose divisions but within the capacity of hisdivision.
8. The performance of such other duties asmay be assigned.
ENLISTED PERSONNEL
A thorough understanding of the enlisted ratingstructure is essential to effective administrationof the engineering department. The rating struc-ture is a single integrated structure applicableto personnel of both the U. S. Navy and theNaval Reserve, and is intended to serve peace-time and wartime needs and eliminate therequirement for elaborate expansion and conver-sion upon mobilization. The stricture consistsof general ratings, service ratings, emergencyratings, and general rates. Ratings are estab-lished or disestablished by the Chief of NavalPersonnel upon approval of the Secretary of theNavy as dictated by the needs of the service.
General ratings are broad occupationalfields, encompassing essentially similar dutiesand fmctions, which require related patterns ofaptitudes and walifications, and which providepaths of advancement for career development.
16
General ratings apply to personnel of the U. S.Navy and Naval Reserve, provide the primarymeans of identifying billet requirements andpersonnel qualifications, and have distinctiverating badges. There are two types of generalratings, those with no subspecialties or serviceratings, and those with service ratings.
Service ratings are subdivisions of certaingeneral ratings, which, by delineating specificareas of qualifications, provide for specializa-tion in training and utilization of personnel incomplex work areas. Service ratings apply topersonnel of the U. S. Navy and Naval Reserve,and the rating badge is the same as that of theassociated general rating. Shipfitter (SF) is ageneral rating which contains the service ratingsof shipfitter (metalsmith) and shipfitter (pipe-fitter) at the petty officer 3 and 2 levels withinits scope. While the service rating was initiallydeveloped to satisfy the requirement for increas-ed specialization at the lower petty officer levels,it is sometimes needed at higher levels and maybe established at any paygrade as dictated bythe needs of the service. However, the conceptof broad knowledge at the higher levels in theratings is retained and specialization at thehigher paygrades is the exception rather thanthe rule.
Emergency ratings comprise occupationalfields for which there are no peacetime require-ments in the Navy, but for which there is adefinite need during wartime. Each emergencyrating has its own distinctive rating badge.Stevedore (ESB) is an example of an emergencyrating.
General rates are the general apprentice-ships below the level of petty officer, such asfireman recruit, fireman apprentice, and fire-man. The term rate is also used to identifypersonnel occupationally by paygrade.
The enlisted complement and allowance of theengineering department generally consists ofenlisted personnel of the seaman and firemanrates, and the yeoman, engineering, and hullratings. Enlisted men in the engin ,ering depart-ment are assigned to divisions by the engineerofficer in accordance with the ship's PersonnelAssignment Bill. The division officer assignsenlisted men of the division to battle stationsand condition watches in accordance with theship's Battle Bill, to sections and special dutiesin accordance with the ship's Personnel Assign-ment Bill, and to regular duties and watches inaccordance with various ship's bills.
Chapter 2THE ENGINEERING DEPARTMENT
Division officers are required to temporarilyassign certain enlisted personnel of the en-gineering department to special duties in otherdepartments in the ship in accordance with theship's Personnel Assignment Bill. The tem-porary assignment may include duty in the ship'smaster-at-arms force (usually for a period of6 months) and duty in the supply department asmess deck master-at-arms (usually for a periodof 6 months) or as messmen (a period of 3months). Normally, no man is assigned to twoconsecutive three-month tours of duty as mess-man and no man may involuntarily be assignedto a second three-month tour as messman with-out the approval of the executive officer.
Transfers of enlisted men between depart-ments are subject to the approval of the executiveofficer. All transfers of enlisted men betweendivisions of tht engineering department aresubject to approval of the engineer officer.In all instances, transfers of enlisted men mustbe reported to the personnel officer for purposesof record.
Firemen
Personnel of the fireman rate train for oneof the engineering and hull general or serviceratings. A fireman apprentice (FA) or fireman(FN) may be identified as strikers for ratingsfor which they have successfully completednaval school training, or for which they havedemonarated significant qualifications in theservicewide examinations for advancement butwhose scores and/or multiples were not suffi-ciently high to warrant advancement and if noexcess of petty officers exists in the particularratings. Control of the assignment of strikeris normally exercised by the Chief of NavalPersonnel by regulating school quotas and byadministering the designation of in-servicetrained personnel through the Naval ExaminingCenter. The striker identification is added tothe abbreviation of the individual's rate. Forexample, a fireman striker for the rating ofelectrician's mate (EM) is identified by therate symbol EMFN.
The striker identification may be removedby an individual's commanding officer for rea-sons of incompetency provided such action issubstantiated by an entry (in the individual'sservice record) of an unsatisfactory evahmtionin professional performance. Otherwise, re-quests for removal of the striker identificationmust be submitted to the Chief of Naval Per-
17
sonnel, Restrictions on the removal of strikeridentifications are necessary to prevent diver-sion of qualified strikers to other duties becauseof local shortages or excesses in certain ratingsand to ensure that qualified personnel are utilizedin duties for which they have received specialtraining.
A fireman recruit (FR) normally advancesto FA upon successful completion of his recruittraining. After 6 months as an FA, an individualis eligible for advancement to FN. Examinationsfor advancement to FN are administered locally,and may be prepared locally. However, it isrecommended that they be taken from standardexamination questions prepared and distributedto all commands by the Naval Examining Center.The qualifications for advancement to FN andall ratings are listed in the Manual of Qualifica-tions for Advancement in Rating, NavPers18088-B, including the latest changes.
Firemen stand messenger, cold iron, andfire watches. They are required to clean assignedspaces and equipment; make minor repairs toelectrical and engineering equipment and ma-terial, and the ships' hull (depending upon therating for which they train); record readings ofgages; participate in general drills; and performgeneral detail duties. Normally, each divisionin the engineering department is assigned suf-ficient fireman for training to provide replace-ments for anticipated losses of petty officers.
Petty Officers
The complement and allowance of petty of-ficers for the engineering department consistsof personnel of the yeoman rating and the hulland engineering rating group. The ratings of theengineering and hull group are those of boiler-maker (BR), boilerman(BT), damage controlman(DC), electrician's mate (EM), engineman (EN),interior communications electrician (IC), ma-chinery repairman (MR), machinist's mate (MM),and shipfitter (SF). Yeoman strikers (YNSN) aresometimes assigned to the engineering depart-ment in lieu of yeomen.
BOIMERMAHER.is a general rating withno service ratings; however, the rating is pre-sently limited to petty officers above the levelof second class. Boilerman in the BT2 rate, ifotherwise qualified, may compete for advance-ment to BRI:Boilermen in the rate of BT1 andabove may submit requests to the Chief of NavalPersonnel for change to the BR rating. Personnel
ENGINEERING ADMINISTRATION
of the boilermaker rating test, maintain, andrepair marine boilers, heat exchangers, andassociated equipment; inspect boilers and fire-room casualties, and effect corrective mea-sures; perform all types of welding and alliedprocesses pertaining to boiler repairs; andmaintain records and reports.
BOILERMAN.is a general rating with noservice ratings. Firemen (FN), if qualified,may compete for advancement to BT3. Per-sonnel of the boilerman rating operate marineboilers and fireroom machinery; transfer, test,and inventory fuels and water; perform pre-ventive and corrective maintenance of boilers,pumps, and associated equipment, and prepareand maintain records, reports, and logs.
DAMAGE CONTROLMAN.is a general rat-ing with no service ratings. Fireman (FN), ifqualified, may compete for advancement to DC3.Personnel of the damage controlman ratingoperate damage control, carpenter shop, fire-fighting, and NBC warfare defense equipment;instruct other personnel in the techniques andskills involved in practical damage control,firefighting, and NBC warfare defense, includingthe use of personnel decontamination stationsand protective shelters; maintain damage con-trol equipment in repair lockers; repair smallboat hulls and composition and wooden deckcoverings; perform the skills of carpentry; andprepare and maintain damage control logs,records, and reports.
ELECTRICIAN'S MATE. is a general ratingwith no service ratings. Fireman (FN), if quell-fied, may compete for advancement to EM3.Electrician's mates operate electrical light andpower generating, distribution, and controlequipment; perform preventive) and correctivemaintenance of electrical generators, switch-boards, motors, lighting fixtures, and otherelectrical equipment including small boat elec-trical systems; prepare and maintain electri-cal logs, records, and reports.
ENGINEMAN.is a general rating with noservice ratings, Fireman (FN), if qualified, maycompete for advancement to EN3. Personnel ofthe engineman rating operate internal combus-tion engines and diesel propulsion plants, dieselgenerators, effstilling plants, refrigeraft.)0 andair conditioning systems, small boat propulsionequipment, hydraulic systems, and other alai-
18
liaries such as cranes and winches; performpreventive and corrective maintenance of as-signed machinery, material, and systems; pre-pare and maintain required logs, records, andreports.
INTERIOR COMMUNICATIONS ELECTRI-CIAN.is a general rating with no serviceratings. Fireman (FN), if qualified, may com-pete for advancement to IC3. Interior communi-cations electricians operate gyro compass sys-tems, interior communication systems, andmotion picture equipment; perform preventiveand corrective maintenance of gyro compasssystems, interior communications systems,sound powered telephone systems, automatictelephone systems, and sound motion picturesystems and related equipment; and prepareand maintain required logs, records, and re-ports.
MACHINERY REPAIRMAN.is a generalrating with no service ratings. Fireman (FN),if qualified, may compete for advancement toMR3. Personnel of the machinery repairmanrating effect repairs to shipboard machineryusing machine shop equipment such as lathes,milling machines, boring mills, grinders, powerhacksaws, drill presses, and other machinetools; perform preventive and corrective main-tenance of shop machinery; and prepare andmaintain shop files, records, and reports.
MACIMCIST'S MATE.is a general ratingwith no service ratings. Fireman (FN), if quali-fied, may compete for advancement to 81M3.Machinist's Mates operate steam-propulsionmachinery and associated auxiliaries, turbo-generator plants, distilling plants, refrigerationand air conditioning systems, and other mud-nary machinery such as steering engines, anchorwindlasses, and cranes and winches; performpreventive and corrective maintenance of as-signed machinery material, and systems; pre-pare and maintain required logs, records, andreports.
SHIPFITTER.is a general rating with thetwo service ratings of shiplitter M (metalsmith)and shipfitter P (pipefffter) ? the third andsecond class petty officer levies. Fireman (TN),if otherwise qualified, may compete for advance-ment to 11F/13 or SFP3. Personnel of the ship-fitter (11) rating operate furnaces, forges, andshop equipment associated with metalwork;
AA
Chapter 2THE ENGINEERING DEPARTMENT
layout, fabricate, install, and repair metal struc-tures; lay out, bend, shear, rivet, weld, braze,tin, and solder sheet metal; operate and maintainassigned damage control equipment; prepareand maintain required logs, records, and re-ports. Personnel of the shipfitter IP) ratingperform high-pressure and low-pressure pipefitting; layout, assemble, install, maintain, andrepair plumbing and other sanitary equipmentand fixtures; install lagging and other pipecoverings; operate and maintain assigned dam-age control equipment; prepare and maintainrequired logs, records, and reports. Petty of-ficers of the rates of SFM2 and SFP2, if quali-fied, are eligible to compete for SF1. Personnelof the shipfitter (first class and chief pettyofficers) rating plan, supervise, and performother tasks necessary for the fabrication, in-stallation, and repair of metal structures andthe installation and maintenance of plumbingand high-pressure and low-pressure pipingsystems; organize, supervise, and instruct as-signed personnel in preventive and correctivemaintenance procedures; prepare and maintainrequired records and reports.
YEOMAN.is a general rating with no ser-vice ratings. Seamen (SN), if qualified, maycompete for advancement to TM Yeomen per-form clerical and secretarial duties such astyping and filing; operate duplicating equipment;prepare and route correspondence and reportsand maintain records and publications. Yeomenassigned to the engineering department assistin the administration of the log room and areresponsible for its cleanliness and maintenance.
ENGINEERING DIVISIONS
The auxiliaries (A), boilers (B), electrical(E), main engines (M), and repair (Ft) divisionsarc the divisions of the engineering department.All of the divisions are not in the engineeringdepartment of all ships. The engineering depart-ment, for example, of a ship with no main boilershas no boiler division. Figure 2-1 illustratesthe basic administrative organization of a divi-sion. The organization Mustrated may be modi-fied to meet the needs of a particular division.
The Watch, Quarter, and Station Bill is thedivision officer's summary of assignments ofpersonnel to duties and stations specified withineach of the ship's bills. Its primary purpose isto inform division personnel of those assign-ments.
19
The number of divisions, which are assignedto the engineering department through the as-signment of personnel to billets within the ship,is based upon the ship's complement and allow-ance and is intended to provide an effectiveorganization.
Personnel in the engineering department areassigned locker and berthing facilities in accord-ance with the ship's Berthing and Locker Bill.Divisions are assigned responsibilities for themaintenance, preservation, and cleanliness ofthe exterior and interior of the ship's hull, hullfittings, machinery, and equipment in accordancewith the ship's Cleaning and Maintenance Bill.The Berthing and Locker Bill and the Cleaningand Maintenance Bill are administrative billsof the ship's organization and regulationsmanual.
Auxiliaries DivisionThe awdliaries division officer heads the
auxiliaries division. Personnel of the engineman,machinist's mate, and machinery repairmanratings are assigned to the division.
The auxiliaries division is assigned re-sponsibility for the cleanliness and maintenanceof such spaces as the air conditioning machineryroom, air compressor room, anchor windlassroom, emergency generator room, evaporatorroom, fire pump room, fan rooms, internalcombustion engine shop, refrigerating ma-chinery room, steering gear room, machineshop, auxiliary machinery room, aircraft eleva-tor machinery room, and boat winch machineryroom. The auxiliaries division is generallyassigned the responsibility for the preventiveand corrective maintenance of winches andcranes, emergency generators, air conditioningand refrigeration equipment and systems, laun-dry and dry cleaning machinery, galley machin-ery, steering engines, anchor windlasses, aircompressors and compressed air systems,emergency fire pumps, boat engines and boatpropulsion machinery, internal combustion en-gines not specifically assigned to another de-partment, distilling plant machinery and equip-ment, auxiliary boilers, hydraulic systems,elevator machinery, ventilating equipment, andheating system.
Boilers Division
The boilers division officer heads the boilersdivision. Personnel of the boilerman andboiler-maker ratings are assigned to the division.
ai
ENGINEERING ADMINISTRATION
The boilers division is assigned responsi -bility for the cleanliness and maintenancesuch spaces as the firerooms, forced draftblower room, fuel oil storage tanks, fireroomuptake spaces, and test laboratory. The boilersdivision is generally assigned the preventiveand corrective maintenance of the boilers, fire-room auxiliaries, forced draft blowers, fuel andwater testing apparatus, the equipment for fuel-ing at sea, and fuel oil piping and pipe fittings.
Electrical Division
The electrical division officer heads the elec-trical division. Personnel of the electrician'smate and interior communications electricianratings are assigned to the division.
The electrical division is assigned responsi-bility for the cleanliness and maintenance ofsuch spaces as the electrical shop, gyro room,I.C. room, I.C. shop, storage battery room,battery locker, underwater log compartment,winch controller rooms, wiring trunks, andswitchboard root 's. The electrical division isgenerally assigned the preventive and correctivemaintenance of all electrical motors, genera-tors, and controllers not specifically assignedto another department, degaussing systems,electrical distribution systems including cablingand switching and protective equipment, gyrocompasses and related equipment such as thedead reckoning analyzer and dead reckoningtracer, battery charging equipment, underwaterlog system, small boat electrical systems,automatic and sound powered telephone systems,sound motion picture equipment, lighting sys-tems, interior communication systems includingship control and indicating systems, portableannouncing systems, magnesyn compass system,and portable electric tools.
Main Engines Division
The main engines division officer heads themain engines division. Personnel of the Machin-ist's mate (steam) and engineman (diesel) ratingsare assigned to the division in accordance withthe type of main propulsion tnachinerziastalled.Yeomen of the engineering department are as-signed to the main engines division.
The main engines division is assigned re-sponsibility for the cleanliness and maintenanceof such spaces as the enginerooms, engineeringdepartment office, engineroom uptake spaces,fresh and feed water tanks, engineer storeroom,
20
and shaft alleys. The main engines divisionis generally assigned the preventive and cor-rective mir.tenance of the main engines andpropulsion equipment including shafting, engine-room auxiliaries, ship's service generator driveunits, and engineroom piping systems.
Repair Division
The repair division officer heads the repairdivision. Personnel of the damage controlmanand shipfitter ratings are assigned to the divi-sion.
The repair division is assigned responsi-bility for the cleanliness and maintenance ofsuch spaces as the carpenter shop, structuralshop, pipe shop, gas masks and protectiveclothing lockers, repair party lockers, and thecentral control station (damage control central).The repair division is generally assigned thepreventive and corrective maintenance of dam-age control equipment, and firefighting equip-ment, hull fittings, and piping systems, nototherwise assigned. The repair division provideswelding and allied services to other divisionsas required.
WATCH ORGANIZATION
All personnel (enlisted and officer) in theship's watch organizations, as in any effectiveorganization, must understand their functions,responsibilities, authority, and organizationalrelationships. Doubt and misunderstanding at-tributable to misinterpretation or a lack ofknowledge of the ship's watch organization canlead to confusion and conflict resulting in col-lision, grounding, or total loss of the ship whileunderway; and equipment and machinery de-rangement, fire, serious personnel injuries, oreven loss of life in the ship while moored or atanchor. There must be complete cooperationbetween all parts of the organization as well asbetween the members of the separate parts.
Security of the ship under all probable condi-tions is the primary objective of the ship's watchorganizations and optimum efficiency in ad-ministration is a secondary objective. Require-ments for specified degrees of readiness and forcondition watches are established by the typecommander.
Normally, the security of the ship is adjustedto the demands of the current situation by theemployment of one of six general 'degrees ofreadiness which are based upon the probability
Chapter 2-THE ENGINEERING DEPARTMENT
of attack and/or battle as related to the combatability of the forces required to meet the threat.Condition watches are the ship's watch organi-zations which satisfactorily meet the variousgeneral degrees of readiness.
The first general degree of readiness re-quires complete readiness of the ship for im-mediate action. Condition watch I is the watchorganization which provides for manning of thenecessary watch stations (battle stations) forthe first degree of readiness.
The second general degree of readinessallows temporary relaxation from the first de-gree of readiness to enable personnel to restand to permit designated personnel to draw anddistribute meals at battle stations. Conditionwatch IE is the watch organization which providesfor the manning of watch stations for the seconddegree of readiness.
A special general degree of readiness thatis applicable to certain ships provides for main-taining armament ready for immediate actionfor prolonged periods of time such as extendedperiods of shore bombardment. Condition watchII is the watch organization which provides forthe manning of watch stations for the specialdegree of readiness.
The third general degree of readiness re-quires a part of the armament ready for im-mediate action and the remainder on shortnotice. The fourth general degree of readinessrequires a part of the armament ready forimmediate action and the remainder at prolongednotice. Condition watch III is the watch organi-zation which provides for the manning of watchstations for either the third or fourth generaldegrees of readiness.
The fifth general degree of readiness isgenerally referred to as peacetime cruising andrequires no manning of armament. Conditionwatch IV is the watch organization which pro-vides for the manning of watch stations for thefifth degree of readiness.
The sixth general iegree of readiness appliesto the ship in port under peacetime conditionsand requires no manning of armanent. Conditionwatch V is the watch organization which providesfor the manning of watch stations for the sixthdegree of readiness.
The administration of condition watches III,IV, and V requires the particular attention ofthe engineer officer and his division officers.The watch stations of the other condition watchesare prescribed, by billets, in the ship's BattleBill. The engineering department requiremruts
21
are the same for condition watch III (wacruising) and condition watch IV (peacecruising) in most ships, therefore, only coi 'NULtion watch IV and condition watch V (peaceir-gein-port) are discussed in detail in this putslip_tion.
To ensure a smooth transition from csolfthe three watch conditions (III, IV, and NITIPIPanother, each watch is divided into three sewith each section being trained to fulfillthe duties for wartime cruising, peacecruising, and peacetime conditions in port.. NisiiisissIP"--a properly trained crew the ship may,matter of routine, enter port or put to sea wr-A-n JiMillosa--out special adjustments in watches and vriglina=alamnatrequiring abnormally long watches forpersonnel.
The three sections become watches 1and 3 during condition watch III. Such waltio=MMMliansmainormally rotate duties underway in succefour hour periods. Where practicable, perso,should be assigned the same watch stationscondition watch III that they will man for cotion watch I.
In port or at anchor where condition wanammenm=m1,-an=liaV is permitted, the watches and dutiesassumed by each section in succession reca. =111.
period of 24 hours and each section, mu? -repracticable, may be divided into threeunits.
The three section watch is easily moto conform with special or local conditiFor example, if 50 percent of the ship'sis required to remain on board at all timer-- c =:1E1a certain port, one of the sections can be ii=gimm:=003/1-21kitand personnel of that section can be cows amat3irassigned, by rates and numbers, to the reasaramrr__=Tiana---ing two sections. When modifications aresaiy division officers should maintain as rent Alaof the original three sections as posssolimailline_UNDERWAY WATCHES
The watch organization for condition w-aminanmeds==2:aIV must provide adequate qualified peranamle-Ifor the safe and efficient normal underway coga..tion of the ship in peacetime, while pernailt11111the best economy of personnel in assigto watches. In condition watch IV:
1. No weapon batteries are manned.2. The engineering plant is ready for -1:nornmanne?::-
and speeds as ordered.3. Material condition Yoke is set and
be modifiedmodified for access during daylight lacy.4. Complete surface and horizon lo
.4,
ENGINEERING ADMINISTRATION
coverage is provided. Air lookouts are stationedwhen flight operations are in progress in thevicinity.
5. CIC is sufficiently manned for routinepurposes. Interior communications are mannedas necessary. Exterior communications aremanned as required to cover the communica-tion plan in effect.
6. Aircraft are in the condition of readinessrequired by the flight schedule.
The condition watch IV watch organizationof a typical ship is shown in figure 2-2. Theexecutive officer may relieve the officer of thedeck in times of danger or emergency as pre-scribed in U.S. Navy Regulations. The navigatormay relieve the officer of the deck when author-ized or directed by the commanding officer. Thelookouts and CIC watches report simultaneouslyto the CIC watch officer and the officer of thedeck. The steering aft watch is under opera-tional control of the officer of the deck butunder the technical control ofthe engineeringofficer of the watch.
Watch officers are in charge of the watchto which they are assigned. The watch officersupervises and controls the performance ofthose on watch under him and is stationed wherehe can best perform his assigned duties.Officer of the Deck (Underway)
The officer of the deck (00D) underway (andin port) is the watch officer designated by thecommanding officer to be in charge of the ship.The officer of the deck isprimarilyresponsible,under the commanding officer, for the safeoperation of the ship. The duties, responsibility,and authority of the officer of the deck areprescribed in U.S. Navy Regulations; and arediscussed in considerable detail in Naval Orien-tation, NavPers 16138 (revised).
The officer of the deck reports directly tothe commanding officer for the Safe navigationand general operation of the ship; to the ehecu-tive officer (and command duty officer, if ap-pointed by the commanding officer) for carryingout the ship's routine; and to the navigator forsightings of navigation landmarks, and for_course/speed changes. T-he. OOD may requestadvice and assistance in the 'discharge of hisduties from any person assigned to the ship forduty.
Damage Control Watch Officer
The damage control watch officer supervisesthe maintenance of the material condition of
22
readiness in effect in the ship and is responsiblefor the operation of the various hull systems. Inthe performance of his duties he must:
1. Maintain a rough log which includes hourlyentries of the firemain pressure andthe numberof fire pumps in operation, and such other entriesas getting underway, anchoring and mooring,general quarters, emergency drills, and settingof material conditions (with a list of dis-crepancies reported and the corrective actiontaken).
2. Supervise the maintenance of the damagecontrol log which contains violations of thematerial condition of readiness prescribed.Log entries must include the name and rate ofthe person requesting the authority to violatea prescribed condition, the time of violation,type of fittings involved, the estimated durationof the violation, and the actual time the materialcondition of readiness is restored.
3. Determine the status of fuel and ballasttanks that were emptied or filled during thewatch and enter the information, including thenumber of the tanks concerned, in the rough log.
4. Render hourly reports to the officer ofthe deck concerning the watertight integrity ofthe ship.
5. Ensure that damage. control patrols soundall voids and cofferdams once each watch (onceeach day, in port) and t eport results.
6. Ensure that the ship's draft is recorded(taken, if in port, otherwise it is computed)daily during the 04-08watch, prior to enteringor leaving port, and before and after replenish-ment (fueling, provisioning,, or rearming).
7. Notify the officer of the deck, damagecontrol assistant, and weapons (deck) depart-ment officer when the fire alarm board indi-cates that temperature ',of any magazine isabove 105 F.
8. Maintain custody of the master key forrepair party lockers and ensure that it is issuedonly to authorized personnel.
9. Ensure that material condition Yoke isset prior to sunset. Normally, at the end ofthe working day (approXimately 1700) the damagecontrol watch officer requests the officer of thedeck to have all divisions check the setting ofmaterial condition Yoke and make reports todamage control central. The damage controlwatch officer initiates the necessary followupaction to ensure compliance by divisions failingto make reports.
24
21
Chapter 2THE ENGINEERING DEPARTMENT
NAVIGATOR
L
COMMANDINGOFFICER
COMMANDDUTY
OFFICER
OFFICER OFTHE DECK
JUNIOR OFFICEROF THE WATCH
L J
EXECUTIVEOFFICER
ODD UNDERINSTRUCTION
DAMAGE CONTROLWATCH OFFICER
DAMAGE CONTROLWATCHES
ENGINEERINGOFFICER OFTHE WATCH
ENGINEERINGWATCHES
COMMUNICATIONSWATCH OFFICER
RADIO, MESSAGECENTER AND
SIGNAL WATCHES
CIC WATCHOFFICER
LOOKOUT ANDCIC WATCHES
Cev
QUARTERMASTEROF THE WATCH
STEERSMAN ANDSTEERING AFT
WATCH
SARGEANT OFTHE GUARD
MARINEWATCHES
BOATSWAIN'SMATE OF THE
WATCH
LIFEBOAT, BRIDGE,AND SPECIAL
WATCHES
Figure 2-2.Condition Watch IV watch organization of a typical naval ship.
23
114.4
ENGINEERING ADMINISTRATION
The damage control watch officer reportsdirectly to the officer of the deck on mattersaffecting watertight integrity, stability, trim,or other conditions which adversely affect thesafety of the ship. He reports to the damagecontrol assistant for technical control andmatters affecting the administration of his watch.
Damage Control Watch
The damage control condition IV watch or-ganization is shown in figure 2-3. Enlistedpersonnel of the repair division normally manthe damage control patrol watches. The damagecontrol patrols report to the damage controlwatch officer. When condition watch 11 stationsare manned, the petty officers in charge of thevarious repair lockers report to the damagecontrol watch officer. Chief and first class pettyofficers of the repair division in some shipsaugment the watch personnel assigned the dutiesof the damage control watch officer.
Engineering Officer of the Watch
The engineering officer of the watch is theofficer on watch in charge of the main propul-sion plant and of the associated auxiliaries. Heis primarily responsible for the safe and ef-ficient performance of the engineering depart-ment watches (except damage control) associatedwith the equipment in his charge. The engineer
OFFICER OFTHE DECK
DAMAGECONTROL
WATCH OFFICER
FORWARDDAMAGE CONTROL
PATROL
AFTERDAMAGE CONTROL
PATROL
114.5Figure 2-3A typical Condition WatchlV
damage control watch organization.
officer determines if an officer of the engineer-ing department is qualified to perform the dutiesof the engineering officer of the watch. Whenhe considers the officer qualified in all respects,the engineer officer assigns him to the watch.The engineer officer or, in his absence, themain propulsion assistant is authorized to directthe engineering officer of the watch concerningthe duties of the watch or to assume the dutiesof the watch when such action is considerednecessary.
In the performance of his duties the engineer-ing officer of the watch must:
24
1. Cause frequent inspections to be madeof the machinery (boilers, engines, generators,evaporators, and auxiliaries) of the engineeringdepartment for the 'purpose of ensuring thatmachinery is being operated in accordance withcurrent instructions; that required logs areproperly maintained; that machinery and con-trols are properly manned; that all applicableinspections and tests are being performed; andthat all applicable safety precautions are beingobserved.
2. Frequently monitor interior communica-tions circuits in use to ensure that requiredcircuits are properly manned; that circuit dis-cipline is being maintained; and that correctmessage procedures and terminology are beingemployed.
3. Ensure that all orders received from theofficer of the deck concerning the speed anddirection of rotation of the main propulsionshafting are promptly and properly executed,and that the engineer's bell book is properlymaintained.
4. Immediately execute all eme rgency ordersconcerning the speed and direction of rotationof the main propulsion shafting.
5. Keep the officer of the deck and theengineer officer informed of the condition of themain propulsion plant and of the maximumspeed and power available with the boiler andmachinery combinations that are in use.
6. Ensure that all directives and procedurespromulgated by higher authority, and which con-cern the operation of the machinery of the engi-neering department, are observed.
7. Know the power requirements for allpossible operations and determine that the boilerand machinery combinations in use effectivelymeet current operational requirements. Advisethe engineer officer and the officer of the deckwhen modification of the machinery combinations
Chapter 2THE ENGINEERING DEPARTMENT
in use is considered appropriate. Inform theofficer of the deck of any necessary changes inthe operation of boilers, main engines, genera-tors, and other major auxiliaries.
8. Supervise the training of the personnelof the watch during the watch. Operationaltraining should be accomplished primarilythrough investigation, demonstration, and drillwhile actually performing duties of the watch.The engineering officer of the watch shouldinsist that each person in charge of an engi-neering watch station carefully instruct the per-sonnel under his charge in his specific dutiesand in the duties of all pirsons on the samewatch station.
9. Perform such other duties as the engi-neer officer may direct. The engineering officerof the watch reports to the officer of the deckfor changes in speed and direction of rotationof the main propulsion shafting and for require-ments of standby power and other engineeringservices anticipated or ordered. The engineer-ing officer of the watch reports to the engineerofficer for technical control and matters affect-ing the administration of the watch.
The watches of the officer, assigned a watchas the engineering officer of the watch underinstruction, should be rotated in order to givehim an opportunity to serve with all of thequalified officers rather than only one of them.Standing watch with the various officers affordsthe officer under instruction the opportunity todevelop a more thorough understanding of thefunctions and characteristics of the machinery,equipment, and systems of the engineeringplant, for each engineering officer of the watchwill either be a division officer or one of theengineer officer's assistants and will have aspecial knowledge of, or interest in a differentpart of the plant. On smaller ships with a limitednumber of engineering officers, senior pettyofficers may be assigned as officer of the watch.
Engineering Watches
The engineering condition watch IV watchorganization for .a typical ship is illustrated infigure 2-4. The structure of the watch organi-zation is determined by the type, arrangement,and location of the machinery in the engineeringplant and generally differs according to the typeof ship. The engineering watch organization aswell as the instructions for each watch stationmust be included in the engineering depart-ment organization and regulations manual.
25
Instructions for the watch must be posted ateach watch station.
Personnel of the electrical division nor-mally man an underway watch at each operatingmain distribution switchboard and in the interiorcommunication room, gyro compass room, andelectric shop. Personnel of the auxiliaries di-vision normally man underway watches associ-ated with the distilling plant, refrigeration andair conditioning systems, air compressors, andhydraulics systems in elevator pump roomsand the steering gear room (steering aft). Theauxiliaries division also assigns a man asengineer of the lifeboat watch. Personnel of themain engines division normally man underwaywatches in the enginerooms and shaft alleys.The main engines division also assigns a manto operate the electrical generators. Personnelof the boilers division man the boiler watches(supervisor, c.heckman, and fireman). Theboilers division also assigns a man to performthe duties of oil king. Division officers assignpersonnel to underway watches in accordancewith the engineering department organizationand regulations manual.
IN-PORT WATCHES
The basic normal peacetime in-port watchorganization is discussed in this publication.Additional watches providing for the manningof weapons systems and security stations, andfor the prevention of sabotage must be estab-lished in an emergency or in wartime. Thewatch organization for condition watch V, shownin figure 2-5, provides adequate qualified per-sonnel for the safe and efficient normal peace-time operation of the ship in port.
Command Duty Officer
The engineer officer, if qualified, may beassigned the duties of command duty officer inport. The command duty officer inport, eligiblefor command at sea, is designated by the com-manding officer as deputy to the executive of-ficer for carrying out the routine of the shipin port and for supervising and directing theofficer of the deck in matters concerning thesafety and general duties of the ship. Theduties of the executive officer are performedby the command duty officer in port when theexecutive officer is temporarily absent fromthe ship.
1
ENGINEERING ADMINISTRATION
OFFICER OF THEDECK
ENGINEERINGOFFICER OFTHE WATCH
FIE0OW UNDERINSTRUCTION
AUXILIARIESCONTROL
ELECTRICALCONTROL
DISTILLING FIREROOMS ENGINEROOMSMAIN
PLANT SWITCHBOARDSSTATIONS: STATIONS:
SUPERVISOR SUPERVISORCHECKMEN UPPER LEVEL
REFRIGERATIONAIR CONDITIONING
FIREMEN LOWER LEVELTHROTTLEMAN ELECTRICAL
AIR COMPRESSOR SHOP
OIL ICING GENERATORSELEVATOR I. C. ROOM
PUMP ROOM GYRO COMPASS
Figure 2-4A typical Condition Watch IV engineering watch organization.
Engineering Department Duty Officer
In ships not underway, the commanding of-ficer may authorize the standing of a day's dutyin lieu of the continuous watch of the engineer-ing officer of the watch. When authorized, theduties of the engineering officer of the watchare assigned in port to the engineering depart-ment duty officer, however, when not at the sta-tion of the engineering officer of the watch, theduty officer must always be ready to appearthe moment he is summoned or notified that hispresence is required. The engineering depart-ment duty officer, assigned by the engineer,officer, must be a qualified engineering officer'of the watch.
28
114.6
In the temporary absence of the engineerofficer, the duties of the engineer officer maybe performed by the engineering departmentduty officer. If the engineer officer is onboard,the duty officer reports the condition of the de-partment to him prior to the eight o'clock re-ports. In the absence of the engineer officer,the duty officer makes the eight o'clock reportsfor the department to the executive officer (orcommand duty officer).
The engineering duty officer, in addition tosuch other duties as may be properly assignedhitt, is responsible for:
1. The alertness and proper performance ofall men of the engineering watches.
qhaptst,2THE ENGINEERING DEPARTMENT
COMMANDINGOFFICER
EXECUTIVEOFF ICER
COMMAND DUTYOFFICER
OFFICER OFTHE DECK
JUNIOR OFFICER OFTHE WATCH
COMMUNICATIONSWATCH OFFICER
OOD UNDERINSTRUCTION
DEPARTMENTDUTY OFFICERS
COMMUNICATIONSWATCHES
BOATSWAIN'S MATEOF THE WATCH
1. QUARTERDECKWATCHES
2. SIDE BOYS3. BROW AND DOCK
SENTRIES4. ANCHOR WATCH
AND FOG LOOK-OUTS
5. SECURITYWATCHES
6. BRIG SENTRIES,GUARD, ANDORDERLIES
DEPARTMENTWATCHES
QUARTERMASTEROF THE WATCH.
GANGWAYWATCH
BOAT '-COXSWAINS
DUTYMASTER-AT-ARMS
SARGEANT OF THEGUARD
(MARINE DETACH.)
114.7Figure 2-5.Condition Watch V watchorganization of a typical naval ship.
2. The safe and economical operation of allengineering machinery and systems in use.
3. The elimination of fire and flooding haz-ards and the prevention of sabotage.
4. The security of all engineering spaces.In order to determine the actual conditions thatexist in the engineering spaces and to evaluate
the performance of watch personnel, the dutyofficer must make frequent inspections of theengineering spaces.
5. The proper maintenance of all machineryoperating logs and for writing and signing theengineering log for the period he is on duty.
The engineering department duty officermakes reports in the same manner as the engi-neering officer of the watch, except that whenacting in place of the engineer officer, he isresponsible for making the reports required ofthat officer. Engineering watch supervisors andthe duty petty officers of the engineering divi-sions report to the duty officer in the perform-ance of their duties.
A chief petty officer who is a qualifiedengineroom watch supervisor underway may beassigned a watch as the engineering departmentduty chief petty officer to assist the engineeringdepartment duty officer. The duty chief pettyofficer is normally assigned duty for the sameperiod as the duty officer and reports to thatofficer in the performance of his duties.
Engineering Watches
The engineer officer is responsible for thecondition watch V (in-port) watch organizationof the engineering department. The type andamount of machinery and equipment of the engi-neering department in use in port is mainlygoverned by the services the department is re-quired to furnish.
Regardless of what services are furnishedby the department certain personnel are requiredto ensure the safe and efficient operation of thedepartment when key personnel are temporarilyabsent. A responsible petty officer in the dutysection of each engineering division must bedesignated to act in the absence of. the divisionofficer and leading petty officers of the divisionwhen the ship is in port. The division dutypetty officer, in addition to other duties whichmay be properly assigned him, is required to:
1. Ensure that division watch personnelpromptly and properly man assigned watch sta-tions.
2. Inspect all spaces under the cognizanceof the division. When inspecting watch stations,the petty officer; should check on the alertnessof the personnel on watch and ensure that properoperating procedures are being followed andthat all applicable orders and instructions areobeyed. He must make certain that all spaces
27
a/
ENGINEERING ADMINISTRATION
are clean, free of fire and flooding hazards, andcontain no unauthorized persons.
3. Muster division personnel and make re-ports as required.
The division duty petty officers report to theengineering department duty officer in the per-formance of their duties and for guidance and/orassistance incase of trouble or doubt. Generally,the division duty petty officer reports the con-dition of his division to the engineering depart-ment duty officer prior to 2000 each evening.
Certain engineering department personnelare required to furnish services or operateequipment regardless of other services requiredof the department. The engineering watchesalways assigned in port include the duty oil andwater king (B division), the duty electrician'smate (E divisionhandles electrical troublecalls); the duty shipfitter (R divisionhandlessanitary system trouble calls); duty auxiliary-man (A divisionhandles heating, air condition-ing, and ventilating trouble calls), motion pictureoperators (E division), boat engineers (qualifiedpersonnel of any engineering division).
The engineering department is usually re-quired to furnish steam, electric power andlighting, and fresh water or feed water whenthe ship is in port. Only auxiliary machineryis needed to supply the required services andthe necessary watch is referred to as the auxili-ary watch. The auxiliary watch may consist ofa security watch (regularly inspects idle ma-chinery spaces and sounds voids), the fireroomwatch (operates the boiler and associated ma-chinery), the engineroom watch (operates thenecessary auxiliary machinery in the engine-rooms), the generator watch (operates thenecessary ship service generators), the elec-trical watch (operates the necessary mainelectrical distribution switchboards), the evapo-rator watch (operates the distilling plant asnecessary).
When the ship is receiving fresh water,steam, and electrical power from the pier or aship alongside, the auxiliary watch is replacedwith the cold iron watch in the machineryspaces. The cold iron watch generally consistsof stationing a security watch in each engine-room and fireroom and assigning him the dutyof preventing sabotage and damage from othercauses by prohibiting entry to unauthorizedper-sonnel and by detecting and eliminating firehazards, flooding hazards, and other potentiallydangerous conditions. At the same time, coldiron watches are stationed in other important
idle machinery spaces or the engineroom and/orfireroom watches periodically inspect additionalspaces. A cold iron watch should be stationedin otherwise unoccupied idle firerooms andenginerooms underway as well as in port. Aresponsible petty officer must be assigned tosupervise the cold iron watch.
The engineer officer should require postingof the daily watch list at least 24 hours in ad-vance. The watch list must be approved andsigned by the engineer officer or his repre-sentative before it is posted. After the engineerofficer signs the watch list, no changes areallowed without his (or his representative's)approval.
28
Sa
DIRECTIVES
Directives are instructions or notices usedby command at any echelon, to prescribepolicies, organizations, procedures, or methodswhich serve as guides for controlling the deci-sions and actions of subordinates. The NavyDirectives Systems, SecNav Instruction P5215.1(revised) establishes the directive system forthe Navy and sets, forth a simple and uniformplan for issuing, filing, and maintaining direc-tives under the system. Directives are assignedidentifying numbers according to their subjectsas listed in the Navy-Marine Corps StandardSubject Classification System, SecNav Instruc-tion P5210.11 (revised).
The following definitions of policies, pro-cedures, orders, instructions, and regulationsare necessary for an adequate understanding ofthe purpose of directives.
1. A military POLICY prescribes the courseof action to be followed in a given situation.Policies are best effected through written meansfor they are used to gauge the action requiredin recurring situations. Policies established atthe top echelon are broad and general whereasthose established at lower echelons must bespecific and conform to the policies establishedby higher command.
2. A military PROCEDURE is a series ofcoordinated steps for the performance of func-tions.
3. A military ORDER is a formal oral orwritten command, issued by a superior officerto a subordinate, which establishes a rule orregulatibn or delegates authority for the per-formanee of a function.
4. the term INSTRUCTION denotes the im-parting of information concerning the methods
Chapter 2THE ENGINEERING DEPARTMENT
for the accomplishment of a mission and speci-fying the manner and conditions of performancein the execution of projects and programs.
5. A military REGULATION is a rule whichsets forth standards governing or restrainingthe conduct of individuals.
Navy INSTRUCTIONS are directives that havea long term reference value and continue ineffect until canceled by the originator. Instruc-tions may contain information of a continuingnature or information that requires continuingaction. Instructions are also used to directaction that cannot be completed in the nearfuture or action that must be taken at a futuredate.
Navy NOTICES are directives that are ap-plicable for a brief period of time (usually 6months or less) and provide for automatic can-cellation on a prescribed date or under a certaincondition. Notices may require action that canbe completed upon receipt or contain announce-ments and items of current interest.
Directives may be of the letter type orpublication type. A publication differs from theletter type in that it is normally equipped withcovers and contains a title page, a letter ofpromulgation, a record of changes page, a tableof contents, and an alphabetical index of con-tents. The ship's organization and regulationsmanual is a publication type directive. Certainshipboard directives, however, are excludedfrom the directives system. The directives ex-cluded are the captain's night order book, theship's plan of the day, the engineer officer'snight order book, the officer of the deck'sstanding order book, and the officer of the deck'smemoranda.
The commanding officer promulgates theship's directives system by the issuance of twoinstructions. One instruction prescribes the di-rectives to be issued in the system, the respon-sibilities of originators of the directives, thedirectives control points and their functions,instructions for departmental and divisional useof the system, and standards for reproducingthe ship's directives. The other instructionpromulgates the distribution lists for, the ship'sdirectives.
The ship's directives system provides forthe wide dissemination of the policies of thecommanding officer, the executive officer, andthe heads of departments, and supplies sub-ordinate officers with a medium for the issuanceof amplifying and supplementary instructionsplacing the policies in effect. The system ensures
that the policies and procedures used in theadministration and operation of the ship arecontinually in keeping with the plans and policiesof the 'Navy Department and of fleet and typecommanders by permitting integration of theship's directives with those from higherauthority.
Directives can be a very useful tool of theengineer officer when properly employed. Heshould prepare directives so that the policiesand orders transmitted are clear, concise, andreadily understood. He mast use the format andarrangement for directives prescribed in TheNavy Directives System, SecNav InstructionP5215.1 (revised). The engineer officer andother officers of the engineering department arerequired to maintain directives binders in ac-cordance with the commanding officer's instruc-tions. The binders should contain all directives(properly indexed and arranged) pertaining to theofficers' jobs.
SHIP'S BILLS
Chapter 3 of the ship's organization andregulations manual contains the ship's billsthat guide the assignment of personnel to dutiesor stations for the purpose of accomplishingcertain functions. Each ship's bill is classifiedas an administrative, operational, or emergencybill. The watch, quarter, and station bill is anamplification of the ship's bills and is not in-cluded in the ship's organization and regulationsmanual.
Administrative bills are ship's bills thatfacilitate the assignment of personnel indi-vidually or by groups to stations or duties per-taining to routine overall administration of theship. Administrative bills include the PersonnelAssignment Bill, the Berthing and Locker Bill,and the Cleaning and Maintenance Bill.
Operational bills are ship's bills that facili-tate the assignment of personnel individually orby groups to stations or duties pertaining toroutine operations or evolutions of the ship.Operational bills include the Special Sea DetailBill, Replenishment at Sea Bill, Rescue andAssistance Bill, Landing Party Bill, and Visitand Search, Boarding, and Prize Crew Bill.
Emergency bills are ship's bills that providefor the assignment of personnel individually orby groups to stations or duties to cope withemergencies. Emergency bills include theGeneral Emergency Bill, Man Overboard Bill,
29
ENGINEERING ADMINISTRATION
and the Biological and Chemical Warfare De-fense Bill.
Type commanders furnish ships of the typethe information necessary to permit detailedassignment of personnel. The responsibility forand maintenance of each ship's bill is assignedto a key officer, usually a head of department.Each bill must supply sufficient guidance to thedivision officers to permit assignment of per-sonnel by name to duties. Each bill must havea preface containing a statement of the purposeof the bill, an assignment of responsibility formaintenance of the bill, and information supply-ing background or guidance: a procedure con-taining all information and policies necessaryto interpret the tabulated material and all specialresponsibilities of individuals with regard toplanning, organizing, directing, or controllingthe function or evolution to which the bill relates;and a tabulation showing assignments of indi-viduals by billet or rate to stations or duties.
The engineer officer is responsible for themaintenance of the Rescue and Assistance Bill,General Emergency Bill, and Biological andChemical Warfare Defense Bill. The Rescueand Assistance Bill provides a special organiza-tion equipped and qualified to render assistanceto persons or activities outside the ship or to
perform related functions. The General Emer-gency Bill provides optimum organization forcounteracting major emergencies and for aban-doning ship when necessitated by the nature ofthe emergency. The Biological and ChemicalWarfare Defense Bill provides an organizationand prescribes the procedures to minimize theeffects of a biological or chemical attack.Samples of all ships' bills are available in Ship-board Procedures, NWP 50(A).
Each division officer is responsible for pub-lishing and maintaining a summary of his as-signments of personnel to stations and duties inaccordance with the Battle Bill and each of theship's bills. (The summary of personnel assign-ments is the division's Watch, Quarter, andStation Bill.) The Watch, Quarter, and StationBill is arranged in standard tabular form withcolumns provided for entering each man'sname and rate, data from the Battle Bill, andduties assigned under each of the ship's bille.A reusable panel, equipped with removable cardstrips that eliminate the need for reconstructionof the bill as changes occur, is available throughthe Navy supply system. The Watch, Quarter,and Station Bill should be prominently posted ina space which is frequented by all personnel ofthe division.
30
CHAPTER 3
DAMAGE CONTROL
The maintenance of optimum material andpersonnel readiness prior to damage and theemployment of effective damage control mea- .
sures alter damage occurs are vital to thesurvival of a naval ship and comprise the basicobjectives of the shipboard damage controlorganization. The term "damage control or-ganization" as used in this book includes allelements of a ship's organization concernedwith damage control. Damage control is notconcerned with battle damage alone but withdamage resulting from any major emergency,such as fire, collision, grounding, or explosion,regardless of when occurring.
This chapter presents information concern-ing the various aspects of damage control, thedamage control organization and Its objectives,and the damage control responsibilities of theengineer officer, or department head, and thedamage control organization and its objectives,tion concerning damage control is available inPrinciples of Naval Engineering, NavPers10788-A; NavShips Technical Manual, Chapters9770 (77), 9880 (88), 9900 (90), and 9930 (93);and Battle Control (U), NWIP-50-1(B).
DAMAGE CONTROL ORGANIZATION
Principally there are two phases of damagecontrol; the preventive phase and the repair orrecovery phase. The objectives of the damagecontrol organization are to cope with the pre-ventive and repair or recovery phase. Thepreventive phase is concerned with personneland maintenance of material in a state of opti-mum readiness, and requires the efforts of thepersonnel in all departments. The preventivephase of damage control is the responsibility ofall hands.
The repair or recovery phase of damagecontrol occurs after damage has been sustainedand requires that steps be taken to promptly
31
restore the offensive and defensive potential ofthe ship. The repair or recovery phase is theresponsibility of the damage Control battle or-ganization shown in figure 3-1.
Both the preventive and repair or recoveryphases of damage control are vital to the safetyof the ship. It should always be rememberedthat the action taken to control damage is thecumulative result of the organization, training,and material readiness during the preventivephase.
RESPONSIBILITIES OF. THE HEADOF DEPARTMENT
The engineer officer is directly concernedwith both phases of damage control. As thedamage control officer, he has certain respon-sibilities related to the action phase of damagecontrol and as a head of department, he sharesthe responsibilities of the other heads of de-partments in the ship relating to the preventivephase of damage control.
Each head of department is responsible forthe material condition of readiness within hisdepartment as prescribed by compartmentcheckoff lists provided by the damage controlassistant. A compartment checkoff list for atypical compartment in .a ship is shown in figure3-2. Material conditions of readiness are shownin figute 3-3. Division officers should fre-quently check spaces assigned to them to ensurethat maximum watertight integrity is beingmaintained. Each person in the departmentshould be made aware of his responsibilitiesconcerning the setting of all material conditionsof readiness within the department. In addition,they must know what procedure to follow if itbecomes necessary to alter a material conditionof readiness in order to perform normal oremergency tasks.' For detailed informationconcerning the alteration of material conditions
ENGINEERING ADMINISTRATION
I COMMAND
CONTROL
L
REPAIR I
BATTLEDRESSING
REPAIR 1:
MAINBATTLE
DRESSING
BATTLEDRESSING
'ENGINEERINGCONTROL
WEAPONSCONTROL
ELECTRONICSC ASU ALT YCONTROL
PRIMARYFLIGHT
CONTROL
!REPAIR 5I 'REPAIR GI (REPAIR BI
_LiAVIATION
_LI,CRASH
FUEL ANDREPAIR SALVAGETEAM TEAM
BATTLEDRESSING
CHAIN OF COMMANDLIAISON / REPORTING
Figure 3-1.Damage control battle organization.
of readiness, refer to Battle Control (U),NWIP-50-1(B).
The head of department is also responsiblefor:
1. Watertight integrity discipline within hisdepartment. Personnel must be thoroughly in-doctrinated in the importance of maintainingwatertight integrity.
2. Inspection of departmental spaces in ac-cordance with the hull report. The importanceof periodic inspections must not be under-estimated. The department head should insistthat his division officers personally inspecttheir spaces. Inspections by division officersand their subordinates often disclose defects inwatertight integrity which might otherwise gounnoticed until the ship is damaged. Promptacknowledgement of, and action upon, reportsof watertight integrity defects aid the develop-ment of an increased determination on the partof all hands to keep the ship as battle ready aspossible.
3. Ensuring that damage control systems,fittings, and equipment are maintained in theirproper locations and in good operating condi-tion in accordance with planned maintenancesystem (PMS) requirements. This necessitates
32
114.1
that personnel of the department be trained torecognize damage control systems, fittings, andequipment and know the procedures and pre-cautions they must observe in order to properlydischarge their responsibilities concerning themaintenance of such systems, fittings, andequipment.
4. Assignment of specific damage controlduties to individuals within each division, in-cluding designation of a damage control pettyofficer. Each division is required to assign aresponsible petty officer as damage controlpetty officer to act for the division in suchmatters as weighing portable fire extinguishers,making reports, inventorying damage controlequipment within division spaces, and perform-ing such other duties concerning damage controlresponsibilities of the division as may be as-signed him by the damage control assistant orother competent authority. Personnel, as neces-sary, should be assigned to assist the divisiondamage control petty officer in the performanceof his duties.
5. Protection of material and equipmentagainst heavy weather. The head of departmentensures that personnel within his departmentcarry out the provisions of the ship's heavyweather bill including properly securing damage
-:: , - , ,-. . ..
Chapter 3DAMAGE CONTROL
NAV$NIN 184
COMPARTMENT CHECKOFF UST
CO/MN NO. l-125-O-L HAMS Passage
ITEM wnwa NUAIIII LOCATION AND PURPOSE
ACCESS
1 F.T. Door 1-126-2 To 1 -125-2 -L Z R
2 W.T. Hatch 01-138-1 To Weather Deck Y . 2
3 Escape 01-27-1 To 01-125-OM Y 2Scuttle
FIREMAIN SYS.
4 Valve 1-128-1 Foam Proportioner X 2
5 Valve 1-140-1 Fireplug 01-139-1 Cutout W 2
6 Deck Socket 2-139-1 Fir nemai Cutout Aft Blkd 141 W 2
VERT. SYS.
7 EMergency° 1-125-1 For Ventilation Exhaust RStart Push-button
Blower 1-122-2
MISC. URCLASS.
8 Riser 1-141-1 Casualty Power OuiletTerminal
W. 0.r-Nø
3.146Figure 3-2.Compartment checkoff list.
33
ENGINEERING ADMINISTRATION
control equipment against possible damage, andproperly setting the required material conditionof readiness within departmental spaces. Di-vision officers should inspect their spacesbefore
rendering reports to the head of departmentconcerning the division's compliance with therequirements of the heavy weather bill. The headof department should inspect a representative
Condition of Readiness Action to Be Taken Remarks
XRAY.
Close all fittingsbearing theclasgification Xand.W. Y, Z,and W fittings areopen.
X fittings are normally closed exceptwhen actually in use. ConditionXRAY may be set when in well pro-tected harbors.
YOKE Close all fittingsbearing theclakagication Yand W. Ensurethat all X fittingsare closed. Z andW fittings areopen.
X fittings must remain closed duringthis condition. Condition YOKE isset underway and in port during war-time. Set underway and after workinghours in port during peacetime.
.
ZEBRA Close all fittings bear-ing the classifiqktion of ZlIand 0).Ensure that all Xand Y fittings areclosed. W fittingsremain open.
Condition ZEBRA is set prior to enter-ing and leaving port in wartime. Set,without further orders, upon manninggenbral quarters stations.
DARKEN SHIP(A Modified Condition) Close all fittings
bearing the classi-fication of D. Ensurethat all X and Yfittings are closed.Other Z and all Wfittings are open.
Normal wartime nighttime steamingcondition.
ZEBRA (Modified)
:,
Fittings bearing theclassification ofred circle Z maybe opened to permitdistribution of food,use of sanitaryfacilities, provideventilation, or othernecessary functions.
May be set during prolonged periods ofreadiness for battle. Authority fordeviation from condition ZEBRA mustbe obtained from the commandingofficer through the damage controlassistant.
Figure 3-3.Material conditions of readiness.
34
114.23
Chapter 3DAMAGE CONTROL
number of departmental spaces to ascertaincompliance.
6. Ensuring that an immediate report bemade to the Damage Control Assistant of anydeficiency in damage control markings, devices,fittings, equipment, or material. If repairs arenot effected promptly (after it has been ascer-tained that the damage was properly reported),the department head should insist upon follow-upaction to determine the cause of delay.
7. Training personnel in damage controlmatters as directed by the executive officer.Attendance at damage control lectures, classes,and demonstrations should not be governed solelyby whether personnel are members of repairparties. Knowlege of practical damage controlmust be required of all hands regardless ofrating or assignment.
8. Assigning personnel to repair parties asrequired by the battle bill. Advise division of-ficers to assign capable men to repair partiesfor ships may be damaged despite the employ-ment of the most modern and effective methodsand defensive weapons available.
9. Preparations to strip ship or clear foraction in accordance with ship's instructions.Many items of equipage on board ship in peace-time represent luxuries which must be removedin time of war because they may adverselyaffect the military capabilities of the ship, arepersonnel or material hazards, or are unneces-sary appendages which cannot be used. Depart-ment responsibility in regard to such items isset forth in the ship's organization and regula-tions manual. Articles of this nature are referredto as strip ship material. Department respon-sibilities which concern the reduction or elimi-nation of fire hazards, the reduction or elimina-tion of missile hazards, and the elimination ofany potential interference with the control offiring or supply of ammunition to the batteries,are also set forth in the ship's organization andregulations manual.
10. Emphasizing self-sufficiency in all battlestations by on-the-job training in handlingcasualties to personnel and equipment. It shouldbe easier for the engineer officer to realize theimportance of his responsibility in this regardthan for the other department heads since mostof the engineering department battle stations arelocated in isolated spaces.
Designation of responsibility for damagecontrol systems, fittings, and material is aprime requisite of optimum material readiness.Departmental and divisional responsibilities are
35
defined in the ship's organization and ram-g..... amr,tions manual but frequently an overla.ppil ofresponsibility may occur between one or massE=NeLoredepartments. When this happens, the corning officer should be informed so that heresolve any doubts and ensure that depaz. L meatheads and their subordinates have a coramunderstanding of the damage control sysalto.- - 71:31C211.23fittings, and equipment under their cognie_The very closest cooperation and understagbetween the several departments of the scnecessary to obtain effective maintenance -
As department head, the engineer °Mc..responsible under the commanding office 11E4:3x-the control of damage. This responsibility- =m=issimezfr theengineer officer includes the efficient furac--111fraing of the ship's damage control organiz.--- arra-e 4=1,336and the maintenance of conditions of olcs-.watertight integrity, and damage control eal==111--- mazukapment. In small ships where no assistant Ilh_som==o theengineer officer is assigned, the duties 41:::11=1E tldedamage control assistant are performed ltur- 19:313keengineer officer. He is also responsiblime fororganizing Repair 5 in accordance wit ilmsmmir_ theship's Battle Bill. He supervises the tram. =Ngof Repair 5 personnel and is responsibaLietheir state of readiness. He assigns appx-ciczo
forratings to other repair par-t3« s lax
accordance with the Battle Bill.
THE DAMAGE CONTROL ASSISTANT
Thespamage Control Assistant (DCA.> .14=31.1E'
ship, when assigned, is responsible uncleengineer officer for establishing and mairaf--an effective damage control organization:xi_ azadfor sup4vising repairs to the hull, exc ...--a:=sollt. asspecifically assigned to another departntarrsalt 4c ox-division. The DCA is charged with thecoordination of damage control matters aLicesedl. thecontrol of list, trim, and stability of theIn an emergency, he exercises over-all c4:=3.=mcsimanxitzsc-co1of the damage control problem, relying ifmaximum extent practicable upon the tecazionlesaLadvice and assistance of various departrossotas_The dotted line in figure 3-1 denotes the 1.3*---mTt....vaPcsinibetween the DCA and various departments thedamage control battle organization'.
Prevention Phase Responsibilities-
The responsibilities of the DCA relsalt=:----sr-ine tothe preventive phase of damage control aw asfollows:
ENGINEERING ADMINISTRATION
1. Prepare directives (for the commandingofficer's signature) in connection with all damagecontrol functions requiring the coordination ofdepartments.
2. Submit to the planning board for traininga schedule of all hands damage control trainingrequirements, including battle problem require-ments.
3. Prepare a damage control training syl-labus and provide damage control instructorsfor the training of all hands.
4. Ensure standard damage control equip-ment (such as tools, portable lights, and portablepumps) is furnished to repair lockers and otherprescribed locations throughout the ship andconduct periodic inspections of such equipmentin accordance with the PMS.
5. Assign damage control ratings to variousrepair parties in accordance with the BattleBill.
6. Make certain, by inspection in companywith the cognizant division officer, that water-tight integrity is maintained throughout the shipand that all divisions are maintaining a highdegree of damage control readiness. Duringthis inspection, the DCA should also:
a. Ensure that compartment checkofflists are posted in accordance withthe damage control book.
b. Ensure that all damage control mark-ings, routes, stations, and labels areproperly posted throughout the ship.
7. Ensure that an effective organization isalways present for the execution of each of theship's emergency bills.
8. Inform the engineer officer of any con-ditions or practices which lower the damagecontrol readiness of the ship.
9. Organize repair parties 1, 2, 3, 4, and "Iin accordance with the ship's Battle Bill.
10. Direct the training of repair parties 1,2, 3, 4, and 7, and personnel of damage controlcentral.
Repair or Recovery Phase Responsibilities
The Damage Control Assistant is responsiblefor maintaining a damage control central withfacilities and personnel for evaluating reportsand making decisions to counteract the effectsof damage to the ship's hull and appurtenances,coordinating repair parties, and keeping thecommanding officer informed of major develop-ments. A typical damage control central stationaboard a large naval ship is shown in figure 3-4.
When general quarters stations are manned,the DCA prescribes the method and the routefor transporting injured or contaminated per-sonnel to battle dressing or decontaminationstations. (Note: Battle damage stations areprovided in close proximity, where appropriate.)He must select the safest and easiest methodand the shortest safe route which will causethe least disruption of the material condition ofreadiness of the ship.
In the event of a nuclear weapons explosion,a biological attack, or a chemical attack, theDCA must determine from external radiologicalsurveys the areas of contamination, establishthe time that personnel can safely remain inthese areas (safe stay time) and the time whenareas will be safe for personnel to re-enter(entry time). He must provide for the readingof the dosage-measuring devices and furnishthe medical and personnel officers with suchinformation as they may require for theirrecords.
Utilizing monitoring, detection, and samplingprocedures, the DCA must keep the commandingofficer informed of the location of contaminatedareas, explosive hazards, or compartments con-taining insufficient oxygen to support life. Whenpracticable, the general announcing system maybe used to notify all hands of the location ofsuch areas, hazards and compartments.
It should be apparent from the foregoing thatthe job of the DCA is a highly important one.He should be an officer who is versed in thebasic principles of stability and buoyancy, theeffects of damage, the methods of handlingflooding, the requirements of practical damagecontrol, and the procedures for radiological}ecovery of a ship after a nuclear weaponsexplosion. Most important of all, he must knowhis ship and the possible effects that damagemay haVe upon it so that he will, in an emergency,be capable of properly estimating the situationand tendering the right decision as to the cor-rective measures that must be taken for survivalof the ship.
Over-all ship survival measures which theDCA will be required to decide upon, may beintended to improve over-all stability, correctfor off-center weight, restore reserve buoyancy,correct or improve trim, or relieve the stresson a damaged hull girder. The measure whichwill accomplish one or several of these objec-tives takes time and involves weight removals,additions, and shifts, and the restoration ofboundaries. An operation undertaken to
36
Chapter 3DAMAGE CONTROL
*ItYr-r
N. .
1/4-'7r
aim
Figure 3-4.Typical damage control central in a largt. ship.
accomplish one objective may adversely affectone or all of the other objectives. The choicethat the DCA makes will depend upon his knowl-ege of the ship's stability and subdivision char-acteristics, the nature and extent of the damage,and the effect that measures to accomplish oneobjective will have on the others.
Information concerning the nature and extentof the damage will generally come from repairparties and the accuracy of such informationwill depend upon how well the DCA has trainedthe repair parties in investigating damage andsupplying the type of information that is needed.Other knowledge that the DCA will require inorder to choose the proper corrective measurewill have been acquired before damage occurs.After damage, there will be no time for calcu-lations even if he were in the proper frame ofmind for making them.
THE REPAIR PARTY
While the DCA initiates action for over-allship survival measures, the repair party takesimmediate local measures for the control ofdamage. Propekly trained repair parties carryout such work automatically, correctly, and with
37
r
100.172
speed. During battle, the local damage controlmeasures undertaken by the repair parties maydetermine whether the ship remains in action,sinks, or retires to a haven.
The first requirement of an efficient repairparty is that each person within the party mustbe highly trained in the technical aspects of thespecial field in which he will operate to controldamage. Advantage should be taken of everyopportunity to train repair parties. In additionto training the party as a group, considerationshould be given to instructing individuals in theskills they will be required to utilize in anemergency. When developing the battle problem,the DCA should impose damage which will asrealistically as possible involve the greatestnumber of repair parties on each hit.
Each repair party must be organized so thatit is a self4ufficient unit in ready communica-tion with the others and capable of positiveaction in control of the types of damage mostlikely to be encountered. A control station mustbe established where the repair party officercan receive, evaluate, and act on reports fromrepair party personnel and receive orders fromdamage control central concerning matters af-fecting buoyancy; list; trim; stability; watertight
ENGINEERING ADMINISTRATION
integrity; and nuclear, biological, and chemical(NBC) defense methods.
Repair parties assigned work peculiar to asingle department must be under the directsupervision of officers of that department. Theweapons officer is responsible for the organiza-tion and supervision of training of Repair 6personnel. He also assigns appropriate weapon/deck ratings to other repair parties in accord-ance with the Battle Bill. The air officer isresponsible for the organization and supervisionof training of the aviation fuel repair team andof the crash and salvage team. He also assignsappropriate air department ratings to other re-pair parties in accordance with the Battle Bill.The medical officer organizes and supervisespersonnel of the battle dressing stations. Healso assigns appropriate ratings to repairparties in accordance with the Battle Bill, fur-nishes medical supplies to first aid blues andbattle dressing stations, and conducts shipwidetraining in self-aid, first aid, and the medicalaspects of NBC warfare defense. Other officersare responsible for the supervision and assign-ment of personnel of the repair parties in ac-cordance with the Battle Bill.
The repair party must be organized andassigned sufficient personnel to provide for therelief of men engaged in arduous tasks, forbattle messing, and for transition from onecondition of readiness to another.
Each repair party must be capable of effect-ing repairs to sound powered telephone circuits;rendering first aid and transporting the injured;controlling and extinguishing all types of fires.detecting, identifying, and measuring dose anddose rate intensities; and decontaminating theeffects of an NBC attack. Each repair partymust be organized to evaluate and report cor-rectly the extent of damage in its area. Thismay involve maintaining (1) a graphic displayboard showing damage, and action taken to cor-rect disrupted or damaged systems, (2) deckplans showing locations of NBC contamination,location of battle dressings and personnelcleansing stations, and safe routes to them, and(3) a casualty board for visual display of struc-tural damage. Repair 1, 2, 3, and4are assignedthe duty of maintaining the ship's structuralintegrity and maneuverability. Repair 1, 2, 3,4, and 5 are assigned maintenance of stabilityand buoyancy.
The extent of an area to be covered by aspecific repair party and the watertight divisionof the ship may require thatprescribed functions
.4'
be made the joint responsibility of two or morerepair parties or that certain repair parties besubdivided. When it is necessary to subdividea repair party, the units thus formed aredesignated by the'llifinber of the main repairparty followed by a letter as shown in figure3-5. The repair units are dispersed with thenecessary equipment to areas away from themain party. Each repair unit must maintaincommunication with its repair party.
Repair parties are comprised of personnelof various departments assigned in accordancewith the ship's Battle Bill. Repair 1, the maindeck repair party, usually consists of an officerand a chief petty officer from the weapons de-partment (deck department on ships not havinga weapons department), and petty officers andnon-rated personnel from weapons and otherdepartments; while Repair 5, the propulsionrepair party, usually consists of an officer, anda chief petty officer, and petty officers, andnon-rated men from the engineering department.
The size of the repair party and the extentof the area assigned to it will differ with thesize and type of ship. An aircraft carrier willhave a damage control battle organizationsimi-lar to the one shown in figure 3-1. On shipswith no aircraft or air groups embarked, therewill be no need for primary flight control andits associated repair parties. In certain largeships the functions of the amidships repairparty, Repair 4, and the propulsion repair party,Repair 5, may be shared 1. the two parties.
38
REPAIR ONE
CONTROLUNIT
.1.1REPAIR I-A REPAIR I-B
114.8Figure 3-5.Organization of Repair 1
with two subdivisions.
s.1
Chapter 3DAMAGE CONTROL
When this combination of parties is employed,Repair 4 is designated as forward propulsionrepair and Repair 5 as after propulsion repair.
In small aircraft carriers, Repair 7 and 8are combined with Repair 1. Repair 2 and 3 maybe combined with Repair 1 on small ships wherethe number of personnel available is below sixmen per repair party.
The ship's Battle Bill should be consultedfor the assignment of repair party personnel,the number and location of repair parties in aparticular ship, and additional information con-cerning specific functions of repair parties.
THE DAMAGE CONTROL LIBRARY
Officers of the engineering department andrepair party officers must possess detailsdknowledge of the ship's construction, charac-teristics, compartmentation, stability, and ofthe appurtenances and equipment placed onboard the ship to prevent or control damage.The engineer officer should require that hisofficers avail themselves of every opportunityto acquire a thorough knowlege of the shipthrough the information contained in the publi-cations which comprise the ship's damage con-trol library.
Many of these publications are normallymaintained in the log room or damage controlcentral. Others, such as NWIP-50-1 (B), BattleControl M, and FXB-3B, Ship ExercisesBattle Problems, are classified publications andare normally maintained by the ship's custodianof registered publications.
THE DAMAGE CONTROL BOOK
The Damage Control Book is the most im-portant source of information concerning theship's damage control facilities and character-istics. Damage Control Books are issued by theNaval Ship Systems Command to all combatant,miscellaneous, and auxiliary ships over 220feet in length (including floating drydocks) andto certain smaller fleet-operated ships. Forother ships, Damage Control Books may beprovided by the type commander or developedby the ship itself. The Naval Ship SystemsCommand maintains a record of all the booksdistributed and the books may not be trans-ferred without the authority of NavShips. Theengineer officer is normally the custodian of theDamage Control Books and, upon detachment, he
must ascertain that all copies are accountedfor and transfer custody to his relief. Addi-tional Damage Control Books with diagramslithographed in color may be requisitioned fromthe Naval Supply Depot, Philadelphia, Pennsyl-vania. Additional Damage Control Books withblack and white diagrams should be requestedfrom the planning yard of the ship. Copies ofthe Damage Control Book should be available indamage control central, main engine control,and at each of the repair party control stations.
Information contained in the Damage ControlBook is in the form of text, tables, and diagramsconcerning the ship's damage control facilitiesand characteristics of the ship's compartmen-tation, piping, and wiring systems. The engineerofficer must make certain that the ship's copiesof the Damage Control Book reflect the mostrecent installations. One copy should be as-signed the title of "Master Copy" and keptcurrent at all times so that it can be used torevise the other copies.
Alterations accomplished by ship's force oractivities other than a naval shipyard are enteredin the master copy of the Damage Control Bookby the ship's force. Deletions on the diagramsare indicated by crossing out the deleted matterwith red ink. No erasures should be made andit is not necessary to make any notes on thediagrams to indicate that the matter is to bedeleted. Additions to the diagrams are made inaccordance with the established color codingsystems. Care must be taken to ensure that thelocation of the addition is correctly indicated.Emphasize the addition by circling the affectedarea with red ink. Changes in notes on the dia-grams or`the names of compartments are madeby a note in the margin of the diagram. Revi-sions to the text are made with red ink.
At the commencement of each overhaul at anaval shipyard, the engineer officer shoulddeliver the master copy, hand-corrected orrelithographed for the preceding overhaul, andone other copy of the Damage Control Book tothe shipyard with a request to have the volumesrevised. Revisions should include all alterationsmade by the shipyard and ship's force duringthe overhaul as well as any previous revisionsmade by the ship's force. When the shipyardreturns the volumes, the engineer officer shouldascertain that they have been revised and ac-curately represent the ship at the time of itsdeparture from the shipyard. Any discrepanciesnoted should be brought to the attention of thecommanding officer of the ship.
39
%O.
ENGINEERING ADMINISTRATION
OTHER PUBLICATIONS
There are many other publications whichcontain information necessary to the preventiveand action phases of damage control. ThermalShips Technical Manual is issued for the infor-mation and guidance of naval personnel re-sponsible for or engaged in the operation,maintenance, or repair of equipment undercognizance of the Naval Ship Systems Command.Other publications supplied by Nav Ships includeGeneral ecifications for Shi s of the U. S.
the Booklet of Inc Experiment Data,Booklet of General Plans, Schedule of Water-tight Integrity Tests and Inspections, BookletPlans of Machinery, and a List of AuthorizedAlterations.
Publications in the damage control libraryfor which the ship and the type commander areresponsible are the Ship's Organization andRegulations Manual and the Engineering CasualtyControl Book. The ship is responsible for theEngineer Officer's Orders and Instructions,Damage Control Bills Engineering DepartmentOrganization Book, ship's Repair Party Manual,and the Master Set of Compartment CheckoffLists. The type commander supplies the Se-quence Table for Burning Fuel Oil (which is theflooding effect diagram modified by special di-rectives).
In the damage control library on recentlyconstructed ships, the Ship Information Bookreplaces the General Iniormation Book, PipingSystem Instruction Book, and Record of Elec-trical Installations and Electrically OperatedAuxiliaries. However, these publications arestill in the damage control libraries of olderships. The Ship Information Book is preparedby the building shipyard and issued by the NavalShip Systems Command.
The publications whiCh complete the damagecontrol library are the Coordinated ShipboardAllowance Lilt; First Aid Bulletins; variousFleet and Type Directives on Damage Control;Sound-Powered Telephone Talker's Manual(NavPers 14005-A); Principles of Radiation andContamination Control (NavShips 250-341-3);Radiological Health Protection Manual, NavMedP-5055 (1964); copies of the hull plans; and themanufacturer's technical manuals for damagecontrol equipment.
DAMAGE CONTROL BILLS
The DCA is responsible for the preparation,completeness, and currency of the damage
control bills. These bills are necessary to thedamage control organization for they outlinethe procedures and instructions for operatingthe various systems in conformity with the ma-terial readiness condition in effect. The DCAof a newly commissioned ship should completeall damage control bills as soon as possible.The DCA of a ship which has been in commis-sion for a number of years should periodicallyexamine his damage control bills to determineif they are current, accurate, and adequate. Inorder to be effective, the bills must be promptlyrevised to reflect changes made in the systemsby the accomplishment of authorized alterations.
Instructions for the preparation of a ship'sbills are contained in NWP-50(A), and theinstructions should be carefully followed whenpreparing the damage controlbills. The DamageControl Book is a source of considerable infor-mation for the preparation of the bills, especiallyconcerning the various systems and the classifi-cations for important closures.
If a type repair party manual is availablefor his ship, the DCA will have a relativelysimple job preparing the damage control bills.In this case, the job will consist primarily ofadapting the bills in the type repair partymanual to fit his ship.
The damage control bills include the damagecontrol communications bill, casualty power bill,watertight door and hatch bill, air conditioningbill, ventilation bill, compressed air bill, voicetube bill, and the counterflooding bill (for shipswhere applicable). When completed, the damagecontrol bills form a part of the contents of theship's repair party manual.
The ship's repair party manual must alsoinclude the following material:
1. A listing of the important features of eachrepair party area including the location of ma-chinery, storage spaces, repair lockers, andmagazines.
2. The protective measures involving ma-terial and personnel with respect to imminentair attack, surface attack, underwater attack,collision, and NBC attack.
3. The methods of investigating damage andthe precautions to be observed.
4. The means of reporting damage.5. A complete description of damage control
central listing location, equipment installed,communications, personnel billets (includingduties and responsibilities), and publicationsavailable (plans, diagrams, plates, and manuals).
40
Chapter 3DAMAGE CONTROL
6. The chain of command diagram.7. The location of secondary damage control
central.8. A complete description of repair parties
including personnel billets (duties and re-sponsibilities), publications, and repair units(where applicable).
9. Complete descriptions of the methods offighting fire, controlling flooding, repairingdamage in action (shoring, pipe patching, andwelding), controlling NBC contamination (moni-toring, reporting, and decontamination of ma-terial), handling personnel casualties (first aidand decontamination), and utilizing primary andalternate methods of providing emergency ser-vice to vital systems (casualty power, emergencycommunications, and jumpers to restore fire-main or magazine sprinkling service).
The ship's repair party manual must beproperly indexed so that the information con-tained therein can be easily located. A copy ofthe ship's repair party manual should be avail-able at each repair party control station (repairparty locker), damage control central, mainengine control, bridge, and quarterdeck.
Although damage control bills usually take ageneral form as outlined in NWIP 50-1(B), norigidly fixed one is prescribed. Therefore, thefollowing outline is presented as a suggestedform to be followed in drawing up an effectivedamage control bill:
A. Statement of purpose, or object of bill.B. Description of system, or systems, in-
cluding their important parts.C. Method and procedure of operation to be
followed for damage control purposes.D. List, .classification, and cognizance of
fittings.E. Simplified diagram, or diagrams, illus-
trating the most important points covered underA, B, C, and D.
In following such an outline, and by usingavailable information, it is believed that eachbill can be clear to the ship's personnel. It isconsidered necessary that every officer, as wellas every man, in the ship should be familiarwith all such bills; and that all members of therepair parties should have a thorough knowledgeconcerning them. Copies of all bills should bewidely distributed among officers, key petty of-ficers, and at repair stations.
WATERTIGHT INTEGRITY
The original watertight integrity of a navalship is determined by its design and the skill
and thoroughness of its builders and inspectors.By design, each naval ship is intended to bedivided into watertight compartments to an extentcompatible with its mission. This watertightnesswill be established if the builders are skillfuland rigidly adhere to the general specificationsfor ships when constructing the hull and install-ing bulkheads, decks, access closures, ventila-tion ducts, electric cables, piping, rotatingshafts, and associated fittings. When the engi-neer officer assigned to a ship under construc-tion, a newly constructed ship, or a reactivatedship is aware of any deletions or defects in theconstruction of the ship which adversely affectits watertightness, he must report such a factto his commanding officer or the supervisor ofshipbuilding, whichever may be appropriate.
Negligence, storm damage, collision, strand-ing, and enemy action are potential destroyersof the original watertight integrity of a ship. Itis the responsibility of the engineer officer toguard the watertight integrity of his ship againstimpairment through negligence and to ensurewhen it is damaged, from whatever cause, thatproper repairs are made as quickly as possible.
Impairment of the watertightness of a com-partment resulting from negligence generallyappears as corrosion; holes in, or improper fitof joints of structural members resulting fromlack of preventive maintenance, careless re-pairs, or careless alterations; and as defectivepiping, cabling, ventilation duct, and associatedfittings. In order to prevent such occurrences,the engineer officer must not allow any un-authorized alterations or repairs to the bounda-ries of watertight compartments and he shouldinsist upon strict compliance with the scheduleof watertight integrity tests and inspectionsissued by the Naval Ship Systems Command.
INSPECTIONS AND TESTS
Strict adherence to a schedule of periodicinspections and tests affords the best insuranceof the watertight integrity of the ship. The NavalShip Systems Command issues a schedule ofwatertight integrity tests and inspections forall ships in commission. This schedule listseach compartment subject to the test or inspec-tion, specifies which type of test or inspectionapplies, and states the frequency with which thetest or inspection should be made. The scheduleincludes the leakage inspection, the visual in-spection, and air tests.
The leakage inspection involves the observa-tion of oil and water leaks from tanks into
41
1!)
ENGINEERING ADMINISTRATION
adjoining dry compartments. The Nayshipsschedule requires that the bulkheads and decksseparating oil and water tanks be inspected forleaks at least once every six months. Exerciseparticular care to note evidence of leakage whichoccurs only when a tank is filled to capacity.Visible leakage is usually caused by loose rivetheads and poorly calked plate laps, plate stif-feners, and bounding angles. Where possible,such leaks should be repaired by ship's force.Repairs beyond the capacity of ship's forceshould be requested at the next shipyard, tender,or repair ship availability.
The Nav Ships schedule requires that periodicvisual inspections be made of some compart-ments normally incapable of test by air pressurebecause of the presence of permanent openingsto the atmosphere. Compartments listed forthis type of inspection are the firerooms,enginerooms, motor rooms, chain lockers, up-take enclosures, and similar spaces in someships. These areas are extremely importantparts of the ship's watertight subdivision andmust be given the most careful and scrupulousscrutiny. The inspection is made by closing anddarkening the compartment on one side of theboundary to be inspected, stationing an observertherein, and brilliantly lighting the other side.Conscientious examination of the darkened sideof the boundary should reveal the presence ofany visible defects. Different inspectors shouldmake successive periodic examinations in orderto avoid repeatedly overlooking defects. Acheckoff list of fittings such as doors, hatches,manholes, deck drain valves, voice tube covers,ventilation-duct covers, and like fittings mustbe maintained and all such fittings in theboundary being inspected must be carefullyexamined and the results of the inspection notedin the checkoff list. It must be emphasized thatthe visual inspection rather than air test doesnot connote a relative lack of importance.
Presently, the air test is the most practicablemethod at completely determining the degree ofwatertightness of compartments not containingoil or water. Except when modified by Nav Ships,compartments listed in the schedule for airtesting must be tested at least once everyeighteen months. No air tests should be madeon compartments not listed in the schedule ex-cept as directed or approved by NavShips.Compartments to be tested are normally dividedinto six groups and a different group is testedeach quarter. In this manner, each compartmentis subjected to an air test within the period of
42
eighteen months. The test pressure and the al-lowable pressure drop over a specified periodare given in. the schedule. Test pressure mustnever exceed the pressure specified but mustequal that specified except when conditions willnot permit such pressures, in which case a re-port thereof must be made to NavShips.
Air tests are conducted in accordance withthe procedure outlined in NavShips TechnicalManual. Air tests shall be conducted by theship's force except in the case of submarinesand other ships specifically designated by Nav-Ships. Whenever a ship's force, repair ship,tender, or naval shipyard has performed cor-rective maintenance which might affect thewatertight integrity of a compartment listed inthe schedule of air tests, the compartment mustbe air tested and the repairs effected, togetherwith the results of the air test, must be re-corded. Repair activities must furnish the shipwith a report of any tests made. Air tests byrepair activities are acceptable in lieu of theperiodic tests required by NavShips.
In the case of a newly commissioned ship,the aforementioned periodic tests and inspec-tions commence at the beginning of the quarterfollowing the quarter in which the ship reportsfor service. Ships which are not provided withthe NavShips schedule of tests and inspectionsshould request them from the Naval Ship Sys-tems Command.
Additional insurance of the watertight in-tegrity of the ship is provided by periodic inspec-tions of all compartments with the exception ofcertain tanks and voids. This inspection is mosteffective when made by the division officers.The inspecting officer submits a report (hullreport) of the material condition of the com-partments inspected, as to cleanliness, state ofpreservation, and condition of damage controlfittings and equipment, to the commanding of-ficer. The frequency with which the inspectionis conducted is determined by the type com-mander.
A form similar to the one shown in figure3-6, should be used for the inspecting. fficer'sreport to the commanding officer. The reverseside of the report should contain the entriesshown in figure 3-7. Division officers shouldsubmit the hull reports to the commanding officervia their department head, the DCA and theengineer officer. The DCA should prepare aform similar to the one shown in figure 3-8 andsubmit it with the hull reports to the engineerofficer. The engineer officer should examine
Chapter 3DAMAGE CONTROL
1
t
lbe gam and compartments on the ship will be ergregtted by &visions. Both aides of the sheet will be used If there I. Insudielentroom for ell eompartments under the cognisance of any division on one page of the fofm. In the ease of eompertmente in the :Graingerspaces the report will beeped by the Engineer Meer; for all other compartments and spaces by the Whet Lieutenant, or by the ExecutiveMeer on ships not having a First Lieutenant.
HULL REPORTw.. Win/ Amain' 7 .19 U. S. 19 ..
77. aanpaanandu qt do skip for oki a t I an respond& Laos lain fospechl, except as naiad. and Liar a:edifies as to dainiensa. slabqf praatdien. and aalsr.light Infer*/ Is a donna:
NormIn the column "Condition" mark will be entered as follows: 3.5 to 4.0, stagnant; 3.0 to 3.5, very good; 2.5 to 11.0, good;below 2.5, poor. An explanation of the raison for any mark below 2.5 must be given In the "Remarks" column, and any repairs neededmust be entered in this column.
ODIAPAIIIIIIIT
larr IF "I"CONDITION =MAUI
se to cots Ind Mks taken tonot skedwelo)NA Nam
alma&owTom&vailsa
W°OSWWI*
?,..12443-12.4-A
ChB Mask Stowe.._._.languablcatterit-
MOSEL
!fa_Tea
D.D.H. 34 ..3.a._34
A.&.4ALD.D.H.. J9 ---,--
-10544.1.0-147121rjA- 127 -1-Q
OzowLa..lortaing....gratrIAJLRAII.D....8epaiz.1,1_,garsontar...Shop
YuYes_Yes_mess_
D.D.H.. ...3.83.0
.4.3.3.0.4.6.34
.4...0.
T.
MIT.AWL
D.D.H.
D D11 3.4D.D.H. 4.2 _Da.4...gankat...in..W..T...
Door 2-203-2....
. ..
..........._........................_ .......
GINNIAL Rumen's.
All water-tight doors, batches, manholes, and air ports have been inspected by the officer whose initials appear opposite the oompartmeat number in which located and are in @Anteater, condition, except as noted above.
(ig) , U a. i,r.,,, Dirkias Offlar.
OINNIIAL DOfafllf AND SMITS TAXEt TO CORDICT DIRCIENCONI
Gaideatth11.24...:DOCW2:411,1:2-ranamed_sind...Compt - 0-003-1M g
Figure 3-8.Typical Hull Report Form (face).
the reports, sign the accompanying form, andforward the reports and form to the commandingofficer via the executive officer.
43
103.124.1
Using the type commander's Standard RepairParty Manual and ship's COSAL to determinethe allowance of damage control equipment, the
ENGINEERING ADMINISTRATION
USS SWEEP (AM-7500) Week ending 19_
1. All safety devices for which I am responsible have been tested during this week by actualoperation where possible, results having been reported on the division checkoff list filed in de-partmental records, and were found in satisfactory condition except as noted:
2. General remarks and steps taken to correct deficiencies (if not within division capacity in-dicate hull repair request);
DIVISION OFFICER , USN
. Examined for cleanliness and preservation of hull and test of safety devices:
HEAD OF DEPARTMENT , USN
4. Examined for hull repairs and watertight integrity. (For repairs, indicate as ship's force,repair ship or tender, or shipyard. )
Remarks:
DAMAGE CONTROL ASSISTANT , USN
. Examined:
, USN, COMMANDING
103.124.2Figure 3-7.Typical Hull Report Form (back).
44
ut
Chapter 3DAMAGE CONTROL
USS SWEEP (AM-7500) Week ending I
1. All division hull reports for this week have been checked by me and are submitted.
Remarks:
DAMAGE CONTROL ASSISTANT , USN
2. Examined. Weekly tests of safety devices have been entered in the engineering log.
Remarks:
ENGINEER OFFICER , USN
3. Examined:
Remarks:
EXECUTIVE OFFICER , USN
4. Examined and returned to engineer officer for file.
Remarks:
, USN, COMMANDING
Figure 3-8.Typical Hull Report Transmittal Form.
45
103.124.3
ENGINEERING ADMINISTRATION
DCA/division officers should inventory the dam-age control equipment once each month, inaccordance with the ship's PMS schedule. Re-port of the inventory may be made on a formsimilar to the one shown in figure 3-9 and sub-mitted with the hull report.
Inspection alone is not sufficient to ensurereadiness to control damage. Remedial action,where required, must be initiated by the divi-sion officer concerned. He must submit workrequests for the correction of all the deficienciesnoted during the inspection which are beyondthe capacity of his division. Furthermore, hemust make certain that measures are undertakenimmediately to correct those deficiencies thatare within the capacity of his personnel.
RADIOLOGICAL DEFENSE
The sole objective of radiological defense isto maintain the health and fighting effectivenessof the ship's personnel. This objective is bestachieved by the employment of radiologicalcountermeasures designed to reduce shipboardradiation hazards to acceptable levels. Radiationhazards of shipboard contamination can last fora considerable period of time; therefore, casual-ties may not only occur among unprotected per-sonnel during and immediately after fallout butamong persons attempting to pirform subsequentessential operations. For this reason, radio-logical defense measures are divided into twophases: the emergency phase and the recoveryphase.
The DCA's responsibility concerning radio-logical defense begins with instituting thosepreparatory measures that will reduce the effortnecessary to carry out radiological counter-measures and increase their efficiency andeffectiveness. These measures include incorpo-rating radiological defense actions in the ship'sgeneral emergency bill, training personnel, andplanning and providing the necessary equipmentand supplies for repair parties and decontamina-tion stations.
EMERGENCY PHASE
The emergency phase starts with the warningof a nuclear attack or with the start of suchattack. The rimary objective of this phase issurvival of e ship and the ship's personnel.During the emergency phase, survival of theship requir s collective action and is a com-mand dec on while survival of personnel mainly
requires individual action and consists of takingadequate shelter.
Radiological countermeasures consistentwith the tactical situation are necessary whenfallout cannot be avoided. Operation of thewashdown system will provide some protectionduring the emergency phase since the washdownwater carries over the side most of the radio-active fallout landing on the ship's exposed sur-faces. The most important measure in theemergency phase is taking adequate shelter.Spaces within the armored area of major combatships afford the best shielding against radiation.Spaces not within the armored area provideprotection sufficient for moderate exterior radi-ation levels. The next measure is to preventthe contamination of interior spaces of the shipby sealing the ship to the maximum extentpracticable. This measure requires that allfittings and vents or blowers bearing the classi-fication of circle W (circle William) be closedor stopped.
Another useful countermeasure during thisphase is the rotation of personnel between ex-posed and protected locations in order to extendthe period of tactical effectiveness before maxi-mum permissible exposures are reached (as-suming such spaces are not fully exposed tofallout). Whenever replacements are not avail-able, the radiation dose to topside personnel canbe minimized by providing shelter stations nearbattle stations for occupancy while such per-sonnel are not actively engaged.
RECOVERY PHASE
The recovery phase consists of the opera-tional recovery stage and the final recoverystage. The operational recovery stage occursafter the emergency phase has passed (some-time after fallout on the ship ceases). In mostcases, the objective of this stage will be therecovery of the ship's operations on a tempo-rary basis. The final recovery stage occurswhen there is no longer an urgent tactical needfor the ship and the objective of this stage isto restore the ship to its normal operating con-
Normally the tasks required to accom-1;liah the final recovery stage will be performedby a shore based repair facility or shipyard.
Decontamination is the principal radiologicalcountermeasure employed during the recoveryphase. Use of the ship's washdown system duringthe emergency phase will result in the removal
46
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5
ENGINEERING ADMINISTRATION
of some radioactive contamination from topsidesurfaces but many areas will require manualdecontamination before they can be safely oc-cupied for any considerable period of time.Personnel who have become contaminated as aresult of manning exposed stations, carryingout decontamination procedures, or from what-ever cause will also require decontamination.
Before essential tactical functions can beresumed following the emergency phase andbefore manual decontamination of some areascan commence, some exposed locations willhave to be manned. In order to determine thefeasibility of continued occupancy or immediatereoccupancy of such areas, a gross monitoringsurvey is made of topside action stations andany occupied below decks action stations (fire-room stations near boiler air systems) whichmay have been severely contaminated. Dataconcerning the location and the radiation inten-sity, in roentgens per hour. (r/hr), of contami-nated areas resulting from the gross survey andsubsequent detailed surveys is relayed to damagecontrol central where the DCA plots the con-taminated areas, determines the entry time andsafe stay time, and reports this information tothe commanding officer. The equipment availableat damage control central in some ships permitssimultaneous transmission of this informationto all hands. On other ships the informationmust be relayed via the bridge. The formermethod is beat for it greatly reduces the pos-sibility of error.
As information form monitoring teams is re-ceived in damage control central, the contam-inated areas are plotted on a chart of the ship.The time the intensity was recorded as well asthe reading is noted. In addition, for weather-deck areas, the numbers of the 'frames formingthe limits of the contaminated area are plotted.
The DCA will be required to estimate severalradiological factors after receipt of data fromcommand control and the monitoring teams.These factors include radiation intensities atfuture times, penetration doses to personnelperforming various operations, entry times, andsafe stay times. The accuracy of the estimatesdepends upon the action to be taken and the timeavailable to make the estimates.
Early in the operational recovery stage, theDCA will be required to make rapid estimatesof safe stay time and potential dose. For periodsof less than one hour, the DCA mayassume that.intensity will be constant even though gamma ra-diation will decrease with time due to radioactive
decay and weathering. The DCA will receiveinformation necessary for the estimates frommonitoring teams (location and intensity of ra-diation) and command control (allowable radia-tion dose for recovery personnel).
A quick estimate of a safe stay time of lessthan one hour's duration may be figured by di-viding the allowable dose by the last intensitymeasurement if taken less than one hour priorto entry. Thus, when the allowable dose is 25rand the intensity of the reading (taken withinone hour of entry) is 125 r/h, safe stay time =
25125 =0.2 hr(12 min.)
A rapid estimation of potential dose for ashort stay time (less than one hour) can bemade by considering the potential dose as theproduct of the allowable dose and the stay time(using the decimal equivalent of the fraction ofthe hour). Thus, when it 4s estimated that itwill take 15 minutes tr. -tmplish a certaintask in. an area where amity of radiationis 100 r/hr, the po' _le= 100 x0.25= 25r.
Later, when ..uracy is desired andmore deliberation is p......ticable, certain graph-ical aids may be used in order to obtain moreprecise estimates. In addition to the nomographsshown here, other aids are available in chapter9900 (90) of NavShips Technical Manual.
The nomograph shown in figure 3-10 can beused to estimate radiation intensities for a givenfuture time. First, determine the standard in-tensity. Given a measured intensity of 20 r/hrtaken 3 hours after the nuclear explosion, thestandard intensity can be found by placing a,straightedge on the nomograph (fig. 3-10) sc.thaxit bisects the given values on scales A an':and extends to intersect scale C. Thus (at tit%:point of intersection on scale C), the standardintensity is indicated as 100 r /hr. Next, in orderto determine what the intensity of the radiationwill be 12 hours after the explosion (9 hoursafter the measurement was taken), place thestraightedge on the nomograph (fig. 3-10) sothat it bisects scale C at 100 r/hr and scale Bat 12 hours and extends to intersect scale A.Thus the point of intersection on scale A),the future intensity is indicated as 5 r/hr.
Entry times for periods of continuous oc-. cupancy immediately after the nuclear explosion
through two days afterwards can be determinedusing the nomograph in figure 3-11. Given astay time of 5 hours, un allowable dose of 25r,
48
Chapter 3DAMAGE CONTROL
MEASUREDINTENSITY
(r/hr)A
1000
800
600500
400
300
200
ISO
100
80
6050
40
30
20
15
10
8
5
4
3
2
1.5
TIME AFTEREXPLOSION
Id
2hr3hr
ehr-.9hr1-12hr
24hr
2d
3d
4d15ded7ded
10d
12d
I4dIed1ed
Iwk
fiwk
3wk
4wk
7wk
STANDARDINTENSITY(r/hrATIhr
after explosion,C
MINIM
10
'5
20
30
4050elt
80100
150
ROO
300
400500600
8001000
1500
2000
3000400 050006000800 0I0000
Figure 3-10.Nomograph for determining radiation intensity for ships at sea.
49
S'a
ENGINELRING ADMINISTRATION
and a standard intensity of 100 Or, first, de-termine the dose index by dividing the allowabledose by the standard intensity (dose index=25roT) a 0.25). Next, place a straightedge on thenomograph in figure 9-11 so that it bisects allthree scales (A, B, and C). With one end fixedon scale C at the value of 0.25, rotate the otherend over scales A and B until the value on scaleB exceeds the value on scale A by just 5 hours.
ENTRYTIME
(Hour afterExplosion)
A
50 -40 -30 -
20I5
109-8-7-65-43
2
...-
Thus, entry time is indicated on scale A as 10hours. This means that a waiting period of 10hours, is necessary before the area can be oc-cupied continuously for a period of five hourswithout exceeding the allowable radiation dose.
A more accurate estimation of the potentialdose that can be expected from a given scheduleof operations is possible when the dose index isknown. Given the entry time and exit time the doseindex can be determined using the nomograph
EXITTIME
(Hour afterExplosion)
B
5040302015
10
6
DOSEINDEX
C
3.0
2.5
Min
- 2.0
MID
.6. 1.0
- 0.5
NIS
- o
Figure 3-11.-Nomograph for estimating potential dose (continuous occupancy).12.8
Chapter 3DAMAGE CONTROL
in figure 3-11. For an entry time of 10 hoursand an exit time of 15 hours the dose index isfound by placing a straightedge so that it bisectsscale A at 10 hours, scale B at 15 hours, andintersects scale C. The dose index will be indi-cated by the value on scale C at the point ofintersection (0.25). The potential dose is theproduct of the dose index and the standard in-tensity. Thus, with a dose index of 0.25 andstandard intensity of 100 r /hr, the potentialdose = 0.25 x 100 = 25 r.
Estimates of safe stay times for continuousoccupancy periods through two days after theexplosion can be determined using informationfrom the nomograph in figure 3-11. When theentry time and the dose index are known, theexit time is determined from the nomograph.The safe stay time can then be found by sub-tracting the entry time from the exit time. Givena dose index of 0.5 and an entry time of 4 hours,the exit time of 8 hours is indicated on scale Bwhen the straightedge bisects scales A and Cat the given values. Thus, safe stay time =8 - 4 = 4 hours.
The countermeasures employed during andfollowing a biological and chemical attack arevery similar to the countermeasures used forthe explosion of a nuclear weapon. During theemergency phase, the principal countermeasureis protection of personnel using protectivemasks, clothing, and shielded areas. Followingthe attack, decontamination of contaminatedareas, material, and personnel will be required.Personnel decontamination will be under thecontrol and supervision of medical departmentpersonnel.
ENGINEERING CASUALTY CONTROL
Engineering casualty control includes bothmachinery add electrical casualty control andhas as its mission the maintenance of engineer-ing services in a state of maximum reliabilityunder all conditions of operation. Under thismission, the primary objective is the mainte-nance of engineering services so that the shipis able to function effectively as a fighting unitwithout impairment to its mobility and offensiveor defensive power. The secondary objective isthe minimization of personnel casualties andsecondary damage to vital machinery. Engineer-ing casualty control involves the prevention,minimization, and correction of operational andbattle casualties to the ship's machinery, elec-trical, and piping installations.
51
Efficient engineering casualty control is theresult of sound equipment design, careful in-spection, thorough plant maintenance, and effec-tive personnel organization and training. Theengineer officer is directly concerned with allbut the first of these factors, andhe is indirectlyconcerned with sound equipment design becauseit is partly the result of the equipment failurereports submitted by the ship.
The engineer officer must insist that his sub-ordinates conduct frequent and careful inspec-tions of all systems and machinery in order todiscover any evidence of impending malfunction-ing or failure. Unusual noises, excessive vi-brations, abnormal pressures, abnormaltemperatures, and abnormal operating speedsare all indications that immediate correctiveaction is imperative in order to prevent com-plete failure.
The ability to detect and identify signs ofincipient trouble in equipment is developedthrough familiarization with plant operation.However, familiarity must not be allowed tosubstitute for investigation to establish fully thecause of an abnormal or unusual condition.
The engineer officer must ensure thatthorough plant maintenance procedures arecarried out. Conscientiously conducted tests andinspections which ascertain the true conditionof equipment are invaluable aids to proper pre-ventive and corrective maintenance of a plant.Such tests and inspections should be publishedin the engineering department Organization andAdministration Manual. This manual should alsoprovide for the effective organization and train-ing of engineering personnel.
The first phase of handling any engineeringcasualty is concerned with minimization of thecasualty. During this phase, measures must betaken to control the casualty to prevent furtherdamage to the unit concerned and to preventspread of the casualty through secondary effects.The second phase consists of restoring (insofaras practicable) the services which were inter-rupted as a result of the casualty. When nomachinery damage or failure has occurred as aresult of the casualty, this phase usually com-pletes the operation. A third phase consists ofmaking the repairs necessary to restore theinstallation to its original condition.
ENGINEERING CASUALTY CONTROLMANUAL
The engineering casualty control manual isa handbook of information and procedures for use
ENGINEERING ADMINISTRATION
by the engineering officer of the watch (EOOW)and engineering personnel in preventing andcontrolling casualties to the main propulsionplant. Its purpose is to establish normal andalternate methods of operating all the vital sys-tems and to specify corrective action in connec-tion with operational or battle casualties to thesesystems.
Each type commander prepares and issuesa complete engineering casualty control manual.It is the responsibility of the engineer officerof each ship to alter the manual to fit the ship'sengineering installations. The engineer officeris normally the custodian of the manual and isresponsible for preparation of sufficient copiesto have one available at the log room, mainengine control station, electrical control station,major engineering operating stations, Repair 5(or Repair 4 and 5), bridge and secondary conn,and damage control central. Upon detachment,the engineer officer should ascertain that allcopies are accounted for and transfer custodyto his relief. The engineer officer is responsiblefor making certain that each copy of the manualreflects the most recent alterations to the engi-neering plant.
The engineering casualty control manual con-tains brief (but complete) descriptions of themain propulsion machinery, main and auxiliarysteam systems, main and auxiliary exhaustsystems, main and auxiliary condensate andfeed systems, main air ejectors, steam andfresh water drain systems, electric plant andpower distribution system, compressed air sys-tems, casualty power system, main and second-ary drainage systems, firemain system, fueloil and diesel oil transfer and service systems,lube oil systems, fresh water distribution sys-tem, atmospheric relief piping system, andventilation system. Line diagrams showing thelocation of the components of these systems arealso included to aid in understanding the vari-ous systems and facilitate locating valves andfittings.
A section of the manual is devoted to watchroutine and machinery and system combinationsfor all operating conditions such as replenish-ment, maneuvering while entering or leavingport, flight quarters, general quarters, generalemergency, steady steaming, man overboard,rescue and assistance at sea, full power run,lighting-off and securing the plant, lighting-off
in an emergency, fire, operation for extendedperiods without ventilation, laying a smokescreen, operation in heavily mined waters, andhandling steering casualties.
The most important section of the manual isthe one containing standard procedures forhandling engineering casualties. Every fore-seeable casualty should be listed with complete,clear, and concise corrective action outlined ineach case. Operational casualties should beseparated from battle casualties and both furthersubdivided into main propulsion, auxiliary, andelectrical sections. Manuals for ships withseparate firerooms should have the main propul-sion casualties further subdivided into fireroomand engineroom casualties.
Several publications are available on theship which will afford considerable assistanceto the engineer officer when altering the typecommander's engineering casualty controlmanual and preparing the extra copies. Thesepublications are NavShips Technical Manual,manufacturer's technical manuals, volumes 1, 2,3, and 5 of the Ship Information Book, bookletof machinery plans, instruction manuals forsound powered telephones, NWIP -50- 1(B), BattleControl (U), and FXP-3B (Ship ExercisesBattle Problems). On ships which do not havethe Ship Information Book, the General Infor-mation Book and the Record of Electrical In-stallations and Electrically Oyerated Auxiliariesiiilisupply the necessary information.
ENGINEERING CASUALTYCONTROL PLOT
An engineering casualty control plot shouldbe maintained at main engine control and atsecondary engine control stations (on ships soequipped), and at Repair 5. The plot must showall major machinery installed inthe engineeringspaces, the main shafting and line bearings, allmain engines and boilers, the arrangement ofmajor piping systems such as the main andauxiliary steam systems, the mainand auxiliarycondensate and fuel oil piping, the fire pumpsand the firemain loop, the main drainage system,and the electrical plant. The plot must accuratelyreflect the operating conditionof the engineeringplant and show the machinery and systems in use.When properly maintained it affords a readyreference for the engineering officer of the watch.
52
670
CHAPTER 4
TRAINING
The principal objective of Navy training isto maintain a naval force in an optimum stateof readiness for the defense of the United States.Navy training consists of fleet training, ship-board training, and naval school training. Generalpolicies for fleet training are stated in ShipExercises, FXP-3-B, and (except for shakedownand refresher training) are discussed onlybilefly in this chapter. Shipboard training andnaval school training, however, are discussedin considerable detail, especially as theypertainto the ship's engineering department. All threephases of Navy training are closely allied andcontribute to the development of highly trainedand fully qualified individuals who man the shipsof our modern Navy.
FLEET TRAINING
Fleet training of ships is the responsibilityof the Deputy Chief of Naval Operations for FleetOperations and Readiness, and is controlled andsupervised by the Commander in Chief, AtlanticFleet, and the Commander in Chief, PacificFleet. The Fleet Commanders in Chief exercisetheir training responsibilities through theirtype commanders. This delegation of authorityprovides for battle readiness at every level ofadministrative command while assuring unity ofpurpose and uniformity of standards. Fleet typeorganization is illustrated in figure 4-1. Thefleet training command (Commander, TrainingCommand) of each fleet assists the other typecommanders by supplying services for pro-grams and conducting training programs (shake-down and refresher training) as directed by thefleet commanders.
The training cycle for each ship correspondsto the period between regularly scheduled ship-yard overhauls. The most important feature ofthe training cycle is that it furnishes a basisfor scheduling inspections and trials. The
intratype competitive period corresponds to thefiscal year regardlesstof the training cycle.Fleet operating schedules are issued on both aquarterly and an annual basis, and govern manyfactors which must be taken into considerationin the planning of maintenance and training.
TYPE TRAINING EXERCISES
Type commanders prescribe the trainingexercises to be conducted by ships of the typeduring the intratype competitive period. The
CHIEF, NAVALOPERATIONS
0010FLINT OPERATIONS
AND READINESS
IET
COMMFLEANDER
COMAIANDERCRUISERMESTROTER
POI=
COMMANDERSUBMARINE
PONCE
COMMANDERSERVICE FORCE
COMMANDERANDNIIIIOUS
FORCE
COMMANDERMINE FORCE
OBILANDERTRAININGCOSMO
64.20Figure 4-1.A fleet type organization.
53
kr7
1ENGINEERING ADMINISTRATION
tactical commander of ships in a task forcerequires that ships of the force perform, eitherseparately or in company with other ships, theexercises required by the type commanders.
Each type commander is responsible, underthe fleet commander, for the administration andcontrol of the training program of each shipassigned to his administrative command. In thedischarge of his training responsibilities, thetype commander .(1) designates the requiredexercises and establishes minimum exerciserequirements, (2) reallocates ammunition al-lotted to him by the fleet commander, (3) selectsexercises to meet specific training require-ments, (4) divides ships into competitive groups,(5) provides for observation of certain exer-cises by qualified observers, (5) appraises theperformance of each ship, and (7) evaluates andmaintains records of the overall performance ofeach ship. When awarding a final grade for per-formance, the type commander has broad author-ity and may weigh separate exercises and otherperformances, at his own discretion, to allowrealistic evaluation of the ship's organization,discipline, and opportunities for training. Thetype commander may delegate his authority forfleet training (except for policy guidance) tosubordinate commanders of units operating out-side his supervision and observation.
Maximum benefit is derived from any train-ing exercise when the performance of the exer-cise is properly observed and analyzed. If theexercise is to be graded, formal observation ismandatory. When the importance of the exercisejustifies such assignment, observers will befrom outside the observed ship. The analysis ofthe exercise, in the form of a critique, is heldas soon as practicable after the completion ofthe exercise to determine errors committed,deficiencies in material or procedures, and rec-ommendations for improvement.
Exercise appraisal is based on the readinessof the ship to deal effectively with the situationsimulated by the exercise. The effect of factorsover which the ship has no control, however, istaken into consideration. The observing com-mand submits a recommended grade along withthe report of the exercises observed; however,the award of a final grade is the responsibilityof the type commander (or a designated sub-ordinate) and is aimed at establishing uniformitywithin the type. In the evaluation of readiness,consideration is given to the performance ofbasic exercises, the performance of prescribed
exercises, and the handling of actual casualtieswhich occur.
SHAKEDOWN AND REFRESHERTRAINING
After a ship has been commissioned and hascompleted fitting out, she undergoes shakedowntraining. A recently activated ship or a shipleaving a shipyard after a regular overhaulundergoes refresher training. The ship is putthrough an intensive combat readiness trainingperiod by a designated Fleet Training Group(FTG), under the direction of the Commander,Training Command, U. S. Atlantic or PacificFleet, as applicable.
During the refresher or shakedown trainingperiod operational control of the ship is withCommander, Training Command, and exercisedby the Commander, Fleet Training Group.
54
Fleet Training Group
The primary function of a Fleet TrainingGroup is to help ships train themselves. Inimplementation of this, training groups havebeen delegated authority to control the assign-ment of operating areas, to coordinate and regu-late the conduct of training exercises, and tosupply training services in their assigned op-erating areas.
A Fleet Training Group is generally dividedinto two sectionsan administrative section andan afloat training section. The administrativesection performs the work of scheduling theactivities of ships undergoing training; it cor-relates such activities as target towing services,camera services, and dual ship exercises.
The afloat training section is organized intodepartments in the general pattern of shipboardorganization. The engineering branch, however,is divided into two departments: engineering anddamage control.
Arrival Inspection
Ships reporting for refresher training re-ceive an arrival or training readiness evaluationinspection, and an operational readiness inspec-tion (ORI) on the completion of training. Im-mediately following the final battle problemwhich, depending on type requirements, may becounted as an ORI, or part of an ORI, a critiqueis held to point out and discuss weaknessesnoted by FTG personnel. In addition to conducting
Chapter 4TRAINING
the engineering and damage control phases ofthese inspections the FTG engineering and dam-age control departments, respectively, conducta first-day's ride (and additional rides as prac-ticable) to conduct and observe drills, andinstruct personnel of the ship in the propertechniques of damage control. The number ofrides to be conducted are planned in advanceand will depend upon the needs of the ship andthe availability of FTG engineering and damagecontrol instructors.
The purpose of the arrival inspection is todetermine the organizational and material readi-ness of the ship to commence refresher train-ing. The arrival inspection checkoff lists arebased upon standards prescribed by Battle Con-trol U , NWIP 50-1(B), NavShips Technical
and directives of the Fleet Commanderand type commanders.
Immediately following the arrival inspection,a critique is held and a complete written reportof the discrepancies noted is left with theexecu-tive officer of the ship. A formal report issubmitted to the Commander, Training Com-mand, with a copy to the type commander. Thosedeficiencies which affect refresher trainingshould be corrected as soon as possible. Assoon as discrepancies are corrected, FTG in-spectors correct the discrepancy list. It isexpected that all deficiencies will be correctedprior to ORI.
The arrival inspection of the engineeringdepartment is made by one .or more officers ofeach of the FTG engineering and damage controldepartments, assisted by a group of FTG en-listed men. To facilitate conducting thinspec-tion of the ship's engineering department, theengineer officer should:
1. Furnish at least two ship's personnel whoare familiar with logs, records, and publicationsto assist the inspecting officer.
2. Have togs, records, and publicationsgrouped in sequence, as indicated in instructions,to facilitate location and inspection.
3. Have one man who is familiar with thespaces, and the location of safety precautionsand operating instructions, standing by eachengineering space.
4. Have keys readily available for enteringlocked spaces.
The fleet training comntandusuallyforwardsto each ship scheduled to undergo refresher orshakedown training arrival inspection or train-ing readiness evaluation checklists and appro-priate information and instructions concerning
the conduct of training in the Fleet TrainingGroup to which the ship has been assigned. Theengineer officer should study the instructionscarefully and check his department's organiza-tion and administrative procedures against thechecklists. Obviously, if the engineer officercorrects most administrative discrepancies inhis department before the ship reports to theFleet Training Group, he will be able to devotemore time to the administration of training andthereby enable his department to obtain greaterbenefit from the refresher or shakedown trainingperiod.
FTG Instruction
Engineering department and damage controldepartment officers and enlisted shipboard in-structors (shipriders) are assigned to each shipas the workload of the Fleet Training Group andship's operations permit.
FTG shipboard instructors act as observers,instructors, advisors, and inspectors. In thesecapacities, they may offer constructive criticismor recommend improvements. At times they mayassist with impromptu instruction, lectures, anddemonstrations. Upon completion of each ship-ride, the senior engineering and the seniordamage control shipboard instructors submit tothe commanding officer of the ship, via theexecutive officer, written reports of the day'straining. Copies of the reports are also sub-mitted to the FTG engineer officer and FTGdamage control officer.
During battle problems, FTG personnel areobservers both by title and function. They im-pose damage by setting up, as realistically aspossible, various exercises and then observingaction taken by ship's personnel to combat theithposed damage. They do not operate anyequipment, but will endeavor to stop an evolu-tion that may result in damage to equipment orinjury to personnel.
FTG shipboard instructors have observedmany ships in training; they know which methodswork and have picked up many pointers both intraining techniques and administrative proce-dures. When conditions following the day's exer-cises permit, the instructors conduct a critiquewith the ship's personnel involved in the training.During the critique, the instructors call atten-tion to errors observed during drills, makerecommendations for improvement, and answerquestions concerning the training.
55
sy
ENGINEERING ADMINISTRATION
Operational Readiness Inspection
The purpose of the operational readinessinspection is to evaluate the ability of the shipto perform her assigned mission. In additionto the final battle problem, ORI includes evalu-ation of the ability of the ship's Condition IIIWatch Organization to conduct a full power run,fight fires, rescue a man overboard, and renderassistance to another ship. These drills andthefull power run are usually conducted prior to theday of the final battle problem.
The final battle problem serves to familiar-ize the personnel of the ship with a full scalebattle problem and the manner in which it isconducted. Insofar as practicable, the battleproblem approximates wartime operations ex-pected of the type ship involved.
During the battle problem, FTG engineeringpersonnel observe and comment on the follow-ing:
1. Battle preparations, including battledress, stowage of gear, missile hazards, safetyhazards, fire hazards, readiness of all equip-ment, split plant operation, and setting of con-dition Zebra in engineering spaces.
2. Handling of hits including complete knowl-edge of plant by personnel, ability to recognizematerial casualties and remedy them with aminimum loss of time and power, replacementof key personnel, handling personnel casualties,firefighting techniques, investigation of spacesfor damage, rigging of casualty power cables,use of emergency steering methods and equip-ment, time to cross-connect and split the engi-neering plant, observation of safety precautions,use of prescribed procedures, control of flood-ing and the performance of personnel at maincontrol.
3. Gastight envelope in the engineeringspaces including the time required to set andits effectiveness during a nuclear attack.
4. Communications, including phraseology,rapidity and accuracy of transmission, pro-cedure doctrine, clearing the circuit of casual-ties, rigging emergency communications, andcircuit discipline.
5. Nuclear defense measures, including de-tection of radioactivity, testing of personnelsuspected of exposure, relief provisions forexposed personnel, and methods used to limitcontamination of interior of ship.
The FTG 'damage control personnel observeand comment on the following elements of thefinal battle problem:
1. Control of flooding.2. NBC warfare defense.3. Firefighting.4. Steering casualty, including rigging of
casualty power and emergency communications.5. Battle repairs to hull and piping.6. Personnel casualties.
SHIPBOARD TRAINING PROGRAM
The shipboard training program must con-sider the organizational framework and oper-ating schedules of the ship. The applicationphase of the training program involves theactual teaching of personnel and the evaluationof individual progress as well as the ability tofunction as a team. Analysis of the results ofshipboard training entails (1) observation ofteam (group) and individual performance, (2)comparison of performance with standard cri-teria, and (3) recognition of methods for im-provements. The effective shipboard trainingprogram has as its objective the developmentof optimum individual and team efficiency.
The basis of all training is the developmentof skills in the individual. The individual istrained to fill successfully his billet aboardship and to prepare for advancement in ratingand for acceptance of more responsibilities.Team training, or training of a ship as a whole,can only be accomplished with a successfulindividual training program as a base.
ORGANIZATION FOR TRAINING
The commanding officer heads the shipboardorganization for training, as shown in figure4-2. The organization is responsible for plan-ning, coordinating, and conducting drills,classes, and instruction designed to increasethe specialized and general professional knowl-edge of the personnel of the command. Theorganization is governed in its actions by thepolicies and plans of higher authorityprin-cipally those of the type commander.
Close attention must be given to the trainingpotentialities of the individual ship, and to theelimination of all but essential paperwork inthe program. Training methods will vary fromship to ship, depending on the size, design, andpersonnel allowance; and each ship's trainingtime must be carefully balanced with the timeallotted for maintenance. The proper time ap-portionment must be made by officers who knowexisting shipboard training and maintenance
Chapter 4TRAINING
COMMANDING OFFICER
EXECUTIVE OFFICER
I II
TRAINING OFFICER
EDUCATIONAL SERVICESOFFICER
PLANNING BOARDFOR TRAINING
HEAD OF DEPARTMENT
DEPARTMENTTRAINING OFFICER
DIVISION OFFICER
DIVISION TRAINING OFFICER(DIVISION JUNIOR OFFICER)
INSTRUCTORS(OFFICERS)
(PETTY OFFICERS)
114.28Figure 4-2.Shipboard organization for
training.
conditions. Once a balance is established, pro-grams for training and for maintenance shouldbe carefully planned, executed, and controlled.The executive officer exercises overall super-vision of the training program under the direc-tion of the commanding officer.
Planning Board For Training
The ship's planning board for training isgenerally composed of the executive officer aschairman, the heads of departments, the train-ing officer, and the educational services officer.The board performs the following general func-tions:
I. Advises and assists the commanding of-ficer in the formulation of training policies.
2. Establishes the training program for theship and periodically evaluates the trainingprogram by reviewing the schedules within theprogram.
3. Establishes a training syllabus for thetraining of junior officers and one for enlistedmen.
The planning board meets periodically toevaluate progress, coordinate action, and pro-pose changes to improve the training programand future requirements. The personal knowl-edge of members, the reports of the educationalservices officer, and the use of various controldevices, all serve to indicate areas needingimprovement. Often the source of difficultiesand maladjustments in the training program canbe pinpointed with accuracy and the responsi-bility fairly placed where it belongson indi-vidual officers, petty officers, untoward circum-stances, or conflicting requirements of higherauthority.
Regardless of the care exercised in the de-velopment of the original training program, theneed for changes will occur often. The followingitems should be examined periodically for theirpossible effect on the training program:
1. Changes in the nature or schedule of theship's operations.
2. Installation of new or improved equip-ment.
3. Changes in the qualifications for advance-ment in rating.
4. Changes in personnel assignments.5. Changes in regulations or procedures
under which the ship is operating.6. Completion of any phase of the training
program.7. Increases or decreases in facilities or
availability of fleet and bureau controlled train-ing establishments.
57
Coi
Educational Services Officer
The educational services officer assists theexecutive officer in the administration of thetraining, information, and education programs ofthe ship. In large ships it may be possible toassign the duties of the educational servicesofficer to an officer as primary duty. In smallerships, the duties may be assigned an officer ascollateral duty or the executive officer mayelect to perform the duties himself. The
46
ENGINEERING ADMINISTRATION
educational services officer performs the fol-lowing duties:
1. Supervises the administration and opera-tion of the training office and of the ship'straining aids.
2. Serves as a member of the ship's planningboard for training.
3. Maintains contact with fleet and bureaucontrolled training activities and advises theplanning board for training and other ship'spersonnel of the use of such facilities for training:
4. Secures quotas, as recommended by headsof departments, for personnel attending fleetor functional schools.
5. Assists examining boards by providingmaterial and personnel as requested.
8. Schedules orientation and indoctrinationcourses for officer and enlisted personnel.
7. Directs the educational services programincluding the interviewing and counseling ofpersonnel; processing of applications for officer,enlisted, and correspondence courses; adminis-tration of special and end-of-course tests; andassisting personnel in obtaining high school,college, business, and military education credits.
8. Processes applications and makes neces-sary interviews and tests for limited duty of-ficer, Naval Academy Preparatory School,Officer Candidate School, and Naval ReserveOfficer's Training Corps.
9. Prepares, maintains, and submits re-quired training records and reports.
The educational services officer reports tothe executive officer in the performance of hisassigned duties. He collaborates with and ad-vises department training officers and divisiontraining officers concerning the overall trainingprogram and the implementation of specialtraining programs.
E9gineering Training Officer
The engineering training officer is the train-ing officer of the engineering department asappointed by the engineer officer. Generally,the duties of the engineering training officerare assigned as collateral duty to one of theassistants to the engineer officer. As the as-sistant to the engineer officer for the adminis-tration and coordination of the engineeringtraining program, the engineering trainingofficer performs the following duties:
1. Assists the engineer officer in the de-velopment of a department training program insupport of the training objectives of the ship.
2. Assists the engineer officer in the de-velopment of a planned and coordinated trainingprogram to provide qualified reliefs for keypersonnel.
3. Implements approved training plans andpolicies within the engineering department.
4. Coordinates and assists in the adminis-tration of division training programs within theengineering department. (This duty includessupervision of the preparation of training ma-terials and the review of curriculum, courses,and lesson plans; assistance in the selectionandtraining of instructors; periodic evaluation ofinstruction given at drills, during watch, onstation, and in the classroom; and procurement,through the educational services officer, oftraining aids and devices.)
5. Prepares, maintains, and submits train-ing records and reports for the engineeringdepartment.
8. Initiates requisitions for training sup-plies and materials for the engineering de-partment.
7. Assists the engineer officer in planningand coordinating the training of junior officersof the engineering department.
The engineering training officer reports tothe engineer officer for the performance of hisassigned duties. Division training officers ofthe engineering department consult with theengineering training officer for advice and as-sistance in their training programs.
58
Division Training Officer
The duties of the division training officerare generally assigned as collateral duty forthe junior division officer or are performed bythe division officer himself. As the assistantto the division officer for the administrationand coordination of the division training pro-gram, the division training officer performsthe following duties:
1. Plans, develops, and ensures the prepa-ration of division training schedules, and obtainsthe training space and materials necessary tosupport the schedules.
2. Selects and trains instructors for thedivision.
3. Supervises the preparation of trainingmaterial and reviews curriculums, courses,and lesson plans for the division.
4. Obtains, maintains custody of, and issuesrequired training aids and devices.
Chapter 4TRAINING
5. Evaluates all instruction within the di-vision.
6. Prepares, maintains, and submits train-ing records and reports required of the division.
7. Initiates requisitions for training suppliesand materials for the division.
8. Encourages division personnel to useavailable naval schools.
9. Encourages division personnel to furtherthe advancement of their careers through use ofNavy and USAFI correspondence courses.
The division training officer reports to thedivision officer for the performance of hisassigned duties. He consults with the engineer-ing training officer and the educational servicesofficer, as appropriate, in training mattersaffecting the division. The instructors of thedivision report to the division training officer.
Instructors
Every officer and petty officer in the engi-neering department must take an active part inthe training program, and each is expected tobe a competent instructor. There is no bettermethod for junior officers or petty officers toattain definite positions as leaders than bydemonstrating ability as an instructor. Eachinstructor must be capable in his specialty anddisplay a potential teaching ability that can bedeveloped through training and experience.
The major portion of engineering instructionwill be given by the petty officers of the engi-neering divisions and each should become anexperienced instructor in order to do his partin the training program. There is a naturaltendency to assign instructor duty to the manmost qualified in the subject matter to be taught.Such a method of selecting instructors maypro-vide a high quality of instruction but it tends toplace the entire burden of instruction on a fewof the senior petty officers and stifle the enthu-siasm of the others. In order to further trainengineering personnel in the necessary skills,instructors should be assigned from all rates,including that of fireman. This method of select-ing instructors often produces surprisinglegood results. In order to teach a subject, theinstructor must be thoroughly familiar with it;and particularly for the lower rated man, thismay entail considerable preliminary study thatmay increase his own knowledge as well as thatof the group he will teach.
Provision should be made to provide formaltraining in instruction techniques. Class "C"
training courses are provided at instructortraining schools at San Diego, and Norfolk. Thecourses provide excellent instructor training-and should be utilized whenever practicable.There are usually one or two graduates of thecourse in each ship and they can be used totrain others in the techniques of instruction.Several copies of the Manual For Navy Instruc-tors, NavPers 16103 (revised) should be avail-able for use by the instructors in the ship.
The job of instructing is twofold. An instruc-tor not only must pass on knowledge, but hemust develop certain attitudes in the men heteaches. The most effective method of teachingthese attitudes is by example. The instructormust possess and constantly display thqse at-titudes if he is to be a good instructor.
Pride in the Navy is one of the major de-sirable attitudes the instructor must foster.To be proud of the Navy, a man must first beproud of his part in the Navy, and proud of thoseparts of it with which he comes in contact. Theinstructor, because he is in immediate contactwith the man, is a symbol of the Navy. Every-thing that the instructor says and does shouldbe calculated to foster pride in the Navy.
Respect for authority is another desirableattitude which the instructor ;mist develop inhis men. The instructor, because he representsauthority, must be someone that his men canrespect. In the matter of being correct in hisrelationships with his men, the instructor mustbe fair, firm, and friendly.
Many times in his career a sailor is calledupon to exercise his ingenuity. In order to de-velop a willingness to exercise ingenuity, theinstructor must (by example or otherwise) showthe man what ingenuity is and then give him thetechnical knowledge with which to work. Oneway to do this is to encourage the man to dis-cuss makeshift or substitute materials ormethods which he might use to accomplish taskshe will encounter on the job.
Enthusiasm plays an important role in teach-ing. The instructor who approaches his jobwith pride and vigor will find that his class willrespond in a like manner. No one can be en-thusiastic about anything which he feels is notimportant and useful. The wise instructor willalways show the value of the things he teaches.An enthusiastic approachbythe instructor, helpsto develop (1) the desire to achfance profes-sionally, (2) pride in doing any job well. and(3) pride in doing more than is expected.
59
ENGINEERING ADMINISTRATION
TYPES OF TRAINING
Training is useful only if it fills a need. Themajor need of the engineering department isofficers and enlisted men who can maintain andoperate the department and the eng ineering plantwith maximum efficiency at all times and underall circumstances.. The training necessary toachieve this objective can be classified accord-ing to subject Matter categories as indoctrina-tion, military training, professional training,operational training, leadership training,. andacademic training.
Indoctrination
Each man (officer and enlisted) must beafforded a period of indoctrination upon beingassigned to the engineering department inorderto familiarize himself with the regulations,organization, and physical layout of the depart-ment. .The duration and complexity of the in-doctrination will depend upon the man's rank orrate, his prior service, and the training pro-gram of the ship.
For junior officers (LTJGs, with less thantwo years of commissioned or warrant service,and all ensigns) the shipboard indoctrinationperiod may be of considerable length. Thetraining program of some ships requires thatjunior officers of the unrestricted line (code1100/1105) be assigned to each of the five basicdepartments in the ship for a brief period fororientation. This is especially desirable for thecareer officer because it gives him an excellentopportunity to become familiar with the principalfunctions of each department.
The engineer officer is responsible for thetraining of junior officers assigned to the engi-neering department. Some type commandersissue training courses designed to prepare juniorofficers for specific duties in the engineeringdepartment (as well as in other departments)of ships of the type. The tendency to keep ajunior officer in the job he knows in order toachieve a smoothly working organization shouldbe avoided. Limiting the experience level of theindividual makes no allowance for personnelcasualty losses and stifles initiative by pro-hibiting advancement to positions of greaterresponsibility and prestige.
The standardization of shipboard organiza-tions practically eliminates the need for an ex-tensive indoctrination program for the enlistedman reporting for duty with prior shipboard
experience. Only a brief orientation period de-signed to acquaint the man with his new sur-roundings is necessary for the seasoned sailor.
For proper indoctrination in the field ofmarine engineering, it is desirable to givefiremen (FA and FN, including designatedstrikers) reporting to the engineering depart-ment, an orientation course consisting of briefassignments in each engineering divisionbeforeassigning them to divisions for duty. The coursewill enable them to better understand the organi-zation of the department and the necessity forteam cooperation and coordination. The follow-ing objectives should be included in the engi-neering indoctrination program for firemen:
1. Auxiliaries division:a. To acquaint the fireman with the prin-
ciples involved in the distillation process of .theship's distilling plant and with the importanceof conserving fresh water.
b. To acquaint the fireman with the op-erating procedure of the distilling plant.
c. To familiarize the fireman with theduties of the boat engineer and the safety pre-cautions pertaining to the handling and opera-tion of small boats.
d. To acquaint the fireman with theprinciples involved in hydraulics systems.
e. To acquaint the fireman with the op-erating procedure of the heating and air condi-tioning systems.
f. To acquaint the fireman with the dutiesof the machine shop and boat engine repairshops.
2. Boilers division:a. To acquaint the fireman with fueling
ship procedures, the principles of combustion,and the operating procedures of the ship'sboilers and the fireroom auxiliaries.
b. To familiarize the fireman with fire-room safety precautions.
c. To acquaint the fireman with feedpumps, care of boiler feed water and feed watersystems.
3. Electrical division:a. To acquaint the fireman with common
indications of trouble in electrical equipmentand the action to be taken when trouble occurs.
b. To familiarize the fireman with elec-trical safety precautions, especially those Or-Mining to the use of portable electrical toolsand equipment.
c. To acquaint the fireman withthe elec-trical switchboards and shifting the electricalload.
80
Chapter 4TRAINING
d, To acquaint the fireman with the I. C.equipment and sound-powered telephones.
e. To acquaint the fireman with themaintenance and repair of motors and genera-tors.
4. Main engines division:a. To acquaint the fireman with the op-
erating procedures of the main engines andengineroom auxiliaries.
b. To familiarize the fireman with en-gineroom watchstanding procedures and ma-chinery and engineroom safety precautions.
c. To acquaint the fireman with themaintenance and repair of main engines, re-duction gears, turbogenerators, pumps, airejectors, and piping systems.
5. Repair division:a. To acquaint the fireman with the im-
portance of the watertight integrity of the ship,the care of damage control equipment, the careand maintenance of firefighting equipment, andthe location of repair lockers in the ship.
b. To acquaint the fireman with the dutiesand responsibilities of the pipe shop, the ship-fitter shop, and the carpenter shop.Military .Training
The aim of the military training phase ofthe shipboard training program is to familiarizethe crew with military customs and courtesies,
. naval discipline (U. 1. Navy Regulations andGeneral Orders), military justice (Uniformgode of Militar Justice), obligations and re-sponsibilities o citizenship, conduct ashore inforeign countries (include the Status of ForcesAgreements), and related subjects. Certain ofthese subjects may be included in the indoctri-nation program. The fact that the more experi-enced naval man often needs to be reminded ofcertain rights, privileges, courtesies, customs,obligations, and responsibilities, however, mustnot be overlooked. Educational services officersin some ships with heavy operating schedulesthat preclude formal classroom instruction havepublished excerpts from the Uniform Code ofMilitary Justice in the ship's plan of the dayfor the purpose of informing the crew of certainindividual rights and responsibilities. Morningquarters can be useful as a period of instructionas well as for muster and inspection of thecrew.
Professional TrainingU. S. Navy Regulations require that junior
officers keep a journal of their professional
training. The journal may be maintained in astandard 3-ring binder and generally contains,among other things, a record of shipboardqualifications, completed assignments of thetype commander training courses, completedcorrespondence courses, and such other train-ing information as the commanding officer sdirect.
The naval correspondence course programprovides self-study training courses to assistofficers of the U. S. Navy and Naval Reservein improving their r...ofessional qualificationsand broadening their g ?r,eral knowledge of navalscience. The List of TrainintEanurls andCorrespondence Courses, NavPers 04.317T-vised), contains the procedure for cirderingcourses and the titles, NavPers numrers, andbrief descriptions of the officer correspondencecourses available. Vie engineer offlcv:: shouldencourage his office :s to part:m:4.e self-study courses of the naval corrt.sAndencecourre program.
A large part cf the division training progr: .7..rsvf..f be devoted to the professional training ofenlistbd yerEonnel of the engineering divisions.Development of professional knowledge kndphysical skills increaser the affic,-Jacy of theenlisted man and helps him to qualify for ad-vancement in rating. TNI professional trainingprogram of the division must be based upon thequalifications for advancement in the varisavratings assigned. One of the i;:itnary re,..pousi-bilities of the division office.: is L. train per -sonnel of the division in the duties it, v.4'chthey may succeed and to encourage them toimprove their education and to advance in rating.
The division officer can keep informed of therate of qualification progress of an individualby frequently observing how rapidly the man islearning the duties of his station. The GroupRecord of Practical Factors, shown in figure4-3, is an excellent aid for recording qualifica-tion progress. This record and all other recordsillustrated in this chapter can be easily pre-pared using standard forms available in theNavy supply system and can be filed in standard3-ring binders. Qualifications shown on thegroup records of practical factors should betransferred to the man's service record at leastonce each quarter.
Individual qualification in practical factorscan be ac_complished by training conducted onthe job. On-the-job instruction is given bysupervisory petty officers who provide thenecessary manuals, publications, operating
61
3
ENGINEERING ADMINISTRATION
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62
a
Chapter 4-TRAINING
instructions, safety precautions, and manufac-turer's technical manuals, and who keep theirmen busy in productive study whenever the op-portunity arises.
To conduct training on the job, the instructorshould (1) let his men study the necessary in-structions concerning the job to be performedand then quiz them to-determine-if- -they haveunderstood what they have read, explaining anymisunderstanding that may have arisen; (2) per-form the job accurately and carefully himself,explaining fully the actions which might not beobserved otherwise; (3) repeat the performanceof the job and let the men tell the instructorwhat to do, how to do it, and the key points in-volved; (4) let each man tell what he is going todo, how he is going to do it, and then do thestep; and finally (5) let each man practice nnderthe supervision of the instructor. This is anex-cellent method of teaching a complex skill to afew men. Proven methods of on-the-job instruc-tion for various skills and groups of men arefully explained in the Manual for Navy Instruc-tors, NavPers 16103 (revised).
The naval correspondence course programalso provides self-study courses for the use ofenlisted personnel in meeting requirements foradvancement in rating. BuPers InstructionP1430.7 (revised) establishes mandatory re-quirements for advancement in rating whichinclude the satisfactory completion of specifiedNavy Training Courses. Training Publicationsfor Advancement in Rating, NavPers 10052 (re-vised), contains a bibliography of mandatoryNavy training courses and recommended readingmaterial for the various ratings. The mandatoryNavy Training Course(s) for each rate is indi-cated by an asterisk (*). Each mandatory train-ing course may be completed by successfulcompletion of the correspondence course basedon the mandatory training course. The List ofTraining Manuals and Correspondence Courses,NavPers 10061 (revised), is distributed to allships to inform them of the latest available en-listed (as well as officer) training manuals andcourses. A Record of Courses for Advancementin Rating, similar to the one shown in figure4-4, will assist the division officer in deter-mining (1) the status of self-study training inthe division and (2) the personnel qualified forrecommendation for advancement in rating.
Personnel should be recommended for ad-vancement in rating only if and when they arein all respects fully qualified to hold the higherrate. Advancements should not be made in the
nature of rewards for faithful or -....17nrciled serv-ice or simply because the mini x ---_memLmaa servicerequirements have been fulfilled-. Mt is poorpolicy to advance a person (or to -----me-qcorrarnenda person for a change in rating) 11L--ms=21. a. positionfor which he is not fully qualified.
Over the years, the Navy has earmssalls=limea-v-ored tobe selective in accepting personae for enlist-ment and the vast majority of enlist.. sonne 1should be competent in the perforrirs. -1 -rilmice of theirduties. The average Navy enlistee=111._ sr:imam is onewhom any commanding officer WOW 'wow 'MS ic3 welcome.To make the enlisted performara evaluationsystem successful, it is desirats1.4. to assumethat each command has an avers 41=3r4evw. Theproportion of individuals who exce._--x.m..-711. or fall be-low the average in performance, lt.AlmNieL-.1111e-sna. -would beabout the same for all comma ras2111 For theoverall good of the Navy and inthe great majority of enlisted perations under the enlisted performsystem should be related in gener_age crew concept.
One of the primary purposes 4 lItitate evalua-tion system is to permit the comm ams=malclizfLuzg officerto influence positively the advance. meat oppor-tunities of the individuals of his -womr:nrama.recl. Tomake the performance factor in the multiplefor advancement effective, evalua.itzi_ssi must dif-ferentiate between individuals so 11E=71=an.......lt credit isgiven according to demonstrated -ips....---iforrnance.Should all individuals be evaluated11_ -too highly,the ability to assist those individ' who are infact outstanding will be reduced.
Enlisted evaluations are su edl semi-annually, on the 16th of the mom as follows:
63
Xtskiterest of1, evalu--.=- evraluation.-Abaci, the aver-
E1-3 March/SerrE-4 Apr/OctE-5 May/NovE-6 Jun/DecE-7 JunE8/9 Feb
The form used is NavPers Form 7111EINIw-- Rev 6-65) -These reports are designed to pr.cor-sorZesdlie specificfactual information for used in seleir-------1111:::Tunsw the bestqualified individuals for commit:m*4 -
The form used for special par-, AIM:1-"211XIS3 (ap-plication for warrant officer) --A1111=Mmate 'EnlistedPerformance Evaluation Report F. -wm:a. Nava:lex-is1339.
It is of the utmost importance ---411Misalt enlisted'evaluation .reports be complete13.- Alnar-azi_v_ It isnecessary that outstanding pe3E-11,_carse-xacaaz2ce be
'NW
ENGINEERING ADMINISTRATION
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NAME RATE
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Figure 4-4.A sample record of/courses for advancement in rating.
reported, and it is equally necessary that eval-uations be thoroughly objective in reporting anindividual's shortcomings. Knowledge of suchshortcomings can be vital in the selection ofpersonnel for duty assignment. A detailed dis-cussion of the enlisted evaluation system iscontained in the Bureau of Naval PersonnelManual.
Servicewide examinations for advancementin rating are conducted on a semiannual basisfor pay grades E-4 through E-7, and annuallyfor pay grades E-8 through E-9. These exam-inations are prepared by senior petty officersin each rating at the Naval Examining Center,
64
i4.1
Great Lakes, Illinois. The examination for ad-vancement in a rating is based on the militaryand professional requirements of the rate andrating involved.
Operational Training
Operational training in the engineering de-partment is closely allied with professionaltraining and may be defined as the applicationphase of professional training. Operationaltraining is received primarily through investi-gation
,demonstration, and drill while manning
watch (or battle) stations. Such training is useful
Chapter 4TRAINING
when it: (1) developes individual and team effi-ciency, (2) familiarizes all personnel with mini-mum operational requirements in the ship, and(3) qualifies replacements for personnel losses.
On-the-job training and drills provide thebest means of developing individual and teamefficiency. Drills are more effective when theyare held frequently and when all participantsare kept occupied during the whole drill. It isvery exasperating to be called away from routineduties to attend a drill in which nothing apparentis done. Each drill should be planned as care-fully as any other method of instruction. Thepurpose of all drills is to give practice in pre-viously learned skills. It is poor training prac-tice to give instruction at the same time thatperformance is expected. The necessaryinstruction must precede the drill. The followingprocedure is recommended for this phase ofoperational training, and is especially applicableto engineering casualty control training:
1. Analyze the duties of each man in theteam.
2. Instruct the individual(s) in the mannerdescribed in the preceding section on profes-sional training on the job.
3. Permit the team (or individual) to per-form a rehearsal or "dry run" of the operationslowly and without pressure.
4. Drill for greater speed and accuracy.Emphasize correct precedures in early drillsand increase emphasis on speed as drills pro-gress.
5. Allow the team (or individual) to performthe actual operation.
6. Evaluate the performance. Hold a critiqueto point out the errors observed and make recom-mendations to improve performance. Dispensepraise judiciously and do not fail to correcterrors in performance.
Operational training intended to familiarizepersonnel with minimum operational require-ments in the ship may be conducted. In thistype of training, personnel are trained in dutiesnot generally regarded as being within the scopeof their rate or rating. Training for an individualmay include qualification in the duties of ahelmsman as well as qualification in the dutiesof throttleman. Familiarization with the mini-mum operating requirements of the ship by allhands is necessary in small ships. Such trainingmay have to be limited to familiarization withthe minimum operating requirements of the de-partment in large ships because of the numberof people involved.
65
The qualification of replacements for per-sonnel losses resulting from transfers orcasualties is accomplished by carefully in-structing personnel in their specific duties andin the duties of all other persons in the divisionor on a watch station. When a man is fullyqualified in the duties of his job, he should berotated through other jobs to which he maysucceed within the division. Rotation of per-sonnel for the purpose of training them is alsorequired for watch stations. The Group Recordof Practical Factors in figure 4-3 indicates theprogress of men in qualifying for jobs withinthe division. An Individual Drill Record suchas the one illustrated in figure 4-5, may bemaintained at each watch station to indicate thestate of training of watch personnel.
Leadership Training
Leadership training is necessary for everyofficer, petty officer, and potential petty officerin the ship in order to enable them to performthe principal function of a leaderto get the jobdone through people. Formal lectures providean excellent method of presenting the principlesand techniques of administration and supervisionessential to effective leadership. The followingitems represent the minimum requirements ofthe efficient supervisor.
1. He must be familiar with the job he is tosupervise and possess a reasonable amount of.skill in the performance of that job.
2. He must know military policy well enoughto administer that policy.
3. He must know how to handle men in sucha way as to obtain maximum productive effort.
4. He must know job methods well enough toensure the efficient progress of work throughproper arrangement of the shop or work area,proper assignment of men to jobs, and the em-ployment of safe work practices.
5. He must know how to select and useproper methods of instruction.
6. He must be able to develop in men thedesire to further their career opportunitiesthrough self-study and improvement.
Effective leadership must be developed inmen. Leadership training is always in demandbecause progress is constantly being made inthe development of more modern and efficientjob methods and techniques of personnel manage-ment. A variety of training aids are availableand some type commanders have established
ENGINEERING ADMINISTRATION
schools to assist and augment the shipboardleadership training program.
Academic Training
Correspondence courses of the U. S. ArmedForces Institute (USAFI) are available for fur-thering the academic training of individuals inthe ship. The USAFI Catalog, NavPers 15857(revised), contains a list of the self-studycourses available and includes eligibility re-quirements for the various courses. The ship'seducational services officer should be familiarwith the details concerning the USAFI coursesavailable and the methods for obtaining high
. school and college credits for successful com-pletion of the courses. The publication Corre-spondence Courses Offered by Colleges and Uni-versities Through the U. S. Armed ForcesInstitute, Nav Pere 15819, lists the correspon-dence courses available from institutions ofhigher learning participating in the educationprogram of the U . S. Armed Forces Institute.
TRAINING RECORDS low
The work of preparing training schedulesand maintaining training records should be de-centralized in order that no one officer or pettyofficer is given an unreasonable burden. Thescheduling of shipboard training requires thecareful attention of the training officer, headsof departments, and division officers in orderto minimize conflict with other ship activitiesand to ensure that the time allotted for trainingis used to the best advantage.
The only justification for a training recordis that it indicates to the officers responsiblefor training (1) how much has been accomplished,and (2) how much remains to be accomplished,It should be emphasized that records must bekept to an absolute minimum consistent withneeds. The true measurement of an effectivetraining program is performance, and the basicobjective of any record system is to assist inaccomplishing this in the simplest way possible.The record of unit training accomplished does
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Figure 4-5.A sample individual drill record for engineroom personnel.
68
24.3
Chapter 4TRAINING
not present a problem, but records of individualtraining are more complex and require moretime to maintain.
When possible, the same forms used toschedule planned training should be employed torecord completed training. The standard systemdescribed below has been developed to providecomplete and satisfactory records which can bemaintained with a minimum expenditure of time.If used, these schedules and records shouldfacilitate orderly administration, careful plan-ning, and effective control. Other benefits to berealized from the system are as follows:
1. Standardization of training records willsimplify reliefs and turnovers of responsibili-ties, since all personnel will be familiar withthe system.
2. Simplification and standardization ofscheduling and recording will permit more ac-curate comparisons of training.
3. The scheduling procedures should resultin improved cooperation and coordination of allpersonnel concerned. The source of difficultiesand maladjustments in training programs canbepinpointed with accuracy and the responsibilityplaced where it belongs.
4. The decentralization of responsibilitiesfor enlisted practical factor qualification willpermit chief and leading petty officers to par-ticipate fully in the training effort.
5. The supplementary practical factor quali-fication records will strengthen and improveroutine administration.
6. The coordinated planning of operation,maintenance, general administration, and train-ing achieved by means of the quarterly forecastswill open new possibilities for constructiveachievement.
Records of shipboard training may be pre-pared and maintained on four standard formswhich have been designed to provide a maximumamount of flexibility. The four forms are identi-fied as (1) the General Record (Type I), OpNavForm 1500-30; (2) the General Record (Type II),OpNav Form 1500-31; (3) the General Record(Type III), OpNav Form 1500-32; and (4) theWeekly Training Schedule, OpNav Form 3500-21.
Types I, II, and III are punched for easyfiling in standard three-ring binders. Types Iand II are properly spaced for fill-in by type-writer. Additional vertical lines must be drawnin on some of the forms to adapt them to variousrequirements. Most entries needed to preparethe weekly training schedule are printed on theform.
67
Types I and II should be conserved. Worksheets can be manufactured by trimming themargins from the se forms and using the trimmedsections as templates to draw lines ona mimeo-graphed or ditto stencil. Large ships whichcirculate 50 to 100 copies of their weeklyschedule can follow the same procedure withOpNav Form 3500-21 because this form is de-signed for exact duplication on a standard type-writer. Mimeographed reproductions should beused for all transient records.
The forms may also be of value for manyrecord keeping operations for which standardizedforms are not available. For example, a dailypublication inventory covering an entire year canbe kept on one Type III form by using the calen-dar side to record accomplishment of the dailyinventory and the reverse side to list the pub-lications to be inventoried. The Type I form isalso convenient for recording both the require-ments for visual air tests of compartments andthe results of such tests.
Training schedules and records which maybe maintained by individual ships are mentionedin this section. The specific records tobe main-tained will be as prescribed by the type com-manders or individual commanding officers.Detailed instructions for preparing each recordare given in Shipboard Procedures, NWP 50(A).
The training officer normally will prepareand maintain six training schedules: (1) theLong-Range Training Schedule, (2) the QuarterlyTraining Plan, (3) the Competitive Exercises,Trials, and Inspections, (4) the Weekly TrainingSchedule, (5) the Office Assignments, Qualifica-tions, and Courses, and (6) the Naval LeadershipTraining Schedule. The training requirementsset forth by the type commander are a primaryconsideration of the planning board in establish-ing these training schedules.
The department head normally will prepareand maintain the Departmental Quarterly Train-ing Schedule. The division officer normally willprepare and maintain such of the following rec-ords as are applicable to his division: (1) theDivision Drill Schedule, (2) the Division Instruc-tion Periods, (3) the Division Competitive Exer-cises, Trials, and Inspections, (4) the Coursesfor Advancement in Rating, (5) the Off-ShipSchool Training Schedule, and (6) the IndividualRecord of Off -Ship School Training.
The chief or other leading petty officer ofeach rating in each division, under the super-vision of his division officer, should prepareand maintain the following records: (1) Group
4
4
3
7/
ENGINEERING ADMINISTRATION
Record of Practical Factors, (2) Self-StudyDocuments for Qualification, (3) SupplementaryRecord of Equipment Qualifications, (4) Indi-vidual Record of Basic Training, and (5) Indi-vidual Drill Record (prepared only when directedby the division officer).
The . discussion which follows covers thelong-range training schedule, the quarterlytraining plan, the weekly training schedule, andthe engineering training records. Additionalinformation concerning other records can beobtained from Shipboard Procedures, NWP 50(A).
Long-Range Training Schedule
The Long-Range Training Schedule is animportant training record aboard ship. Whenproperly used, it is the basic instrument formaking and recording the plans for all training,and for keeping ship's personnel informed ofprojected training aims and operating schedules.In general, this schedule should contain enoughinformation to guarantee that the overall co-ordination and planning of the shipboard trainingeffort will be effective. It should provide theframework for the preparation of the quarterlytraining plan and for the weekly training schedulewhich contains more detailed information. Forpurposes of clarity and easy comprehension,the long-range schedule should be kept free ofminor details which might obscure its broadoutlines.
Initially, the long-range training schedule isprepared on Type I form at the beginning of aship's regular overhaul period, and covers theentire training cycle. Each page covers one-quarter of the fiscal year. Therefore, the com-plete master schedule consists of approximatelyeight pages, or four sheets, of the Type I formand covers a period of approximately two years.
It should, be noted that entries are the sameas those which will subsequently appear on thefirst eight lines of the weekly training schedule.This arrangement should ensure a smooth inte-gration of these two schedules. The main prep-aration considerations are (1) training duringoverhaul, (2) coordinating training and mainte-nance, and (3) weather considerations.
For most ships, the overhaul period providesthe best opportunity for sending personnel tofleet, type, and service schools. Shipyard over-haul periods, also treated as leave periods, arecharacterized by heavy work loads of repairs,tests, fire watches, and supervision and inspec-tion of shipyard work. Therefore, it is practically
68
impossible to accomplish any large amount oforganized training. Informal on-the-job train-ing, shore-based schools, in-port fire drills,self-study courses, and drills by ratings shouldbe pursued.
The available work hours must be allotted inaccordance with the requirements for mainte-nance and training. Accordingly, the plans foraccomplishing major maintenance, repairs,tests, and calibrations should be shown. Train-ing plans, from the beginning of the preparationstage, should be realistically . coordinated withplans for upkeep and maintenance to avoid for-mulation of ambitious and unworkable schedules.
Winter weather seriously handicaps bothmaintenance and training in certain operatingareas. For ships in such areas, schedules forthe second and third quarters of the fiscal yearshould show a concentration on below-decksmaintenance, competitive exercises not requir-ing services, on-the-job training and self-study,and instruction periods. Schedules for the firstand fourth quarters should emphasize underwayteam training, competitive exercises that requireservices, and topside maintenance. The overallreadiness of the ship will be served best byavoiding the scheduling of underway trainingexercises during periods of winter gales andhigh seas.
Upon receipt of the quarterly operatingschedules from the fleet or type commander,the training schedule is revised to reflect allsignificant changes in the previously plannedemployment of the ship. Unit commanders, whoact as scheduling officers, should have theiroperations officer meet witlAhe training officersof their ships before the start of each quarterto coordinate long-range planning. Copies of thecurrent quarterly training schedule should beposted on the crew's bulletin boards forgeneralinformation and guidance of all hands. Figure4-6 illustrates a typical page of a long-rangetraining schedule, prepared on OpNav Form1500-30.
Quarterly Training Plan
U a ship's employment schedules are rea-sonably firm, the. Quarterly Training Plan canbe initially made out three or four weeks inadvance of a given quarter, with greater detailadded as the schedule finalizes. The purpose ofthis plan is to set forth in significant detail theobjectives of the ship's training for a givenquarter as based upon the long-range schedule.
Chapter 4TRAINING
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24.1Figure 4-6.Sample long-range training schedule.
69
ENGINEERING ADMINISTRATION
The preparation of the quarterly training plan isthe responsibility of the training officer whosubmits the schedule after consultation with thetraining board and commanding officer at thebeginning of each quarter.
Figure 4-7 is a sample quarterly trainingplan. The discussion which follows is based onthe entries shown in the sample.
The General Record (Type I) lends itselfperfectly to the quarterly plan. Addition ofanother one-inch column to the left of thosealready provided will accommodate five weeksof scheduling. Three of these forms are neededin each quarterly schedule as one form coversonly a one-month period.
Items 1 and 2 (fig. 4-'7) are self-descriptiveand based on entries found in the Fleet/TypeCommander's Quarterly Employment Schedule.Item 3 indicates any pending personnel, ma-terial, lower decks, inspections, while item 4shows special concurrent requirements the shipmay encounter (reserve cruise, opposed sortie,EWEX). Item 5 is self-explanatory. Item 6 in-dicates either by long title or number the teamtraining for a given week. Item 7 shows indi-vidual training by course number. Item 8 indi-cates planned GQ or other exercises such asCondition III watches, abandon ship, and manoverboard. Items 9 and 10 show, by department,the basic area of training (medical, nuclear de-fense) and specific training analogous to eachdepartment. Training can be indicatedby lectureor by a shipboard training key, if used.-
Item 11 indicates any specialized lectures.the crew might receive, other than those in a"basic training" category. Career counselingfalls into this category. Item 12, used for of-ficer's training, is self-explanatory. Item 13shows the major emphasis for training in anygiven week. Items 14 and 15 indicate expectedand attained training levels (Advanced, Inter-mediate, Basic, Not-Ready), with item 15 to befilled in at the end of each week, reflecting thesuccess of the week's work. Item 18 displaysany scheduled non-professional training (USAFI)group courses. Any major shipboard evolutionwould be displayed in item 17; this includesboiler cleaning, washdown, and topside painting.
Weekly Training Schedule
The Weekly Training Schedule serves as a-guide for the ship's training effort during eachweekly period. It shows the same information
'10
that is. carried on the long-range trainingschedule plus detailed plans for the following:
1. Operational drills and team training.2. Division and interdivision instruction
periods.3. Officer training periods.
Since the form (fig. 4-8) provides for listingmajor maintenance activities, tests, and inspec-tions, it can function also as a Plan of the Week.In major combatant ships, the weekly trainingschedule may be limited in scope to individualdepartments at the discretion of the commandingofficer, and may be modified as desired.
The basic data needed to firm up each week'sschedule will already have been recorded inother schedules. It is necessary only to makeadjustments resulting from changes of plans forany items shown on the long-range schedule(and on which the tentative schedules for divisiondrills and instruction periods have been based),and to assign firm hours of each day during whichthe drills and instruction periods will be con-ducted.
A suggested seven-step procedure for co-ordinating the preparation, execution, and reviewof the weekly training schedule is outlined asfollows:
1. About the middle of each week the trainingofficer should consult with the executive andoperations officers to determine the changesnecessary in the plans shown on the long-rangeschedule for the coming week. There are anumber of reasons why the predictions shownon the long-range schedule may not fit actualcircumstances. The training officer shouldmake necessary changes in the long-rangeschedule and then enter these data on the firsteight lines of the weekly training schedule (OpNavForm 3500-21). Any blank space in the firsteight lines may be used to enter overflow entriesfrom another line (fig. 4-8).
2. All division officers should meet with thetraining officer for a short scheduling sessionto firm up entries on the next week's schedulefor division drills and for division and inter-division instruction and officer instructionperiods:- Insofar as practicable, school call forall divisions should take place at some timeduring the day so that the divisions will notinterfere with one another (for example, onedivision operating power tools while anotherhasa lecture inside the echoing bulkheads). How-ever, divisions should not be forced into the
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same pattern if this will interfere with other to the training officer, who should make a finalplanned division activities. check of all entries to ensure that they are
3. The filled in schedule should be returned properly coordinated. He then should submit
72
Chapter 4TRAINING
the completed rough schedule to the executiveofficer for final approval.
4. The approved schedule should be typedand copies distributed to the OOD (originalcopy for master file), the wardroom bulletinboard, CPO quarters, bulletin board outsideship's office, and to such other areas as maybe desired.
5. The schedule for each day should be in-corporated into the published plan of the day,incorporating any last-minute changes.
6. If an event is completed in accordancewith the weekly training schedule, the quarter-master of the watch should make no notation onthe master copy; but if any scheduled inspection,competitive exercise, GQ period, or operationaldrill is not completed, he should make a notationon the face of the weekly schedule. The itemnot completed may be circled or otherwisemarked and an explanatory note added. TheOOD is not expected to monitor the completionof division and interdivision instruction periods.
7. The marked-up master copy of the weeklyschedule should be returned to the trainingofficer at the end of the week and filed in athree-ring binder for future reference andanalysis.
Names of instructors and places where lec-tures and movies will be held should be shownon the weekly schedule when space permits, oron an attached list which can also be publishedin the plan of the day.
NAVAL SCHOOL TRAINING PROGRAM
Only the Naval School Training Programwhich supplements the shipboard training pro-gram is discussed in this chapter. Except forsuch types of training as may be assigned othercommands, the Bureau of Naval Personnel isresponsible for the naval school training pro-gram applicable to the personnel of the engineer-ing department. The school training programfor which the Bureau of Naval Personnel isresponsible provides officer training, enlistedtraining, functional training, and officer candi-date training. The Formal Schools Catalog,NavPers 91769 (revise71757esents a compila-tion of general information concerning coursesconducted at training activities Which receiveprimary support from the Chief of Naval Per-sonnel. The catalog also contains informationconcerning colleges under joint command,foreign staff colleges and schools of otherbranches of the armed services in which the
73
7
Chief of Naval Personnel is granted a studentquota.
OFFICER TRAINING
Officer training includes advanced educationof commissioned officers at the Naval WarCollege and at three other colleges operatedjointly by the Army and the Navy; postgraduatetraining at the Naval Postgraduate School, andat associated civilian universities; and specialand technical training (such as damage control,NBC warfare defense, electronics, and navaljustice) conducted at Naval Schools.
A complete understanding of our nation'spolicies and the correct conception of thestrategy necessary for success in national andinternational enterprises are essential for highercommand. It is considered necessary that everycareer naval officer possess a thorough knowl-edge of the principles and methods of navalstrategy and tactics and of joint operations withother branches of the Armed Forces. He musthave sufficient knowledge to correctly interpretthe strategic and tactical decisions of the na- .tion's leaders:
Four command and staff schools providecourses of advanced education for commissionedofficers:
1. The Naval War College inNewport, RhodeIsland, an activity under the supervision of theChief of Naval Operations.
2. The Armed Forces Staff College in Nor-folk, Virginia, a joint college under the technicaldirection and supervision of the Joint Chiefs ofStaff.
3. The Industrial College of the ArmedForces in Washington, D.C., a joint collegeunder the jurisdiction of the Joint Chiefs ofStaff, with the Army responsible for budget andmaintenance.
4. The National War College in Washington,D.C., a joint college under the technical direc-tion and supervision of the Joint Chiefs of Staff,with the Army responsible for budget and mainte-nance.
The Navy provides postgraduate training inmiary fields for selected commissioned officers.Postgraduate education is not necessarily a de-viation from a career of unrestricted generalline service, nor is it a prerequisite for asuccessful career as a line officer. Unrestrictedline officers who have completed a postgraduateeducation, however, normally serve one orseveral tours of duty in the field of their
ENGINEERING ADMINISTRATION
postgraduate study, incident to sea-shore rota-tion. Postgraduate education is conducted at theNaval Postgraduate School in Monterey, Cali-fornia, and at participating civilian institutionsof higher learning.
Special and technical schools for officersprovide courses normally attended by juniorofficers and range from 1 week to 12 months inlength. The special training course for officersconducted at the Naval School, Boilermen, ClassB, in Philadelphia, is of particular interest toofficers of the engineering department. Thecourse is comprised of the first 2 1/2 weeksof the Class B course and serves to acquaintofficers with the operating principles of navalboilers.
ENLISTED TRAINING
BuPers-controlled schools for enlisted per-sonnel are designed to provide training for in-dividuals at successively higher levels. NavalSchools, Class A, cover the ground work forgeneral ratings and the curriculums include mostof the technical qualifications for advancementto petty officer third class. Naval Schools,Class B, provide formal training in technicalqualifications for advancement in rating to firstclass and chief petty officer, while Naval Schools,Class C, provide special training in aparticularjob qualification or skill. U: S. Naval Schools,Class P, provide special preparatory or basictraining. The Naval School, Class P, at GreatLakes, Illinois, provides a course of instructionin basic electricity and in basic electronics.
The Chief of Naval Personnel controls theassignment of personnel for instruction at en-listed schools. He may direct the transfer ofpersonnel (1) by assigning quotas to commandsafloat, (2) by assigning quotas for newly enlistedpersonnel upon completion of recruit training,and (9) by designating personnel as a result oftheir own requests.
Naval Schools, Class A, provide training foradvancement to various ratings including thoseof electrician's mate, interior communicationselectrician, machinery repairman, machinist'smate, engineman, boilerman, shipfitter, andyeoman. Naval Schools, Class B, provide train-ing for advancement in various ratings includingthose of electrician's mate, interior communi-cations electrician, boilerman, machineryrepairman, and yeoman. Naval Schools, ClassC, provide special training for many ratings ofthe engineering department in such subjects as
1 74
77
air conditioning, refrigeration, compressedgases, internal combustion engines, interiorcommunications, motion picture equipment,leadership, methods of instruction, and welding.
FUNCTIONAL TRAINING
Functional training provides instruction forofficers and enlisted personnel (often as a team)and consists of training in specialized functionswhich do not fit into the normal pattern of otherschools for officers or enlisted personnel. Somefunctional training activities are under the ad-ministrative control of the Chief of Naval Per-sonnel and others are administered by FleetCommanders but receive support from theBureau of Naval Personnel.
Naval functional training activities provide avariety of courses including courses concerningdamage control, engineering, deep sea diving,and nuclear power. The following fleet trainingactivities provide short functional trainingcourses of interest to engineering personnel:(1) Fleet Training Centers (Norfolk, Charleston,Newport, and San Diego); (2) Naval SubmarineSchool (New London); (3) Fleet Submarine Train-ing Facility (Pearl Harbor); (4) Naval AmphibiousSchool (Little Creek); and (5) Destroyer School(Newport).
NAVY ENLISTED SCIENTPICEDUCATION PROGRAM
The Navy Enlisted Scientific Education Pro-gram (NESEP) was established to provide forthe education of highly qualified personnel in thescientific and engineering fields, to cope withthe problems and complexities of modern war-fare. NESEP provides an uninterrupted (includ-ing summer sessions) 4-year college educationleading to a commission in the U. S. Navy. Theprogram is available to certain highly qualifiedenlisted personnel. Colleges in 21 states par-ticipate in the program and assignment to acertain college is made on the basis of individualpreference, legal residence, and local conditionssuch as personal problems which might pertain.Students maintain their enlisted status whileenrolled in the program and will be eligible foradvancement in accordance with the normalprocedures applicable to other enlisted person-nel, including servicewide examinations. Uponcompletion of the 4-year course of instruction
Chapter 4TRAINING
(baccalaureate level), graduates will be orderedto Officer Candidate School, Newport, or theNaval School, Pre-Flight, Pensacola. Upon suc-cessful completion of the officer candidate orpre-flight course, students, if qualified, arecommissioned in the U. S. Navy in a categorycommensurate with the needs of the service.
The quota for NESEP is set annually by theChief of Naval Personnel. Applications for theprogram are requested annually in accordance
75
with the latest revision of BuPers Instruction1510-69.
Selectees receive preliminary intensive in-struction at the U. S. Naval PreparatorySchool,Bainbridge, during the summer preceding theircollege entrance. Prior to being transferred toa college, each selectee must have obligatedservice of 6 years; upon completion of the secondyear of college, he must agree to extend hisenlistment for 2 additional years.
CHAPTER 5
SHIP MAINTENANCE
Maintenance of ships can be divided into twobroad categories: preventive maintenance andcorrective maintenance. Preventive maintenanceconsiecs of routine shipboard proctsclures de-signed to increase the effective life of equipmentor forewarn of impending troubles. Correctivemaintenance includes procedures designed toanalvi..., and correct material defects andtroubles. The main objective of shipboard pre-entive mainte: ante is the prevention of break-
down, deterioration, and malfunction of equip-.ment. If, however, this objective isnot reached,the alternative objective of repairing or replacingthe failed equipmentcorrective maintenancemust be accomplished.
Shipboard maintenance programs in the pasthave varied from one command to another, re-sulting in various degrees of operational readi-ness. A relatively new, uniform system o'scheduling, recording, reporting, and managingship maintenance is now in use. This system,the Navy Maintenance and Material Management(3-M) System, was initially installed in theengineering departments of selected ships; thesystem has now been (or soon will be) installedin all departments of all active chips.
The basic purpose of the 3-M System is toincrease the operational readiness of the fleetthrough a planned system of scheduled (preven-tive) maintenance. To accomplish this objective,the 3-M System standarizes preventive mainte-nance requirements, procedures, and reportson a fleetwide basis. Once the 3-M system isinstalled and working, it will probably be noticedthat many maintenance requirements are simpli.tied as well as standardized.
Although the 3-M System standarizes pre-ventive maintenance, it also establishes specificmaintenance requirements for the systems,subsystems, and equipment on each ship. Inother words, the 3-M System is individuallytailored to each ship.. An example may help to
76
illustrate this point. Before the establishmentof the 3-M System, there was a general pre-ventive maintenance requirement to "sampleand inspect lube oil weekly" on all auxiliaryturbines. Under the 3-M System, this require-ment is specifically spelled out for each turbine-driven auxiliary (main feed pump, feed boosterpump, condensate pump, and forced draftblowers) installed on each ship. When the 3-MSystem is installed on a ship, therefore, it is nolonger necessary for ship's force to take generalmaintenance requirements and apply them totheir own equipment; instead, the requirementsare made specific for every system, subsystem,and component that is actually found on thatparticular ship.
The 3-M System is relatively simple, logical,ar:, easy to follow. Like most systems, how-ever, this one is not foolproof and it will notrun by itself. The 3-M System imposes certaindefinite responsibilities on everybody aboardship, from the commanding officer on down.When working with the 3-M System, one shouldunderstand what the 3-M System is designed toaccomplish and understand the details of opera-tion of the system, adhere to the schedulesestablished by the 3-M System, make neat,amurate, and complete entries of all requireddata on all required forms, and keep informedof changes that occur in the 3-M System.
The information given in this chapter is asup 'to date as possible at the time of writing(1968). However, it 1E important to realize thatthe 3-M System is still quite new and subject tochange. Since the 3-11 System will undoubtedlyhave far- reaching consequences on all shipboardmaintenance, every effort must be made to keepup with new developments in the program. Thebasic source of information is the Maintenanceand Material nent 3-M)Ma Manual, OPNAV43P2, of Mar1963 at(4W6:)urse, all laterchanger, supplements, or revisions that may be
Chapter 5SHIP MAINTENANCE
issued). Other sources of information on the3-M System include OPNAV INSTRUCTIONSand directives issued by the type commander.
The 3-M System includes the Planned Mainte-nance Subsystem (PMS) and the MaintenanceData Collection Subsystem (MDCS). On repairships and tenders, a Manhour Accounting Sys-tem is also included. This chapter presents anoverall view of the 3-M System.
PLANNED MAINTENANCE SUBSYSTEM
Since the Planned Maintenance Subsystemdeals with scheduled preventive maintenancerather than with corrective maintenance, it isimportant to understand the use of these terms.
PREVENTIVE MAINTENANCE is the sum ofthose actions performed on operational equip-ment that contribute to uninterrupted operationof the equipment within design characteristics.
CORRECTIVE MAINTENANCE is the sum ofthose actions required to restore equipment toan operational condition within predetermined,tolerances or limitations.
The Planned Maintenance Subsystem estab-lishes certain minimum maintenance require-ments for each system, subsystem, or compo-nent. In establishing these minimum maintenancerequirements, all applicable documents (theNaval Ships Technical Manual, manufacturers'technical manuals, and drawings) are criticallyexamined and evaluated. If maintenance require-ments are found to be unrealistic or unclear,they ari: modified or completely revised beforebeing incorporated into the PMS.
It is possible that the preventive maintenanceprescribed in the PMS may be in conflict withthat prescribed in other official documents. Ifsuch a conflict exists, remember that the PMStakes precedence over any and all other docu-ments, including the Naval Ships TechnicalManual, the manufacturers' technical manuals,and applicable drawings.
It should be noted, however, that the PMSdoes NOT cove! certain operating checks andinspections that are required as a normal partof the regular watchatanding routine. For ex-ample, such items as hourly pressure andtemperature checks or routine oil level checkswill not be listed as maintenance requirementsunder the PMS. Even though these routineoperating Checks are not listed as PMS require-ments, they must still be performed in accord-ance with all applicable instructions.
The Planned Maintenance Subsystem is sedupon the proper utilization of PMS Mari mss,Maintenance Requirement Cards (MRCS) andschedules for the accomplishment of '%3C-J.4maintenance actions.
PMS MANUAL
A master PMS Manual is furnished tcsship as part of the installation of the 3.= 7tem. The master manual contains the mirki..mme=semo.ie_xxxxplanned maintenance requirements formaintainable system, subsystem, and corrarimt=3---irietinstalled in that particular ship. The rim anrr s +Lex-manual contains a section for each departat:the departmental sections are kept in tixe- citepartmental offices and are used by depart .ms==sr:meatheads in planning and scheduling departicaos....maintenance.
The engineering department PMS Mazza mow 31_ issectioned by maintenance groups. In the mr.
a maintenance group is defined as a gramt_...x=smiL:=1. ofpeople who work together for the accompliska. -mones:=311:=AL. eatof maintenance requirements onassigned es=3Ismomriet.m...11.igament, under the supervision of a maintegralegroup supervisor (a petty officer). The inix.r=ronoCII=3.4ex-of maintenance groups varies according it...s====. -trixesize and type of ship. Applicable portions is- -1Lireengineering department PMS Manual arethe working space for each engineeringment maintenance group.
The engineering department PMS ZWZcontains introductory information, lists of -.1=111=111E.41ctive pages, and a number of Maintenance MEPages. There is one Maintenance Index. 412--aige(MIP) for each system, subsystem, or corraipsw. :neatinvolved.
Figure 5-1 shows a Maintenance Inde.c.(MIP) taken from a typical PMS Manual.MIP identifies the system, subsystem, or iat "'"" 4111=11111:11CILponent involved and gives a short descripte.. ofeach maintenance requirement. The ccoMt.- Alemaenemz: xxxmarked "M.R. No." gives the number ic=a-- timemaintenance requirement. This number- Q acombination of a letter, which indicates frequency of the maintenance requirement, liminsr__ismescilL anumber, which indicates the sequencemaintenance requirements. The frequeacy. testercodes are:
DDailyWWeeklyMMonthlyQQuarterlySSemiannuallyAAnnually
77
ENGINEERING ADMINISTRATION
System, Sebeystent, it Component
HP Air Compressor
iletereme Pub lindensend/et
Maintenance Manilicent 'lumber
. --
awasCod I lessessampoMmmml Me N.. SsksudGMM%J
N.. MOIL
AP A 1 84 49 D 1. Measure crankcase oil level. D-1 iN 0.1 None
AP A cml 84 493 II 1. Operate compressor by power. 11-1 0.5 D-12. Blow down all air flasks,
separators, and filters.9. Sample and inspect lube oil.
Al Final 84 493. 14 1. Lift relief valves by hand. M-1 0.1 None
AP A CHI 84 37 Q 1. Clean suction filter. Q-I 0.5 None2. Test inlet and outlet valves by
operation.3. Test temperature switch by
operation.4.-Test automatic start and stop
switch by operation.
A CHI 94 5519 Q 1. Drain and clean crankcase. Q-2 2.0 None2. Clean oil filter IN 2.03. Clean crankcase vent.
,-.011184 4938 Q 1. Sound and tighten foundation bolts. Q-3 Mk 0.2 None2. Inspect air flasks, separators,
and piping for maternal corrosion.
A A 4 84 57 1. Inspect 4th stage cooler and _discharge piping for oil and Carbonaccumulations.
8-1 4.0 Mons
, A all 84 493 1. knew air filter and cleanstrainers.
A-1 3.0 Mona.
2. Test air system under full waitingpressure.
3. Test 3000-300 psi and 3000-100 psireducers.
.
A A mil 84 494, , 1. Inspect 'internal parts for veer. C-1 Ill 30.5 NoneON 30.5
Al , 1.791A1 84 494 1. Met relief valves by pressure. C-2 TN 1.3 None
f
Chapter 5SHIP MAINTENANCE
COverhaul CycleRSituation Requirement (Every 100 hours,
after 600 hours of steaming, before light-.ing off, etc.)
The first daily maintenance requirement isidentified as D-1, the second as D-2, the thirdas D-3, and so forth. Similarly, the first weeklymaintenance requirement is identified as W-1,the second as W-2, and so forth.
The Maintenance Index Page (MIP) also givesthe rate or rates recommended to perform themaintenance requirement, the average manhoursrequired to perform the maintenance, and anyrelated additional maintenance actions to beachomplished before, in conjunction with, orafter the scheduled maintenance requirement.
Because shipboard applications of the PMSvary slightly from one ship to another, the in-formation found on the MIPs regarding ratesrecommended to perform the maintenance andthe average time required for the task requiressome clarification. The maintenance tasks areactually performed by available, capable per-sonnel; the rate or rates listed on the MIP areto be used as a guide rather than as a definiterequirement. The average time listed onthe MIPdoes not take account of the time required toassemble the necessary tools and materials northe time required -to clean up the area and putaway the tools after the maintenance task hasbeen completed. It is important to rememberthat no maintenance action is really finisheduntil all tools and equipment have been putaway and the area has been cleaned.
MAINTENANCE SCHEDULES
Scheduling of planned maintenance under thePMS.is accomplished through the use of variousschedules. .
The CYCLE SCHEDULE, shown -in figure5-2, is a visual display of preventive mainte-nance requirements based on the overhaul cycleof the ship. The cycle schedule contains thefollowing information:
1. The Maintenance. Index Page Number of. each item, taken from the PMS Manual.
2. A listing; by 'maintenance group, of allequipment on board that requites preventivemaintenance. . -
3. Scheduling of the semiannual, annual, andoverhaul cycle maintenance requirements into"quarters after - .
4, Quarterly, monthly, and tituationmainte-nance requirements that must be scheduled
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98.172Figure 5-2.Cycle schedule.
;i
ENGINEERING ADMINISTRATION
every quarter. (Monthly requirements must bescheduled every month of the quarter.)
The cycle schedule is maintained in the de-partmental office and is used by the departmenthead for preparing the quarterly schedules.
By definition, the day a ship leaves the ship-yard is in the first quarter after overhaul. Aship is not necessarily expected to perform allof the planned maintenance listed for the firstquarter after overhaul, but the amount performedmust be in proportion to the time remaining inthat particular quarter. The steps to follow inusing the cycle schedule can best be explainedby reference to figure 5-2. Consider, for ex-ample, the planned maintenance required for the#1 main refrigeration unit. Ail Indicated on thecycle schedule, a brief description of the mainte-nance required may be found on page A-6 of thePlanned Maintenance Subsystem Manual. Fromthe cycle schedule, it is apparent that the mainte-nance must be scheduled as follows:
MI and M2Q1Si
Al and A2
Cl and C2
Each MonthEach Quarter2nd, 4th, 6th, 8th, 10th, and 12thquarters after overhaul3rd, 7th, and 1 lth quarters afteroverhaul4th.quarter after overhaul (de-noted by the numeral "4" inparenthesis on cycle schedule).
The QUARTERLY SCHEDULE is a visualdisplay consisting of two . identical quarterlyschedule forms, one, such as shown in figure5-3, for the current quarter andone for the sub-sequent quarter. The quarterly schedule. whichis a very important part of the PMS, is preparedby the department head in conjunction with thedivision officers and maintenance group super-visors. The quarterly schedule, which is updatedweekly, provides a ready shipboard referencefor the current status of preventive maintenancefor each maintenance group. Each quarterlyschedule contains:
1. A block for the maintenance group in-volved.
2. Blocks in which to insert the currentyear, quarter after overhaul number, and months.
3. A block in which to write the ship's em-ployment schedule. This block is divided intodays by 'tick marks, in order to allow for anaccurate picture of the ship's operating schedule.Scheduling of maintenance must be in accordancewith the requirements of ship operation.
4. Thirteen columns, one for each week inthe quarter, for the scheduling of maintenancerequirements on a weekly basis throughout thethree-month period. Note that the quarterlyschedule bears no relationship to installationdate. The date a ship leaves overhaul is thefirst quarter after overhaul. Ships leavingover-haul late in the quarter are not expected tocomplete all preventive maintenance during thatquarter, but they should accomplish a propor-tionate share based upon the time remaining inthe quarter.
The quarterly schedule is displayed next tothe cycle schedule, in a visual display holderknown as the maintenance control board, and isused in the following way:
1. The blocks at the top of the schedule arefilled in with the appropriate information.
2. The quarterly employment schedule of theship is filled in. A line is drawn through thetick marks for the anticipated "at sea" days.
3. The maintenance requirements are tran-scribed from the appropriate "quarter afteroverhaul" column of the cycle schedule to thespecific week on the CURRENT quarterlyschedule when the work can best be accom-plished. SUBSEQUENT quarterly schedules areplaced to the right of the current quarterlyschedule to provide continuity.
4. At the end of each week, the maintenancegroup supervisor crosses out (with an X) all themaintenance requirements that have been ac-complished and circles all requirements thathave NOT been accomplished. All circled re-quirements must be rescheduled. The mainte-nance group supervisor uses the weekly scheduleto perform this weekly updating of the quarterlyschedule.
5. Any semiannual, annual, or overhaul cyclerequirement that cannot be accomplished duringthe current quarter must be rescheduled on thesubsequent quarterly schedule.
6. The completed quarterly schedule is re-moved from its holder and retained as a recordof preventive maintenance accomplished, at theclose of each quarter. The quarterly schedulemay be discarded at the beginning of the secondquarter after the next overhaul.
7. The subseque quarterly schedule ismoved to the left to come the new currentquarterly schedule, and a new subsequent quar-terly schedule is posted.
The WEEKLY SCHEDULE (fig. 5-4) is a Visualdisplay of preventive maintenance requiredwithin a maintenance group work area. The
80
V '.*2. ,. ,
Chapter 5SHIP MAINTENANCE
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FigUre 5-3..4uarterly schedule.
81
Y.1
98.173
1
Chapter 5SHIP MAINTENANCE
weekly schedule posted in each maintenancegroup work area is used by the maintenancegroup supervisor to assign specific personnelto perform required maintenance action on spe-cific equipment.
The weekly schedule provides the followinginformation:
1. A list of components in the working area.2. A roster for assigning maintenance re-
quirements to specific personnel, by name.3. Reference to the Maintenance Index Page
(MIP) in the Planned Maintenance SubsystemManual.
4. Columns for the days of the week. Thedaily and weekly maintenance requirements arepreprinted in these columns; the other mainte-nance requirements are written in by the mainte-nance group supervisor.
5. A column for listing outstanding repairsand preventive maintenance checks due in thenext 4 weeks. This column allows the mainte-nance group supervisor to list equipment cor-rective maintenance actions that are outstandingbecause they are beyond the capacity of ship'sforce, cannot be performed because of lack ofspare parts or tools, or for other reasons. Therepairs listed in this column are phased into theworkload and accomplished in conjunction withregularly scheduled maintenance, as time andcircumstances permit.
The weekly schedule is used- in the followingway:
1. The maintenance group supervisor as-signs work to individuals, by name; he utilizesthe current quarterly schedule to obtain themaintenance requirements (other than daily'andweekly) that should be scheduled for this par-ticular week. He enters these maintenancerequirements in the appropriate personnel lineof the appropriate daily columns.
2. Each man assigned is responsible forcompleting the work assigned on the day it isscheduled.
3. When the maintenance group supervisorascertains that the work has in fact been com-pleted, he crosses out (with an X) the mainte-nance requirement_ number on the weeklyschedule. If the maintenance requirement cannotbe completed on schedule, the maintenance groupsupervisor circles the maintenance requirementnumber on the weekly schedule. All circleditems must be rescheduled..
4. The maintenance group supervisor MISin the column provided for outstanding repairs.
5. At the end of each week, the maintenancegroup supervisor brings the quarterly scheduleup to date by comparing it with the weeklyschedule and crossing out completed items andcircling items not completed.
MAINTENANCE REQUIREMENT CARDS
Maintenance Requirement Cards may bethought of as the basic tools of the PMS. EachMaintenance Requirement Card (MRC) definesthe preventive maintenance task in terms thatallow everyone to know what is required in per-forming the job, standarizes the procedures fordoing the job in the best knovm way, and expeditesthe accomplishment of the task by listing thetools and materials needed and the safety pre-cautions that should be observed. There is aseparate Maintenance Requirement Card for eachmaintenance action required on each system,subsystem, or component.
A Maintenance Requirement Card is shownin figure 5-5. As may be noted, an MRC containsthe following information:
1. A word identification of the equipment(system, subsystem, and component).
2. A maintenance requirement number (M.R.Number) consisting of the Maintenance IndexPage number and the frequency and periodicitycode (D-3, W-1, Q-2, etc.).
3. Any related maintenance requirements.A related maintenance requirement is one thatis related to the task being done in such a waythat the tasks may be done at the same time inorder to save timemoney, and effort.
4., A description of the maintenance require-ment. This is a brief statement of the mainte-nance action to be accomplished.
5. The rate or rates that are recommendedfor the accomplishment of the particularmaintenance action, together with the averagemanhours and the average total time requiredto perform the maintenance action.
6. A list of special safety precautions, overand above the usual safe practices, that spe-cifically apply to the particular maintenancetask.
'1. A list of the specific tools, parts, andmaterials required to do the job properly.
8. The detailed, step-by-step procedures tobe followed in order to accomplish the mainte-nance action in the best known manner. ..
9. The card control number. This number(which also appears on the appropriate MIP)
83
ENGINEERING ADMINISTRATION
Auxiliary
COMPONENT
HP Air Comp
N.N.
A-3 W-1r4T:MY'
SUSSYSTEN
Comp d Air
RELATED N R.
0-1
RATES
MM2
TOTAL MINI
0.5ELAPSED
while
MPIT
0.5
TINE,
N.N. DESCRIPTION
1. Op P by power.2. Slow down all air flasks, separators, and
filters.
3. Sample and inspect lube oil. -.--.9LWETT PRECAUTION*
1. Observe standard safety precautions.2. Ensure high-pressure air compressor is secured
measuring oil level.
TOOLS. PART*. MATERIALS. TEST IOUS
1. 6 os Bottle
PAOCROURC
Preliminaryair comp is secured
Power.
while
card 0-1.
....
a. Ensure high-pressuremeasuring oil level.
1. Compressor bya. Remove dipstick and measure oil level. Seeb. Operate unit and observe pressure.c. Observe for unusual noises in unit.
2. "Wow Down All Air Flasks. Sever aaaaa . and Filters. 'a. Open drain valves on all air flasks, separators,
and filter and drain rood .
3. Sammie and Inspect Lube Oil.a. Draw lube oil sample in sample bottle.b. Allow sample to settle for 1/2 hour.C. Inspect for water and sediment.
.61.
sius
usM
LOCATIONC
98.176Figure 5-5.Maintenance Requirement Card.
should be referred to in any correspondenceconcerning the Maintenance Requirement Card.
10. The location of the unit or component tobe worked on.
11. In some instances, the MRC containsblanks that must be filled in by ship's force toindicate limiting speeds, tolerances, pressures,and other information needed for the properexecutioa of the maintenance task. This type ofinformation is filled in by ship's force becausethe information varies from ship to ship.
A complete working set of Maintenance Re:quirement Cards is kept in a special containerlocated in the maintenance group working area.The MRCs should be used as follows:
1. Remove the applicable MRCS from theworking set.
2. Obtain the listed tools, parts, and ma-terials.
3. Perform the maintenance requirement inaccordance with the steps listed on the MRC.Observe the listed safety precautions and allother normal safety precautions required forthe type of task.
4. Correct any deficiencies noted during theperformance of the maintenance requirement;report any such deficiencies to the maintenancegroup supervisor.
5. Return the MRC to the container afterthe job has been completed.
O. Cross off the accomplished maintenancerequirement on a weekly schedule. (This shouldbe done by the maintenance group supervisor.)
7. If any casualty, potential casualty, or de-fect is noted during the performance of themaintenance action, report this fact to themaintenance group supervisor.
A master set of Maintenance RequirementCards is maintained in the departmental office.This master set should be kept up to date inevery respect. If a card from the working spacebecomes mutilated or lost, a new card can bemade from the master set and used until a newcard can be obtained.
84
PMS FEEDBACK REPORT
The PMS Feedback Report, OPNAV FORM4700-7, is shown in figure 5-8. This form isdesigned to report any discrepancies or sug-gested improvements in the PMS as installedaboard ship. The report is to be filled out bythe man who discovers the discrepancy or sq-gests an improvement, signed by the command-ing officer or his designated representative, andmailed via the type commander to the appro-priate field office listed on the reverse side ofthe originator's copy of the form. Atlantic Fleetships use the Norfolk address and Pacific Fleetships use the San Diego address.
When submitting a feedback report, be sureit is filled out completely and legibly. Hand-written copies are acceptable, but a ballpointpen must be used to ensure that all copies are,legible. Instructions for filling out the feedbackreport are listed on the back of the form andare discussed here for the purpose of clarifi-cation.
The "TO" line must be-completed with theappropriate (San Diego or Norfolk) address. Inthe "FROM" line insert the hull number of theship (DDG 11, DD 789, AD 38, etc.); and in the
Chapter 5SHIP MAINTENANCE
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OPNAV Pere 41111/7 (1111.44)
40.101Figure 5-8.Feedback Report (OPNAV
Form 4700-7).
"VIA" line indicate the type commander. Thedate will be the day the discrepancy is dis-covered or an improvement is suggested. Theserial number indicates the number of feedbackreports sent in by the ship.
The blocks concerning the system, subsys-tem, component, M.R. number, and the cardcontrol number should be filled in with infor-mation from the appropriate MIP and/or MRC.If the MRC or M1.P is missing and the card con-tra' number is not available, the equipmentShOtild be identified by its name and its APL/CIDor AN number..-The APL/CID number identifiesthe parts list for the equipment and is found'ound Inthe index blithe Coordinated Shipboard AllowanceList, (COSAL). The "Technical Ptaklications"
block in the "Discrepancy" sectionof the reportis intended to include all Naval Ship SystemsCommand and Naval Ordnance Systems Com-mand publications. In the event that any of theseare in error, identify the publication number,volume, revision, date, change number, page,paragraph, and/or figure.
Prior to the distribution of the report (asindicated on the original and each of the fourcarbon copies), check it for completeness. Thediscrepancy should always be explained clearlyand 'a suggestion for its correction must alwaysbe offered.
MAINTENANCE DATA COLLECTIONSUBSYSTEM
At the time of writing (1968) the MaintenanceData Collection Subsystem (MDCS) is undergoingan evaluationthat may lead to substantial changesin the system. The basic purposes of the systemwill remain the same, but a number of details(including the MDCS forms) may change. Theinformation given here on the MDCS shouldtherefore be taken with some degree of caution;it will provide a general idea of the MDCS, butsome detAils may become out of date within thenear future. In general, it is considered likelythat changes in the MDCS will be inthe directionof requiring more data collection than is requiredunder the present system.
The Maintenance Data Collection Subsystem(MDCS) is designed to provide a means of re-cording information concerning planned andcorrective maintenance actions. Maintenanceperformed is recorded by code in sufficientdetail to permit the collection of a great varietyof information concerning maintenance actionsand the performance of the equipment involved.The use of codes in recording and reportingmaintenance actions permits machine process-
ring with automatic data processing equipment.The system also provides data concerning theinitial discovery of a malfunction, how the equip-ment malfunctioned, how many hours the equip-ment was in operation, which equipment wasinvolved, what repair parts and materials wereused, what delays were incurred, the reason fordelay, and the technical specialty or work centerwhich performed the maintenance. Each mainte-nance action is reported in this manner exceptfor routine preservation actions (chipping, paint-ing, and cleaning) and daily or weekly mainte-nance actions.
'85
ENGINEERING ADMINISTRATION
The shipboard installation of the MaintenanceData Collection Subsystem includes a central,:anctional data collection center. The primaryfunction of the shipboard data collection centeris to screen all documents for completeness andaccuracy before they are forwarded to the dataprocessing center. During the screening proc-ess, the data collection center adds a four-digitmaintenance control number to each documentunless the person doing the task has alreadyreceived and entered a maintenance controlnumber to obtain parts or materials from thesupply department.
The effectiveness of the Maintenance DataCollection Subsystem depends initially upon theindividual performing the maintenance actionand the accuracy with which it is reported.Leading petty officers are responsible for en-suring that all forms used in connection withthe Maintenance Data Collection Subystem arecomplete and accurate. Leading petty officersmust also ensure that a form is submitted foreach applicable action and that no action isreported more than once.
EQUIPMENT IDENTIFICATION CODE(EIC) MANUAL
It is essential that all personnel having anyresponsibility for maintenance actions be indoc-trinated in the proper use of the Equipment CodeManual as it contains many codes used in thereporting of maintenance actions.. Each majorsystem is coded and the codes are broken downto the loviest part necessary for positive equip-ment identification. The manner in which theequipment identification code is obtained fromthe manual is described in the following example.
Assume it is desired to determine the codefor the casing wearing rings and impeller wear-ing rings of a main condensate pump in themain steam propulsion system. By referring tothe index, pages (section X) of the EquipmentIdentification Code Manual, it is found that theMAIN PROPULSION SYSTEM, STEAMis identi-fied by the code "Z" and the index page will beX - Z - 1 or 2. By referring to page X - Z - 1,the subsystem (in this case the feed and con-densate system) is identified by the code "ZQ".The next step is to turn to the pages of themanual with the ZQ codes and go down the listof equipment until the liking, for the main con-densate pump is noticed. Under this listing onewill find the 7-digit codes for the cuing wearingrings and impeller wearing rings. The first
86
digit of the code identifies the system, thesecond digit identifies the subsystem, the thirdand fourth digits identify the equipment, and thelast three digits identify the assembly. If theassembly requires further breakdown, the lastdigit identifies the subassembly.
In addition to the equipment identificationcodes, the Equipment Identification Code Manualcontains other codes and information of equalimportance to the equipment identification codes.Section I of the manual contains general instruc-tions for the preparation of forms when reportingmaintenance actions. Other sections of themanual contain additional codes as follows:
Section IISection IIISection IVSection VSection VISection VIISection VIIISection IX
Administrative OrganizationsWork CentersHow MalfunctionedWhen DiscoveredAction TakenServiceSourceType Availability
These codes make possible the recording ofa wide variety of information in a .relativelysmall space. At the data processing level, thecodes permit use of automatic data processingoperations which provide pertinent direct read-ing information summaries. The summaries canbe profitably employed only if accurate informa-tion has been recorded; therefore, familiaritywith the coding system is a must and the im-portance of accuracy in the recording of codesmust be continually stressed.
MDCS DOCUMENTATION
Documentation in the Maintenance Data Col-lection Subsystem is accomplished by the com-pletion, as applicable, of one or more standardforins. Forms used to record and report infor-mation 'related to maintenance actions aboardship and within repair activities include, OP-NAV Form 4700-2B (Shipboard MaintenanceAction), OPNAV Form 4700-2D (Deferred Ac-tion), and OPNAV Form 4700-2C (Work Request).
Shipboard Maintenance Actions
A sample Shipboard Maintenance Action (OP-NAV Form 4700-2B) is shown in figure 5-7.This form is a single-sheet document used torecord the completion of planned maintenanceactions, corrective maintenance actions, and
Chapter 5SHIP MAINTENANCE
authorized alterations that have been performedat the shipboard level by shipboard personnel.All planned maintenance actions except dailyand weekly actions must be recorded on thisform. Routine preservation such as chipping,painting, and cleaning should not be reported.
The weekly schedule shown in figure 5-4 re-flects that WOODS and SMITH completed mainte-nance requirement A-1, indicated on maintenancepage A-4, on Wednesday. Figure 5-7 shows theShipboard Maintenance Action form whichWOODS completed for this maintenance require-ment. Note that, in addition to giving the date(14 Apr 1988), the manhours (20.4), and theproper codes takenfrom the EIC Manual, WOODShas given a brief description of the maintenanceperformed (in block F) and has signed the form(block L). His leading petty officer has signedthe form (block M) to indicate the informationis complete and accurate. ,
The Shipboard Maintenance Action Form isalso used to report work done aboard ship by
an outside activity which does not report underthe Maintenance Data Collection Subsystem.When a repair activity such as a civilian con-tractor or a shipyard (except for regular over-hauls) which is not under the Maintenance DataCollection Subsystem provides ship maintenanceassistance, duplicate 4700-2B documents areprepared. Block 7 of the original document isleft blank and the code for the assisting workcenter is entered on the duplicate. Only thosemanhours actually spent by the shipboard per-sonnel in assisting the outside activity are en-tered in block 19 of the original; manhoursspent by the outside activity in assisting theshipboard work center are documented in block13 of the duplicate.
Deferred Actions
The Deferred Action form (OPNAV 4700-2D)is a two-sheet form used to report corrective
MAINTENANCE DATA COLLECTIONOPNAY FAIN II700-211 WS/ SHIPBOARD MAINTENANCE ACTIONA. SNIP MAK MO NULL NO.IACTIVITY S. MIN. 0110. A. AMP AWL M. S. WASIIT.0111.. NO. 4. WM 11011TH YIN C.
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Figure 5-7.Shipboard Maintenance Action Form (OPNAV Form 4700-2B).
87.
ENGINEERING ADMIDUSTRATIGN
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Figure 5-8.Deferred Action Form, Sheet 1 (OPNAV Form 4700-2D).
maintenance actions that are deferredbecauseof the ship's operations, the lack of repairparts, or the requirement for outside assistance.The first sheet (fig. 5-8) is used to record andreport the reason for deferral and the secondsheet (fig. 5-9)' is used to report the completionof the deferred action.
If a corrective maintenance action is beyondship's force capability and outside. assistance isrequired,. a work request is prepared.and for-warded.. This situation will always require thatan OPNAV" Forni 4700-2D be submitted. Themanhours : that .have -been expended by ship'sforce. in connection with the lkintenanceactioh,even if they .consistbf OhlY lie time required tofill. out the form, are documented on the OPNAVForni 4700 -2D. The: Maithours involved in theinvestigation and the removal of the equipmentare documented' on-the. first sheet of,theforni.The., manhours InVolved in the reinstallation ofVie equipment are documented on the secondsheet when the 'task is cOnipleted.-. '
17.81D
If a shipboard maintenance action must bedeferred due to the lack of necessary repairparts or because of the ship's operations, anOPNAV Form 4700-2D is prepared and the firstsheet is submitted using the appropriate actiontaken code from section VI of the EquipmentIdentification Code Manual and the manhoursexpended are entered in block 13. When themaintenance action is completed, the secondsheet is submitted using the appropriate actiontaken code and the manhours expended in com-pleting the' action are entered in block 13.
Work Requests
The Work Request (OPNAV 4700-2C) is afour-sheet document (fig. 5-10) which is pres-ently used to raquest outside assistance fromrepair ships and tenders. Part II of the workrequest, also a four-sheet form shown in figure5-11, is .a continuation of the basic form; part
Chapter 5SHIP MAINTENANCE
MAINTENANCE DATA COLLECTIONOPNAV TORN 470040 M441 DEFERRED ACTION 2
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NO.
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Figure 5-9.Deferred Action Form, Sheet 2.
II provides additional space for written descrip-tions, diagrams, or sketches. .
The information to be given in block F(Description/Remarks) of the work request in-cludes the name of the component, the CM/ANnumber of the component, and the alterationnumber. If the alteration number is not applic-able, it must be listed as N/A. Block F shouldalso contain a description of the existing defects,the repairs required on the component and allother information as required by the Type.Command. .
The signature blocks .0, and J are to besigned by three leading petty officers, one fromeach duty section, who are familiar with thework to be done by the repair activity. Signa-ture block K be used by the commandingofficer or his authorized.representative to indi-cate command apProvak of the request for repairassistance. .:
Sheet '1 of the work request is retained bythe requesting activity and sheets 2, 3, and 4
17.81D
are forwarded to the assigned repair activity viathe designated chain of command. Informationconcerning the administrative procedures to betaken on a work request by repair activitiesmay be found in chapter 4 of the Maintenanceand Material Management (3-M) Manual, OPNAV43P2.
When the work request is accepted by therepair activity, sheet 3 of the document is usedas a job order and is sent to the assigned workcenter. Prepunched Work Supplement Cards(OPNAV 4700-2F) are also sent to the assignedwork center. A sample OPNAV 4700-2F isshown in figure 5-12.
The assigned work center performs the job,records the maintenance data on the WorkSupplement Cards, and records the material
. obtained outside of normal supply channels onthe reverse aide of the card. If more than onework day is required to complete the action, orif assisting work centers. are needed, the leadwork center will utilize the additional Work
ENGINEERING ADMINISTRATION
MAINTENANCE OAT* COLLECTIONMEM 4700.16 11144. WORK REQUEST 4
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Figure 5-10.-Work Request (OPNAV Form 4700-2C).
90
.7,
Chapter 5-SHIP MAINTENANCE
MAINTENANCE DATA COLLECTIONOFNAV FORM 4700.3C (44) PART II WORK REQUEST
M6OPTIMe filiNfillFSIFFINA3. MAIM an. NO. 4. OATI MONTH YE/s? 0 3 MEM
F. DISCRIITION/IIMAIRS ICasaitavoon
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PAGE 1
Figure 5-11.-Work Request (OPNAV Form 4700-2C, Part II).
Supplement Cards provided to record daily man-hours expended. (The lead 'work center is thatwork center which has the primary responsibilityfor the completion of the task described on thework request.)
When a repair job is coMpleted, sheet 3 ofthe work request is completed by the lead workcenter and is signed by the man who performedthe maintenance. An inspectdifrom the 'request-ing activity is contacted for' final inspection andsigns off the work request. 'After obtaining thesignature of the, inspector, the lead work centersupervisor foiwards the completed work requestto his division officer.'
After the repaired partde received from therepair' activity and installed, the carbon(sheet2) of the Deferred Action fOrni 5-9) iscompleted by inserting the date of completion inblock 4, a new action taken Code. hiblock 11; :lheadditional' Manhours' i,n blOck 13; and appropriateremarks in block F. The form: in then signed bythe man doing -the work and by iti supervisor,
91
2.7-81C
and is then submitted to the data ics.msolopcielesingcenter.
Entries on Forms, OPNAV 4700 Ser14.-
Detailed descriptions of the ersi=sc_ GPs tc) bemade on, MDCS forms (Shipboard 01aP Mena nceAction, Work Request, and Deferr Action)are listed in the EIC Manual and in 3 ofthe 3-M Manual (OPNAV'43P2). Bri4=-10°- Asallessc3rip-dons of these entries are given lax --s119=ME:ailm para-graphs which follow. (Refer to fig. 5 'Jo
Block A, Ship Name and'Hull Noy / Activity:Enter the name and hull number of tbk. aemMairsforexample, USS (DDG 100).Block 1, Administrative Organizz. Enterthe 4-letter/number code (from sectise=aPosma. ME of theEIC Manual)' to Which the ship is aumamoisaikagcrbecl. Ifthe ship isassigned to DESRON 7, for 0/1.=1:31axxxple,D070 is entered.
Block 2, ShipAccounting Number C -Nuar calledUnit Identification Ccde, UIC): Ent 3ae UIC
ENGINEERING ADMINISTRATION
DOJOADM ORG
03861 0936 I 010302 SHIP 3 MCH T/A 5 EIC
V1111 020 (VIREMARKS:
.40
WC MAL DISC
- DO NOT ENTER IF SAME AS ABOVE
4. DATE Oisi/i/ 1715. EIC i i 1
7. AWC1 1
9. HOW MAL
10. WHEN DISCOVERED
11. ACTION TAKEN
12. UNITS COMPLETED
13. MANHOURS (TENTHS) 1I I
READY TO PICK UP (J)
DELIVERED ( ti)tttttt I 6 I 111113U IS IS III/ unannunnuntinsionnmasnasseuuumamouviest $76314 61161116166611116361UNII ITU 611$71111117961
414110611-0 nC
Figure 5-12.Work Supplement (OPNAV FORM 4700-2F).
number for the ship or activity for which themaintenance was performed. This entry is ob-tained from the NAVCOMPT Manual, Volume 2,chapter 5, or from the supply department.
Block 3, Maintenance Control Number: Thisnumber is used to relate all documents submittedon a specific job. The number is filled in by themaintenance control section of the ship beforethe documents leave the ship. The numbers willbe assiened consecutively, beginning with 0001and ending at 9999. Upon reaching 9999, theseries will be started again at 0001.
Block 4, Date: Enter the day, month, andyear the maintenance is accomplished; or, fora work request, enter the date the requestis submitted.
Block B, Type Availability: This block isleft blank on all forms except the WorkRequest,OPNAV Form 4700-2C. On the work roquest,this block will be filled in with a single-lettercode, taken frtrm section IX of the EIC Manual,to identify the type of availability iri which therepair activity will perform the maintenance.
Block 5, Equipment Identification Code:Enter, frcm section X of the EIC Manual, theappropriate 7-letter/number code which identi-fies the system, subsystem, component, or part,whichever is the lowest designated assembly onwhich maintenance is requested or performed.
92
17.81F
Caution must be exercised to ensure that theEIC number correctly identifies the exact itemon which maintenance is requested or performed.
Block 6, Work Center: Enter the 3-letter/number code from section III of the EIC Manualwhich identifies the department, rating, shop,or group which performs the maintenance ac-tions on the equipment identified in the equip-ment identification code, block 5.
Block 7, Assisting Work Center: Leave blank.When information is required in this block itwill be filled out by the supervisor in accordancewith the EIC Manual and chapter 3 of the 3-MManual.
Block 8, Repair Activity Accounting Number(now called Unit Identification Code, UIC): Thisblank will be filled in by the repair activitydesignated by the type commander.
Block 9, How Mal/MRC: If the action is aresult of a malfunction, list the 3-digit codefrom section IV of the EIC Manual which bestdescribes the trouble. If the action is a resultof planned maintenance (MRC), enter a 3-letter/number combination code which identifies thefrequency check on the equipment. For example,if the situation is an M-1 PMS action enter M01.
Block 10, Discovered: Enter the appropriatecode from section V of the EIC Manual which
Chapter 5SHIP MAINTENANCE
identifies the time the maintenance requirementwas discovered.
Block 11, Action Taken: Enter the code fromsection VI of the EIC Manual which best de-scribes the maintenance actit.a taken. "NotRepairable This Ship" (NRTS) codes will beused only by the repair activities.
Block 12, Units: Enter the number of identicalitems, identified in block 5, on which the samemaintenance action was attempted, performed,or requested. If identical alterations or signifi-cant maintenance actions are accomplished onidentical equipment bearing different serialnumbers, each equipment will be reported on aseparate document.
Block 13, Manhours: On completion of themaintenance action, enter the total manhours(to the nearest tenth) expended by all ship-board personnel. If the task was completed in1 1/2 hours, for example, "0015" is entered.Enter an "0" in any space not t:ed.
Block C (fig. 5-10), Blank: Leave blank.Block 14, Serial Number: For detailed in-
formation on completing this particular block,see chapter 3 of the 3-M Manual. Fortnechanical/electrical equipment, the serialnumber is not required; instead, the shipboardnumbering identification system will be used,followed by the abbreviated name of the equip-ment. For example, if block 5 identified a mainfeed pump, and the pump in question is number1, block 14 should contain the entry "NR 1MilFDPMP."
Block 15, T/A: Leave blauk.Block 16, Requesting Woik Center: Enter
the letter /numbed code that identifies the de-partment, rating, shop, or group that is request-ing assistance from the repair activity. Workcenter codes may be found in section III ofthe EIC Manual.
Block 17, Desired Completion Date: Enterthe , 5-number code that identifies the day,month, and year that the outside repair activitymust complete maintenance in order for therequesting activity to meet its operational com-mitments. If this date were 9arch 1966,for example, the 5-number code 09036 wouldbe entered.
Block 18, Service: Enter the single-lettercode from section VII of the EIC Manual whichidentifies the type of assistance the requestingship will furnish the repair activity in complet-ing the requested maintenance.
Block 19, Scheduled Start Date: This entry,which is for repair activities only, is the
estimated starting date of the requested main-tenance.
Block D, Blank: Leave blank.Blocks E and 20, Equipment Downtime and
Equipment Operating Time: These entries arerequired only for equipment identified by greenpages in the EIC Manual. Detailed instructionsfor these blocks may be found in section I ofthe EIC Manual and chapter 3 of the 3-M Manual.
Block 21, Alteration Identification: If analteration is to be accomplished, this block willcontain the alteration identification from theauthorization directive.
The information contained in blocks A, 1 and2 of OPNAV Forms 4700-2B, 4700-2C, and4700-2D will be identical on all forms for anyparticular ship; if desired, this information maybe preprinted in by the ship. Each maintenanceaction is assigned its own unique maintenancecontrol number; if a maintenance task requiresmore than one form, as in the example usingfigures 5-8 through 5-10, the numbers will beidentical.
Material Usage and Cost Data
The documentation of material usage andcost data on maintenance transactions requiresthe joint effort of the supply and maintenancepersonnel on board ship. Economy of effort
, and the elimination of duplicate recording arehighly desirable.
Any time that repair parts or materialsare drawn from the supply department for ship-board maintenance, the prescribed form must beused to request the materials. Maintenancepersonnel are required to furnish the work centercode and the lowest possible EIC taken from theEIC Manual, the CID number, the maintenancecontrol number, the name of the part, the quantityrequired, and the stock number when submittingthis form to the supply department. The supplypersonnel will then complete the form. If theship does not have data processing equipmentaboard, NAVSUP Form 1250 is used, and costis documented from that form. If the shiphas data processing equipment, a DD Form 1348is used.
When the material to support a maintenanceaction is obtained from outside the normal sup-ply channels or from pre-expended materialbins, the reverse side of the appropriate OPNAV4700 is used. The reverse sides of OPNAV4700 series forms are essentially the same. Thereverse side of OPNAV Form 4700-2B is shown
93
ENGINEERING ADMINISTRATION
CID/APL/AEL/AN
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in figure 5-13. On this side of the form; whenappropriate, the following information is en-tered; the CID number, the source code takenfrom section VIII of the EIC Manual, thecognizance symbol taken from supply publica-tions to identify the supply account and theinventory manager of the item used, the FederalStock Number, the reference symbol taken fromcircuit diagrams or the name of the part beingreplaced, the unit of issue of the material used,the quantity used, and the unit cost of the item.
MANBOUR ACCOUNTING SYSTEM
The ?danhour Accounting System, sometimesreferred to as Exception Time Accounting (ETA),
94
17.81B
is designed and intended for use by the repairdepartment Of a repair a.civity in conjunctionwith the Maintenance Data Collection Subsystem.It is basically a management tool and accountsfor deviations from a normal seven-hour workingday.
Exception Time Accounting includes the useof codes, the preparation of a Master RosterListing, and the preparation and submission ofDaily Exception Cards (OPNAV Form 4700 -2E).A sample Daily Exception Card !.s shown infigure 5-14. Detailed procedures for the useof the card may be found in chapter 5 of theMaintenance and Material Management (3-M).Manual, OPNAV 43P2.
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Chapter 5SHIP MAINTENANCE
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95
9,
CHAPTER 6
RECORDS AND REPORTS
Accurate, legible, and up-to-date engineeringrecords plus the timely submission of accurateand legible reports reflect efficient administra-tion of the engineering department. Recordsmaintained by the engineering department andreports submitted to the engineer officer providethe data for engineering reports to higher au-thority. Perusal of reliable records and reportsby the engineer officer affords him an easy andeffective method of keeping informed of the stateof material and performance in all parts of thedepartment.
The type commander, as coordinator of ad-ministrative matters for ships assigned, issuesthe necessary directives to regulate administra-tive records and reports required of ships withinthe command. The directives generally includea list of the records to be maintained by shipsof the type and a list of recurring reports (inaccordance with the current revision of OpNavInstruction 5213.7) required by other commandsand agencies of the Navy. With this information,the commanding officer can establish a systemfor maintaining current and accurate recordsand for forwarding reports in a correct andtimely fashion. Instructions for the disposal ofshipboard records are published in Part III ofDisposal of Navy and Marine Corps Records,SecNavinst P5212.5B.
Proper administration of the engineeringrecords and reports system requires the regularand conscientious attention of the engineer of-ficer and that he have knowledge of the materialto be recorded or reported. A record referencefile containing complete information on the meth-ods of maintaining required records and a reporttickler file are invaluable administrative aidsto the engineer officer. The record referencethe should contain indicator separators markedalphabetically. Record reference cards shouldbe filed alphabetically by subject. The reporttickler file cards may be arranged in order of
96
the occurrence of the report (daily, weekly,monthly, etc.). The Recurring Reports Recordsform, NavExos 4179 (a 5" X 8" card), may beused for both files.
There is no simple way to ensure the ac-curacy of records and reports. First, the re-sponsibility for keeping the records and prepar-ing the reports must be established within thedepartment and then the duty of checking andverifying the data contained therein must be as-signed. The engineering department and divisionorganization manuals provide excellent meansof fixing departmental recordkeeping re-sponsibilities. The department training programshould provide for the familiarization ofengineering personnel with the proper proce-dures for obtaining data and maintaining records.
Some engineering records are mandatory(required by law) while others are virtuallyindispensable for efficient operation of the en-gineering plant. The records and reports thatare basic to a well-administered engineeringdepartment of any large ship are discussedin this chapter- and in other chapters (Train-ing Records, Chapter 4; Planned MaintenanceRecords, dapter 5; and Trial and InspectionReports, Chapter 8) of this publication. (Thespecial records and reports used in connectionwith the 3-M System are discussed in chapter5 of this publication.)
The standard forms used as illustrations inthis publication are prepared by the variousbureaus and CNO. The forms are for issueto forces afloat and can be obtained as indicatedin the Navy Stock List of Forms and Publica-tions, NavSup 2002. The forms are revisedas conditions warrant; personnel ordering newfortis must exercise care to obtain currentforms. When complementary forms are neces-sary for local use, make certain that an ex-isting standard form will not serve the purpose
Chapter 8 RECORDS AND REPORTS
before having complentary forms prepared andprinted.
The engineer officer will be assigned thetask of preparing (for submission to higherauthority) the ship's operational reports dealingprincipally with engineering matters. Theengineer officer should refer to directives ofappropriate fleet and other operational com-manders for requirements (frequency, format,and time of submission) of specific operationalreports. Operational Reports, NWIP 10-1(revised), summarizes for easy reference theoperational reports required by CNO and thereports most commonly required by fleet andother operational commanders.
LEGAL RECORDS
The Engineering Log ( NavShips 11'7) and theEngineer's Bell Book (Nay Ships 118) are legalrecords of the engineering department. Com-pleted Engineering Log and Engineer's BellBook sheets are preserved on board aspermanent records except in obedience to ademand from a Navy Court or Board, or fromthe Navy Department. If it is necessary forthese records or any portions thereof to beremoved from the ship, a photostatic copy ofthe material to be removed is prepared for theship's files and certified as a true copy by theengineer officer. Completed Engineering Logand Bell Book sheets may be destroyed 3 yearsafter the date of the last entries. CurrentEngineering Log and Bell Book sheets areforwarded to the nearest Naval Records Manage-ment Center when a ship is stricken from thelist of naval ships. Sheets less than 3 years old(at time of inactivation) are retained on boardwhen a ship is placed in inactive status.
ENGINEERING LOG
The Engineering Log, Nav Ships 117 (fig.8-1) together with the Log Continuation Sheet,Nav Ships 117A, is a complete daily record, bywatches, of important events and data pertain-ing to the engineering department and the opera-tion of the ship's propulsion plant. The logmust show the average hourly rpm (to thenearest tenth) for all shafts; the speed in knots;the total engine miles steamed for the day;all major speed changes; draft and displace-mgnt upon getting underway and anchoring; fuel,water, and lubricating oil on hand, received, andexpended; the disposition of the engines, boilers,
and principal auxiliaries, and any changes intheir disposition; any injuries to engineeringdepartment personnel; any casualties to en-gineering department machinery, equipment, ormaterial; and such other matters as may bespecified by competent authority.
Entries in the Engineering Log must bemade in accordance with instructions given (1)on the log sheet (NavShips 117), (2) in chapter10 of U. S. Navy Regulations, (3) in chapter9004(8) of NavShips Technical Manual, and (4)in directives issued by the type commander.Each entry must be a complete statement andemploy standard phraseology. The type coin-.mander's directives contain other specific re-quirements pertaining to the remarks section ofEngineering Logs for ships of the type; theengineer officer must ensure compliance withthese directives.
The original Engineering Log, preparedneatly and legibly in ink or pencil, is the legalrecord. The remarks should be preparedandmust be signedby the engineering officer ofthe watch (underway) or the engineering de-partment duty officer (in port). No erasuresare permitted in the log. When a correctionis deemed necessary, a single line is drawnthrough the original entry so that the entryremains legible and the correct entry is in-serted in such a manner as to ensure clarityand legibility. Corrections, additions, or changesare made only by the person required to signthe log for the watch and are initialed by himon the margin of the page.
The engineer officer verifies the accuracyand completeness of all entries and signs thelog daily. The commanding officer approves thelog and signs it on the last calendar day ofeach month and on the date he relinquishescommand. The engineer officer should requirethat the log sheets be submitted to him in suf-ficient time to allow him to check and signthem prior to noon of the first day followingthe date of the log sheet(s). Completed pagesof the log, filed in a post-type binder, arenumbered consecutively, beginning with the firstday of each calendar year and going throughthe last day of the calendar year.
When the commanding officer (or engineerofficer) directs a change or addition to the En-gineering Log, the person concerned mustcomply unless he believes the proposed changeor addition to be incorrect; in which event thecommanding officer (or engineer officer) enterssuch remarks over his signature as he deems
97
/1i
ENGINEERING ADMINISTRATION
ENGINEERING LOG - ALL SNIPSNAV9IIPS 117 (REV. 1011
U. S. S.
If PAGEDAT NONTI
AT OA ENNOUTE FROM TO
NOTES: ' TO TINOS) IME MOLE NOUS FON OMER ITEMS SLINK SPACES IN NOUNS FOR DATA MEN PACES ARE SET SACK" ON GETTING UNDER WWI AND ANCNORING BEGIN NEW SERIES OF PAGE NUNIOS EACH CALENDAR TIAN
USE REVERSE SIDE FON ADDITIONAL REMAKES
'TABLE 1 TABLE 2 ENTRIES IN GALLONS
ZONETIME
AVG. WmALL EWE
3P0 INM OTS ITEm
FUEL OIL LUSE OIL
NEWT DIESEL POTABLE FEED PURE OTHER DIESEL STOMP OMEN01 SWAM FRO
AT 0000
02 RECD TODAY
03INCREASE BYINVENTORY
TOOAYDISTILLED
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'DAYS CUTSUM HCOIS TIMES ENGINE SPEEDS OF DOCK
1 IS INSTRUCTIONS
The Careering Leg way be written with ROHM Or Peol. as mostins
JPThe ORIGIO writing Is the LEGAL SICOOD and must bs preserved. It is notow:essay to sakeasoy eseept who ens or were pages are sent wog from aship in omission.
Table I sad the WORKS mast Is written at the Owe swots suer. Other tablasnay be written before noon the following Gate.
MARKS shall be written by 'watches° underway: and by 'day's duty' at anchor.shall be signed by the Engineer Officer of the Watch or Osy More going off
dety.
Wafts shall be e chronicle of ImPortot fonts. They shall Includes First.killers in 11401 seemed. engine combination In est: third, major sold elungos.such as "ono.third.' "standard." 'fall's forth, casualties to personnel or mate.dal within or ender the menisenes of the engineer departments fifth, specialentries required by Navy Noolatlens, Ogress of Ships' Manual. Instroetlans andletters of the Sumas of Ships.
ALTEIATIONS ON INAIORES ARE NOT PUMITTED. PUISSANT CORRECTIONS SHALL SE MADE
ONLY IN TIC MONO PRISCSISED SY ANT. 101$ NOY 'ISOLATIONS.
DISPOSITION
For disposal of this reword see carrot moods disposal Instructions forvessels of the II. S. Navy.
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98.182Figure 8-1.Eogineering Log.
98
Chapter 6RECORDS AND REPORTS
appropriate. After the log has been signed bythe commanding officer, no change is permittedwithout his permission or direction.
ENGINEER'S BELL BOOK
The Engineer's Bell Book, Nav Ships 116,shown in figure 6-2, is a record of all bells,signals, and other orders received by thethrottleman regarding movement of the ship'spropellers. Entries are made ir. tile Bell Bookby the throttleman (Or an assistant) as soon asan order is received. Entries are usually madeby an assistant When the ship is entering orleaving port, or engaging in any maneuver whichis likely to involve numerous or rapid speedchanges. This procedure allows the throttlemanto devote his undivided attention to answeringthe signals.
The Bell Book is maintained in the followingmanner:
1. A separate bell sheet is used for eachshaft each day, except where more than oneshaft is controlled by the same throttle sta-tion, in which case the same bell sheet is usedto record the orciel a for all shafts controlledby the station. All sheets for the same dateare filed together as a single record.
2. The time of receipt of the order isrecorded in column number 1 (fig. 6-2).
3. The order received is recorded incolumn number 2. Minor speed changes (gen-erally received via revolution telegraph) arerecorded by entering the number of rpm ordered.Major speed changes (normally receivedvia en-gine order telegraph) are recorded using thefollowing symbols:
B1/3 -B2/3 -
BF -BEM -
ahead 1/3 speedahead 2/3 speedahead standard speedahead full speedahead flank speedstopback 1/3 speedback 2/3 speedback full speedback emergency speed
4. The number of revolutions correspond-ing to the major speed change ordered is en-tered in column 3. When the order receivedis recorded as rpm in column 2 (minor speedchanges), no ertry is made in column 3.
99
5. The shaft revolution counter reading(total revolutions) at the time of the speed changeis recorded in column 4. The shaft revolutioncounter readingas taken hourly on the hour,while underwayalso is entered in column 4.
Ships and craft equipped with controllablereversible pitch propellers record in column4 the propeller pitch in feet and fractions offeet set in response to a signalled speed change,rather than the shaft revolution counter readings.The entries for astern pitch are preceded bythe letter B. Each hour on the hour, entries aremade of counter readings, thus facilitating thecalculation of engine miles steamed during thosehours when the propeller pitch remains constantat the last value set is response to a signalledorder.
Before going off watch, the engineering of-ficer of the watch signs the Bell Book in theline following the last entry for his watch andthe next officer of the watch continuer. therecord immediately thereafter. In machineryspaces where an engineering officer of the watchis not stationed, the bell sheet is signed by thewatch supervisor.
The Bell Book is maintained by bridgepersonnel in ships and craft equipped withcontrollable reversible pitch propellers, and inwhich the engines are directly controlled fromthe bridge. When control is shifted to theengineroom, however, the Bell Bobk is main-tained by the engineroom personnel. The lastentry made in the Bell Book on the bridgeindicates the time that control is shifted andthe first entry made in the Bell Book in theengineroom indicates the time that control istaken by the engineroom. Similarly, the lastentry made by engineroom personnel indicateswhen control is shifted to the bridge. When theBell Book is maintained by bridge personnel,it is signed by the OOD in the same manneras prescribed for the engineering officer of thewatch.
Alterations or erasures are not permittedin the Bell Book. An incorrect entry is correctedby drawing a single line through the entry andrecording the correct entry on the followingline. Deleted entries are initialed by the en-gineering officer of the watch, the OOD, or thewatch supervisor, as appropriate.
OPERATING RECORDS
Engineering operating records are meantto ensure regular inspection of operating
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machinery and to provide data for performanceanalysis. Operating records are not intendedto relace frequent inspections of operatingmachinery by supervisory personnel and are notto be trusted implicitly to provide warning ofimpending casualties. Personnel who maintainoperating records must be properly in-doctrinated. They must be trained to correctlyobtain, interpret, and record data and to reportany abnormal conditions noted.
The type commander's directives specifywhich engineering operating records will bemaintained and prescribe the forms to be usedwhen no standard record forms are provided.The engineer officer may require additionaloperating records when (all 'tors con-sideredincluding the burden of added paper-work) he deems them necessary.
The operating records discussed in thischapter are generally retained on board for aperiod of 2 years after which time they may bedestroyed in accordance with current disposalregulations. Completed records must be stowedwhere they will be properly preserved, and fnsuch a manner as to ensure that any of therecords can be easily located.
PROPULSION STEAM TURBINEOPERATING RECORD
The Propulsion Steam Turbine OperatingRecord, NavShips 3652 (fig. 6-3), is a dailyrecord maintained for each main engine inoperation. In ships with more than one mainengine in the same engineroom, a separatesheet is maintained for each engine but com-mon entries are omitted from the record for theport engine.
The watch supervisor enters the remarks andsigns the record for his watch. The petty officerin charge of the engineroom checks the ac-curacy of the record and signs his name inthe space provided on the back of the record.The main propulsion assistant notes the con-tents and signs the record. Any unusual condi-tions noted in the record are immediatelyreported to the engineer officer.
DIESEL ENGINE OPERATINGRECORD
The Diesel Engine Operating Record, Nav-Ships 3648 (fig. 6-3), is a complete daily rec-ord maintained for each operating propulsionand auxiliary diesel engine in the ship. Date
columns (duplicates of the columns on the frontof the sheet) are provided on the back of thesheet for the record of a second diesel engine.The watch supervisor writes and signs the re-marks for his watch. The petty officer in chargeof the ship's diesel engines (usually an ENC)checks the accuracy of the entries and signsthe record in the space provided. The engineerofficer notes the contents and signs his approvalof the record.
101
AC/DC ELECTRIC PROPULSIONOPERATING RECORD
The AC/DC Electric Propulsion OperatingRecord, NavShips 3647 (fig. 6-4) is a dailyrecord maintained for each operating propulsiongenerator and motor in ships (except sub-marines) equipped with a-c or d-c electricpropulsion machinery. A separate record sheetis used for each shaft, except on ships withmore than two generators or two motors pershaft, where as many sheets as maybe requiredare used.
Data are entered in the record and theremarks are written and signed by the Elec-trician's Mate of the watch. Accuracy of theentries is checked by the Electrician's Matein charge of the electric propulsion equip-ment and the electrical officer. Space is pro-vided on the record for the approval and signa-ture of the engineer officer.
BOILER ROOM OPERATINGRECORD
The Boiler Room Operating Record, Nay-Ships 3651, (fig. 6-5) is a complete daily recordmaintained for each steaming fireroom. (NOTE:This form is usually referred to as the "fire-room log.") Space is provided on the back ofthe record for the operating data of all fire-room auxiliary machinery. Entries are checkedfor accuracy by the senior petty officer of theB division. The B division officer also checksand initials the record. The engineer officerchecks the entries and approves the recordby signing it in the space provided for . hissignature.
ELECTRICAL LOG
The Electrical Log, NavShips 3649 (fig. 6-6),is a zomplete daily record maintained for eachoperating ship's service and emergency
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ENGINEERING ADMINISTRATION
generator. Entries concerning the prime moversIre generally recorded by the generator watch(Machinist's Mate) and electrical data are re-corded by the switchboard watch (Electrician'sMate) who also writes and signs the remarksfor his watch.
The accuracy of the entries is checked bythe Electrician's Mate in charge of the ship'sservice generators. Both the M and E divisionofficers check the record for accuracy and anyevidence of impending casualties. Each officerinitials the record to indicate he has checkedit. The engineer officer notes the contentand signs the record in the space provided.
DISTILLING PLANTOPERATING RECORDS
There is a distilling plant operating re-cord for each of the three principal types ofdistilling plants in.use aboard ship. The recordsare (I) the Low Pressure Distilling Plant Operat-ing Record, NavShips 3878 (fig. 8-7); (2) the FlashType Distilling Plant Operating Record, Nav-Ships 3878-1; and (3) the Vapor CompressionDistilling Plant Operating Record, NavShips9875. Each record is a complete daily recordmaintained for each applicable distilling plantin operation. Data and remarks in the recordare recorded by personnel of the watch. Thewatch supervisor signs the remarks for hiswatch, and the petty officer in charge of theship's distilling plants checks all entries foraccuracy and signs the record. The divisionofficer (M or A, as applicable) reviews andinitials the record. Space is provided on the backof the record for the signature of the engineerofficer.
REFRIGERATION/AIR CONDITIONINGEQUIPMENT
The Refrigeration/Air Conditioning Equip-ment Operating Record, NavShips 4731 (fig.8-8), is a complete daily record maintainedfor each operating refrigeration plant and airconditioning plant (except packaged units).Spaces on the front of the record are for entriesapplicable to both refrigeration and airconditioning plants (part A of fig. 8-8). Thedifferences between entries made on the back ofthe record are illustrated in part B of figure8-8 (refrigeration) and part C of figure 8-8(air conditioning). Note that data are recordedat two-hour intervals in this record. The A
division officer reviews the contents and initialsthe record.
GYROCOMPASS OPERATINGRECORD
The Gyrocompass Operating Record (Gyro-compass Log) is a locally prepared, completedaily record maintained for each operatingmaster gyrocompass. The form for the log isprepared in accordance with the type com-mander's directives. Columns in the log pro-vide space for recording the times of startingand stopping the gyrocompass, total hours ofoperation since delivery of the gyrocompass,and important operating data pertaining to thegyrocompass installation. Preventive mainte-nance performed (routine oiling and cleaning)and operating conditions noted are recorded inthe remarks section of the log. The petty of-ficer in charge of the interior communicationsequipment checks the accuracy of the log andthe electrical officer notes its contents.
106
/1 0
I. C. ROOM OPERATING RECORD
The I. C. Room Operating Record is a dailyrecord of major electrical equipment in opera-tion in the I. C. room and is maintained by theinterior communications watch. The form for therecord is prepared locally in accordance withthe type commander's directives. On smallships the gyrocompass log and the I. C. roomrecord may be maintained on the same form.Important data such as voltages and currentsof major units of interior communicationsequipment (I. C. switchboard, telephone switch-board, and motor generator sets) are recordedon the form. The I. C. room operating recordis checked and approved in the manner describedfor the gyrocompass operating record.
AIR COMPRESSOR OPERATINGRECORD
Some large ships maintain an Air Compres-sor Operating Record. The record contains im-portant data such as temperatures and pressurespertaining to air compressors in operation.When required by the type commander, theair compressor operating record form is pre-pared locally in accordance with his directives.Contents of the record should be checked bythe petty officer in charge of the air compres-sors and the appropriate division officer.
Chapter 6 RECORDS AND REPORTS
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107
///
ENGINEERING ADMINISTRATION
FUEL AND WATER ACCOUNTS
The maintenance of daily fuel oil, lubricat-ing oil, water and diesel oil accounts is vitalto the efficient operation of the engineeringdepartment. Forms and procedures necessaryto account for and preserve a limited supplyof fresh water and fuel are generally pre-scribed by the type commanders. Chapter 9004(6)of NavShi s Technical Manual describes thefue and water accounts tanraliShipsconsidersindispensable to the engineering department.Principally, these accounts inform the engineerofficer of the status of the ship's liquid load,and form the basis of several important reportssubmitted to higher authority by the engineerofficer. One of the most important of thesereports is the report of the amount of burnablefuel on hand.
It is fundamental to all naval operationsthat all ship and unit commanders know theexact amount of burnable fuel on hand. Depend-ing on the type of propulsion plant, burnablefuel can be Navy special fuel oil (NSFO), JP-5,or diesel oil. (NOTE: Diesel oil is no longerreferred to as "dol.") It is good engineeringpractice to fuel all fuel oil tanks to 95 percentof volumetric capacity in order to allow forexpansion and prevent spillage. Whensubmittingfuel reports, the 95-percent volumetric capacityof the tanks is used as the 11, Se for the 100 -percent burnable fuel report. it is possible,however, to fuel above the 95- portentvolumetriccapacity. When fueled to 100-percent volumetriccapacity the burnable fuel percentage figure willexceed 100 percent. The engineer officer shouldnot hesitate to report burnable fuel in excessof 100 percent when this amount is actually onboard.
When computing the amount of burnable fuelon board, only the fuel oil in storage tanksand service tanks is considered. AU fuel oilbelow the service suction and transfer suctiontailpipes in service and storage tanks is notconsidered to be burnable. The fuel oil in con-taminated tanks (settling or separating tanks),also, is not considered burnable. The designheight of suction tailpipes is indicated on ap-plicable ship's plans.
FUEL AND WATER REPORT
The Fuel and Water Report, NavShips 115(fig. 8-9), is a report submitted daily by theengineer officer to the commanding officer.
108
The report indicates the amount of fuel (fueloil and diesel oil) and water on hand as ofmidnight the previous day. The report also in-cludes the previous day's feed and potable waterperformance, results of water tests, and thesteaming hours on boiler firesides and water-sides.
The Fuel and Water report is compiled fromdata obtained from the Daily Fuel and Lube OilAccount and the Daily Water Account. Theoriginal and one copy of the report is deliveredto the officer of the deck in sufficient time forsubmission to the commanding officer with the1200 reports. The copy is retained by the 00D.
DAILY FUEL AND LUBE OILACCOUNT
The Daily Fuel and Lube Oil Account isgenerally a single daily record sheet indicatingthe receipt, use, expenditure, transfer, andchanges by inventory or apparent meter errorof the contents of each fuel oil, diesel oil, andlubricating oil tank throughout the ship. A sug-gested format for the account is illustratedin chapter 9004 (6) of NavShips Technical Manual.When the form for the daily fuel and lube oilaccount is not prescribed by the type com-mander, engineer officers may utilize the sug-gested format. Where it is impracticable toconsolidate the lube and fuel oil accounts, shipsmay maintain separate accounts for lube oil.An account form should be submitted beforeand after receiving or delivering fuel oil. Theform is prepared by the oil king and is checkedfor accuracy by his leading petty officer anddivision officer. When completed and checked,the form is submitted to the engineer officerfor his approval and signature. The informationcontained in the record is the basis of reportssubmitted to higher authority (commanding of-ficer and force or unit commander) bythe engineer officer.
DAILY WATER ACCOUNT
The Daily Water Account is a daily rec-ord of the feed water for boilers and potablefresh water in reserve feed tanks, deaeratingfeed tanks, boilers, and potable water tanksthroughout the ship. A sample format for theDaily Water Account is illustrated in chapter9004(6) of NavShips Technical Manual. The dataare recorded on the form by the oil king andthe record is checked for accuracy by his
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Chapter 8RECORDS AND REPORTS
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109
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ENGINEERING ADMINISTRATION
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Recordcontinued. C. Back (air-conditioning).leading petty officer and division officer. Whencompleted and checked, the record issubmitted to the engineer officer for his ap-proval and signature. The daily water accountis also a source of information that is includedin reports to higher authority.
FUELING MEMORANDUM
The engineer officer uses a FuelingMemorandum to inform the commanding of-ficer, the 00D, the supply officer, and anyothers concerned (including the ship fueled,when delivering fuel) whenever fuel oil or dieseloil is received or delivered. A sample FuelingMemorandum is shown in figure 6-10. Asmuch information (as shown on the Sampleform) as is available and applicable should besupplied by the memorandum.
110
LIQUID LOAD PLAN
The Liquid Load Plan of the ship is a printedor mimeographed (locally prepared) diagram-matic layout of all ship's tanks with the tankscolored to indicate graphically the approximatestatus of fuel, ballast water, reserve feed water,and potable water. The plan is prepared anddistributed daily by the oil king. Copies serveas important aids to the damage control watchofficer, engineer officer, and engineering of-ficer of the watch. In large ships, a copy ofthe plan may be posted at each repair partycontrol station to provide information to therepair party officers.BOAT FUELING RECORD
The Boat Fueling Record is a locally pre-pared, daily record of the fueling of powerboats.
4
Chapter 8 RECORDS AND REPORTS
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Chapter 6 RECORDS AND REPORTS
It is an indispensable record for ships carryingor maintaining a large number of boats. Alloperating boats should be fueled daily prior to0800 in order to prevent the necessity of fuelingat unusual hours and to ensure readiness forunscheduled calls. The record for each boatshould indicate (1) the boat number, (2) fuelcapacity of the boat in gallons, (3) fuel on hand,(4) approximate fuel consumption in gallonsper hour, and (5) whether or not the boat wasfueled to capacity.
OIL KING'S MEMORANDUM
The 011 King's Memorandum is a locallyprepared report of the fuel oil and feed watersuction and standby tanks. It is submitted asof 1000 and 2000, to the engineer officer (copyto the engineering officer of the watch). Thereport is prepared by the oil king and includessoundings of all reserve feed water tanks byeach watch. The report is primarily for largeships, but it is useful for keeping any ship'sengineer officer and engineering officer of thewatch informed of the status of the fuel andfeed water.
MONTHLY SUMMARY
The Monthly Summary of Fuel Inventory andSteaming Hours Report, NavShips 5089, is shownin figure 6-11. The purpose of this report isto provide the Naval Ship Systems Command witha monthly summary of information on the ship'sfuel inventory, the ship's fuel consumption, andon the steaming hours. This report containsall data as of 2400 of the last day of the previousmonth and shall .be forwarded within five (5)days of completion of the reporting period.This report consists of one original copy andthree carbon copies. The original copy is sentto the Naval Ship Systems Command, one carboncopy to the type commander, one carbon copyto the squadron commander (division commanderfor cruisers and carriers), and the last carboncopy is filed aboard ship.
The Monthly Summary provides current andcumulative data necessary for determiningbud-get and fleet logistic requirements and opera-
performance. Information sheets con-detailed instructions for completing the
forms are issued with the forms. The back ofthe report contains spaces for recording dataconcerning the ship's displacement, number ofdays out of dock, number of days assigned um-
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111111,
113
interrupted upkeep periods or availabilities,and the number of hours underway at variousspeeds. Space is also provided on the backof the report for general remarks and thesignatures of the engineer officer and com-manding officer.
Most engineer officers prefer to compilethe necessary data for this summary on a dailybasis rather than wait until the end of themonth and make computations from the variousrecords. In using either method, care mustbe taken to correctly compute and record thedata on the Monthly Summary in order to avoidhaving to submit a corrected form at a laterdate.
MISCELLANEOUS RECORDSAND REPORTS
The engineering records and reports dis-cussed in this section serve to inform re-sponsible personnel of coming events (includingimpending casualties), supply data for theanalysis of equipment performance, provide abasis for design comparison and improvement,or provide information for the improvementof maintenance techniques and the developmentof new work methods. The records are thosepapers required to be compiled and retainedon board (in original or duplicate form) forprescribed periods of time, primarily forreference in administrative and operational mat-ters. The reports are of either a one-timeor recurring nature. Recurring reports are re-quired at prescribed or set intervals whileone-time reports need be made only on the oc-currence of a given situation.
ENGINEER OFFICER'S NIGHTORDER BOOK
The engineer officer keeps a Night OrderBook which is preserved as a part of the en-gineering records and in which is entered theengineer officer's orders with respect to (1)operation of the engineering plant, (2) any specialorders or precautions concerning the speed andoperation of the main engines, and (3) all otherorders for the night for the engineering officerof the watch. The Night Order Book is preparedand maintained in accordance with instructionsissued by the type commander. Some instruc-tions specify that Night Order Book utilizea specific that is standard for shipsof the type other commands allow use
ENGINEERING ADMINISTRATION.
MORTNLY SMART OF FUEL INVENTORYAND STEAMING NOUNS REPORT(Eseloks Peped Ships)
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114
11(6
Chapter 6RECORDS AND REPORTS
of a locally prepared (mimeographed) form butspecify certain contents of the book.
The engineer officer's Night Order Bookmust contain orders covering routine situationsof a recurring nature (engineering departmentstanding night orders) as well as orders forthe night for the engineering officer of thewatch. Standing night orders are issued by theengineer officer as a letter type directive (in-struction), in accordance with the ship's direc-tives system; and a copy of the instruction isposted in the front of the Night Order Book.Orders for the night for the engineering of-ficer of the watch generally specify the boilersand other major items of machinery to be usedduring the night watches. A form similar to theone illustrated in figure 6-12 is in use in someships for the issuance of the engineer officer'snight orders.
The Night Order Book is maintained in portand at sea. In the temporary absence of theengineer officer in port, the book may be main-tained by the engineering department duty of-ficer. Underway, the Night Order Book is de-livered to the engineering officer of the watchprior to 2000 and is returned to the log roomprior to 0800 of the following day. In additionto the engineering officer of the watch, principalengineering watch supervisors, and the oil kingshould read and initial the night orders for thewatch. In port, the night orders should be readand initialed by the leading duty petty officerof each engineering division as well as by theprincipal watch supervisors.
STEAMING ORDERS
Steaming Orders are written orders issuedby the engineer officer that list the majormachinery units and readiness requirementsof the engineering department based upon thetime set for getting the ship underway. Gen-erally, a locally prepared form similar to theone lllnstragd in figure 6-13 is used flr is-suance of ffibSteamfng Orders. The ordersnormally specify (1) the engine combinations tobe used, (2) times for lighting fires and cutup -inboilers, (3) times for warming up awl boltingmain mines, (4) times for starting and parallel-ing ship's service generators, (5) standardspeed, and (8) engineering officer of the watchand principal watch supervisors. Early postingof Steaming Orders is essential to getting aship with a large engineering plant underwaywith a minimum of confusion.
GYROCOMPASS SERVICERECORD BOOK
The Gyrocompass Service Record Book,NavShips 708, is furnished the ship with eachgyrocompass (except the Mk 22) installed. Thebook is a complete record of inspections, tests,and repairs to the gyrocompass and must alwaysremain with its associated gyrocompass. Com-plete instructions for maintaining the record areoutlined in the front of the book and mustbe carefully followed. In the event of loss ofordamage tothe gyrocompass service recordbook, a replacement book can be obtained asindicated in the Navy Stock List of Forms andPublications, NavSup 2002. The requisition forthe new book must show the mark, modifica-tion, and serial numbers of the gyrocompassfor which the book is intended.
DEGAUSSING FOLDER
The ship's Degaussing Folder is a recordof the degaussing installation in the ship. Thefolder contains (1) a description of the degaussinginstallation; (2) a record of inspections, tests,and repairs performed by repair activities; (3)the values of all coil currents for the ship'spositions and headings; and (4) a record ofthe degaussing range runs. The DegaussingFolder is necessary to the operation of thedegaussing system and must be safeguardedagainst loss. Generally, the Degaussing Folderis in the possession of the navigator; and theengineer officer provides the navigator with thenames of engineering personnel who will requireaccess to the folder.
The Ship's Force Degaussing MaintenanceRecord, NavShips 1009, is provided for record-ing maintenance of degaussing system performedby the ship's force. When completed, the formsare inserted in the degaussing folder.
TROUBLE CALL RECORD
In large ships it is advisable that the elec-trical and auxiliaries divisions maintain dailyrecords of the many trouble calls received inorder to ensure that the calls are handled asexpeditiously as possible. The record of eachtrouble call received should indicate the(1) time that the call was received, (2) personreporting the trouble, (3) nature of the trouble,(4) person to whom the call was assigned, (5)action taken to am-se the trouble, and (6)
ENGINEERING ADMINISTRATION
ENGINEER OFFICER'S NIGHT ORDERS Date 6 7uNE 19 -
USS SAMPLE (CAG -132)
At or enroute from d6111044rs, Tr44), to GEIAA,
Standard speed is /J- knots--J-11_____rpm, or as ordered.
Anticipated speed changes: knots at at
Be prepared for knots with Boilers at
Boilers in use / A wa ; Standby Boilders AA AND 3
Sprayer plates in use: (saturated side); (superheater)_LEARt-
Standby sprayer plates: (saturated side):141A-14 (superheater)
Operate with engineering plantibilr-and superheaters lighted/severed
Maintain main steam:temperature atrALCIF. in accordance with superheat control
policy in standing night orders.
Operate ship's service generators / AND ; generators A 444. 3 in
standby condition.
Evaporators / MD A. distill to ship's tanks/reeerve-feed-Abenks-
untiland then shift to. RFT-
Carry out standing night orders published in the front of this book.
REMARKS:
tufty ovr Manua. sriritmtma wovrao It OtoTteif AND KM Eloui-IS
Pity. eme.4. ma *Viso if OW AINIMOP Thefflarerreetr.
In case of trouble or doubt, call me in ramm-ilaa, telephone-AAA.----;
and i.r. eRs.eyINITIALS
20-24
00-04
04-06
in room /IV , telephone 4214
p p7* =tiler
Figure 6 -12. A sample of the engineer officer's night orders. 114.13
116
Chapter 8RECORDS AND REPORTS
II.S.S. SPUTUM. Cs-3333Mlamisamo DEPARTMENT
STIVIDIG ORDERS
Date 17 August 19The ship is scheduled to get underway at 11100, 18 August
1. The Engineering Department shall report rest, to get underway
2. Boilers Nos. 1.2.3.4.8.8 shall be used.
3. Stemming watches ( 3rd stewing section) below as follows:
SPACE Datum
No. lltashinery SpaceNo. 2 !Whiner, SpaceNo. 3 Machinery SpaceNo. 4 Machinery Space
Light Boiler Nos. 1, 2Boiler Nos. 3. hBoiler Nos.
, 19
at 1.M (sero time)
WINER!
atap
0800 i cat-inwct
_4&.0)-- I Cut-in
at ; Cat-in
5. Calmence warning -up rain engines at,11}0 , and follow waning -up schedule.
Nos. =1250-1.W. generators at Roost in (idle) 1245i
6. Waraup Nos. 2 1250-1.14 generators at Anent in idle WOO .
Noe. 1250-1.W. generators at ___Jeut la idle
7. Test rain engines at 1222. Report the Engineering Drparbsent ready to getunderway to Ihenser Mawr.
8. Rave all harnesses:1e up with = sprayer plates and in use by .
Standby X08 sprayer plates.
9. Operate 2 sego) evaporators, and distill as directed by E.O.M.
10. CallsEngineer OfficerAssistant Engineer OfficerMain PropulsionAssistant
11. Watch0000-0h00.01100-08000800-12001200-18301600-18001800-20002000-2h00
a
&NON.it ites)11E7AZE
pnr% b
On Station:Duty OfficerJunior Duty OfficerDuty MCDaV MMC Net EJE;Duty BfC walterDativ AMC /and. MC
11. 16 Robertsonirastsigna
R. S. Smith,
D. r. Malt. 'UlanO. L Bolt) leach.R. S. Smith
2. RobertsonD. F. *Wards
Unless notified otherwise, standard speed will be ..15_ knot., 15._ rpm.
954.14(Offieer)
Copies: Bat; Officer aid C.P.O.Iso Steaming 5.3.,Div. &B.'s, rile.
114.14Figure 8-13.Sample steaming orders.
117
ENGINEERING ADMINISTRATION
the time that the trouble was corrected. Di-vision officers should check the record daily toensure that all calls are answered. The recordalso provides information as to the existenceof unusual maintenance problems.
BOILER WATER TREATMENT LOGS
The Boiler Water Treatment Logs shown infigures 6-14,6-15, and 6-16 are used to recordboiler water tests and treatment. These logsare listed below by name and the type ship theyare used on:
1. Boiler Water Treatment Log - NavyBoiler Compound, Nav Ships 9560/1, for shipswith 600 psi boilers and below.
2. Boiler Water Treatment Log - HighPhosphate Treatment, Nav Ships .9560/2, forships with diatomite feedwater filters.
3. Boiler Water Treatment Log - Low Phos-phate Treatment, NavShips 9560/3, for shipswith 1200 psi boilers.
The Feedwater Log, NavShips 9560/4, shownin figure 6-17, is used for feedwater tests on allships with propulsion and auxiliary boilers. TheFeedwater Log, along with one of the piouslogs listed will be used on each ship to recordthe tests of feedwater and tests and treatmentof boiler water. Figures 6-16 and 6-17 illustratethe proper method for entering data to the logs.
Specific instructions for entering data inthese logs are given in the Boiler Water/Feed-water Test and Treatment Course (certificationcourse).
BOILER TUBE RENEWAL SHEETS
Boiler Tube Renewal Sheets, often calledBoiler Tube Data Sheets, should be used to keepa record of defective tubes and of renewedtubes. Boiler Tube Renewal Sheets are availablefor most boilers now in naval use. Figure 6-18illustrates this form for a Babcock & Wilcoxdouble-furnace boiler; figure. 16-19 shows theform for a Foster Wheeler single-furnace boiler.If Boiler Tube Renewal Sheets are not avail-able for a particular boiler, similar forms canbe prepared from the boiler plans.
BOILER TUBE CASUALTY REPORT
The form shown in figure 6-20 is a stand-ard ;form to be used when reporting. failed. orreplaced boiler pressure parts. This form(Form 4ND-Shipyard 9510/2), together with any
required samples of deposits, tubes, and boilerwater, should be forwarded to the Naval Ships
,Engineering Center,. Philadelphia Division(formerly Naval Boiler and TurbineLaboratory),in accordance with current instructions issuedby the Naval Ship Systems Command.
It is essential that standard terminology beused in filling out the Boiler Tube CasualtyReport to provide meaningful information on thenature and causes of the damage. If trouble isencountered in determining the exact type ofdamage, remember that (1) the term RUPTUREshould be used for all openings associated withtube enlargement; (2) the term PERFORATIONshould be used only for openings other thancracks which are not associated with tube en-largement; and (3) the term CRACK should beused for longitudinal or circumferential separa-tion where there is no appreciable tube enlarge-ment.
If it is necessary to submit samples in con-nection with boiler pressure part damage, cur-rent instructions issued by the Naval Ship Sys-tems Command should be followed. Here are afew tips on the submission of samples:
1. Samples of damaged pressure parts mustbe obtained as nearly as possible in their originalform. A complete tube section containing a rep-resentative example of the metal damage makesa good sample.
2. Tubes sent as samples may be mit intoconvenient lengths for shipping, but they mustbe CLEARLY MARKED for reassembly.Oil should NOT be used for cutting a tube thatis to be submitted as a sample. Sample tubesmust be cut very carefully so that the damagedarea will not be cut, burned, or otherwise dis-figured.
3. A poorly labeled sample is practicallyworthless. Tube sections should be marked withpaint to show the side toward the furnace, thesteam drum end, the relationship of each sectionto the other sections of the tube, the boilernumber, the name of the ship, and any othernecessary information. The marking must notcover or contaminate the damaged area. Tubesamples must NOT be submitted with papertags tied onto them; when paper tags are used,they generally become lost or disfigured longbefore the sample arrives at its destination.Metal tags that are wired on are better thanpaper tags, but the best way to mark the samplesis to give the required information directlyon the samples.
118
Chapter 6RECORDS AND REPORTS
BOILER WATIR TREATMENT LOONAVY BOILER COMPOUNDMINIM OGNII IMMO (SW) etwe1es.0.100eNS SOIL ' ,17 NON% Of STAN
DATE T 1ME SLOW.DOWN
CPILORIDE
Poi
CRICK.T IV I TY
40 L
ALNA.L IN I TY
Poi
NARDNESS
ail
NAVYROI LER
COMPOUND`DND
LIP
Dm( i s mg SLONDOWN
COLO.RIDE
VW
COMM .TIV ITT
4101 .
ALA*.LIMIT%
VW
NANO.NESS
CSM
NAVYSOILEDCOMISTM
Le
14.4..............iw%...........L...sm....e.....%.....goi...;TOP OF FRONT PAGE
BOTTOM OF BACK PAGE r
'MARLS, Illatard eamelm.lw iha heal.. al ell 1 Iona sad I setea.daa I dam mad boiler ........1 eamdm tadMoms Ule Mad. List all mdtt. Inelmtlas relielelimg owl Nee rea.m1.)
NOLNIS STUMM SINCE LAST ROUSH* CLONING
SNDIICALt 112012NICALiTOTAL STEAMING owesTHIS MUM MOUNT SIM
MUM $11/1.114 SINCE LAST IIN(51011 CLIANINS
lawny TOTAL NAVY SOILCN CCUP01/d1
NOTE: This r1 sill be nisei's' es booed fee 'S ....r sad disposed el is Jesse Irish 2112411VINIIT 3212.8.$112-1, Per. 11210(11. T iptlel sill c Isesiebes1 SAVSN1P2220211 elm required.
Neer 411 eer AUTHORS ILO SIONA1M1 MOTO, 1111,40. MT 1711)moolic
98.164.1Figure 6-148Boiler Water Treatment LogNavy Boiler Compound.
119
Aa
ENGINEERING ADMINISTRATION
BOILER WATER TREATMENT LOG -HIGH PHOSPHATE TREATMENTMOMS I110/2 (111V. 11.411) (f11NT) SiN.01011430.2000
LISS MILER NO. CIUMMATIvE SEEMIM NOUNS MEMO! EE AR
DATE TINC SLOW.DOWN
ENLO.OSIOLC.AIDE
IPM
TIVITY
411401
ALMA.UNITY
CAM
PNOS.PNATE
PPM
....,,,..
"^" "SODAADDED
DES
ewe&011MINIalmemosmmism
Inip
DATE TINCSLOW.DOWN
COCOAIM
EON
0,42E.ALAA.TIVITY
IVA
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ma
MEM.MATE
P111
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CAUST.,....'101Nnur
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sae_
TOP OF FRONT PAGE ,....60 -._____./.°.
BOTTOM OF BACK PAGE
ROMANIS: (Retard ly the fiadiaes all s 00000 flees soul watersides. 'elide' sod he &dee edJetta. oh ameh. LIES ell rep Ire mite Inelating robrIefimg eft/ IAA. rea *el..)
LAST wATERS 10E CLEANING M ANSTEAMING SINCE LAST FIRESIDE CLEANINGHOURS STEAMING SINCE
CHEMICAL: MECHANICAL:
TOTAL STEMMAS CUSS TOTAL CAUSTIC sou I fa tor.STAR06410SHATC mom
THIS MONTH: MOUNT IWO: DI. I 02.
1110T2: This retard will be retsieed se board for 2 yes a sad di 00000 d at is damn oath SICNAVINSTS211.211.SUP.1, Per. 9510110 T (el will bo furnished NAVSNIPSV2C011 sham required.
APPOOVED (Enginestiee Officer) AUTHORIZED SIGNAMME MOTE, MIF.10. MT 17311
Figure 8-15.Boiler Water Treatment LogHigh Phosphate Treatment.
r
98.184.2
'to:, . ant
Chapter 6RECORDS AND REPORTS
BOILER WATER TREATMENT LOO -LOW PHOSPHATE TREATMENTMOM WWI WV. 11-02 MOM 1101.0S00.110.1000
USA WILD NO. TIM STEAMING MUMMAINZ (OVAp99) I ""12122.8 - I 'IQ° 1 167
Doc TIME OLO/OCION
O.R I Of
ON
R.TIVITY
MN*
/NOS.PRATE
mw
MNammo
Clis
....1aeon
Oh
An Ina SLOV001II1
CILORIO(
EMI
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pH MAO.PRATE
MA
CALSTCmuApraOh
I W:4i.: :
Mn.Oh
1 )350 PRESET MUD AND - 20 10 12 0400 LIGHT OFF - - - -
)450 - 0.1 170' 10.4 10 - - 0510 ON TEE LINE - - - -
9300 LIGHT OW - - - - - 0540 - 0.3 300 10.5 15 - -1 TAO AG CLIAILIT ei A e._ c
25 0555 LI 0
0710 ON THE
MOO 0.2
0645
0920
1030 0.2
6.1
J BOTTOM OF BACK PAGE- 30 0415
LINE
220
e
10.4 10
360 11.0 25 -SOMMESt Mesa messily At 'sailed's of .11 s 000000 11114 Slid sell sJ me ha, 1 doe end Nel ill geodes sdMums memlA Liss all rep sr. oak smIeduq rehschng sad emlw rerwmaIs.)
*This means that two surface blowdowns were carried out, each surface blowdown was threeinches. Fbr this boiler two 3-inch blowdowns is more advantageous than one 6-inch blow-down becauses
a. a more effective 10% blowdown results
b. the risk of carryover is reduced
Cw
IMPS STIAMINS SINCE LAST NATUISIOL CLUMIM1 I MRS STEAMING SINCE LAST IIIIISIOIL CLUMINOCOMICAL: 4872 NEONANICALI 924.8
i 324.8TOTM. MMUS 1401011 *5171ST TOTM. CAUSTIC KRA MONTIMY TOTM.0111tenamemanTM NONTN: 235.0 ONOVONT MO: 12 70 ol. 39 Oa.NOTE: ma a will be reteieed les beard for 2 year. sad disposed of is 00000 doses eieb 11201AVIN3T$212.211.SUP11, Par. UMW. 07 ps(s) will be fersisbed NA22111111111C011 140 required.I/MOM MAE 6 lug Wiser)T. jowls,. op%
AUTICIIIMI IMMATURE INOTEIN INP.114). MT Iva)
I
98.164.3Figure 6-16.Boiler Water Treatment LogLow Phosphate Treatment.
121
/.1
ENGINEERING ADMINISTRATION
FEEDW ATER LOGBANNIPS 540/11 (11-141 (F oo) striolos120.4144U22 ELAINI (CVA-99)
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JUNE66467
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5504Vecs OXYGEN.NOTE: Thie rrrrr d will be 4 on beard for 2 4 'Hewed et in desee vitb IIICNAVINST5213.
SUP1, EN.' MOM T pt(e) will be tarnished NosoIrsTiooN while regained.
22214121M (ins ttttt tag OffseltrjCDR us/./
11101MTWM. 1 TM VP.10 Ale 1723)s , att u s
Figure 6-17.-Feedwater Log.
122
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98.164.4
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r.98
. 168
ti ae
AD til 0 6 RA8
ENGINEERING ADMINISTRATION
MOP NO.PARTIALLY REMO ST
DOLE* NODATE
TIN ID= MIAS TO POMO WORM NAM O COMO - 011114.0015-11014
MIMI!
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/MONT Of 111011.111
MOILER CCCCC
124
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11.1-RR
V
Chapter 6RECORDS AND REPORTS
MAN 01PAIN's,
IN11--II11111111 1111
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411.111144
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DOTE "NAL
NOTESI. WWI INIFIFINNS TO TIMES N CONINWONOCNCE OW WWI Kamm
TAM! AN FOLLOWS.WONNIATINS USA MK LETTER OP NOW ANO IS OM OP WM
MINTING NMI FINSET TO MAN OF SOW.ILIPOWEATEN WKS MK WNW OF LOOP AND MOIR OP TOSS
COUNTS* FROM BOTTOM TO TOP.SIDE WILL OWE NAME OP TIM *NO WON OP TUN
COUITIIII PROW MIT TO RUN OF SOILS.ECONONWEN MIME SITE LETTER AND NANO OP TIM AS
ININCATIO ON MOSS INECTONAL VIEW OP CCOMICIANZIOL
MO DAICATION naPUN Net WINN RUM NOITC:2::::=//111/1111DMIT OP SOLO 11011110011111 Mb 711 1' 0.11
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ECONOMIES SECTION LOOMSTOWNS MAN TRIM
PLAN NEW OP NOW TOM
111/111 MIL NOLO
Yon SPIA17177 IMONVIMI.
BUREAU OF SHIPS05'.104. BOILER TUBE RENEWAL SHEET
FORPOSTER WHEELER SINGLE FUR/ULE,INTEGRAL SUPERHEATER BOILER
WITH SINGLE UPTAKE11.0 1MEM sosamrs
~1111Iratifradoi ""440Are
MAIM 0 1101~ See
11111111
I,- 1 200 I 2002016
Figure 6-19.Boiler Tube Renewal Sheet for a Foster Wheelersingle-furnace boiler.
125
/ el
98.169.1
ENGINEERING ADMINISTRATION
BOILER TUN CASUALTY REPORT4ND-S1UPTAVD-9510/2
INSTRUCY:ONS - Check or fin In as applicable. A separate report should be filled out for each circuit,for each type of failure noted. Derangements of a particular circuit (warpage, sagging. marriages.blisters. etc.) which accompany but do not constitute a complete failure (rupture, perforation, crack,eta) may be described under REMARKS on last page. Fonrard.repcet so NAVAL BOILER AND TURBINELABORATORY. PHILANAVSHIPYD. Philadelphia 12. Pa. When failed tube is forwarded for analysis.forward adjacent tube.
A. SNIP: ust BOILER NO. DATEBOILER MANUFACTURER:BOILER SERVICE: MAIN PROPULSION AUXILIARYTYPE: "A" . , MOW OTHERSUPERHEATOMMITREILLIED' uNcorrricaw NONEMFRS. INSTRUCTION BOOK, NAVSHIPS NO.BORER NAMEPLATE DATA:
DESIGN PRESSURE, . TEMPERATUREOPERATING russuig , TEMPERATUREDATE FABRICATED . ADDITIONAL NAMEPLATE DATA:
TYPE OF MAIN PROPULSION: STEAM: TURBINE . RECIPROCATING . DIESELOTHER
DATE OF FAILURE COMPONENT (CIRCUIT)TYPE OF FAILURE: RUPTUNI--THEN;LIPPETHICK-LIPPED
CRACK LONGl=___TRANSVERBE_ . PERFORATIONPITTING FIRESIDE COMMON WATERSIDE CORROSION(Describe under REMARKS - Refer to BSTM Chapter 61 Appeal-171
FAILED TO! NO. (STUN IDENTIFICATI ACCORDING TO:
TUN PLAN IN MFRS. INSTRUCTION BOOK:OTHER (DESCRIER)
TUBE IDENTIFICATION SHEET
sar., ,T: , , /
THICKNESS OF DEPOSITS: W/11/14INDICATIONS OF WATERSIDE: ,OIL KNOWN OBJECTS
D. LOCATION OF FAILURE FROM:FURNACE FLOOR (Water Wall Tubes)STEAM DRUM (Generating Bank Tubes=ERNEtss
rr.fmrfil.SUPERHEATER MADER:FRONT HEADER (Generating Bank Tubes-HEADER TYPat PT.
OUTPT.
ECONOMIZER HEADER: TarrurrORIENTATION OF FAILURE: TOWRITIIIPIJACIt
IN.
OF PASSNO) IT. _IN.-1147
AWXYWOR FURNACE
L OPERATING CONDITIONS AT TIME OF DISCOVERY or FALURE:I STEAM PATE (fir nu POWER)KILN LOAD: iNCRRASI NG INCREASING STEADYSPRAYER PLATE S17.1(S) IN USENUMBER AND LOCATION OF szclidERMTVIII
U LIGHTING OFFIII UNDER ITTDROITITIMIT AT PIIM--"Ln IDLE
98.170Figure 8-20.Boiler Tube Casualty Report..
128
/30
Chapter 6RECORDS AND REPORTS
F. IF RUPTURE OCCURRED: ACTION TAKEN IMMEDIATELY AFTER DISCOVERY(DESCRIBE)
TOTAL STEAM HOURS ON FAILED TUBE(S): SINCE INSTALLATIONON WATERSIDES: SINCE LAST CHEMICAL CLEANING
SINCE LAST MECHANICAL CLEANIkGON FIRESIDES SINCE LAST CLEANING
METHOD OF BOILER WATER TREATMENT:NAVY BOILER COMPOUND (600 PSIG AND LOWER)LOW PHOSPHATE - SPLIT (1200 PSIG BOILERS)HIGH PHOSPHATE - SPLIT (SYSTEMS WITH DIATOMITE FILTERS)OTHERIS BOILER OVIXTENDED WATERSIDES CLEANING INTERVAL PROGRAM?
FAILED TUBE(S): PLUGGED RENEWED DATEIF RENEWED: INSTALLING ACTIVITY: SHIP'S FORCESHIPYARD (NAME) TENDER(NA)AI)
REPLACEMENT TUBE(S) OF IN. MINIMUM WALL THICKNESSSAMPLES FORWARDED FOR ANALYSIS: DATE TUBE NO. (S)
G. INMARICS : (ADDITIONAL INFORMATION, SUSPECTED CAUSE OF FAILURE. ENCLOSURES, ETC.)
Figure 6-20.Boiler Tube Casualty ReportContinued.
127
/ 3
98.170
ENGINEERING ADMINISTRATION
4. The best -way to submit a sample of atube deposit is usually to submit a section ofthe tube with the deposit still in place. If forsome reason this cannot be done, the depositsample should be separated from the metalwith a sharp instrument that is capable oftaking the entire thickness of the deposit, downto the sound metal. As a last resort, depositsamples may be obtained by scraping orbrushing; however, samples taken in this wayare so broken up and frequently so contaminatedwith other material that it is generally verydifficult to obtain useful information from them.
5. Deposit samples should be forwarded inclean bottles or cans. The container should bepermanently marked with all the requiredidentifying information.
6. A 1-gallon sample of boiler water, takenwhile the boiler is being emptied or just be-fore it is emptied, should be submitted withsamples of waterside deposits. The bottle inwhich the boiler water sample is submittedshould be entirely clean before the sample iscollected. The bottle should be filled almost(but not quite) to the top; it must be tightlystoppered; and it must be clearly labeled withall identifying information, including informa-tion on recent water tests and water treat-ment.
7. When samples are submittedfor analysis,they should be, accompanied by an explanatoryletter. The letter should include informationon the circumstances under which the failureoccurred, the cause of the failure (if known),the firing rate at the time, the number ofsteaming hours since the last waterside clean-ing, and any other pertinent information.
ELECTRONIC FAILURE REPORT
The Electronic Failure Report, form DD787,is a report rendered on the failure of certainelectronic equipment listed in the current re-vision of NavShips Instruction 10550.73. Aseparate form is submitted to the Naval ShipSystems Command for each electron tube orelectronic part failure. The report form shouldbe cbmpleted and submitted as soon as possibleafter the repair is accomplished. For elec-tronic equipments under the cognizance of theengineer officer, the report is mailed promptlyto NavShips without a covering letter unlessit is necessary to supplement the remarksportion of the report form.
SHIP CHARACTERISTICS CARDS
The Ship Characteristics Card, OpNav9010-2, is a report of comprehensive informa-tion essential to an understanding of the charac-teristics and capabilities of surface ships andservice craft. A similar report, SubmarineCharacteristics Card (OpNav 9010-1) is ap-plicable to submarines. The distribution andfrequency of submission of the ship and sub-marine characteristics cards is in accordancewith current OpNav and appropriate fleet com-mander's directives. The current revision ofOpNav Instruction 9010.8 applies. Instructionsfor completing the forms are published on oneof the pages comprising the report.
The data in the Ship Characteristics Cardmust be accurate and 'complete because it isused for planning purposes by CNO. Where ac-curate data are not available, an estimate(marked E) will be, given but exact data mustbe obtained and submitted as soon as practicable.
CNO requires that the Ship Characteristicscard be submitted by all ships (1) upon com-missioning or being placed in service, (2)within 30 days after completion of regular over-haul, and (3) whenever a change in militarycharacteristics (including any change in weaponsinstallations) is made. The engineer officer mustmake certain that the current revision of the ShipCharacteristics Card is used for submission ofthe report. When filled in, the Ship Characteris-tics Card is classified Confidential.ELECTRONICS INSTALLATION RECORD
The Electronics Installation Record (Nay-Ships 4110) is an inventory record of the ship'selectronics installation. This record is preparedby all active ships or cognizant commands. Thedata included in this report are required bymanagement and command personnel for opera-tions and planning. Instructions forthe prepara-tion, revision, and submission of the recordare published in Reporting Electronic Equip-ment Installations, NavShips 900135 (revised).The copy of any publication referred to forinstructions when preparing a report mustbe the latest revised copy of the publicationbecause reporting procedures are frequentlychanged. A report that is submitted incor-rectly or that contains incomplete informationcan cause considerable confusion and in-convenience by requiring additional cor-respondence which unduly burdens the personmaking the report as well as the recipient.
128
Chapter 6RECORDS AND REPORTS
FORM SUBJECT DESTINATION REFERENCE
NavPers 304.1 Motion Picture Damage,Loss and Destruction
BuPers Art. C-9403,BuPera Manual
Report.
NavShips 223-1,223-4, 223-4a,223-6, & 223-8
Docking Report. Nav Ships Nav Ships TechnicalManual
Letter, drawing Report of Solid Ballast Nav Ships Technicalor sketch Installation or Change. Manual
Letter Report of Pounding or Nav Ships Nav Ships TechnicalInadequate Propeller ManualImmersion.
Letter Bent or Cracked Shafts. Nav Ships Nav Ships TechnicalManual .
Nav Ship* 4212-1,4214-1; 4214-2,4213-1 (accord-ing to design)
Report of TurbineLifting and Repair.
Nav Ships Nav Ships TechnicalManual
Letter Request for change of Nav Ships Nav Ships TechnicalAuthorized Settingson Boiler Safety
Manual
Valves.
Nav Ships 1104 Magnetic Compass Nav Ships Nav Ships TechnicalTable. Manual
Letter Report of Storm Dam-age to Ships.
Nav Ships Nav Ships TechnicalManual
Letter Defective Condition of Nav Ships Nav Ships TechnicalHeating Coils in ManualFuel Oil Tanks
Figure 6-21. Summary of Situation Reports.
129
114.25
ENGINEERING ADMINISTRATION
The ship's electronic equipment is dividedinto eight major categories for the purpose o(reporting the ship's electronics installation.Category 7 is the ship's interior communica-tions equipment and includes the following:
1. Shipboard announcing system amplifiersand loudspeakers.
2. Sound recorders.3. Record players.4. Portable announcing and public address
systems.5. Ship's entertainment systems.6. Intercommun%ations units.7. Communication console equipment.8. Sound-powered telephone amplifiers.
MAIN PROPULSION TURBINECONDITION REPORT
The Main Propulsion Turbine Condition Re-port is a letter report of the condition of eachpropulsion turbine and is submitted to the NavalShip Systems Command via the type com-mander 3 months prior to each regular over-haul. A copy of the report is forwarded tothe shipyard to which the ship is assignedfor overhaul. The report includes data andinformation on the turbines in accordance withthe recoirements of the chapter in Nav ShipsTechnical Manual pertaining to main propellingmachinery. Included in the report are recom-mendations by the commanding officer and typecommander that the turbine should or should notbe disassembled for inspection an4 overhaulduring the regular overhaul period.
When the type commander's endorsementon the turbine condition report recommendsdisassembly of the turbine casing, the NavalShip Systems Command reviews and normallyapproves the recommendation; however, ad-ditional information may be requested for justifi-cation, or alternate or additional tests andinspections prior to df assembly of the casingmay be recommended. When the turbine reportindicates the condition of the turbine is satis-factory and no urgent alterations are knownto be necessary, the Naval Ship Systems Com-mand does not answer the report. Any answerfrom Nav Ships involving a recommendation todisassemble the turbine casing or to performadditional tests or inspections will be directedto the type commander with copies to the re-porting ship, the overhaul activity, and anyother activities concerned. Final authority fordisassembling the casing is the reponsibilityof the activity (usually the type commander)controlling the operating schedule and overhaulfunds of the ship.
SITUATION REPORTS
Situation reports are one-time reports re-quired when certain situations arise. Figure6-21 is a summary of one-time reports (notpreviously described) pertaining to the engineer-ing department. The situations that occasionthe reports listed in the summary are explainedin the references given.
CHAPTER 7
ENGINEERING MATERIAL
One of the problem areas for the engineer-ing department is SUPPLY. The Navy supplysystem is charged with the responsibility ofprocurement, storage, delivery, and accountingfor all materials used in the Navy. This re-sponsibility also applies at the shipboard level,but, while one department may have the re-sponsibilit7 for a specific function aboard ship,it usually requires the cooperation and as-sistance of other departments to dischargethat responsibility.
The purpose of this chapter is to providean insight into and a common ground of under-standing of supply procedures.
As a result of the reorganization of theNavy, the Bureau of Supplies and Accountsbecame the Naval Supply Systems Command,the abbreviation changed from BuSandA toNav Sup, and, as a result, the prefix for supplyforms was changed from NavSandA to Nav Sup.These forms are officially Nav Sup forms andare listed as such in Nav Sup Manual, volume 1,chapter 5 and in the catalog of forms and pub-lications. In referring to supply forms, theterms NavSandA and NavSup are synonymous.As the forms are revised, the NavSandA prefixto the form number will be changed to Nav Sup,but the form numbers will remain the same.
in this chapter, the forms will be referredto as Nav Sup forms regardless of the prefixappearing on the forms in the 'illustrationsand in actual use.
TYPES OF MATERIAL
To satisfy the requirements of materialreporting and accounting the Navy divides ma-terial into five categories: (1) equipment, (2)equipage, (3) repair parts, (4) consumable sup-plies, and (5) services.
Equipment is considered to be any func-tional electronic, ordnance, hull, mechanical,or electrical unit which is operated singly oras a component of a system or subsystem andwhich is identified by a Component Identifica-tion Number/Allowance Parts List (CID/APL).Examples of equipment are turbines, pumps,and electric motors.
Equipage is an item of a durable naturewhich is not altered or consumed in use. Theallowance of equipage can be and usually isdetermined on an individual ship basis and iscontained in Allowance Parts Lists (APL),Allowance Equipage Lists (AEL), or other au-thorization issued by commands, bUreaus, oroffices. Equipage items differ from equipmentin that they are usually portable and pilferable.
Certain items of equipage are designated"controlled equipage" and require increasedmanagement control due to any one or a com-bination of the following:
1. High unit cost2. Vulnerability to pilferage3. Essentiality to the ship's mission.A listing of items designated as controlled
equipage is contained in Appendix II of Nav SupManual volumes III and VIII. Those itemsrequiring custodial signatures are denoted byasterisks.
A repair part is any item which appears inan Allowance Parts List (APL), a manufac-turer's instruction book, or a similar partslist. Consumable materials, such as gaskets,which have an equipment application are alsoconsidered repair parts.
Consumable supplies are administrative andhousekeeping items, general purpose hardware,common tools, or any other item not specifi-cally defined as equipage or repair parts.
Services are nonmaterial requirements suchas equipment rental, commercial telephone,pilotage, and tug hire.
131
ENGINEERING ADMINISTRATION
IDENTIFICATION OF MATERIALS
Rarely do any two persons observe exactlythe same details of the same object, much lessdescribe them in the same words. It was thisneed for a brief, accurate means of identifyingone specific item of material that led to theFederal Catalog System presently in usethroughout the Department of Defense and civilagencies of the Government. This system re-quires that only one identification number beassigned to a specific item of material usedby and carried under centralized inventory con-trol of any. civil or military agency of the Fed-eral Government. The Federal Catalog Systemincludes naming, describing, classifying, andnumbering all items, and the publication ofcatalogs and stock and identification lists.
FEDERAL STOCK NUMBERS
The Federal Stock Number (FSN) is thecommon language of material identification.The first four digits of the FSN compose theFederal Supply Classification (FSC), which hastwo elements: group and class.
The FSC consists of 90 groups (some unas-signed), which are subdivided into approxi-mately 550 classes. Each class covers aparticular area of commodities, in accordancewith their physical or performance charac-teristics, or based on the fact that the items inthe class are usually requisitioned or issuedtogether. Below is an example of how theclasses are used to divide types of materialwithin a stock group.
Group Class Material
53 Hardware and abrasives05 Screws06 Bolts07 Studs10 Nuts and washers15 Nails, keys, and pins20 Rivets25 Fastening devices30 Packing and gasket materials35 Metal screening40 Miscellaneous hardware45 Disks and stones, abrasive50 Abrasive materials55 Knobs and pointers
Together, the stock group and class are knownas the FSC and form the first four digits of theFSN.
The second element of 'the FSN is the Fed-eral item identification number (FIIN). TheFIN is assigned to a specific item of materialand bears no relationship to any other FUN.The FSC is used to group and classify similartypes of material, but two similar items listedside by side in the catalog may have FIINssuch as 541-4078 and 268-3579.
COGNIZANCE SYMBOLS
A two part cognizance symbol is usedwithin the Navy to provide supply managementinformation. There are numerous cognizancesymbols currently in use although the ma-jority of stock transactions aboard ship arecovered by 1H, 1N, 9C, 9N, 9Q, and 9Z. Thefirst part is a single number that denotesthe stores account (discussed later in the chap-ter) in which the material is carried in thesupply system. Briefly the numeral part ofthe cognizance symbol indicates the following:1, 3, S, 7 Material held in the Naval Stock
Account (NSA). When this materialis issued, it must be paid for bythe requisitioner.
9 Material originally purchased bythe Defense Stock Fund but nowheld in NSA. When this materialis issued, it must be paid for bythe requisitioner.
2, 4, 6, 8 Material held in the AppropriationsPurchases Account. This materialis currently issued without chargeto the requisitioner.
Material not carried in a s resaccount.
The second part of the cognizance Symbolis a single letter code that designates the in-ventory manager of Inventory Control Point(ICP) that has cognizance, or control, of thematerial. These inventory managers may beNavy or Defense activities.
MATERIAL CONTROL CODE
The material control code (MCC) is a oneletter code assigned by the inventory manager
132
34
Chapter 7ENGINEERING MATERIAL
to indicate the rate of usage or to designatethose items having special reporting and/orcontrol requirements. The MCC is placedafter the cognizance symbol in the FSN.
The following FSN illustrates all of the ele-ments that have been discussed:
2 R M 5310 - 059 - 2507
Stores account
Cognizance symbol
Material control code
Federal supply group
Federal supply class
Federal item identification number
IDENTIFICATION PUBLICATIONS
The primary publications which the engi-neering department will use aboard ship inidentifying material are the Coordinated Ship-board Allowance List (COSAL), manufacturers'publications- such as technical manuals andcatalogs, and technical bureau or systemscommand publications.
Most identification publications have notesor introductions which explain fully how to usethem. These publications can be rather com-plex, and if anyone in the department hastrouble in deciphering the various codes orreference numbers, supply department person-nel will be glad to help, for the clearer theunderstanding of identification publications, theeasier the job will be.
Allowance Lists
Allowance lists are planned to include allnonconsumable items and supporting materialsessential to the efficient operation and mainte-nance of a ship and to limit the quantity andtype of such items as equipment, controlledequipage, and repair parts that may be carriedaboard at' any one time. Ships normally arerequired to carry a full allowance but are notpermitted to exceed the allowance except: whendemand information for repair parts warrantsan increase; with the approval of the typecommander; or, for specified categories of
material, with approval of the type commanderand cognizant systems command or bureau.
The supply department uses allowance listsin determining responsibility for materials andin maintaining custody records and account-ability for items of controlled equipage. Al-lowance lists are also used as authority forprocurement and replacement of allowed equip-ment.
Allowance lists for consumable supplies aremerely guides to the range and quantities ofmaterial that probably will be required tooperate a given type of ship. A ship may ex-ceed quantities shown in these lists for indi-vidual items without submitting a request forchange in allowance.
Allowance lists not only limit procurementof nonconsumables and serve as guides in theprocurement of consumables, they also providevaluable identification data not immediatelyavailable from other sources. Allowance listsare the first source that should be consultedfor stock numbers of items known to be in theship's allowance.
COSAL
The Coordinated Shipboard Allowance List(COSAL) is a technical and supply managementdocument that is designed to enable ships toachieve maximum operating capability for ex-tended periods of time, independent of externallogistic support.
The COSAL is technical in that it providesnomenclature, operating characteristics, speci-fications, parts lists, and other technical datdpertaining to all installed equipment and ma-chinery, and nomenclature and characteristicsof the equipage and tools required to operateand maintain the ship and its equipment.
The COSAL is a supply management docu-ment in that it tells the supply officer howmuch of what material to stock in his store-rooms and the allowance of equipage itemsthat must be carried aboard ship.
The allowances of material to be carriedin the storerooms and material required in theoperating spaces are prepared by computersfrom the hundreds of APL/AELs that applyto an individual ship. The preparation of theseallowance lists takes into account all of theinstalled equipment on board, the quantity ofeach item of that equipment, the failure rateof parts and the relative importance of theseparts to the operation of the equipment.
133
137
1
1
ENGINEERING ADMINISTRATION
Of course, the COSAL will not provide partsfor every equipment breakdown. To do this,a complete set of spare equipment and ma-chinery would have to be carried on board,which is impossible. The COSAL can be ex-pected to improve, however, as more accurateusage data are collected through the 3M systemutilized by the COSAL preparation activities.The engineering department will be concernedprimarily with the Hull, Mechanical, Electricaland Ordnance COSAL prepared by Ships' PartsControl Center (SPCC). The Electronic COSALprepared by the Electronic Supply Office willalso be used since it contains support for ICequipment.
The COSAL does not include ship's storestocks, resale clothing, bulk fuels, subsistenceitems, expendable ordnance or repair partsfor aircraft.. These items are covered byseparate outfitting and load lists. Allowancerequirements for nuclear weapons, guided mis-siles, and certain FBM equipment are includedin special supplements to the COSAL.
Both SPCC and ESO publish an Introductionsection which gives detailed descriptions Of theparts and contents of the COSALs and informa-tion that will be helpful when using them.Because of the limited use of the ESO COSALin the engineering department, only the SPCCCOSAL is discussed in this chapter.
The SPCC COSAL is divided into parts andsections as follows:
Part I
Summary of Effective Allowance Parts/Equipage ListsIndexSection AIndexSection B
Part II
Section A.-Allowance Parts Lists (APL)Section BAllowance Equipage Lists(AEL)
Part III
Section AStock Number Sequence List -Storeroom items (SNSL-SRI)Section BStock Number Sequence List -Operating Space Items (SNSL -OSl)Section CNot used at this time.Section DAlternate Number Cross-Reference to Stock Number
Section EGenerally used, consumablenonequipment related items. For initialoutfitting of a ship's operating spacesand storerooms.
The Summary of Effective Allowance Parts/Equipage Lists is a numerical list of all APLsand AELs which are included in the ship'sSPCC COSAL. This summary may be used tocheck part II for missing APL/AELs when anew COSAL is received and periodically there-after. It is in numerical sequence and shouldbe kept current by adding or deleting identifi-cation numbers as changes are made to yourCOSAL. The Summary is illustrated in figure7-1.
The Index is published in two parts, SectionA and Section B. Both contain exactly the sameinformation but arranged in such a mannerthat they provide a cross-index of all APL/AELs in part II. The following information isnumber keyed to the columns of the A and Bindexes shown in figure 7-2.
Allowance Parts List (APL).The APL isa technical document prepared for a specificitem or component of equipment and lists de-scriptive data and characteristics of the equip-ment, repair parts, and other technical andsupply management information. The COSALbinder should contain an APL for every itemor component of equipment on board.
Each APL is assigned a nine-digit identi-fying number by SPCC. The first two digitsidentify the equipment/component category andare listed in an index in the COSAL Introduc-tion. The APLs are filed innumerical sequencein Part II of the COSAL.
An APL number containing a letter "P"prefix may be encountered. Thiii indicates anincomplete APL. The body of the APL usuallytells why it is incomplete and the action beingtaken or required to complete it.
An APL will not always cover a completeequipment; refer to the Section B Index, figure7-2. The first entry is "ELEC POWER SUP-PLY - EMER SSERV DELEC ENGINE." Thisis the name of a complete system or equip-ment, the diesel electric engine for the emer-gency ship's service electric power supply.Column 2 lists the various components of thediesel electric engine, each of which, in thiscase, has its own APL number. Thus, theAPL may cover a complete equipment or onlyone component of that equipment. An exampleof an APL page is shown in figure 7-3. The
134
Chapter 7ENGINEERING MATERIAL
11011111A PM UM Me OM SUMMARY Of EFFECTIVE ALLOWANCE PARTS/EQUIPAGE LISTS
eauirmaragomrowenitourAort 1004WICAOON NUMMI
017690041 030050016
017620119 030060006
017710001 030050000
^* "1nm 030060004
051200318 061900047
051200331 0700000011
007160026 070000005
057150032 070000017
1- 400204002 14700111002
1- 490204003 1-070014005
1-11110204005 1-6700111010
I -420010001 1470014010
00 6001BID WS I MIA 1111.
070990068
0709000611
070990006
070090067
4700011016
4900211003
-6100014001
6100011002
130010006
131300293
1313001166
131900029
140000040 151200524
140000040 161200525
1110900052 151200530
41Q000RS 111200551
2-6600314012 2-9200011002 2-070004013
2460004010 2-6200614004 2-870004019
e-ee000401e 24120054007 24170004025
2-660004020 2420064000 2-070004027
80151Mn
SUMMARY Of MOM AUOWANCI PARTS/ICANIACIS
1. Equipment/Component/Equipage Identification Numbers - The APL- and AEL Identification Numbers in
numerical sequence starting at the top of the page and continuing to the bottom and from left to right.
2. Ship Type and Hull No. - The specific ship for which the Summary is published.3. Date - May be shown as a Julian date (8015 - 15 January 1968) or as month-day-year (01-15-68).
4. Page - Consecutive page number of the Summary.
Figure 7-1.Summary of effective allowance parts/equipage lists.
different data elements are numbered and referto the numbers in table 7-2.
Allowance Equipage List (AEL).The AELis similar in appearance to the APL, but wherethe APL is designed to provide maintenanceand repair support for ship's equipment, theAEL provides allowances of equipage and sup-plies necessary to support the ship's mission.The APL provides technical information for theman maintaining a piece of equipment and tellsthe supply officer what repair parts he shouldcarry in the storeroom to support it. TheAEL tells the commanding officer, supply of-ficer, and other heads of departments whatequipage and supplies are required to enablethe ship to operate efficiently and effectively.
123.1
Equipage is a term used to designate itemsof a durable nature t are not consumed inuse and are es ial to the ship's mission.Some example of equipage are typewriters,portable power tools (electric drills and pneu-matic haminerl, life preservers, special cloth-ing, and test sets).
Through the use of AELs, an equipage al-lowance can be tailored to fit the needs of aspecific ship and the commanding officer isresponsible for carrying the full allowance onboard. The consumable supplies listed on theAELs are not mandatory allowances, but theyprovide a guide for the supply officer and usingdepartment in determining what is to be ordered.
Figure 7-4 shows a typical AEL. An ex-planation of the data blocks and columns is
135
ENGINEERING ADMINISTRATION
NAVINNIM IOW 1N/ NM 1141/
COSAL INDEXPART I (SECTION A10/diCOIN.SIC
EOUIPNVIT/COMINDNEXT/EOUWAGE NOMENCUaURE/CHARACTEMSTICS NNIITIVICATION NO.
My
NV
DISPENSER DRNKTR SZIO
DISPENSER DRNKWTR SZ20
V DISSOLVED OXYGEN TEST KIT
PUMP RTY PWR 26.00GPM 2DPSI II20RPM
PUMP RTY PWR 36.009Pm 17PSI 2328RPM
321600001
321600002
2-660004010
0180100117
017620128 2
N011s sun cuss SERVICE APPLICATION/INFORMATION
BNDAA
BNDAA
BNDAA
BNDAA
BNDAA
FRESH WATER SYSTEM -DRINKING WATER COOLER
FRESH WATER SYSTEM -DRINKING WATER COOLER
FEED WATER SYSTEM -TESTING EQUIPMENT
DIESEL OIL SYSTEM -SHIPS SERV PUMP
ELECTRIC POWER SUPPLY -(HER SSERV DELEC ENGINE
OD 0001WV ITN NM NO.
8015NAM %ModY NI a... Ilmlw %NN W kaleIN 1019 %mos Imo
119 all0OANCI MUNI fealltA 29
Hen., NMI
MAMMA NNW INN INTO NO
SERVICE APPLICATION/ INFORMATION
COSAL INDEXPART I (SECTION IIEOUIPIIIRT/CCHIPONENT/ CORINNE NOMENCLATURE CHARACTERISTICS misonnemmoc OVAL
TNTCOLNO. NOTES
ALLOWSUP? COOS
ELEC POWER SUPPLY - EWERSSERV DELEC ENGINE v INJECTOR FUEL DENG 8228282 280060001 8V MOUNT RSIL PAT NO MU -711A INS::6f0010040 2V MUFFLER EXH NORZ TY DRY 26416X - 1933A 781200032 2 BNDAAV MUFFLER EXH NORZ TY DRY WM - 19338 701200033 2V MUFFLER INT TY DRY imams 790030010 2 INS::
V PUMP CTRL 80GPM 31P61 242RPN__ 01782000B 4V PUMP art PWR le Nam 50 PSI Iwo RPM 017620041 2 INS::
,.#V..,.frnRIVI"ala1 2323 RPM°10......2, ...........1IDAA","". v p makxe19VP
4.0--.---....--....--.--.0",---".....---",....0-......-
0-.0,---.0.--
EQUIPMENT III BOILER COMPOUNDDISSOLVED OXYGEN TEST KITTESTING KIT BOILER WATER
FEEDWATER SYSTEM -TESTING
,_,,,,............-...
D 0001 Irn
0 0
2-8800011013 3 BNDAA2-00000110Iu I SHOAL2-880004016 BNDAA
0 0 00 0
41) MISm:DIN ON A /CN1Ad 9d opft Immo mom, 37
nammommommommommimtitlaltnAllutIlt
17.61:.62Figure 7-2.COSAL index.
136
Chapter 7ENGINEERING MATERIAL
Table 7-1. Description of contents of columns of COSAL Index, Fig. 7-2.
1. Equipment/Component Military
2. Equipment/pompontnt/EquipageNomenclaturecteristics
3. Identification Number
4. Quantity
5. Column Number
6. Notes
7. Allowance Support Code
8. Service Application/Information
9. Ship Type and Hull Number
10. Date
11. Allowance Support Codes
12. Page
Indicates those Items of equipment that are es-sential to the ship's mission.VVital. Failure of the equipment could reduce
the ship's capability to perform its mission.NVNonvital. Failure of the equipment would
not adversely affect the ship's mission.
The noun name and partial characteristic de-scription of each APL and AEL.
The APL or AEL identification number.
The quantity of each equipment/component perservice aboard ship, covered by the applicableAPL. Column 4 will be blank for all AELs.
The applicable AEL column number from whichthe allowance is determined. This column isblank for all APLs.
A code that indicates specific information aboutan APL/AEL entry. These codes are listed anddefined in the Introduction.
Reserved for future use. (See item 11.)
The service or major shipboard function in whichthe equipment/component/equipage operates orperforms a service.
The specific ship for which the COSAL is pre-pared.
Date of preparation (may be expressed as Julianor month-day-year date).
Pertains to item 7.
Consecutive page numbering from first page tolast. Page numbers preceded by "H" apply toHull, Mechanical and Electrical (Example H-1).Page numbers preceded by "Z" apply to Ord-nance (Example Z-1).
given in table 7-3 and is number keyed to theAEL.
The Characteristics (No. 8) may contain,in addition to the descript .on of the equipage,information to assist you in determining al-lowance quantity, equipage type, and substitu-tions necessary because of differences in the
installed equipment and characteristics of theship.
, The Quantity column (No. 18) is normallyblank, but, when it is used as in figure 7-4, itshows the quantity of the individual items in-cluded in the equipage item. This indicateswhat items are included in a complete test
137
Si/
ENGINEERING ADMINISTRATION
MAMMA MOM 110W21,141441
oovo..vanewoon Nommciwww/PUMP RTf Pill 33 GPM17 PSI 2323 RPM
ALLO ANCE PARTS LIST (APL)
OTICIIIIICAL """ 347'0034
CICUNINTmums 'um 017620128 01-13-68 1
aummunicfMFR-CLRVILAND DIESEL INGINE DIV OP GOIRRALMOIVIRS CORPSWAM PLAN -VT149-S61-072NPR DWO-NT10812MIR IDENTIFICATION -PART NO 3307731CAPACITT-33 OPM
1033201131731170611316921798163248386
ADDITIONAL PLAN NO/S
N21102121153121184
TAPIR-OUT 1-94 THEPIPS-BIS 3-8 IPSWASNII-LE STL 9-16 IDP1. 0-PP SRI 1 -3 IPS
NUT-PIN NIX STL 5-16 18NUT -PIS CAP DRS 1-2 20
BOLT-MACH NIX 9-1613-4IMPILLIR-PMP
923330-270-84689C4710-277-6079923310-010-33209C4730-011-3173923310-330-4888183310-013-1692923306-330-1208
930-364-3364
wn L
la/ "I Co. P. I
ON NANO ALLOWANCE TASLI
OvinIll or 11010rorns/2010 Ion
a 4 441 4.24 2140
3 M.2 C3 M 2 C3 P 2 C3 P 2 C3 P 2 C3 N 2 C3 P 2 CP2
2 SF1 it.1 ND3 RA.1 ND1 LA4 RA1 LA
INV ITN WAL10:1. NAM
WanALLOWANCE PARTS LIST (API.) SECTION A
we I'A Wn 4 4.
017620128 01-13-68 1
21121632111% (1.77
Figure 7-3.Allowance parts list (APL).
Table 7-2.Data elements of the APL.
1. Equipment/Component Nomenclature/Characteristics
2. Technical Document Number
3. Identification Number
17.63
Name of equipment or component and briefdescription. This corresponds to the Indexentries.
The predominant technical manual or plannumber. Additional numbers shown initem 8.
Nine digit identifying number assigned bySPCC to a particular item or componentof equipment. This number is shown attop and bottom of page.
4. Date COSAL publication date:
5. Page Consecutive numbering of all pages re-quired to describe one equipment/com-ponent which is identified by a single APLnumber. This is shown at both top andbottom of page. APLe have the word
Chapter 7ENGINEERING MATERIAL
Table 7-2. Data elements of the APL.(Continued)
5. Page (Cont'd.)
6. Characteristics
'1. Reference/Symbol Number
8. Additional Data Area
9. Item Name
10. Stock Number
11. Part Military Essentiality Code(Part MEC)
12. Source Code
13. Maintenance Code
14. Recoverability Code
"END" printed in the center of the pageimmediately following the last line of datafor that APL. This ensures that a com-plete APL is available.
Complete nameplate data on the equipment/component names in item 1.
A number, other than an by 'which apart may be identified, a ged in alpha/numeric sevence. It ay be a manufac-turer's part, drawing, ' piece, or circuitsymbol number.
When additional technical manuals or plansare applicable, they are listed in this areaunder an appropriate caption. These arein addition to those listed in items 2 and 6.
The name listing of repair parts and/or re-lated accessory components for the equip-ment/component coveredhy the APL.
The FSN assigned to a specific repair part.When an FSN has not been assigned, thereference number from item 7 is repeated.
There are two codes. They are shown onthe APL and the SNSL.1 - . Failure of the part would have a ma-
jor effect on the dependence/operationof the component.
3 - Failure of the part would have littleeffect on the dependence/operation ofcomponent.
Indicates the availability of repair partsand method of procurement. These codesare defined in the Introduction.
A three digit code signifying the mainte-nance activity authorized to replace, re-pair, and condemn an item. Only first digitnow used. These codes are defined in theIntroduction.
Indicates the recoverability characteris-tics of items removed during maintenance.R - RepairableS - SalvageableC - Consumable
139
1'j
3
4
ENGINEERING ADMINISTRATION
15. Notes Code
16. Quantity in One Equipment/Component
17. Unit of Issue
18. Allowance Item Code
19. On Board Allowance Table
20. Ship Type and Hull Number
21. Page
Provides necessary and important infor-mation about individual items listed on theAPL. The Introduction lists and definesthese codes.
The total population of the part within theequipment/component described by the APL.
The smallest quantity of a stock item thatcan be issued.
Reserved for future COSAL use.
APLs published as part of an allowancelist for shipboard use will not have quan-tities printed in these columns. Instead,"SEE SNSL FOR ALLOW" will be printed.APLs which are received after the regularCOSAL will have quantities shown.
The specific ship for which the APL ispublished.
Com,..cutive page numbering from firstpage to last of all APL pages contained inthe COSAL.
kit and enables one to replace items that havebeen used.
Stock Number Sequence List.The StockNumber Sequence List is composed of two parts,Storeroom Items (SNSL-SRI) and OperatingSpace Items (SNSL-0S1). The SNSL-SRI is usedby the supply officer in determining what re-pair parts to stock in his storerooms. TheSNSL-OSI is used to determine the items re-quired or generally used in maintainingengineering spaces and equipment. As statedearlier, the controlled equipage shown on theSNSL-OSI is a mandatory allowance, but theconsumable items are listed only as a guidein requisitioning material.
Alternate Number Cross-Reference to StockNumber.The cross-reference section containsall of the reference numbers (specification, plan,catalog, part, or type number) contained in theAPLs and cross-references them to the cur-rent FSN if assigned.
Part III, Section E.Section E is prepared bythe Fleet Material Support Office and containsgenerally used, consumable, nonequipment re-
lated items and provides a guide for initialoutfitting of a ship's operating spaces andstorerooms. Normally, it will not be publishedfor a COSAL resulting from a ship overhaulbut is published only for new construction,major conversion, or reactivated ships.
COSAL Maintenance.The COSAL, just asany other Navy publication, frequently requireschanges and corrections. Any errors discoveredin the COSAL (APL still in COSAL for equip-ment that has been removed, equipment on-board but not supported by an APL, nameplatedata in the APL does not agree with that shownon the equipment) should be reported promptlyto the supply officer so that appropriate actionmay be taken to correct the COSAL. To ensurethat repair part support is available in supplydepartment storerooms, all equipment acquisi-tions and dispositions must be reported to thesupply officer as they occur. The importanceof doing this cannot be overstressedvery fewthings will cause as much grief for both theengineer officer and the supply officer as sud-denly to discover in the middle of a deploy-ment that there are no repair parts on boardfor a newly installed equipment.
140
Chapter 7ENGINEERING MATERIAL
Table 7-3.Data elements of the AEL.
1. Equipage Nomenclature/Characteristics
2. Technical Document Number
3. Identification Number
4. Date
5. Page
6. Characteristics
7. Reference Number/DescriptiveData
8. Item Name
9. Stock Number
10. Security ClassificationCode
Name of equipage or the mechanical/electricalsystem.
The predominant technical manual and/or plannumber. Additional numbers may be shown initems 6 and 7.
The number assigned to identify a specific AEL.The first digit followed by a dash (-) indicatesthe activity responsible for preparation andmaintenance of the AEL and the general equipagesignificance.0-SPCC-Ordnance material1-SPCC-Space/system related material2-SPCC-Miscellaneous material3-SPCC-Automotive, construction, and material
handling equipment4-SPCC-Flag Allowance material5-SPCC-Special Project Office material6-SPCC-Special Propulsion Plant
COSAL publication date.
Consecutive numbering of all pages required todescribe or system and covered by one identifi-cation number. This is shown at both top andbottom of page. AELS have the word "END"printed in the center of the page immediatelyfollowing the last line of data for that AEL.This ensures that a complete AEL is available.
A general description, .characteristics and/orother identifying information concerning theequipage/system named in item 1. May includeadditional information. as stated in the. text.
'Contains significant information, manufacturer's'part numbers, reference numbers, special com-ments and references to other AELS, etc.
Arranged in alphabetical sequence, the name ofeach item; and when appropriate or applicable,additional nomenclature, dimensions, etc., toadequately describe the item named.
The FSN assigned to the item. When an FSN isnot assigned, a manufacturer's part or catalognumber or other identifying number is shown.
Reserved for future COSAL use.
141
ENGINEERING ADMINISTRATION
Table 7-3.Data elements of the AEL (Continued)
11. Source Code
12. Maintenance Code
13. Recoverability Code
14. Blank
15. Notes Codes
16. Custody Code
Indicates the availability of the item and themethod of procurement. These codes are definedin the Introduction.
Reserved for future COSAL use.
Indicates the recoverability characteristics ofthe item.R - RepairableS - SalvageableC - Consumable
Column reserved for future COSAL use.
Provides necessary and important informationabout individual items on the AEL. The introduc-tion lists and defines these codes.
Reserved for future COSAL use.
MAMMA POO 1110 CUT 044
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142
Chapter 7ENGINEERING MATERIAL
Table 7-3.Data elements of the AEL (Continued)
17. Unit of Issue
18. Quantity
19. On Board Allowance Table
20. Additional Data Area
21. Ship Type and Hull No.
22. Page
The smallest quantity of a stock item that canbe issued.
Normally blank. See text for additional informa-tion.
Consists of eight numbered columns in whichquantities may be shown. In certain cases, thetotal shipboard allowance quantity is determinedby the sum total of quantities appearing indesignated columns of several AELs. The COSALIndex will show all applicable AEL numbers andthe appropriate column for each. The abbreviation"AR" (As Required) may appear in lieu of aquantity. Information as to quantity allowed willthen be contained elsewhere in the AEL.
When appropriate or applicable, additional datawill be listed in this area under an appropriatemachine inserted caption. These data include,but are not limited to, NavShip numbers, plannumbers, technical manual numbers, andAlternate No./Nomenclature - Cross Referenceto-Stock number.
The specific ship for which the AEL is published.
Consecutive page numbering from first page tolast page of all AEL pages published in the COSAL.
A further check later on to see that %erepair parts required by the new APL r,reeither on order or already on board is merelya prudent precaution, and this should be doneeither by the petty officer whci draws repairparts from the supply storeroom or by theleading petty officer in charge of the equip-ment in question.
Nav Sup Publications
Since the submission of a requisition forsupplies sets in motion a long chain of eventsinvolving procurement actions, movement ofm. aerial, and maintenance of stock records,accurate data must be supplied by the re-quisitioner in order for the supply activityto fill the requisition promptly and correctly.
Several related publications are designedto provide accurate management data to theend users of materials. The format and useof these publications is described in the In-troduction to the Navy Management Data List
and Related Publication, Federal Supply CatalogSection C-1 (Navy).
Navy Management Data List (NMDL).TheNMDL consists of two separate sections. Thefirst is the NMDL itself, FederalSupply CatalogSection C-ML-N, which contains basic manage-ment data necessary for preparing requisitions.The NMDL consists of data relative to stocknumber changes, units of issue, unit price andassociated information (see fig. 7-5). The NMDLis kept current by means of bimonthly changebulletins. The second section is the Fleet Bal-listic Missile Weapons Systems Supplement(FBM Supplement), Federal Supply Catalog Sec-iion C-ML-N (FBM). The FBM Supplement listsmaterial applicable only to FBM submarines. Italso includes a cross-reference from manu-facturers' parts numbers to FSN in the 8Pcognizance material, and is distributed only toFBM Submarine Forces.
Master Cross-Reference List (MCRL).TheMCRL, Federal Supply iogtal Section C-RL-N,
143
/T 7
ti
ENGINEERING ADMINISTRATION
Publication Action Code
Unit of Issue
Choontity per Um. Package
Acquisition Advice Code
Source of Supply Code
Shelf Life Cndc
Requirability Code
Security Classification Code
Cognizance Symbol
Materiel Management Code
A FEDERAL S SAAO UIC 0 11 CilU NST STOCK UOPOYP ISI REP NI TU0 NUMIKR Cl C
Y
UNITPRICE
S I S MONIT NOMENCLATURENEC CONTI PLATCIAFIVOIA
R 0 C
6605 010-495b 011
6605 010-4957 006605 010-6958 00
Publication Action Code 4540 010-4959 005330 010-4960 002030 010.-49611110 010-49648140 010-4968
Decontrolled Item. D 8140 010-4969Price established local- 8140 010-4970 CO
ly by supplying activity.
Price is net established.
5950 015-3097qS 01530911
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Estimated price for itemdecentralized for FieldActivity Control.
017,49080178909017 -6910017,-8911017 -6912017-8913017,-8914017.49140178915017 -6916
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00 EA 94.0000 EA 499.0000 EA 91.0000 EA 339 bA00 EA U 6J00 EA U 6J00 SE 83.00 U 2A00 SE 83.00 U 4N00 SE 1700.00 U 2A00 SE 297.00 U 411
00 'SE 1500.00 U 411 OROA 344AR EA 4000.00 H U 8R ',RECEIVERAR EA 4000.00 H U IIR CODER, PULSEAR EA 4000.00 H U 11R RECEIVER,TRANSAR Id 600.00 H U 11R FA CONTROL UNIT
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ER,NONMETACY L I NOER, COmPRDELETED
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,VALVENG, VALVE
MOOULATOR
ELECTRONIC CONSIMULATORMODIFICATION KMODIFICATION KOROALT SETOROALT SETORDALT 5189ORDALT 5284
SPCC Technical SupplyManagement Code to Identify Special PepoisionPlant Items.
Deletion of stock no.without replacement item.
Indicates change to dataelement preceding asterisk.
Price not available andcannot be estimated.
First two letters of ASOTechnical Supply Manage.merit Code.
Julian' dote when changewill become effective.
Shown only when indicated change is to be offecrive after Publicationdate of Bulletin. Thechanged data element willbe followed by an asteris k or indicated by aphrase.
63.51Figure 7-5.-Navy Management Data List (NMDL).
144
Chapter 7ENGINEERING MATERIAL
is designed to provide a cross-reference froma reference number (manufacturer's part num-ber, a drawing number, design control number,etc.) to its assigned FUN. The format of theMCRL is illustrated in figure 7-6. The FSCMshown in figure 7-6 is an identification numberassigned to all manufacturers doing businesswith the Department of Defense and is neces-sary to differentiate between identical referencenumbers assigned by different manufacturers.
Deleted and Superseded FIIN List(DSFL).The DSFL, NavSup P-4200, is thehistorical record of stock number changes anddeletions. It is distributed with the basic NMDLand is kept current by the NMDL bulletin.
Consolidated Repairable Item List (CRIL).The CRIL, NavSup P-4102, is prepared to as-sist in identifying Navy managed mandatoryturn-in repairable items and pertinent move-ment priority designators. The CRIL is pub-lished annually and is printed in Frei sequence.Changes are contained in bimonthly bulletins.
Illustrated Shipboard Shopping Guide (ISSG.The ISSG, NavSup P-4400, is designed to assist
CROSS REFEREES UST
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63.52Figure 7-6.Format of the Master Cross-
Reference List (MCRL).
fleet personnel in identifying to an FSN, thoseitems of supply not normally related to apart or reference number. The ISSG also pro-vides assistance in determining substitutionsin the general hardware area through the useof illustrations, specifications and narrativedescriptions from which the applicable FSNscan be determined. Sections of the ISSG arerepublished when the volume of changes issignificant.
Other Sources of Identification
There will be times when the repair partrequired is not listed in an APL. This mayhappen when the equipment/component is notsupported or when the part has been omittedfrom the APL. Keep in mind that an APLmay cover a complete equipment or only acomponent of an equipment. Therefore the indexshould be checked to ascertain if the neededpart might be included in another APL. Forexample; couplings, switches, and valves maybe listed in the APLs for the components withwhich they are used, or each may be assigneda CID number and have its own APL.
To identify a repair part requirement inother than the COSAL, complete informationon the equipment must be known. There areseveral sources for this information.
Nameplate Data.One of the most importantsources of information is the data shown onequipment nameplate. This may include manu-facturer's name, model or type and serial,size or capacity, voltage, et cetera.
Technical Manuals.Technical manuals andinstruction book published by the equipmentmanufacturer usually contain complete descrip-tions of the equipment as well as parts listswhich identify the part to a manufacturer'spart number.
Blueprints and Drawings.Installation andmaintenance blueprints and drawings also con-tain identifying information that may be helpfulin identifying the requirement.
SUPPLY OVERHAUL
When the ship has been definitely assigned toa shipyard for regular overhaul, the FleetMaterial Support Office (FMSO) will normallyschedule a supply availability to be conducted
ENGINEERING ADMINISTRATION
at the same time. Letters are sent to thecommanding officer of the ship and the inventorycontrol points (ICPs) containing the dates and theactivity to assist the ship. This assistance isaccomplished through the Supply OperationsAssistance Program (SOAP).
Validation is the physical inventory of allequipment on board and the matching of thatinventory with the records of installed equip-ment held by the ICPs (ESO and SPCC).
When the ICPs receive the assignment letterfrom FMSO, each of them prepares validationaids based on their master index of installedequipment for a ship. The validation does notinclude equipage and operating space itemscovered by AELs.
The ESO validation aids consist of a Pre-liminary Equipment/Component Index (PECI)and complete instructions for entering correc-tions. The PECI is the detailed listing of eachitem of electronic equipment showing nomencla-ture, voltage, serial number, APL number, andshipboard location.
SPCC validation aids consist of a new "B"Index and a set of 5" x 8" cards coveringevery equipment/compolent listed in the index.The cards contain the equipment/componentnomenclature, APL numbef, service applica-tion, and quantity as shown in the index pluscomplete characteristics as shown on the APL.Complete instructions are included in the valida-tion package.
The actual work of sighting each item, com-paring the nameplate data with that shown onthe validation aid, and making necessary cor-rections is normally done by the ship's depart-ment that is responsible for maintaining theequipment. The executive officer with the assist-ance of a "coordination desk" established bythe engineer officer (operations officer whenvalidating electronic equipment) usually is re-sponsible for coordinating the validation andreporting all corrections to the ICP as perthe instructions. These corrections cover equip-ment removed from the ship, new equipmentreceived, changes in nameplate data, changesin quantity, or changes to service application.
The important thing to remember aboutvalidation--the new COSAL will only be as goodas the individual validation. The correctionssent back to ESO and SPCC are used to correctthe master index, and from that, the new COSALis prepared.
The supply overhaul is the work that isaccomplished during a supply availability and
begins concurrently with the shipyard overhaul.The work consists of offloading repairs parts,identification, inspection,' inventory, repackag-ing, and preservation as needed, and is per-formed by Storekeepers and technical ratingsfrom other departments as needed. Since theengineering department is responsible for mostinstalled equipment, they will have a majorrole in validating the equipment and will probablybe asked to provide one or more experiencedpetty officers to aid supply in the supply over-haul.
A good validation ensures a good COSAL,and a good supply overhaul purifies the stockof repair parts carried in supply departmentstorerooms.
REPAIR PARTS PROCEDURES/PROCUREMENT
A primary mission of the supply depart-ment is to maintain adequate stocks of repairparts and consumables to meet the demandsof the ship. To do this requires a cooperativeeffort between the supply department and theother departments. Procedures now in effectare much more complicated than those of a fewyears ago, since greater demands have beenmade in reporting material consumption and inaccounting. It may often seem that the supplydepartment is floundering in paperwork.
CLASSIFICATION OF SHIPS
For supply purposes, ships are classifiedas "ships with Supply Corps Officers" and"ships without Supply Corps Officers."
On ships with Supply Corps Officers, materialis stored in supply department storerooms andis issued to using departments upon receipt ofproperly prepared request. Some material maybe stored in the custody of other departmentswhen bulk, weight, or other characteristicsmake it impossible to use supply spaces. Ineither case, stock record cards are maintainedby supply personnel and for material in thecustody of another department, a duplicate setof stock record cards is provided to the pettyofficer designated as custodian. Detailed in-structions are provided by the supply officerto enable the custodian to properly dischargehis responsibility.
On ships without Supply Corps Officers, aline officer is designated by the commanding
146
/SO
Chapter 7ENGINEERING MATERIAL
officer" o serve as the supply officer. Storagespace varies from ship to ship, but generallythe number of repair parts that can be main-tained by the supply department is limited.Thus, most repair parts may be stored in thecustody of the cognizant department underthe control of a designated custodian. Thecustodian is responsible for proper expenditureof material in his custody and for submittingproperly prepared issue documents to the supplydepartment covering all material issues.
ISSUES FROM SUPPLY DEPARTMENTSTOREROOMS
The NavSup Form 1250 is used on all non-mechanized ships (that is, ships not using elec-tronic data processing equipment) to requestmaterial and record material consumption.Mechanized ships use the DD Form 1348 asan internal issue 'document.
Routine issues of repair parts and con-sumable items are made only to persons au-thorized in writing by the head of department.This authorization may be by memo or letterto the supply officer naming these individualsauthorized to draw material, or a "credit card"system may be used. The "credit card" is alocally developed form similar to the one shownin figure '7-7 and is controlled by the head ofdepartment. It is advisable to limit the numberof persons authorized to draw material in orderto maintain better control of and obtain maximumbenefits from the department budget.
SPECIAL REQUIREMENTS
Generally, repair parts are carried onboardin the quantities authorized by the CORAL, andconsumables are stocked on the basis of pastusage. Any special requirement13 for materialshould be submitted to the supply officer wellahead of the time they will be needed. Specialrequirements may be either for material ina greater quantity than is normally stockedby supply or for material that is not stocked bysupply.
PREPARATION OF NAVSUP 1250
Requests for material are submitted onSingle Line Item Consumption/ManagementDocument (Manual), NavSup 1250. This formwas developed to meet two needs: (1) improvedstock control procedures and (2) reporting
The bearer is authorized to drawmaterial from Supply Departmentstorerooms which are to be char-ged to
ENGINEERING DEPARTMENT
Credit Card No.
)0V7161411;m0.. A0r4V5AVEngineering Officer
63.53Figure 7-7."Credit card" authorization todraw stores from supply department store-
rooms.
consumption under the Maintenance Data Col-lection System (MDCS) of the Standard NavyMaintenance and Material Management System(SNMMMS), usually referred to as 3M.
The department representative may presenta partially prepared NavSup 1250, or the formmay be completely prepared by supply person-nel, depending upon supply department instruc-tions and existing conditions aboard ship. Ineither case, certain information must befurnished by the department representative.Figure 7-8 shows a partially prepared Nav-Sup 1250 containing the data that must be pro-vided at the time the request is submittedto supply. The notation "MDCS only" denotesdata elements that apply only to ships report-ing under the MDCS. Ships not reporting underMDCS may omit those data.
When the material is received, the depart-ment representative receipts for it on the NavSup1250 and is given the yellow copy of the form.
When material is drawn from stock, the"Approved by" signature (block U) is notrequired since the engineer officer has alreadyauthorized certain persons to draw materialeither by memo or credit card.
USE OF THE NAVSUP 302
Unfortunately, not all repair parts requiredto maintain engineering equipment have FSNsnor are they carried in the supply system. Thisis largely due to two factors: age of someequipment and the fact that some equipment issupplied by many different manufacturers. It isjust not practical to invest large sums of money
147
ENGINEERING ADMINISTRATION
ta. Nvw INN. GASIS GIIIIIII
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Work center code (MDCS only) or appropriate local identification code.
Julian date thin the request is submitted.
FSN and TSMC if applicable.
6 Circuit symbol and noun name of repair part for electronic equipment ornoun name for all other material.
7
8
Unit of issue.
Quantity required.
10.11-12 (MDCS only) These blocks must be completed for all material required tosupport a maintenance action. Leave blank for consumable supplies.
10 A.he .COSAL. Pk/ EL number of equipment for which the material is4463:lid1r4r4., A.:7
; 4 -. 'N 1
11 The equitimpAprOpntitritation code.- r
12 The maintenance control number for the maintenance action.
17.84Figure 7-8.Single Line Item Consumption/Management Document (Manual), NavSup1250, with
information supplied by the department representative.in inventory of repair parts that have limitedapplication and usage.
When a repair part is required for whichno FSN can be determined, the part must be
ordered with the manufacturer's part or ref-erence number as its identification. To ensurethat the supply activity has sufficient informa-tion to process the requisition, the NavSup 302
148
Chapter 7 ENGINEEERING MATERIAL
should be submitted with the NavSup 1250. Supplythen forwards the original of the NavSup 302with the requisition to the supply activity.An example of the NavSup 302 is illustratedin figure 7-9. With the information containedtherein, the supply activity can cross the partto an FSN if one is assigned or purchasethe part direct from the manufacturer.
NLS/NC TRANSACTIONS
As indicated above, not all requirementsfor repair parts can be satisfied by store-room stock. Some items will be "not carried"(NC) and others "not in stock" (NIS). Whenthis occurs, the supply department uses theNavSup 1250 to prepare a direct turnover (DTO)requisition for the material.
When a DTO requisition is prepared forNIS/NC material, an approval signature isrequired on the NavSup 1250 and the urgency
of need designator must be assigned in blockJ. The urgency of need designator is one of theelements used by supply in determining whatpriority to assign to the requisition and is dis-cussed later in the chapter. It also indicatesthe person that is authorized to sign the NavSup1250 as shown below. Also shown is theMAXIMUM supply response time as establishedby NavSup.
Each time a request for repair parts isNIS /NC, it affords an opportunity to verifythe accuracy of the COSAL. Block Q of theNavSup 1250 must be marked to indicate whetheror not the COSAL supports the equipment. Ifit does not, full nameplate data of the equip-ment, its service application, and the quantityinstalled should be reported promptly to thesupply officer so that he can report the correc-tion to the !CP. The importance of this verifi-cation should be impressed upon all men in
REQUISITION NUMBERENTERED BY SUPPLYOFFICE PERSONNEL
N
NC
L Pc #3244266PJI so.)
NAVSUPFORM 302
5960_1 EA f1 I V52192/8181/0346111C.%,1 l'U/11 I (Qatattity) I (Reonitittoa Ns.)
CIRCUIT. NO. TUNE
Adapter. Tube to_cylinderEQUIPMENT APPLICATION
101/1111111/CONPORINT NANL
Diesel Engine
MANUFACTURER
Cleveland Diesel Engine Div. of G.M.NO. SERIAL NO.
268A 205
TTPC
7,
Diesel - 3 cylindersmAnutara,,:a.s/auours CRAvIINA NO.
N34300/DD692-S6100-343
I (heft No.) cletnu
APL-66-571-0127
=twat
NAVY TEM MANUAL/1111 CATALOG NO.
MIL-E-18452A - SHIPS
not NNNNN MOURN OF NUT NIGNER AS
AOMORI% I NNNNN ATION Mont plate data, descriptiettt, make application, etc.)
145, RPM li00, Cycle 2, Bore 611 in, Stroke 7 in.
Fuel Injection - Solid Pattern No. - 155
ENTER ALL AVAILABLEIDENTIFYING DATA
7.2Figure 7-9.Repair Parts Technical Data Document, NavSup 302.
149
ENGINEERING ADMINISTRATION
Urgency
Table 7-4.Assignment of Urgency of Need Designators byShipboard Departments.
Signature Required
A Head of Department
B Head of Departmentor designated officer
C-D Department Represen-tative for repair partsand NIS consumables.Department head forequipage and NC con-sumables.
Supply Department Response TimeMaterial on Material NLNNC
board RequisitionIssue Time Release Time
1 hour 2 hours
2 hours 2 hours
24 hours 24 hours
the engineering department who are authorizedto prepare requests.
Not-carried material may be ordered onlyfor DTO and only when it is required forimmediate use. Repair parts and consumableswhich are not allowed by the COSAL and/orusage can be ordered for stock ONLY by sub-mitting an in-excess requisition via the typecommander for approval. The criteria for in-excess and not in-excess requisitions arediscussed later in the chapter.
UNIFORM MATERIAL MOVEMENT ANDISSUE PRIORITY SYSTEM
AU requisitions prepared by the supply de-partment must have A priority designator as-signed. The priority designator is derived fromtwo factors; one which classifies the militaryimportance of the ship and the second whichrates the urgency of need. The military im-portance factor is called the Force/ActivityDesignator (FAD). It may be assigned bythe type commander, fleet commander, SecNav,or other designated authority and is usuallypromulgated to the ship by the type commander.The urgency of need is determined by thedepartment requesting the material. Figure7-10 illustrates how these two factors are usedin determining the priority. The illustrationalso shows the priority delivery date for CONUSand overseas units. The priority delivery date(PDD) is computed by adding the days, shownin the appropriate column for the urgencyof need assigned, to the date of the requisition.
For example; a ship is in FAD III and theengineer officer has been assigned UND "B"to give a priority of 08 to a requisition dated8194. The maximum standard delivery datewould then be 8202 for CONUS and 8209 foroverseas. If the material is required soonerthan the PDD, a required delivery date shouldbe indicated in block I of the NavSup 1250.This required delivery date is then enteredon the requisition submitted by supply.
MILSTRIP REQUISITIONS
The Military Standard Requisitioning andIssue Procedure, MILSTRIP, was developed topermit processing of requisitionsby EAM/ADP.Much of the information formerly written outis now converted to codes that provide a com-mon language between all of the Armed Forcesand the General Services Administration.MILSTRIP requisitions are submitted on DDForm 1348 for manual ships and DD Form1348m for mechanized ships. Material receivedfrom a supply activity is invoiced on the DDForm 1348-1 (Release/Receipt Document). Thesupply department prepares the DD Form1348 for all material requirements with theexception of ammunition, medical supplies, andMarine Corps supplies, which are ordered bythe department concerned, and bulk fuel whichis ordered on DD Form 1149. Fuel oil requisi-tions are discussed later in the chapter. Ofprimary concern to you will be material whichis ordered DTO in response to an NIS/NCrequest. The NavSup 1250 is the source document
150
4-4
Chapter 7ENGINEERING MATERIAL
ISSUE PRIORITY DESIGNATORS
("Force/Activity Designator" - "Urgency of Need" Conversion Table)
FORCE/ACTIVITYDESIGNATOR (FAD) PRIORITY DELIVERY
DATE (PDD)URGENCY OF NEED DESIGNATOR (UND) I I II I III I IV I V.4 ISSUE PRIORITY
DESIGNATOR (IPD) CONUS OVERSEAS
DESIGNATOR A
Emergency requirements for non - availablemateriel without wh i ch the Force/Activityconcerned is unable to perform assignedmissions or tasks.*
01 02 03 5 days(120 hrs)
7 days(168 hrs)
07 08 8 days 15 days
DESIGNATOR B
Requirements for non - available materielwhich impairs the capability of the Force/Activity concerned. Missions con be per
but with decreased operational ef-fectiveness and efficiency.*
04 05 06 8 days 15 days
,
09 10 20 days
....
45 days
.DESIGNATOR C
Matioriel requirements needed on a moreurgent basis than routine, (.g., immediateend use requirements for repair of collateraland administrative support equipment, tomeet scheduled deployment, deficiencies innewly established outfitting or allowancelists.)*
11 12 13 14 15 20 days 45 dogs
DESIGNATOR D
*Aerial requirements for initia I outfittingand filling of allowances, scheduled main-tenance, rout I n stock replenishment, re-pair or ma in tenon c of supply systemsstocks.*
16 17 18 19 20 30 days 60 days
*FOR ADDITIONAL DETAILED GUIDANCE CONCERNING CRITERIA FOR SELECTING URGENCY OFNEED DESIGNATORS, SEE THE APPROPRIATE TABLE IN OPNAV INST 4614.1 (SERIES).
Figure 7-10.Issue priority designators.
151 .
iSS
10.66
ENGINEERING ADMINISTRATION
for preparation of the DD Form 1348. The yellowcopy of the NavSup 1250 is returned to thedepartment representative when it is determinedthat the requested material is NIS or NC anda DTO requisition must be prepared. After therequisition has been prepared by supply person-nel, the requisition number is indicated inblockG of the NavSup 1250, and the red copy is re-turned to the requesting department with theweekly budget report.
Bearer Requisition
While in port, urgent requirements thatare available locally may be procured by useof a "bearer" (walk through) requisition. Bythis method, after the requisition has been pre-pared by supply personnel the ship's representa-tive takes it to the supply activity, walksit through the processing steps, and receives thematerial. This system is restricted to higherpriorities and should be used only when neces-sary.
Message Requisition
Requisitions may be submitted by navalmessage when their transmission by air mailwill not result in the delivery of material bythe time required. The decision to use amessage requisition must be based on locationof the ship (deployed or in port), iocation ofthe material (local or distant supply activity),and urgency of need.
Requisition Status and Followup
Status, as the name implies, refers to thestatus of an individual requisition at the supplyactivity. There are different types of statusinformation available, but the most common is"exception" status. By this, the supply activityadvises the requisitioner of any action takenexcept supplying and shipping the material.This may be back-order, passingthe requisitionto another supply activity, FSN change, FSNsubstitution, et cetera. If it is considered ad-visable to receive complete status on a highpriority requirement, the supply officer shouldbe requested to use the appropriate code on therequisition. Status may be received on a DDForm 1348m, message, or speedletter and isnormally filed with the requisition copy in theOutstanding Requisition File in the supply office.Since the requisition number is entered on the
red copy of the NavSup 1250, it is a simplematter to determine the present status of anindividual requisition. When status or materialhas not been received by the priority deliverydate, a followup may be submitted to the lastknown holder of the requisition.
Tn-Excess Requisitions
The supply officer has authority to submitall requisitions that are not in-excess directlyto the appropriate supply activity. In-excessrequisitions must be submitted via the typecommander, and for certain designated items,to the cognizant bureau or material command,for approval before the items may be issuedto the ship. The commanding officer is re-sponsible for proper submission of requisi-tions. He, in turn, holds the supply officerresponsible for determining what requisitionsare in-excess, that they are so identified, andare approved by the appropriate higherauthority.
All heads of departments must, to some ex-tent, share in this responsibility since theymust justify any requirements considered in-excess.
Requisitions for the following are consideredin-excess:
1. Controlled equipage not on the ship'sallowance list.
2. Controlled equipage on the allowance listbut in greater quantities than allowed.
3. Nonstandard consumable supplies whensimilar items are available in the supply system.
4. Repair parts not listed in ship's allowancefor which. a requirement can be justified.
152
Not In-Excess Requisitions
Requisitions for the following are consideredas not in-excess:
1. Controlled equipage on the allowance listnot in a greater quantity than necessary tobring the amount on order and on hand up tofull allowance.
2. Repair parts listed with or without quanti-ties in the ship's allowance for which a require-ment can be justified above the quantity fixedby the allowance.
3. Consumable supplies listed in the NavyStock Lists, applicable allowance lists, or otherconsumable supplies except nonstandard items.
4. Material other than consumable suppliesrequired for immediate expenditure for repairs
Chapter 7ENGINEERING MATERIAL
or alterations or to replace material so ex-pended.
5. Servicesby ship's force.
6. Equipage items that are not controlledequipage.
which cannot be accomplished
Fuel Requisitions
While the responsibility for procuring sup-plies of fuels rests with the supply officer,the engineer officer in responsible for determin-ing the requirements. He advises the supplyofficer of the quantity of fuel oil required andthe time delivery is desired.
Fuel is normally procured fr2m one of thefollowing sources:
1. Fleet oilers, station tankers, yard oilers,and tankers.
2. Fuel depots and annexes.3. Commercial shore installations, both
foreign and domestic, under Defense PetroleumSupply Center and local contracts.
4. Other Navy combatant or service forceships.
5. Shore installations of other services oragencies.
In an emergency, the supply officer mayprocure fuel from United States commercialvessels, foreign naval vessels, foreign navalshore Wstablishments, foreign commercial ves-sels, or foreign commercial shore establish-ments not currently under DPSC or local Navycontracts.
CONTROLLED EQUIPAGE PROCEDURES
Controlled equipage is defined as items ofequipage which have been designated to re-ceive increased management control becauseof high unit cost, vulnerability to pilferage,and/or essentiality to-the ship's mission. Theequipage items so designated are listed inAppendix II of NavSup Manual volumes III andVIII. Custody signature of the head of depart-ment is required for all items marked by anasterisk in the above lists.
Most allowances of controlled equipage usedby the engineering department will be containedin the SPCC COSAL Stock Number SequenceList - Operating Space Items and Nav ShipsCOSAL. These sources provide the allowanceauthority, nomenclature, FSN, and allowedquantity for aship.
EQUIPAGE STOCK CARD ANDCUSTODY RECORD
The Equipage Stock Card and Custody Rec-ord (Nav Sup 306 or Nav Sup 460) is designed toserve a dual purpose; as a custody record andan inventory control document. Its use ismandatory for all controlled equipage. The Nav-Sup 306 is normally used aboard ship, and itsuse is described in this chapter. However, theNav Sup 460 may be used and its preparationand use is comparable to the Nav Sup 306.
The Nav Sup 306, properly prepared and withrepresentative entries, is illustrated in figure7-11. The form is prepared in duplicate. Thesupply officer retains the original and the copyis furnished to the custodial department. Whilepreparation of the form is a supply re-sponsibility, the following guidelines may behelpful in understanding the purpose and useof the form.
1. Items requiring custody signature areidentified on the Nav Sup 306.
2. The responsible department is identifiedon each card. When responsibility for individualpieces of equipment listed on one line of theallowance list is assigned to two or moredepartments, separate cards are prepared foreach department showing the numerical allow-ance for which the department is responsible.
3. Cards are numbered consecutively foreach department.
4. The numerical allowance for each itemas shown by the allowance list is indicated oneach card. When responsibility is divided, thetotal of all cards must equal the total allow-ance.
5. The FSN, unit of issue, and unit priceis shown if it can be determined.
6. The allowance authority must be shown.7. The complete description of the item must
be shown, including serial numbers if the itemis so identified.
The department copy of the NavSup 306should be kept current by posting all equip-ment receipts and expenditures as, they occur.As transactions are posted to the originalNavSup 306 by supply personnel, each newbalance must be attested by the signature ofthe head of department for signature requireditems.
The custody records within the departmentare optional, but the copy of the NavSup 306provides a ready-made system with the divisionofficer or petty officer who has physical control
153
ENGINEERING ADMINISTRATION
EQUIPAGE STOCK CARD AND CUSTODY RECORDNM I& AND A. PON IN MN. 54$)
mama Imummes ImamOPERATIONS I 8 I 1E6650-254-8969
CUSYCIWIMONATURE 11.MOM= r
EA .1$165.mu Yr NM
BINOCULARS, mag. 7 x 50 with filters, case, and strap
'am Ow II OP 2CUD MI
Imumausrla 2-240 34001I 1111,3UP PAU UIR
Serial numbers onattached list
vouc,40. MMEMEDWA MAMMY oleagr mmApicE tettellitticra Quantity
/4 81/66194 4/SDNewpad .2. S' Iireidt of/7-i 1/41/46 4417
116-..i.e.ty
8/S502 *3 ii/SG /fr.& 3 S4-8/A202.58 NSCAAA. 0. e 4 Jr," b ra(442'n1/C12enry-Re.hell,eneA2r2Liftent. 2
S. S. ovassurt LIMN mei 111-418/114
Figure 7-11.Equipage stock Card and Custody Record, NavSup 306.
of the item signing the card. Memorandumreceipts may be obtained when the above person-nel are required to issue controlled equipageto others on a temporary basis.
INVENTORY OF CONTROLLED EQUIPAGE
All items of controlled equipage must beinventoried annually during the month of Marchand:
1. When the ship is commissioned, in-activated, or reactivated.
2. Upon relief of the head of departmentfor those items in the department concerned.
3. Upon change of command at the discre-tion of the relieving commanding officer.
A special inventory of controlled equipagetaken for one of the above reasons satisfiesthe requirement for an annual inventory.
Each head of department is responsiblefor conducting the inventory of those itemsfor which --he has custody. The file of dupli-cate NavSup\ 306s provides a logical basis forconducting the inventory which must be coin-
!
7.3
pleted within 30 days after commencement.Each item must be sighted and inspected forserviceability by the inventorying officer.Items identified by serial numbers must bechecked against the serial numbers recordedon the custody cards. As each item is in-ventoried, the inventorying officer enters thedate, quantity, and his signature on the reverseof the custody card, and as the inventory progres-ses or immediately after completion, this in-ventory record is transcribed to the originalNavSup 306 held by the supply officer.
Any shortages or items found to be un-serviceable must be covered by a survey re-quest. The inspection and resulting e.rvey ofunserviceable equipage must be emphasizedsince, upon completion of the inventory, thesupply officer prepares a list of controlledequipage deficiencies which is submitted to thetype commander. Funding for procurementof replacement controlled equipage is basedon this deficiency list.
Upon relief of the engineer officer, theinventory of controlled equipage should be
154
Chapter 7ENGINEERING MATERIAL
conducted jointly and completed prior to de-tachment of the officer being relieved. If thisis not possible, the relieving officer must com-plete the inventory as soon as practicable afterassuming his duties. The relieving letter shouldcontain a statement that the joint inventory ofcontrolled equipage was taken, that surveys havebeen prepared for shortages and unserviceableitems, and that requests have been submittedfor replacement of these items. A copy of theletter should be furnished to the supply officer.
During inventory, any items of controlledequipage excess to the needs of your depeementand in excess of allowance should be reportedto the supply officer. The items may be transfer-red to other departments if needed or reportedto the type commander for disposition.
EXPENDITURE OF MATERIAL
Material is expended when it is issued fromsupply storerooms, when it is transferredto another ship or station, or when it is surveyed.Issues have already been discussed so the re-maining two types of expenditures, transfersand surveys,. are presented here.
TRANSFERS
No stores or other Government materialmay be transferred from a naval ship withoutthe approval of the commanding officer. Thesupply officer may be given authority toapprovetransfers, and, within this authority, no materialmay be transferred without the knowledge andapproval of the supply officer since he is re-sponsible for ensuring that no transfers aremade that are contrary to the best interests ofthe ship or to the policy of the commandingofficer. The engineer officer must decide whenmaterial (equipment, equipage or supplies) isexcess to the needs of his department and reportit to the supply officer. The supply officer willnormally seek the advice of the engineer of-ficer before transferring from supply store-rooms any material that is used in engineeringspaces.
The supply officer is responsible forpreparation of transfer documents and com-pliance with transfer procedures contained incurrent instructions.
One of the more common .types of transferinvolves emergency requirements for repairparts while deployed. When another ship's re-quirement can be supplied, the decision to
155
transfer must be based on past usage, es-sentiality of the equipment it supports, timerequired to obtain replacement, and judgment ofthe engineer and supply officers. If possible,the transfer should be made, since it permitsanother ship to get its equipment back intooperating condition in the least amount of time.Another practical reason for making the transferis that there will be times when the shoe ison the other foot, and if a ship has the reputationof transferring repair parts to other ships inneed, the chances of an urgent request for arepair part being answered are much greater.
SURVEYS
A survey is the procedure required by NavyRegulations when naval property must be:
1. Condemned as a result of damage,obsolescence, or deterioration.
2. Appraised as a result of loss of utility.3. Acknowledged as nonexistent as a result
of loss or theft, necessitating the expenditureof the accountable material from the recordsof the holding activity.
The completed survey report provides arecord of:
1. The administrative review of the condi-tion of material, the cause of the condition,the responsibility therefore, and the recom-mendation for disposition.
2. The authorization to expend the materialfrom the records on which carried.
Types of Surveys
There are two types of surveys; formaland informal. The type to use for a specifcsurvey action is determined by the materialinvolved and the circumstances that made thesurvey necessary.
Formal Survey. A formal survey is madeby a commissioned officer or a board of threeofficers (one of which must be a commissionedofficer). The commanding officer appoints theofficer or board. The following officers maynot serve as survey officer or on the surveyboard:
1. Commanding officer.2. The officer on whose records the material
being surveyed is carried.3. The officer charged with the custody of
the material being surveyed.
ENGINEERING ADMINISTRATION
A formal survey is required for certaintypes of material so designated by the bureau,command, or office concerned and is coveredby specific instructions in Nav Sup Manual.Formal survey is also required at all timeswhen it appears that the responsibility for lossor damage may be placed on a person orpersons in the naval service. When the typeof survey is not specified in instructions fromhigher authority, the commanding officer de-termines whether a formal or informal surveyis required.
Informal Survey.Informal surveys aremade by the head of the department havingcustody of the material to be surveyed. Theinformal survey is used when survey actionmust be taken, but formal survey is not re-quired.
Survey Not Required
Formal or informal surveys are not re-quired when material (except fuels, clothing,ship's store stock, equipage requiring custodysignature, and labor saving devices withtrade-in value such as typewriters) is lostas a result of physical deterioration, damageby handling, fire, water, or other similar cir-cumstances and the value of the loss is lessthan $100 per item.
Survey Procedure
Generally, the survey procedure is composedof the following steps:
1. Request for survey.2. Action by the commanding officer on the
survey request.3. Report of survey by surveying officer or
board.4. Action by reviewing authority.5. Expenditure and disposal action.
Initial tequest
Any person in the naval service, who isaware of a material condition that requires asurvey, may initiate a request for survey,but requests are normally initiated within thedepartment having custody of the material.The initial survey request is made in roughon a Survey Request, Report and Expenditure( NavSup 154).
156
/4
The survey request is submitted by theoriginator, one copy only, to the commandingofficer via the engineer officer (except when heis the originator) and the supply officer asdirected by local procedures.
Included in the initial survey request mustbe a statement by the originator relative to:
1. Location of material and name of personor persons to be contacted by surveying boardor officer.
2. Description (including nomenclature,FSN, serial, etc.) and condition of material.
3. Cause of loss, damage, deterioration, orobsolescence of material.
4. Responsibility for cause or condition, ora statement that responsibility cannot be de-termined.
5. Recommended disposition of material andaction to be taken in regard to cause and re-sponsibility. Reference should be made to anyspecial survey procedures contained in manualsor iinstructions issued by higher authority.When controlled equipage is being surveyed,the equipage custody card number should beshown. As the request is forwarded via theengineer officer and supply officer, additionalinformation may be added. The purpose of theinitial request is to provide all data availableto assist the commanding officer in determiningthe type of survey, if any, and to assist themembers of the survey board or the surveyingofficer. When completed, the initial surveyrequest is forwarded to the commanding officer.
Action by the Commanding Officer
The commanding officer reviews the initialrequest, determines the type of survey to beconducted (formal or informal), appoints thesurveying officer or survey board, signs therequest, and returns it to the person or officedesignated to prepare smooth survey requests(normally the supply office).
The smooth survey request is then preparedfrom the initial request and completed down tothe "Survey Report and Recommendation" sec-tign. The number of copies depends on thedistribution requirements set forth in NavSupManual for the type of material being surveyed.The initial request is usually attached to thesmooth request.
The person who submitted the initial re-quest for survey signs the original of thesmooth request as the originator, and it issubmitted to the commanding officer for his
Chapter 7ENGINEERING MATERIAL
signature and delivery to the appointed survey-ing officer or senior member of the surveyboard.
Report of Survey
The surveying officer or surveyboardmakesthorough investigation of the material or thecircumstances under which material is missingto determine condition at the time of surveyand fixes the cause and responsibility for thatcondition. If the responsibility cannot be de-termined or is not applicable (as in the caseof material worn out through normal use), thisfact is indicated.
The findings and recommendations of thesurveying officer or survey board are enteredon a copy of the smooth request and returnedto the supply office. The "Survey Report andRecommendation" section of the smooth surveyrequest is completed, signed by the surveyingofficer or survey board, and submitted to thecommanding officer for review.
Action by Reviewing Authority
The completed survey requegt and reportis reviewed by the commanding officer or of-ficer ordering the survey if the survey wasordered by higher authority, and his approvalor disapproval is indicated. He signs and datesthe survey and returns it to the supply office.Upon receipt of the approved smooth survey,the supply officer assigns and expenditurenumber, takes the indicated expenditure action,and completes and signs the expenditure portionof the survey. A copy of the completed surveyis then returned to the originator and a copy tothe cognizant head of department if other thanthe originator.
FINANCIAL CONTROL OFSHIP'S OPTAR
The purpose of this section is to e..plainbriefly how the Navy is funded and the methodused to finance the day-to-day operation ofships.
With few exceptions (Shipbuilding, alteration,research and development, etc.), the Navy isfunded by annual appropriations which are in-cluded in the Defense Appropriations Act passedeach year by Congress. The money is madeavailable to the Navy in the form of appropria-tions which are assigned to the various systems
commands and bureaus who are responsible foradministering them. The appropriation 17-1804which is for operations and maintenance of shipsis administered by NavShips and distributedthrough the fleet commanders. The fleet com-manders then grant allotments to each typecommander under their command to enable themto carry out their missions.
The type commanders grant obligational au-thority, or operating target (OPTAR), to theships within their commands fpr procurementof supplies and equipage. While the type com-mander performs the accounting required forthe allotment, the supply officer of each shipmust maintain records in sufficient detail toenable the commanding officer to determinethe status and ensure the proper and efficientuse of the OPTAR. The amount of the OPTARgrant may be exceeded only with the approvalof the type commander. All TYCOMS receivingallotments are authorized to grant OPTARsto ships and units within their command. Thebudgeting for the initial grant is performed bythe TYCOM and the method of requestingaugmentation and the justification required areestablished by the TYCOM.
Two terms, Naval Stock Fund and NavalStock Account, are frequently used in con-nection with supply operations and a brief ex-planation of their purpose will serve to give abetter understanding of supply accounting.
The Naval Stock Fund (NSF) is a revolvingfund established to finance procurementof material. After procurement, the material isheld in an inventory account, Naval Stock Ac-count (NSA). Thus the NSF always remains inbalance with the total represented by eithermoney or inventory. The NSA inventory is thatmaterial carried at ashore supply activities andon some supply ships. The relationship of theNSF and NSA is shown in figure 7-12.
When a ship submits a requisition and thematerial is issued, the NSA is reduced. Theamount of the issue is charged to the ship'sOPTAR and credited to the NSF which maythen use the money to procure replacementinventory.
The Appropriations Purchases Account(APA) is another inventory account that is usedextensively. APA material has been purchasedwith appropriated funds and is held in storeawaiting issue. It is usually used for items ofmajor equipment, NavShips controlled testequipment, and repair parts of limited or specialapplication. When this material is requisitioned
157
/ 6 /
414
ENGINEERING ADMINISTRATION
REPLACEMENTMATERIALDELIVERED
OPROCUREMENT
ORDERPLACED
O
NAVY STOCKACCOUNT
(MATERIAL STORED)
NAVY STOCKFUND
RF!').UISITIONEDMATERIAL. ISSUED
MATERIALUSEr)
lOPTAR BALANCEREDUCED
( TYPE COMMANDER'SALLOTMENT CHARGED)
t.; TAR AMOIATESTABLISHED
0
114.17rigure 7-12.Relationship of the Navy Stock Fund (NSF) and
the Navy Stock Account (NSA).
by the ship, the OPTAR is not reduced sincethe natal,' has already been charged to "unduse." A statistical charge is made for thepurpose of accumulating total operating costwithin the Navy.
FUND CODES
Under current accountZng procedures,operating costs are accumulated according tothe purpose or type of expenditure and areidentified by fund codes. The type commanderdesignates the fund codes that may be used byeach ship and under what circumstances theymay be used. Generally, the fund codes usedaboard ship identify expenditures for equipage,repair parts, consumables, and services. TheOPTAR grant may specify limits for each ofthese categories. For example:
t58
Equipage* $2,500Repair Parts 7,A00Consumables 5,000Services 500Total OPTAR $15.000
*Amount based oa controlled e -,dpagedeficiency list.
I and codes must be carefully assigh..1 on theNav';up 1250 (discussed earlier) to pr vent in-co% ct charges to these categories.
DEPARLIENTAL ?!4VDCr.:T7...
Ag was stated earlier, the commanding of-ftbor !s responsible for the proper and efficientutilization of the OPTAR. One way this can beaccomplished is by distributing the OPTAR
Chapter_7ENGINEERING MATERIAL
to the various departments in the form of abudget. The use of the budget is optional, butit has proved its effectiveness. When depart-mental budgeting is used, the supply officermaintains budget records in conjunction withthe OPTAR records. A weekly report of theOPTAR and budget status is made to the com-manding officer with a copy to each depart-ment. The red copy of each Nav Sup 1250, whichhas been processed by supply and charged tothe engineering department budget during thepreceding week, is included with the depart-mental copy of the budget report. This enablesthe engineer officer to reconcile the depart-ment record with supply records.
Departmental budget or expense records aremaintained at the option of the engineer officer.
A
Figure 7-13 illustrates one method of main-taining control of department spending.
While the ship's OPTAR and departmentbudgets are not synonymous, they do have adirect bearing on each other. Issues from supplystorerooms reduce the budget but do not reducethe OPTAR. DTO requisitions reduce boththe budget and the OPTAR. Stock replenishmentrequisitions submitted by supply reduce theOPTAR but do not reduce the budget. If thebudget is exceeded, it means that supply hasissued more material from their storeroomsthan could be replaced. When this happens, thestoreroom capability to support the ship'srequirements has been reduced. Forthis reason,it is equally important that neither the budgetnor the OPTAR be exceeded.
ENOINEERIXO DFDAMOIENT
EXPENDITURE. RECORD
First OuarterFiscal 1969
Date
Dept.
ReouestNumber
Supply Dept.RequisitionNumber
EstimatedCost
ActualCost Difference
DepartmentOPTAR
Balance
7-1 OPTAR $4,000.00
7-2 0001 9184-1218 360.00 LA/m.0n
7-3 0002 15.40 15.40 3.624.60
7-5 INVOICE 9184-1218 290.00 -70.00 3,694.60
7-5 0003 9187-1242 125.00 3,569.60
7-5 ' 0004 5.00 5.00 3.564.60
7-10 0008 4.55 4.55 3.428.70
7-10 0009 10.15 10.15 3,424.15
7-11 INVOICE 9187-1242 130.00 + 5.00 3.419.15
114.18
Figure 7-13.A sample expenditure record for the engineering department.
CHAPTER 8
ENGINEERING STANDARDS
The Chief of Naval Operations establishesthe standards of readiness and preparednessfor war required of all ships of the U. S. Navy.The type commanders conduct periodic trialsand inspections, and take all practicable stepsto ensure that ships of the command maintainthe required standards of readiness and pre-paredness; Principally, the standards requirethat the administration of the ship's organiza-tion, the material readiness of the ship, and thestate of training of the crew be such that theship is capable of effectively and efficientlyperforming her mission.
As an incentive to gain greater efficiencythrough competition, type commanders annually(normally) present Battle Efficiency awards toships of the command based on merit attainedin the readiness inspections, competitive ex-ercises, and day-to-day operations. The BattleEfficiency awards are presented in accordancewith OpNav Instruction 3590.4. The Chief ofNaval Operations may authorize additionalawards for type commands and he may suspendawards during periods of national emergency.Each type commander designates the requiredtrials, inspections, and exercises, and estab-lishes minimum requirements for ships of thecommand. The type commander's directivesshould be consulted for information concern-ing the Battle Efficiency requirements for aparticular ship.
Engineering readiness (including damagecontrol) plays a major role in the battle ef-ficiency of any ship. Provided that considera-tion is given to all factors affectingthem (ratherthan just quantitative comparison) the followingare the principal components of engineeringreadiness:
1. Reliability2. Fuel performance3. Feed and fresh water performance4. Trial performances
5. Ability to control damage and engineeringcasualties.
This chapter provides detailed informationconcerning (1) good engineeringpractices (thoserecommended as well as the ones that aremandatory to the attainment of required en-gineering standards), (2) engineering trials andreadiness inspections scheduled by the type com-manders, and (3) material inspections and shipsurveys conducted by the Board of Inspectionand Survey.
GOOD ENGINEERING PRACTICES
When followed scrupulously by operatingpersonnel, certain rules of good engineeringpractice can be relied on to contribute sub-stantially to the safe and economical opera-tion of naval engineering plants while materiallyreducing the personal effort revired to maintainan efficient and reliable plant. The engineerofficer is responsible for enforcing the rulesof good engineering practice within the engineer-ing department and for keeping the commandingofficer informed of malpractices beyond hiscontrol.
GENERAL PROCEDURES
The steam engineering plant should beoperated with no more variation in speeds,pressures, and temperatures than is consistentwith operational commitments of the ship, andwith these factors always maintained as neartheir minimum designed values as possible forthe power required.
A variation in the output of a single com-ponent of the engineering plant can upset thesteam cycle balance and require compensatoryadjustments on stations throughout the plantthereby resulting in additional work for thepersonnel of the watch and uneconomical
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Chapter 8ENGINEERING STANDARDS
operation in general. This fact is often amplyillustrated by a comparison of fuel consumptionscores attained during economy trials with thoselogged during normal routine operations under-way. The development of teamwork among watchpersonnel and the promotion of a spirit of com-petition between watches can do muchto promotefuel economy and improve overall plant per-formance and reliability.
The engineer officer should exert every effortto ensure that prescribed acceleration tablesare observed. In modern engineering plants,important components may be seriously over-loaded when excessive acceleration rates areused. Built-in safety factors will protect thecomponents if rapid acceleration is restrictedto emergencies, but routine abuse of accelera-tion tables will seriously reduce the reliabilityof the plant. Observance of prescribed ac-celeration tables not only extends machinerylife and conserves fuel but provides a timestandard by which the engineroom and fire-room watches, and the OOD can develop into asmoothly functioning team with each knowingwhat to expect of the other, The ship's trainingprogram for qualification of officers of the deckunderway should familiarize the future officerof the deck with good engineering practices.
Combatant ships operate frequently at speedsconsiderably below maximum and require, atcruising speeds, only a fraction of the powerthat the main turbines are designed to provide.The engineer officer should determine the mosteconomical engine and boiler combination thatcan be used for any operating condition thatmight arise. In determining the most economicalcombination, the type commander's directivesmust be observed and allowances must be madefor operating contingencies that may often over-ride considerations of economy.
. The engineer officer should require that ac-curate records of boiler feed water and potablewater consumption be maintained. The ship'snormal consumption must be determined andposted in tabular form at main engine controlas a ready reference. Any unexplained or markedincrease over the normal is a sure sign ofa leak or faulty operation of the engineeringplant and either possibility could cause serioustrouble. A leak, no matter how small, mustalways be considered a source of inefficiency.Feed water losses can usually be avoided ifthe engineer officer:
1. Requires that watch personnel 'maintaina close watch on pump shaft glands, valve glands,
drain collecting tanks, atmospheric exhausts,and all other possible sources of leakage.
2. Drills the engineering crew in the properprocedures for transferring condensate.
3. Requires that operating personnel alwaysconsult the watch in the spaces concerned priorto taking on make-up feed, running water downfrom deaerating feed tanks, and shifting feedwater suctions.
For reliable and efficient operation, boilersmust be kept clean, both inside and out. Thepersonal attention and interest of the engineerofficer is one of the most effective means ofmaintaining reliable and clean boilers. He maydelegate preliminary boiler inspections to quali-fied subordinates but the final inspection afterany boiler work must be made by the engineerofficer. Soot and scale are efficient insulatorsthat prevent optimum heat transfer and makenecessary a progressively increasing combus-tion rate in order to maintain a steady steam-ing rate. Clean boilers will result if the fol-lowing instructions are carried out:
1. Inspect and clean boiler firesides every600 hours of steaming or more often, if condi-tions warrant. Inspect and clean watersides be-tween 1800 and 2000 hours of steaming or moreoften, if conditions warrant.
2. Blow tubes at least once each watch under-way and twice a day in port. (Permission of theOOD must be obtained before blowing tubes).
3. Blow down boilers as often as neces-sary to maintain the specified water analysis andavoid high concentrations of scale-forming salts.(Give steaming boilers a surface blow at leastdaily.)
4. Use the emergency feed pump if avail-able aboard ship, to recirculate the water whenadding boiler compound to an idle boiler. Thispractice ensures equal distribution of alkalinitythroughout the watersides of the boiler.
5. After securing a steaming boiler and al-lowing sufficient time for reducing circulationdue to generation, give the boiler a good bot-tom blow to remove suspended impurities andscale-forming salts.
8. Take all possible measures to preventoil contamination of the feed system andboilers.It is imperative that all engineering operatingpersonnel be made aware of the seriousnessof oil contamination of boiler water, its possiblecauses, and the consequences which can result.
Boilers should be steamed with a very lightbrown haze whenever permissible. Dirtyatomizers, contaminated fuel, and fuel of the
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1
ENGINEERING ADMINISTRATION
improper temperature may require excess airin order to maintain acceptable stack conditions;therefore, the condition of the fire (yellow-orange or golden yellow in shade) as well asstack conditions must be observed in order todetermine the true state of combustion ef-ficiency. Considerable care is required to pre-vent leakage of air into a boiler. Air that entersa boiler at any place other than through aburning register does not contribute to furnacecombustion and may materially affect combustionefficiency.
Chloride contamination of the water in theboiler feed and condensate systems is an ever-present threat to the material integrity andoperational readiness of the ship's engineeringplant. All means provided for the determinationof the chloride content of boiler water mustbe maintained in good working order, and operat-ing personnel must be frequently drilled in theimportance and methods of the prevention ofchloride contamination through the determina-tion and control of the chloride content of thewater in the boiler feed and condensate systems.Operating personnel must be alerted to ensurethat the deaerating feed tank is functioningproperly to remove dissolved gases from theboiler feed water. Dissolved oxygen tests mustbe conducted daily on water to steaming boilers.
Inattention to feed water treatment with theresultant failure of boiler tubes is the greatestsingle cause of b tier casualties. The engineerofficer should r ware that his oil king and theengineering watch supervisors in the fireroomare graduates of the Boiler Feedwater Testand Treatment Course and are certified to per-form the feed water tests and treatments thatare prescribed by the 'Naval Ship Systems Com-mand and the manufacturer for the installedboilers. He should never assume his sub-ordinates are competent, but should ascertaintheir ability through personal observation oftheir performance.
Proper temperature of the lubricating oilin the engineering plant must be maintained atall times to prevent bearing wear. The engineerofficer must insist that operating personnel bealert for signs of overheated bearings, foamingor emulsified oil, the presence of bearingmetaland other foreign particles in lubricating oilstrainers, oil leaks, low oil level in lubricatingoil sump and the presence of rust on journalsand gearthg.
The overall loss of efficiency in an im-properly operated condenser and its component
auxiliaries can be considerable. The use ofmore cooling water than is necessary to main-tain the desired vacuum on condensers can resultin pumping overboard a large amount of heat(from the condensate system) that will have tobe replenished by the boilers. Excessive re-circulation of the condensate will have a similarresult. Air leaks in the condenser or its com-ponents may overload the air ejectors and lowerthe vacuum. Fluctuation in or excess steam pres-sure to the air ejectors is very uneconomical.The operation of steam driven auxiliary pumpsat speeds in excess of requirements also wastessteam.
Ventilation motors in fresh air supplysystems throughout the ship should be operatedat slow speed at all times when weather con-ditions are such as to require the use of steamfor heating the air. The steam to preheaters andreheaters should be secured before operatingblower motors on high speed and blower motorsshould never be operated at a faster speed thanis necessary to attain a comfortable temperaturein the compartments served. Circulation of freshair in a compartment can generally be facilitatedby operating the exhaust blower on last speedand the supply blower on slow speed.
Cleanliness of engineering spaces, equipment,and machinery is one of the most importantof the good engineering practices. Machinerymust be kept free of oil and dirt so that lubricat-ing oil and fuel oil leaks can be quickly ob-served and proper, and timely action can betaken to prevent casualties. Trash and spilledoil in engineering spaces are personnel hazardsas well as fire hazards. All water, steam,lubricating oil, and fuel oil leaks must bepromptly corrected in order to promote clean-liness in engineering spaces. Clean spaces,equipment, and machinery denote that the crewtakes pride in their work and their ship.
An important safety precaution whichthe en-gineer officer must make certain is alwaysobserved by engineering personnel is that thepractice of hosing down spaces above the levelof the bilge deck plates is PROHIBITED. Ex-treme care in the handling of charged hosesand constant vigilance during the cleaning ofbilges is necessary to prevent damage topersonnel and equipment.
Information concerning performance dataand operating limits of the equipment andmachinery of a ship's engineering plant ispublished in the Naval Ships Technical Manual,manufacturers technical manuals, and the Ship
182
Chapter 8ENGINEERING STANDARDS
Information Book (in older ships, the Gen-eral Information Book. the Piping System In-struction Book, the Record of Electrical Instal-lations and Electrically Operated AuxiliariesWith Performance P ta, and Geneil1Di3scri_p:tion of Electronics System Installation).
SAFETY PRECAUTIONS ANDOPERATING INSTRUCTIONS
General safety precautions should be knownand observed by all personnel. Safety pre-cautions for particular duties or operationsmust be known and observed by all personnelwho perform such duties or operations. Theengineer officer is responsible for ensuring:
1. That all prescribed safety precautionsare strictly observed by all persons withinthe department and by others who may beconcerned with matters under his control.
2. That all applicable safety precautionsare kept properly posted, in conspicuous andaccessible places. .
3. That the personnel concerned are drilledin procedures for the observance of safetyprecautions.
Each division officer is responsible for:1. Carefully instructing his subordinates in
all applicable safety precautions.2. Requiring that his subordinates strictly
observe all applicable safety precautions.Having knowledge of safety precautions does
not necessarily ensure that the personnel con-cerned will observe them. Danger to personnelexists to some degree in every shipboard en-gineering operation. Because danger is aconstant companion, some engineering personneltend to discount its disastrous possibilities andare often prone to ignore the measures neces-sary to prevent the occurrence of accidentshence, they must constantly be reminded of thepossibility of such occurrences.
One method, devised to remind equipmentoperators of the hazards to personnel (as wellas to equipment) attending the operation ofcertain equipment, is to permanently post safetyprecautions in conspicuous places nearby or onthe equipment to which they apply. In addition,personnel performing work in which definitehazard(s) to their safety is known to existshould be reminded of the hazard(s) by the con-spicuous posting of applicable safety precautionsin the area of the ship where such operationsare normally performed.
Each member of the engineering depart-ment should be familiar with the following basicprecepts of safety:
1. REPORT UNSAFE CONDITIONS. Eachindividual concerned must report to hissuperiors any unsafe condition or any equip-ment or material which he considers unsafe.
2. WARN OTHERS. Each individual con-cerned must warn others whom he believesto be endangered by known hazards or byfailure to observe safety precautions.
3. USE PROTECTIVE EQUIPMENT. Eachindividual concerned must wear or use protec-tive clothing or equipment of the type approvedfor the safe performance of his work or duty.
4. REPORT INJURY or ILL HEALTH. Allpersonnel must report to their supervisors anyinjury or evidence of impaired health occurringin the course of work or duty.
5. EXERCISE CAUTION. In the event ofan unforeseen hazardous occurrence (emergencycondition) each individual is expected to ex-ercise such reasonable caution as is appro-priate to the situation.
In the shipboard engineering department,the lack of personal knowledge of safety pre-cautions, the absence of conspicuously postedsafety precautions, or the, failure to observeknown applicable safety precautions often resultsin temporary or permanent personnel disable-ment, and, too frequently, results in loss of alife. Emphasis on safety precautions must bepart of the daily supervision of duties by divi-sion officers and petty officers. Supervision ofpersonnel in matters involving safety precau-tions is particularly necessary in the forma-tive stages of training, when proper habits andreflexes are being established.
Inspections of personnel and equipmentshould be made periodically to ensure thatpersonnel are observing safety precautions andthat the equipment in use is' in safe operatingcondition. All safety devices and attachmentson machinery and equipment should be checkedfor proper operation periodically (usually,weekly). Any safety device found to be in-operative must be immediately repaired or, ifimmediate repair is not possible, a prominentwarning of conditions must be displayedconstantly.
AU engineering department personnel mustbe made aware of the risks to equipment aswell as personnel involved in purposely disablinga safety device (safety valve, circuit breaker,pressure and/or temperature alarm). Personnel
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/4
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ENGINEERING ADMINISTRATION
who are observed to be violating safety pre-cautions must be immediately corrected. Eachviolation must be handled separately, with con-sideration for the seriousness of the violation.
Where personnel of the engineering depart-ment are required to operate equipment orperform evaluations under the control of anotherhead of department, the responsibility for teach-ing and enforcing the safety precautions relatingto the operations rests with the head of depart-ment controlling the operation. For example,weapons and ammunition handling requiresspecial instructions by the weapons officer.
Engineering machinery and equipments re-quire protection against improper, careless,and abusive operation. One safeguard againstimproper operation is, of course, properlytrained operators. In an emergency, however,a properly trained operator may not be avail-able, and it may, be necessary to utilize anoperator who is unfamiliar with the properoperating procedures for an item of machinery.To provide instructions for operators who areunfamiliar with the equipment and to re-em-phasize proper operating procedures for theexperienced operator, operating instructionsmust be permanently and conspicuously postednearby or on the equipment to which they apply.
Manufacturers' technical manuals containoperating instructions and precautions pertain-ing to the shipboard machinery and equipmentsfurnished by them. The Naval Ships TechnicalManual contains operating instructions and pre-cautions pertaining to classes of shipboardmachinery and equipment installations. The dataand instructions in the Naval Ships TechnicalManual are in accordance with what is consideredthe best engineering practice for the operationtesting, and safety of shipboard machinery andequipment installations, and for the safety of thepersonnel concerned.
The Naval Ship Systems Command is re-sponsible for initially furnishing newly con-structed ships and conversions with standardand nonstandard operating instructions andsafety precautions (in form suitable for posting)for material under the technical control ofNavShips. For ships in commission and inservice, plastic laminated standard and non-standard operating instructions and safety pre-cautions are available in accordance withinstructions in the Navy. Stock List of Formsand Publication% NavSup 2002.
The engineer officer is responsible for theadequacy, accuracy, and proper posting of
4
the necessary operating instructions and safetyprecautions in spaces under his cognizance.When unforeseen conditions arise or when theengineer officer considers that the operatinginstructions and safety precautions furnished areinadequate, he must so inform his commandingofficer who will issue such additional instruc-tions or precautions as deemed necessary andadvise the Naval Ship Systems Command (viaappropriate administrative and operational com-manders) of the premises.WARMING-UP SCHEDULES
Warming-up. schedules for propulsion ma-chinery and boilers are chronological checklistsof the key steps for lighting boiler fires andwarming up the ship's main engineering plantin preparation for getting the ship underwayin accordance with the general degree of readi-ness in effect. The format for each warming-upschedule is prescribed by the type commanderfor ships of the type. A sample engineroomwarming-up schedule is shown in figure 8-1.The scheduled times relative to the time ofreporting ready are printed on the form andthe corresponding clock and actual times areentered by the watch supervisor. On the formatin figure 8-1, the column titled ALLOWED in-dicates the time (relative to reporting ready)sdheduled for the accomplishment of each opera-tion. The column titled CLOCK is for record-ing the time (according to the clock) whenthe operation was accomplished. The columntitled ACTUAL is for recording the time rela-tive to reporting ready when the operation wasactually accomplished.
The use of warming-up schedules ensuresthat the important task of readying the ship'sengineering plant for operation is carried outaccording to a proven schedule designed tominimize confusion, establish orderly pro-cedures, and provide assurance that the stepsnecessary to the operation of the plant areperformed in the proper sequence. The warm-ing-up schedules should be used without regardto the relative 'Rate of experience of the person-nel involved. Completed warming-up schedulesare examined by the engineer officer and dis-posed of in accordance with current instructionsof the appropriate type commander.
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SECURING SCHEDULES
Securing schedules for propulsion machineryand boilers are chronological checklists of key
Chapter 8-ENGINEERING STANDARDS
WARMING - UP SCHEDULE FOR '"FeRVJAIkb ENGINEROM DATE 6 Ty ME 19=
USS EXAMPLE (CAG-132)
Commence warming-up at0f3. Underway at I Standard speed will be S tune:
Oro. tetelent, tV/ RPM e.TIME
ALLOWED CLOCK ACTUALhr.:min. hr.:min.
OPERATION
-2.: 30. mar -,1:3e Station the engineroom steaming watch.
oSA7 /5 Take and record counter readings in Bell Book.
*1.27oSS0 -A:3e
Take and record turbine clearances in Engineering log.Electrician's mates energize all underway power and I.C. circuits.
vieoe"
-a:se Crack all funnel drains.Cross-connect auxiliary steam and exhaust condensate lines.
- :A*
,or4a.vela
-A:srCross-connect salt water cooling and H.P. drain systems.When steam pressure reaches 50 psig, cut in H.P. drain traps and
close funnel drains.
:etOpen main condenser overboard and injection valves and vent salt
water chests.
,effIS :I7 Open all main propulsion turbine casing and chest drains.
Back off main throttle valves, throttle by-pass and nozzle valves.Re.00'
""."--.......---4.67"---V115070-. _pnbecheadiresals
71.f -o:icSplit main steam, auxiliary steam, auxiliary exhaust, H.P. anddrains, condensate, main feed, salt water cooling main, and firepin.
?VP -o :a. Request permission from ODD to test main es.n/ so -O: to When permission is granted, disengage t
unet
gear.
ea. -0:orOpen guarding valves and test main engines. es ASTERN operationfirst and make certain not to put way on the ship.
0 : 00 ros to :oil
Report engineering department ready for getting underway to OCD
and engineer officer.
Oroi 4-o:o Request permission of COD to spin main engines every 3 minutes.
40 : 15 era, +0:4 Underway.+0 : 20 0 1.31E +0: f Close turbine drains.
REMARKS: rt-1e.& 'FIRE AND FiAdefeede PumP eS OUT OP Cmmie$1104J.
WATCH SUPERVISOR:
AMC., UV/
Examined (Engineer Officer)
114.19Figure 8-1.A sample warming-up schedule for an engineroom.
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ENGINEERING ADMINISTRATION
steps for securing the ship's main engineer-ing plant in accordance with the general degreeof readiness in effect. Scheduled times of therespective steps may be relative to receiptof the orders to secure the engineroom orboiler. The securing schedules should list theauxiliary machinery to be used after securingthe main engineering plant. The format foreach securing schedule must be in accordancewith current directives of the appropriate typecommanders.
The use of securing schedules ensures thatthe engineering plant is properly secured andovercomes the normal tendency of the person-nel of the watch to secure machinery at toorapid a rate. Securing schedules, too, shouldbe used without regard to the relative stateof experience of the personnel involved. Com-pleted securing schedules are examined by theengineer officer and disposed of in accordancewith current instructions of the appropriate typecommander:
PERFORMANCE STANDARDS
The Chief of Naval Operations and thetype commanders require that certain engineer-ing trials and inspections be conducted in orderto determine that required standards are beingmaintained and to accurately evaluatethe opera-tional readiness of ships of the type. The fre-quency of the engineering trials and inspec-tions for readiness is determined by the Chiefof Naval Operations and the type commanders.
Engineering readiness trials include the fullpower trial and the fuel economy trial. Readi-ness inspections include the administrativeinspection, the material inspection, and theoperational readiness inspection.
ENGINEERING READINESS TRIALS
Engineering readiness trials (the full powerand fuel economy trials) are conducted periodi-cally by the commanding officer as required byCNO and prescribed in Ship Exercises.FXP3 (Revised), and the type commander'sdirectives which indicate specific requirementsfor conducting exercises and trials. The typecommander, a commander subordinate to thetype commander, or the task force commander(as appropriate) may assign* observers for theengineering trials from another shipof the same
Iv command whenever practicable. When a shipis scheduled to conduct an engineering trial
while steaming independently or under otherconditions where it is considered impracticableto provide observers from another ship, thetrials may be observed by personnel of theship conducting the trial, subject to the typecommander's requirements for self observa-tion of trials.
Prior to commencement of the full powertrial, inspections and tests of machinery andequipment should be made to ensure that nomaterial item will interfere with the suc-cessful operation of the ship at full power. Theextent of the inspections and the tests willlargely depend upon the recent'performance ofthe ship at high speeds, the material condi-tion of the ship, and the time limits imposedby operational commitments.
The inspection and tests of reactors, boilers,main engines, pumps, auxiliary machinery,safety devices, piping systems, and all equip-ment necessary for the proper operation of theengineering plant should be made in accord-ance with the Planned Maintenance Subsystemwhich is the primary source that prescribestests and inspections for machinery and equip-ment, and in manufacturer's technical manuals,or, in the absence of specific instructions, asthe dictates of good engineering practice mayrequire.
Not later than one day before a trial, theengineer officer should report to the command-ing officer the condition of the main engineeringplant, stating whether or not it is in propercondition and fit to proceed with the trial, orwherein any part, in his opinion, is not in asafe and proper condition. The trial must bepostponed if, in the opinion of the commandingofficer, the condition of any part of the mainengineering plant is such that it might be damagedor disabled, or might cause a personnel casualtyif the trial is undertaken.
During all full power trials, andduring othermachinery trials to which they may be applicableand consistent with the conditions imposed, thefollowing general rules must be observed:
1. The speed of the engines should begradually increased to the speed specified forthe trial. Prior to commencing a full powertrial, the machinery should be thoroughlywarmed up; this can be accomplished by operat-ing at a high fractional power for sufficienttime to stabilize temperatures.
2. The machinery should be operatedeconomically, and designed pressures, tempera-tures, and speeds must not be exceeded.
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Chapter 8ENGINEERING STANDARDS
3. A trial involving high speeds should notbe conducted in shallow water because it isconducive to excessive vibration, loss of speed,and overloading of the propulsion plant. Detailedinformation on the proper depth of water for aspecific ship may be obtained from Nav ShipsTechnical Manual.
4. If it is desirable to continue a fullpower trial beyond the duration originally speci-fied, the observations should be continued untilthe trial is finished. The trial should be con-ducted on a continuous basis without interrup-tion. If a trial at constant rpm is discontinuedfor any reason, the trial should be consideredunsatisfactory and a new start should be made.No major changes of the plant set-up or arrange-ment are allowed during economy trials.
5. During full power or economy trials,all necessary data should be recorded oftenenough to obtain a reasonably correct indica-tion of the power developed for the period ofthe trial. The average power developed by diesel -electric plants may be computed from the kilo-watt output of each propulsion generator set.Observations must be taken at intervals notgreater than one-half hour and at least threeobservations must be made regardless of theduration of the trial. In 'ships equipped withtorsionmeters, at least 10 torsionmeter ob-servations must be taken at half-hour intervals.
Trial requirements for each ship, cover-ing engine speed for full power at various dis-placements and injection temperatures, arefurnished to commanders and units concerned,by the Deputy Chief of Naval Operations forFleet Operations and Readiness. The shaftrpm corresponding to 15, 20, and 25 knots isalso furnished for the appropriate ships.
Full power trials for competitive purposesare of 4 hours duration, as far as the reportdata are concerned. The usual procedure is tooperate the ship at full power for a sufficientlength of time until all readings are constant,before starting the official 4-hour trial period.Economy trials are of 6 hours duration anda different speed is used each time a trialis conducted.
Trials once scheduled should be conductedunless prevented Oyo such circumstances as:
1. Weather conditions which might causedamage to the ship.
2. Material trouble which forces the shipto discontinue the trial, or which might causedamage to the machinery or personnel if thetrial were continued.
3. Any situation in which conducting orcompleting the trial would endanger human life.
If a trial performance is unsatisfactory,the ship concerned will normally be requiredto hold another trial such as the type com-mander may consider appropriate to dem-onstrate satisfactory engineering readiness.
The fact that a ship failed to make therequired rpm for any hour during the trial andthe amount by which it failed should be notedin the trial report.
The number of personnel assigned to observeengineering trials will vary according to thetrial and the size and type of ship being ob-served. The duties of the observing party areusually as follows:
1. The chief observer will organize,instruct, and station the observing party. Hechecks the ship's draft, either at the beginningof the trial or before leaving port; supervisesthe performance of the engineroom observers;checks the taking of counter readings; rendersall decisions in accordance with currentdirectives; and checks and signs the trialreport.
2. The assistant chief observer assists thechief observer as directed; supervises the per-formance of the fireroom observers; checks thetaking of fuel oil soundings and meter readings;and makes out the trial report.
3. Assistant observers take fuel soundingsand meter readings, counter readings, theship's draft, and other data as may be requiredfor the trial report.
The following items should be accomplishedor considered before starting the trial:
1. When requested by the observing party,the ship being observed provides or designatesa suitable signaling system so that fuel sound-ings and the readings of counters and metersmay be taken simultaneously.
2. The ship being observed will furnishthe chief observer with a written statementof the date of last undocking, and the authorizedand actual settings of all main machinery speedlimiting devices and the status of safety devicetests and inspections. The ship must have itsdiaft, trim, and loading conform to trial re-quirements. In case a minimum draft is notspecified, the liquid loading should equal atleast 75 percent of the full load capacity.
3. The chief observer determines draft andtrim before and after the trial. He verifiesthe amount of fuel on board and corrects theamount to the time of commencing the trial.
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ENGINEERING ADMINISTRATION
He determines the full-power rpm required forthe displacement and injection temperatureexisting at the start of the trial.
4. The observing party must be instructedto detect and promptly correct any errors inthe recording of trial data since it is importantthat the required data be correct within thelimits of accuracy of the shipboard instru-ments.
5. The chief observer should instruct mem-bers of the observing party to report any violationof trial instructions, of instructions in Nav-Ships Technical Manual, or of good engineer-ing practice. The chief observer should verifyany such report and then inform the command-ing officer of the ship being observed. He mustalso include in the trial report a detailed ac-count of any violation.
Some of the requirements pertaining to themanner of conducting full power and economytrials are as follows:
1. Unless otherwise ordered, a full powertrial may be started at any time on the dateset.
2. The trial should be divided into hourlyintervals, but readings should be taken andrecorded at least every half hour. Data aresubmitted as hourly readings in the trial report.
3. Fuel expenditures for each hourly intervalof the trial should be determined by the mostaccurate means practicable, normally by meterreadings corrected for meter error andveriftedby soundings.
4. The appropriate material condition of theship should be maintained during the differenttrials.
5. During all engineering trials, normalship's services must be provided.
6. All clocks in the engineering spaces andon the bridge must be checked and synchronizedbefore commencing the trial.
It is common procedure of max command-ing officers,, when conducting full power trialsto bring the ship up to a speed several knot;below the trial speed of the ship, and thantransfer control of the ship's speed (except inan emergency) to the engineer officer until thespecified speed is attained. The control engine-room, under the supervision of the engineerofficer, brings the speed up slowly, dependingupon the conditions of the plant, until thespecified speed has been reached. The com-manding officer instructs the OOD or navigatorto avoid the use of excessive rudder and does
not change the ship's course unless conditionswarrant.
In most ships with oil-fired boilers thedesigned boiler power is the first factor thatestablishes the maximum speed that the shipcan attain, and for this reason, it is neces-sary to check boiler steaming conditions be-fore ordering additional turns. The boilersshould not be loaded faster than they are capableof taking care of the increased load. The steampressure and temperature should be maintainedat full value for the appropriate steaming con-dition. The boilers should be the controllingfactor and must be kept ahead of the turbines.If the turbines are allowed to get ahead of theboilers, the main steam pressure and tempera-ture will drop below normal values for thatparticular steaming condition, or speed of theship. Then, in order to make up this loss insteam pressure and temperature and to meetadditional increases of speed that may be neces-sary, the boilers must be fired at an extremelyhigh rate. In some ships, the necessary firingrate may exceed the full load rating of theboiler and approach the maximum 120 percentoverload capacity rating of the boiler. As faras the engineering plant is concerned, theprimary purpose of the acceleration table is toprevent the overloading of boilers. The use ofthe acceleration table is of particular im-portance when accelerating near full speed andfull power.
168
Standard forms are available for reportingengineering trials and the forms are for issueas indicated in the Navy Stock List of Formsand Publications, NavSup 2002. The Engineer-ing Trial Report, Transmittal Letter, OpNavform 3540-3A, is submitted by the chief observerwith each trial report. Instructions for thepreparation of engineering trial reports areprinted on the back of the transmittal letterform. Additional instructions are contained inNWIP 10-20. Instructions for compiling trialscore are provided in FXP 3B. The EngineeringTrial Report, OpNav form 3540-3B, is applicableto steam-driven ships with oil-fired boilers.The Engineering Trial Report, OpNav form3540-3C is applicable to diesel-driven surfaceships and submarines. The forms are used forreporting the engineering' phase of the shiptrials (chapter 12) as well as the engineeringtrials discussed in this chapter.
Chapter 8ENGINEERING STANDARDS
READINESS INSPECTIONS
The type commander is assisted in theconduct of Readiness Inspections (Administra-tive, Material, and Operational Readiness In-spections) of ships of the command by sub-ordinate commanders and personnel of ships ofthe type being inspected. The type commander,or a designated subordinate, may assign the shipto assist in the conduct oeinspections of shipsof the command.
The chief inspector (generally the command-ing officer of the assisting ship) organizes theinspection board. The organization of the inspec-tion board, in general, conforms to the admin-istrative organization of the ship tobe inspected.The inspection board is divided into appropriateparties, each headed by a senior inspector (orobserver) with assistants as deemed necessary.When practicable, the engineer officer of theassisting ship heads the engineering inspectionparty, which usually consists of three groups:machinery (including main propulsion), elec-trical, and damage control.
Checklists to assist inspectors conductingreadiness inspections are generally furnished bythe type commander. For convenience, thechecklists for the engineering inspection partyare usually divided into three separate sections:machinery (main propulsion), electrical, anddamage control. Inspection checklists are notnecessarily all inclusive and it may happen thatthe progress of the inspection will discloseadditional items to be considered. Inspectorsmust be alerted to note all facts pertinent tothe inspection.
A critique is held following tbe readinessinspection to inform the ship's' officers ofconditions noted and to make recommendationsfor improvement.
The evaluation of readiness inspections isbased upon how well the ship's personnel andmaterial conform to the standards necessaryto the efficient accomplishment of the ship'smission. The senior inspector (or observer)for each department of the ship recommendsa tentative overall grade for the departmentbased on the individual inspector's evaluation ofthe results of his inspection. A final grade isawarded by the type commander or a designatedsubordinate in order to obtain uniformity forthe type. The grading system is as follows:Outstanding No superior in the type to
(95.0 - 100) the knowledge of the inspec-tors.
Excellent(88.0 - 94.9)
Good(75.0 - 87.9)
Satisfactory(62.0 - 74.9)
Unsatisfactory(0.0 - 61.9)
Few minor deficiencies. Somarkedly above the requiredminimum standards as to beamong the few best.Some minor deficiencies butabove required minimumstandards.At required minimum. Capa-ble of performing assignedfunctions.Below required minimum dueto a vital or critical deficiencyor a cumulation of minor de-ficiencies.
Administrative Inspection
Administrative inspections are scheduled bythe type commander in order to evaluate howefficiently and effectively prescribed admin-istrative procedures are being implemented byships of the command. Current directives ofthe type commander should be consulted whenpreparing for the administrative inspection.
One of the two categories of an administra-tive inspection is that of the general administra-tion of the ship as a whole. Items of the inspec-tion that will have a direct bearing on theengineering department, and for which thereport of inspection indicates a grade, are asfollows:
1. Appearance, bearing, and smartness ofpersonnel.
2. Cleanliness, sanitation, smartness, andappearance of the ship as a whole.
3. Adequacy and condition of clothing andequipment of personnel.
4. General knowledge of personnel in regardto the ship's organization, ship's orders, andadministrative procedures.
5. Dissemination of all necessary informa-tion among the personnel.
6. Indoctrination of newly reported per-sonnel.
7. General educational facilities for indi-viduals.
8. Comfort and conveniences of livingspaces, including adequacy of light, heat, venti-lation, and fresh water, with due regard foreconomy.
The administrative inspection of the engi-neering department is primarily an inspectionof the departmental paperwork, which includesnumerous publications, bills, files, books, rec-ords, and logs. However, the inspection will
169
ENGINEERING ADMINISTRATION
also include other items such as the cleanlinessand preservation of machinery and engineeringspaces; training of personnel; assignment ofpersonnel to watches and duties; the properposting of operating instructions and safetyprecautions; adequacy of warning signs andguards; the marking and labeling of lines andvalves; and the proper maintenance of operatinglogs.
Material Inspection
The material inspection is conducted in orderto evaluate the actual material condition of aship, including the ability of all equipment,machinery, and fittings to function properly.On the basis of what the inspection diScloses,it may be necessary to recommend repairs,alterations, changes, or developments that willensure the material readiness of the ship.In addition, the material. inspection deter-mines if proper procedures have been followedin the care and operatign of machinery andequipment.
In brief, the prescribed requirements formaterial readiness are as follows:
I. Established routines in accordance withthe type commander's instructions for theconduct of inspections and tests, schedules forpreventive maintenance, and a system whichwill ensure timely and effective repairs.
2. Adequate material maintenance records,that are kept in accordance with current direc-tives and that will give the history and detailedcondition of machinery and equipment.
3. Planned and effective utilization of theship's facilities for preservation, maintenance,and repair.
4. Correct allocation of necessary workitems to the following categories: (a) theship's force, (b) the tenders and repair ships,and (c) naval shipyard or other shore repairactivity.
The scope of the material inspection sched-uled by the type commander will be similai tothat of the material inspection made by theBoard of Inspection and Survey, discussedlater in this chapter. The inspection should bethorough and searching, and cover detailedmaintenance and repair rather than generalappearance. The distinction between administra-tive inspections and material inspections sched-uled by the type commander should be clearlyrecognized, and there should be as little dupli-cation as possible. An examination of the
material maintenance records and reports willbe made to obtain data and material history fora proper understanding of the material condi-tion of machinery and equipment.
Operational Readiness Inspection
The Operational Readiness Inspection (ORI)is conducted in order to evaluate the offensiveand defensive capabilities of a ship based onthe state of training of the crew andthe materialcondition of the ship. The inspection principallytests the battle organization of the ship byobserving ship exercises conducted during abattle problem imposed by the chief observer.Additional ship exercises that test the abilityof the ship's watch organization to handle theship under adverse conditions, also are con-ducted, observed, and evaluated.
A properly conducted battle problem providesan excellent test of the battle organization ofa ship. The degree of perfection achieved inany battle problem is a direct reflection ofthe skill and application of those who prepareit. A great deal depends upon the experienceOf the observing officers and petty officers.
The shipboard battle problem tests andevaluates the ability of all divisions of theship to function together as a team in simulatedcombat operations. Battle problems can be madethe most profitable and significant of all peace-time training, since they demonstrate how readya department is for combat. The degree ofrealism of this test governs its value: the morenearly it approximates actual battle conditions,the more valuable it is.
There is one element in conducting a battleproblem which substantially increases its valueas a testing device: the element of surprise.Of course, preparations for carrying out aproblem cannot be kept entirely a secret. Beforea battle problem is to be conducted, the shipis furnished information such as:
1. Authority for conducting the inspection.2. Time of boarding by the inspecting party.3. Time ship is to get underway.4. Time for setting material readiness con-
dition one.5. Time of conducting inspection for zero
problem time conditions.6. Zero problem time.7. End of problem time.8. Time of critique.
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iyY
Chapter 8ENGINEERING STANDARDS
During the battle problem, engineering anddamage control telephone circuits should bemonitored by one or more observers. A checkshould be made for proper procedure and cir-cuit discipline, and for handling of information.
An inspection should be made to see thatthe engineering plant is properly split in ac-cordance with current directives. Any firehazards such as paint, rags, or oil shouldbe noted. Check for missile hazards such asloose gear, loose floor plates, tool boxes,and repair parts boxes. The condition of fire-fighting, damage control, and remote controlgear should be carefully inspected.
The maximum benefit obtained from conduct-ing a battle problem lies in the determinationof existing weaknesses and deficiencies, and theresulting recommendations for improvement inorganization and future training. Every effortshould be made by observers to note excellenceas well as deficiencies; a knowledge of existingexcellence by ship's personnel is helpful tomorale and indicates those factors that pres-ently, at least, may receive less emphasis inthe shipboard training program.
Visual means of indicating simulated casual-ties during the battle problem will assist per-sonnel in visualizing the damage imposed.Placards, colored bunting, chalk markings,smoke pots, and tags are all devices that theobserver can use to indicate damaged equip-ment and structures, and wounded personnel.Oral disclosures of simulated damage will alsoaid in visualizing damage. Should the inadequacyof procedure by ship's personnel result infailure to discover a simulated casualty, observ-ers may resort to coaching, but a notationshould be made on the observer's report as tothe time allowed before coaching and informa-tion were furnished. Special precautions shouldbe taken to give the symptoms of the simulatedcasualty the same degree of realism as thoseof an actual casualty.
In order to impose casualties, valves mayhave to be closed, switches opened, or machinerystopped. In each case the observer shouldinform responsible ship's personnel of theaction desired, and the ship's personnel shouldoperate the designated equipment. A casualtyexercise should be omitted entirely if there isdanger that personnel injury or material damagemight result because of lack of Areparation orexperience of personnel concerned. The supplyof lubricating oil to the main engines or thesupply of feed water to the boilers must not be
stopped to simulate casualties. An emergencyprocedure must be established by the observingparty and ship's crew to take proper action incase actual casualtiesas distinguished fromsimulated casualtiesshould occur.
The general announcing system (the 1MCcircuit) may be used by the ship but observersnormally will have priority in its use. Theproblem time announcer will use the generalannouncing system to announce the start ofthe battle problem, the problem time at regularintervals, the conclusion of the problem, andthe restoration of casualties. However, thegeneral announcing system is kept available atall times for use in case of actual emergency.All other announcing system circuits and meansof interior communications are reserved for theuse of the ship.
A critique of the battle problem should beheld on board the observed ship before theobservers depart, in order that review of theproblem and the action taken may be made whenboth are fresh in the minds of all concerned.The critique is attended by all the ship'sofficers, appropriate chief and first class pettyofficers, the chief observers, and all seniorobservers. The various points of interest ofthe battle problem are discussed, and the chiefobserver comments on the overall conduct of theproblem after the senior observers have com-pleted their analysis of the battle problem asdeveloped from their observers' reports.
The observers' reports will be in the formprescribed by the type commander, and willinclude any additional instructions given by thechief observer. The reports of the observersare collected by the senior observer for eachdepartment; senior observers submit their re-ports to the chief observer. All observers'reports are reviewed by the senior observerfor each department before the critique is held.
The observers' reports also serve to furnishthe ship with detailed observations of thebattle problem vetch may not, because of timelimitations, be brought out during the critique.The ship receives a copy of all observers'reports; in this way, each department is giventhe opportunity to view the detailed commentsand to set up a training schedule to cover weakpoints.
A brief example of an engineering observer'sreport form is given as follows:
171
Engineering ObserverLocation
ENGINEERING ADMIIIISTRATiON
1. Evaluation of the engineering departmentis based on: (a) extent of the department'spreparation and fulfillment of the ordered ci'n-ditions of readiness as appropriate to ti,eproblems, (b) extent of correct utilizationthe engineering damage control features haltinto the ship, (c) extent to which proper engi-neering casualty control is accomplished, (c!)extent to which on-station personnel take cor-rective action for control of damage, (e) ade-quacy of reports and dissemination of informa-tion, and (f) the general handling of the plantin accordance with good engineering practice,and the ability of the department to ensuremaximum mobility and manueverability of theship and to supply all necessary services toother departments in fighting the ship.
2. HitExercisea. Preparation and status of the engi-
neering plant.b. Fulfillment of proper condition of
readiness.c. Fire and missile hazards.d. Condition of firefighting and damage
control gear.e. Condition of personnel clothing and
protection.f. Stationing and readiness of personnel.g. Investigation and interpretation of
casualty.h. Promptness and effectiveness in
taking care of casualty.i. Were proper doctrine and procedures
used?Were prompting and additional infor-mation given by observer?
k. Were proper reports made?1. Readiness of standby units.
m. Readiness of alternate and emergencylighting and power.
n. Were proper safety precautions ob-served?
o. Material deficiencies.p. Coordination of personnel.q. Coordination of engineering spaces.
3. Main Engine Control. Receipt of vitalinterior communications, origination and trans-missions of required reports to Conn, DamageControl Central, and other stations.
4. Action taken by main engine control:a. Correct action.b. Sound judgment based on good practice.c. Assurance.d. Speed.
j.
5. Recommendations.The blank parts of the observers' report
forms are filled in as applicable to the indi-vidual observer's station. Items that were notd'eservAd by him are either leftblank or crossedout. Akicational information, if required for acertain exercise or condition, maybe writtenon the reverse side of the form. A separateform or sheet is used for each exercise ordrill. A report of the exercises conducted andthe evaluation of the inspection are forwardedto the type commander.
BOARD OF INSPECTION AND SURVEY
The Board of Inspection and Survey is underthe administration of the Chief of Naval Opera-tioi.!. The board consists of a flag officer, aspresident, and of such other senior officers asmay be required to assist him in carryingout the duties of the Board. Regional Boardsmid Subboards are establishtd, as necessary,to assist Ow Board of Inspection and Survey inthe performance of its duties. The Subboardsconsist of a senior inspector, a captain, andabout 10 or more members, depending upon thetype of ship that is to be inspected. The Presi-dent of the Board of Inspection and Surveydetermines and prescribes the procedures to befollowed by the Board of Inspection and Survey,including the Regional Boards and Subboards,in the conduct of trials, inspections, and surveys.
Ships are presented to the Board of Intioec-don and Survey (INSURV) for preliminaryacceptance trials, final acceptance trials, mate-rial inspections, and surveys. Preliminary andfinal acceptance trials are discussed in chapter12 of this publication. A ship being inspectedor undergoing trials by INSURV is consideredas being on detached duty until the trial orinspection is completed.
INSURV MATERIAL INSPECTIONS
INSURV Material Inspections are conductedin accordance with statutory requirements ofCongress that specify the material inspectionof a U. S. Navy ship (1) upon the ship's returnfrom' a foreign station, (2) at least once everythree years (if practicable), (3) when fitness ofthe ship for further service is in doubt, and (4)when the ship has been declared unfit andstricken from the Naval Vessel Register.
SecNav Instruction 5420.12 (revised) de-scribes the organization of the Board of
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Chapter 8ENGINEERING STANDARDS
Inspection and Survey, including the RegionalBoards and Subboards. Sec Nav Instruction 4730.5establishes the policy for conducting anINSURVmaterial inspection of each active ship 4 to 6months prior to the ship's next scheduled reg-ular overhaul. (This normally exceeds the trien-nial inspection requirements). INSURV Instruc-tion 4730.8 (revised) provides detailed guidancefor the preparation and distribution of INSURVreports. INSURV Instruction 4730.9 (revised)provides detailed guidance concerning the prepa-rations for and the conduct of INSURV materialinspections (including condition sheets and gen-eral instructions for their preparation).
INSURV material inspections are conductedat such time and place as may be mutuallyagreeable to the Board and the type commander.The inspection starts promptly upon arrival ofthe Board, and the ship must be moored to apier or dock during the inspection in order topermit disabling of machinery. INSURV materialinspections are not normally scheduled duringregular overhaul or tender availability, andrepair work during an inspection should be keptto a minimum.
Approximately 30 days prior to the date of ascheduled INSURV material inspection, twocopies of INSURV Instruction 4730.9 (revised)with enclosures) and copies of INSURV Instruc-tion 4730.11 are forwarded by the Board to theship to be inspected. The enclosures to INSURVInstruction 4730.9 (revised) include instructionsand procedures for conducting material inspec-tions of ships and the necessary condition sheets.Properly prepared condition sheets facilitatedetermination of the material condition of theship. Sufficient blank condition sheets are for-warded to the ship with INSURV Inst 4730.9(revised) to permit the preparation of anoriginaland one carbon copy of each sheet. The originalmust be completed (legibly) describing the cur-rent material condition of the ship, and mailedto the Board In advance of the inspection. Thecarbon copy is retained on board. Detailed in-structions for their completion are includedin the condition sheets. It is very importantto report deficiencies which require main-tenance in excess of routine maintenance aswell as equipment requiring repairs. Alldeficiencies in design, performance, and com-pleteness or other defects must be reported.
In addition to the condition sheets, a listof work items must be prepared for submissionto the Board conducting the material inspection.The list of work items should include all known
or suspected work to bring the material con-dition of the ship to the required standard.The work items list should include the fol-lowing:
1. Departures from CNO approved charac-teristics, contract plans, or specifications.
2. Incomplete or unsatisfactory tests.3. Alterations desired.4. Outstanding field changes or ShipAlts.5. Equipments required by approved plans.6. Partially complete installations.7. Safety hazards.8. Repairs required.9. Equipments that fail to meet performance
requirements, require excessive maintenance,leak excessively, are obsolete, are in excessof actual needs, or are unreliable in opera-tion.
10. Work items outstanding. from previoustrials or material inspections.
11. Work items requiring further investiga-tion.
The work items are prepared in accordancewith the instructions detailed in INSURV Instruc-tion 4730.11. A set of the work items will bedelivered to the Board upon arrival. As a resultof the material inspection, the Board membersmake any necessary changes, assign classifica-tion and identification symbols, and ensure thatthe ship and the type commander are forwardedcopies of the work items as changed or correctedby the Board, along with copies of any workitems originated by the Board.
The INSURV Board uses Arabic Numeralsand combinations of lower case letters toidentify work items as to reference numberwithin the ship's departments (1, 2, 3, etc.)and the department or division of the ship hav-ing cognizance of the item. The following sym-bols are used to identify the ship's departmentor division having primary cognizance of a workitem:
flyopwpdk
mpbraxeldc
173
navigation departmentoperations departmentweapons department
- - deck division or depart-ment
main engines divisionboilers/reactors divisionauxiliaries divisionelectrical divisionrepair division (damage
control and hull struc-ture)
ENGINEERING ADMINISTRATION
BPrpand
hbav
am wa do
supply departmentrepair department
- medical and dental de-partments
habitabilityair department
The INSURV Board inspects all parts of theship including storerooms, magazines, operatingspaces, voids, cofferdams, chain lockers, andtanks. The spaces will be opened for inspectionin accordance with detailed instructions on thecondition sheets. Personnel must be availableto open locked spacesimmediately upon arrivalof the inspection parties. The personnel re-sponsible for a space and the operation of theequipment therein must be present in the spaceto assist the inspection party by answeringquestions and operating equipinent.
The operational aspects of all equipmentand material will be examined during the conductof the INSURV material inspection, with theexception of equipment opened or disassembledfor a more detailed inspection. Detailed instruc-tions for the preparation of equipment for inspec-tion in each department are included with thecondition sheets for the department. Examplesof equipment that will be operated include:
1.. Anchor engines.2. 'Steering engines..3. Deck machinery and rigging.4. Lifeboat.haridling equipment.5. Boiler safety valves on steaming boiler.O. Overspeed tripping devicesongenerators
and pumps..7:- Soot blowers.8. Fire control systems.9. Gun and missile batteries (in all methods
of control).10. Hoists.11. Sprinkling systems.12.. All electronic equipment.The INSURV Board: members in attendance
are considered to be the prinie working group onboard . the ship. Staterooin accommodations mustbe furnished . for :each Board member: The state-rooms. provided, must be equipped with chairsand writing desks for.acaomplishing (in privacy)the necessary paper.work incident to the conductof ,the inspections., ..The ship,. is -required. to beprepared to furnish each .Board member., witha flashlight :,and.a .foul.-Weather jaCket 'for, useduring 'the inspection. Iii addition, hull membersof the - Board, will .be: furnished a scraper andchipping hammer. leads of departments, or
their representatives qualified in the operationaland material aspects of each department, mustbe prepared to accompany each Board member.
During the material inspection, the followingrecords must be available for review by thevarious members of the INSURV Board:
1. Booklet of General Plans.2. Ship Information Book (all volumes).3. Records of watertight integrity tests.4. Damage Control Book.5. COSAL.8. Docking report.7. Departmental logs and performance red.:
ords.8. Waivers authorizing inactivation of major
machinery and equipment (other thanthose disabled for the inspection).
9. Preventive maintenance organization,procedures, and records.
10. Corrective maintenance history.11. Complete list of approved outstanding
alterations.12. Lists (by department) of items of major
machinery and equipment inoperative dueto lack of material and/or test equip-ment.
13. Ship's copy of the work items preparedfor the INSURV inspection.
A critique is held upon completion of theINSURV material inspection. At the critique,each member of the Board reviews the resultsof his inspection and the ship's officers areafforded the opportunity to comment on the Boardmember's remarks. For small ships withrelatively inexperienced heads of departments,each Board member states the results of hisinspection in sufficient detail to fully appraisethe commanding officer of the conditions found.Work Items covering deficiencies correctedprior to the critique are removed from the worklist.
The senior member of the INSURV Boardconducting the material inspection submits acomplete report of the results of the inspec-tion (including the departmental evaluations,the inspectors' remarks, and the list of workitems) to the President of the Board of Inspec-tion and Survey, with copies to the appropriatetype commander and other interested com-Inands, bureaus, and offices of the. DepartmentOf the Navy. The INSURV Board conducting amaterial inspection assigns no numerical gradeor particular award of merit but simply findsthat the ship is in a satisfactory or unsatisfactory
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Chapter 8ENGINEERING STANDARDS
material condition of readiness for war or forfurther naval service.
Whenever any significant unsatisfactory con-dition is disclosed during an INSURV materialinspection, the senior member of the inspectingBoard makes an advance report to the Presidentof the Board of Inspection and Survey (copies tothe appropriate fleet and type commanders andother interested commands, bureaus, and officesof the Department of the Navy) in order to ensurethat corrective action is initiated promptly.The report, in the form of a speedletter, isforwarded no later than the next working dayafter completion of the inspection. Only thosedeficiencies considered to be of significance tothe top levels of OpNav and the fleet and typecommanders are inckded in the advance re-port.
Whenever, as a result of anINSURV materialinspection or trial, the inspecting Board be-lieves that the condition of the ship under inspec-tion or trial is such as to reflect credit or
r--
discredit upon any officer attached to the ship,such opinion is made the subject of a separateletter addressed only to the officer's report-ing senior with a copy to the officer concerned.
INSURV SURVEYS
Whenever the Chief of Naval Operationsconsiders a ship to be unfit for further servicedue to its material condition, its obsolescence,or other circumstances, INSURV conducts asurvey of the ship. After a through inspec-tion, the Board renders an opinion to the Secre-tary of the Navy as to whether the ship isfit for further naval service or can be madeso without disproportionate cost. If the Boarddeems the ship unfit for further service, andthe cost of repairs or modernization are ex-cessive, the Board recommends that the shipbe disposed of in accordance with applicablelaw.
36101.11.:
CHAPTER 9
FUELING SHIP
In order to carry out the Navy's mission,the fleet must be capable of remaining at seafor prolonged periods, fully ready to carryout any assigned task. Units of the fleet re-ceive the logistic support they require bymeans of underway replenishment (UNREP).
Underway replenishment is accomplishedprimarily by means of intership horizontaltransfers via rigs connecting the replenish-ment ships and the supported units. Hori-zontal transfers may be augmented by verticaltransfers via helicopters.
The primary aim of underway replenish-ment is the safe delivery of the maximumamount of cargo in a minimum of time. Theoperation must be accomplished without inter-fering with the primary mission of the sup-ported force,,
The Naval Ship Systems Command preparesand issues type plans showing the make-up offueling rigs and giving the bill of materials forfueling each type of ship. The fueling plansare general in nature,and each ship of the typeshould adapt the plans to its own particularcharacteristics and equipment. The engineerofficer (and fueling officer) should consult thefueling plans before fueling ship.
The Naval Ship Systems Command is con-stantly striving to improve present methods offueling ship.. The fueling at sea method pres-ently used by the Command is the probe fuelingsystem. The probe system employs a' quickconnect and disconnect probe and probe re-ceiver. This system considerably shortensthe time required for fueling some ships at seaand increases safety.of personnel. (The doubleprobe systeta is presently under development.)Ships are extremely vulnerable to attack duringfueling-at-sea operations and any method thatsafely speeds up the operation is worthy ofconsideration.
This chapter mainly deals with the ship-board stowage of gasoline (including JP-5) andfuel oil as well as the procedures for receiv-ing and delivering these fuels in port and atsea. It also includes a summary of the provi-sions of the Oil Pollution Acts of 1924 and 1961,followed by a discussion of practices intendedto ppevent oil spillage (and to limit spillageshould it occur).
GASOLINE STOWAGE
Gasoline that is carried in cans for theship's own use must be stowed in the paint andflammable liquids storeroom. In ships withno flammable liquids storeroom, gasoline mustbe carried in cans or drums so located on theweatherdeck (preferably near the stern of theship) that the containers will not be in thevicinity of hatches, heat producing spaces (in-cluding the ventilation inlets or exhausts tosuch spaces), ready service magazines, or theline of fire of guns; and stowed (preferably inquick release type racks) so that the containersmay be readily jettisoned. Before battle, gaso-line carried in drums or cans on the weather-decks must be jettisoned (with the drums andcans securely closed to minimize fire hazardfrom floating gasoline) except for such amountsas are necessary for operating gasoline pow-ered emergency pumps.
Some naval ships are authorized to carrygasoline in' drums and cases in packaged gaso-line stowage compartments or as cargo inholds or between decks equipped with: (1) di-rect access to the weatherdecks; (2) explosiveproof lighting fixtures; and (3) an adequatenatural air supply and mechanical exhaust ven-tilation system: The hold must be separatedfrom all other cargo by oiltight steel decksand bulkheads and not adjacent to machinery
(
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Chapter 9FUELING SHIP
or boiler spaces or uptakes. Great care mustbe taken to ensure that only tight gasoline con-tainers are stowed in the hold and that thecontainers are secured to prevent movementthat might rupture them or cause sparks.
A hydraulic stowage system is installed insome naval ships other than oilers for thestowage of bulk gasoline. In the hydraulicstowage system, water admitted at the bottomof the stowage tank floats the gasoline to thedelivery pipe connection at the tank top, therebyprecluding space for the formation of an ex-plosive mixture of air and gasoline vapors.The hydraulic system must not be filled be-yond 95 percent gasoline and 5 percent water,or gasoline maybe forced overboard throughythe overflow.
In ships with large bulk gasoline stowagecapacities such as aircraft carriers and sea-plane tenders, the cofferdams surrounding thegasoline stowage tanks are charged with aninert atmosphere (50 percent nitrogen or 35percent carbon dioxide) at 8 ounces per squareinch. In addition, the associated gasoline pip-ing is purged and charged with the inert gas.
Every precaution must be taken to guardagainst fire during gasoline handling operations.Safety precautions applicable to gasoline han-dling operations are contained in (1) navalShips Technical Manual; (2) Replenishment Atfiea, NWP 38 (C); and (3) Naval Air Operations,NWP 41 (C). The engineer officer and fuelingofficer must frequently review the safety pre-cautions in order to,ensure that necessary pre-cautions are observed during all gasolinehandling operations. The aforementioned pub-lications also contain safety precautions forfueling operations involving the handling ofother fuels (Navy Special Fuel Oil, diesel oil,and JP-5).
FUEL OIL STOWAGE
Fuel oil tanks are an integral part of the-ship's structure and may be located forwardand aft of the qerooins and enginerooms,abreast the firerooms and enginerooms, and indouble-bottom compartments (though not indouble-bottom tanks directly under . boilers).Detailed information: concerning the :locationand capacity of fuel tanks in each ship or eachclass of :ships is provided in the Ship .Informa,tion Book and, in the flood effect or liquid load-ing. diagram in the .ship's Damage Control Book.
Most naval combatant ships are equippedwith a water ballasting system that providesfor flooding certain selected fuel oil tanksfrom the firemain system or a directly con-nected sea valve arrangement, and for drainagethrough the main drain or the fuel tank strip-ping system. Proper use of the water ballast-ing system ensures satisfactory stability atsea, provides additional torpedo protection,and aids in the prevention of an initial list, incase of underwater damage. When water bal-last has been used in a fuel oil tank, the tankmust be emptied of all water insofar as possi-ble before being filled with fuel oil, and tanksshould be empty of fuel oil before ballast isadmitted.
The amount of free surface in ship's tankscontaining liquid must be kept to a minimum orthe resultant reduction in the stability charac-teristics of the ship will cause the ship to bemore sensitive to heeling moments. As manyfuel oil tanks as possible should be kept filledto 95 percent capacity in order to maintain aminimal amount of free surface. The engineerofficer should make certain that only the fueloil tanks actually in use will be partly full.Cross connections between partly filled wingtanks must be kept closed in order not to ag-gravate the effect of the free surface in thetanks. The oil level may be equalized in thedifferent stowage tanks or trimmed (when ap-propriate) from one tank to another by pumpingthrough the combined suction and dischargemanifolds at the transfer pumps (or transferand booster pumps). The oil level may bepartially equalized by gravity flo, w through themanifolds or sluice valves.
The interior of a fuel oil tank is not paintedbut is protected from corrosion by maintainingan oil film on the inner surfaces of the tank.To implement this protective feature, all fueloil tanks must be filled with oil (to overflowcapacity) at leak once each year. Whenevera fuel oil tank is cleaned and made safe forthe entry of personnel (for any reason what-ever), a complete inspection of the tank and atest and inspection of the heating coils thereinmust be made. Every 18 months or during aregular overhaul, at least 10 percent of thefuel oil tanks which have contained salt waterballast must be cleaned and inspected. Thetanks chosen to be inspected should be thosethat (because 'of salt water flooding or for someother reasons) may be expected to be in theworst Condition.
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ENGINEERING ADMINISTRATION
FUELING AT SEA
The term "fueling-at-sea" is applied tothe operation of transferring fuel from oneship to another in an open sea while the shipsare underway. The fuel transferred is suppliedto a combatant ship by a tanker, tender, orlarger combatant ship. A complete descriptionof the fueling-at-sea operation is covered inReplenishment at Sea, NWP 98 (C), promul-gated by the Chief of Naval Operations. Thediscussion which follows is concerned with gen-eral fueling procedures.
Prior to or coincident with the completionof fueling ship, a copy of the analysis of theNavy Special Fuel Oil (NSFO) actually deliv-ered is furnished the commanding officer ofthe ship fueled by the fueling officer of thesupplying activity when NSFO is received froma Navy storage tank, naval barge, or anothernaval ship. The engineer officer or fuelingofficer of the ship receiving NSFO should (whenpracticable) witness the taking of thief sam-ples from the tanks of the supplying activitybefo commences and after fueling is
pleted. The samples must be tested bycentrifuge to determine the bottom sedimentand water contained in the oil, and the averagepercentage of the samples is considered to bethe true percentage. When fueling at sea or iffor other reasons, the supplying activity isunable to furnish a complete, properly wit-nessed analysis of the oil, the supplying activ-ity, in lieu thereof, must furnish the AmericanPetroleum Institute (A.P.I.) gravity and bottomsediment and water analysis of a compositesample taken from the tanks from which theoil was delivered. In addition, the ship beingfueled must take samples of the oil during thefueling to determine the bottom sediment- andwater content.. The ship being fueled iliouldtake the necessary action to discontinue fuelingat any time a sample shows the water contentof the oil to be sufficient to cause unreliableoperation. The procedures for testing fuel oilthief 'samples are prescribed in the NavalShips Technical Manual, and are described inEngineering, Operation and Maintenance, Nav-Pero 10813-B. The engineer officer is re-sponsible to the commanding officer for thequality as well as the quantity of fuel oil re-ceived by the ship.
Before fueling from a commercial supplier,an initial thief sample must be taken and testedby centrifuge to determine if the water content
is sufficient to cause unreliable operation.Fueling may commence if the sample does notshow an unacceptable percentage of water afterthe first 10 minute period of the centrifugetest.
Oil in the ship's fuel oil storage tanks andservice tanks must be tested for water con-tamination at least once each week and beforebeing drawn upon for use. Before fuel oil istransferred to a fuel oil service tank or beforea service tank is lined up for service suction,the tank from which the oil is to be drawn mustbe tested, and (if necessary) rendered safefrom water contamination by stripping.
In an emergency, a naval ship normallyusing NSFO may have to use a substitute fuel.To determine its acceptability for use in navalboilers, tests must be conducted on the vis-cosity, flash point, sediment and water content,and explosivity of the substitute fuel. To beacceptable, the substitute fuel must meet thetest limits prescribed in chapter 9550(55) ofthe Naval Ships Technical Manual.
Fuel transfer between ships underway mustbe made at the highest practicable rate and inthe shortest practicable time consistent withsafety. To this end, the engineer officer mustsee that all preparatory steps required to betaken by his department are completed prop-erly and well in advance of scheduled fueling atsea. Distribution of the fuel, providing thenecessary tools at the fueling connections,testing of sound-powered telephone circuits,segregation of the fuel transfer system, andmanning of -the fueling stations, if not done ontime (or if done improperly)_ can delay or slowthe fUeling operation. During the transfer theengineer -officer must keep the commandingofficer and the officer of the deck informed ofthe progress and estimated time of completion'of the fuel transfer. He is usually required togive the commanding officer 15,10, and 5 min-ute warnings prior to the completion of fueling.
Fleet oiler cargo load Capacities normallyvary (according to class) from 121,000 to180,000 barrels. Approximately 70 percent ofthe load is NSFO, 26 percent is JP-5 fuel, and4 percent is aviation gasoline. Approximately500 tons of lubricating oil can be carried indeck stowage on fleet oilers. When fueling twolarge ships at maximum pumping' rate, manyfleet oilers are limited to approximately 12knots speed due to the power required to op-erate the necessary fuel pumps and cargowinches.
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Chapter 9FUELING SHIP
RECEIVING FUEL OIL
In selecting stations to receive the fuelinghose, large surface ships must consider thefollowing:
1. The position of the end of the hose sentover by the oiler is fixed by masts or kingposts and booms.
2. An adequate working space must beprovided.
3. Even with permanent fueling connectionsclose by the fueling stations it is sometimes.desirable to use several sections of hose toafford flexibility in making up the coupling.This is usually accomplished by running hoseacross the ship from the opposite side to thefueling station. This is not done in destroyersthat fuel by the open-trunk method, but it isuseful in ships that fuel through flanged con-nections that were poorly located in the origi-nal design.
Personnel are assigned to fueling-at-seastations in accordance with the ship's under-way replenishment (UNREP )bill in the Ship'sOrganization And Regulations Manual. In ad-dition to the transfer of fuel, the ship's under-way replenishment bill also provides for thetransfer of provisions, supplies, ammunition,and weapons.
Although the operation of particular interestto the engineer officer is the transfer of fuel,all replenishment at sea operations attach avital responsibility to him. During replenish-ment, with ships cruising side by side andtrussed togeter with high - lines, hoses, orburton rigs,-engine operating reliability, cor-rect response to engine orders, and precisecontrol of engine speed are of utmost impor-tance.. Under such circumstances, an engi-neering casualty or an error by a watchstandercan have serious consequences. To minimizethe possibility of mishap and to ensure precisecontrol of engine speed, the engineer officershould take certain precautionary measuresbefore his ship takes station for a replenish-meat operation. These measures include:
1. Operating the engineering plant in split-plant condition, if practicable.
2. Ascertaining that fuel oil tanks on suc-tion contain sufficient oil so as to minimize thepossibility of a loss, of fuel oil suction casualty,as well as to avoid the necessity of shiftingsuction while alongside.
3. Stationing fully qualified men at thethrottlee and other important stations in the
enginerooms and firerooms, as well as in thesteering machinery room.
4. Ensuring that all communication circuitsneeded for maximum operating reliability ofthe plant are fully manned.
The fueling-at-sea detail of the engineeringdepartment (mainly personnel of the B division)is under the direction of the engineer officerand (on most ships) functions with a fuelingofficer (B division officer) in charge. Approxi-mately one hour prior to manning stations forfueling at sea:
1. The engineer officer notifies the officerof the deck of the fueling stations to be used,the approximate amount of fuel required, andthe approximate time required to fuel the ship.
2. The oil king ensures that the necessarytemporary sound-powered telephone circuitsare rigged and sets up the fueling board, indi-cating thereon the tanks and piping systems inuse. (Operation of the engineering plant mustbe split, if practicable, with the isolation offuel suctions ensured.)
The fueling detail of the engineering de-partment should man fueling-at-sea stationsapproximately one-half hour prior to the ex-pected time of approach alongside the shipthat will deliver the fuel. All exposed per-sonnel of the fueling detail in the vicinity ofweatherdeck fueling stations or other hazard-ous locations must wear orange-colored, in-herently buoyant life jackets and helmets. Uponmanning fueling stations:
1. Telephone talkers must don and test allsound-powered telephone sets, including thesets to be used between ships.
2. The fueling officer . must ensure thatsuitable equipment for the control of oil spill-age (drip pans, rags, and old canvas) is avail-able at each fuel receiving station. In addition,shores should be provided to place under theend of the fueling hose in order to raise it offthe deck, if necessary.
3. The fueling detail must open the neces-sary fueling trunk tops on some destroyertypes. On other ships, they must connect suf-ficient hose to fueling connections to provide astraight lead to the end of the delivery hose.
The officer of the deck is notified .when thefueling detail is manned and ready. Duringfuel transfer the smoking lamp is out and wordto that effect must be periodically passed overthe general announcing system.
When the delivery hose has been receivedaboard the ship being fueled, the hose is
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ENGINEERING ADMINISTRATION
coupled to the ship's quick-release fueling con-nection or the probe to the receiver (or se-cured in the fueling trunk of some destroyertypes). The procedure for fueling after thedelivery hose is connected includes the fol-lowing steps:
1. Notify the officer of the deck when thedelivery hose is connected and ready to receivefuel, and request permission to notify the de-livery ship to commence pumping. Record thetime of commencement on the Fueling Memo-randum (discussed in detail in chapter 6).
2. Pass the word over the fueling stationphone to the delivering ship to start pumpingat a slow rate or at a certain pressure. Whenit is certain that the tanks are filling properly,request the delivering ship to pump at maximumreceiving ship rate.
3. When the temperature of the oil steadies,record that temperature (on the fueling memo-randum) as the pumping temperature. Thisinformation may be obtained from the deliver-ing ship.
4. Fuel should be discharged into at leastfour tanks simultaneously from each fuelingconnection. The oil king must keep a constantcheck on the rate and percentage of filling.When a tank is about 85 percent full, he shouldhave the valve to that tank throttled down to topoff the tank slowly to 95 percent of capacity.At the same time, he should have the valve ofthe tank next in the filling sequence opened.Fuel should not be directed to an overflowtank until all tanks served by the overflowtank have been topped off. The possibility ofoil spillage can be held to a minimum by fol-lowing this procedure.
5. The fueling officer must ensure that theoil king or his chief assistant (located in theoil and water laboratory and in constant com-munication with all stations) keeps the fUelingboard up to the minute, notifying the manifoldoperators when and which valves to open andclose.
6. Keep the commanding officer informedas to both percentage of the tanks filled andestimated time to complete fueling.
7. Take samples in small quantities duringfueling to accumulate a total sample of not lessthan 5 gallons (for determining water contentand bottom sediment).
8. When word has been received that thelast overflow tank has been filled, order thedelivering ship to have the pumps stopped.(When two fUeling stations are used, both
stations may not finish simultaneously; in fact,one may have to let the hose go before the otherfinishes.)
9. Record time of completion in the fuelingmemorandum.
10. Empty the fueling hose (if the rig isequipped with a quick-closing valve or a probe,it is not necessary to empty the fueling hose).The hose may be emptied by the deliveringship by blowing it down with air or by taking aback suction. Either procedure takes about 3minutes to complete and the receiving shipmust not disconnect the hose (or remove thehose from the fueling trunk) for at least thatlength of time after the order to stop pumpinghas been given.
11. Sound the fuel tanks.12. Uncouple the fueling hose.
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DELIVERING FUEL OIL
Some naval ships other than oilers areequipped to deliver fuel at sea to other ships.Cruisers and carriers and destroyer tendersare equipped to deliver fuel (NSFO) to de-stroyers and smaller ships. When a ship isrequested to fuel another ship, the engineerofficer of the delivering ship (normally re-ferred to as the control ship) will generally benotified sufficiently well in advance to makeadequate preparations.
Preparatory to delivering fuel oil (NSFO)at sea, the delivering ship should:
1. Fill (to 95 percent capacity) the largesttanks (nearest the pumps and normally usedrisers) that will more than adequately holdthe amount of oil to be delivered.
2. Heat the oil to be delivered to 90° F.The temperature of the fuel oil, in any case,should not exceed 120° F.
3. Sound the tanks to be used and accuratelydetermine how much fuel fain them.
4. Line up the piping system to be usedand test the pumps for proper operation.
5. Make up the fueling hose.6. Designate the fueling stations to be used.7. Take the ship's draft.8. Rig sound-powered telephone sets and
test them.9. Prepare the fueling board in the fuel and
water laboratory.The procedure for delivering fuel (as far as
th : engineering department is concerned) isvary simii to the aforementioned procedure'
Chapter 9FUELING SHIP
for receiving fuel. The temperature of NSFObeing delivered should be 90° F. Pumps shouldbe slowed when the tanks of the receiving shipapproach 85 percent of capacity. Following thefueling operation, the engineer officer of thedelivering ship must forward a copy of thefueling memorandum to the commanding officerof the receiving ship
EMERGENCY BREAKAWAY
During underway replenishment, emergen-cies may arise that require an emergencybreakaway. An emergency breakaway is ba-sically an accelerated standard breakaway usingan orderly and prearranged procedure. Theobjective Is to disengage quickly without dam-aging the rigs or endangering personnel.
The basis for proper preparation for anemergency breakaway is the assignment ofspecific duties to each man at each underwayreplenishment (UNREP) station. Emergencybreakaway duty assignments and proceduresshould. be outlined in a separate section of theship's underway replenishment bill. All per-sonnel involved in UNREP must be thoroughlybriefed on the entire evolution prior to anyUNREP. Periodic "walk through" drills shouldbe conducted to ensure a satisfactory level ofunderstanding. These basic points must becovered:
1. Review of ship's UNREP bill, emergencybreakaway procedures and personnel duty as-signments.
2. All associated internal and external com-munications, including visual signals.
3. The use of emergency breakaway toolssuch as an axe, hatchet (hand), marlinespikes,and pole cutters, wire rope. (NOTE: Emer-gency tools are stowed in a tool box readilyaccessible to each station. The tools are con-sidered an integral part of the transfer stationequipment and must not be used for any otherpurpose. Additional information on types anduses of emergency tools can be obtained fromReplenishment At Sea, NWP 38C).
4. The use of equipment to reduce the ex-tent of damage, retrieve the rigs, and effectprompt repairs. Special equipment, such ascarpenter stoppers, wire clips, and chain stop-pers should be included.
5. The organization for making repairs.6. The location of spare gear that may be
required to return an inoperable station to fulloperation as soon as possible.
An emergency may occur at any momentduring the fueling at sea and preparation forbreakaway must begin on receipt of the firstline. All lines must be faked clear for runningas they are brought on board. The lines mustalso be maintained faked down during the re-plenishment. Fueling hoses must be providedwith quick-release couplings for connection tothe ship being fueled. Two types of quick-release couplings are now in use. One couplingis the 6 inch breakable-spool quick-releasecoupling; the other is the combined quick-release (Robb) coupling and valve.
All tankers are supplied with both the A endand the B end of the breakable-spool quick-release coupling, shown in figure 9-1. Tankersnormally have the A end installed on the cargomanifold or on a length of hose or pipe con-nected to the manifold. The fleet unit sendsover the hose fitted with the B end of thecoupling.
Some tankers may be supplied with the maleend of the Robb coupling, shown in figure 9-2.This is the preferred coupling and, if available,should be used. Like the A end of the breakablespool coupling, it is installed on the manifoldor the hose extension, ready for connection withthe female end that comes over with the hosefrom the fleet unit. Care should be used toavoid dropping and damaging the Robb cou-pling; particular care is required when thepelican hook (an integral part of the swivelfitting) is released.
The A end of the breakable-spool quick-release coupling (fig. 9-1), rigged on the shipbeing fueled (receiving), is a cast iron spoolwith a standard hose flange on one end and aslotted flange on the other end. A deep annulargroove, machined around the spool, allows thecoupling to be broken with a sharp blow. Allships not equipped with fueling trunks are pro-vided with the A end. The B end of the cou-pling, attached to the end of the hose passed bythe delivery ship, is a similar spool with a hoseflange on one end. The other end of the B endof the coupling is fitted with a floating ringflange equipped with drop bolts. The ring canbe quickly rotated to line up the drop bolts withthe slots in the A end of the coupling. Thefloating ring flange is fitted with a gasket toensure an °Might fit when the A and B endsare connected together. The coupling is de-signed to withstand the normal stresses of thefueling operation; but a sharp blow on the an-nulat groove of the A end with a 10 or 12 pound
4
1
181
ENGINEERING ADMINISTRATION
Figure 9-1.The breakable-spool quick-release coupling.
sledge will cause it to break. The B end ofthe coupling is closed with a blank flange whilebeing passed between ships; this prevents oilfrom spilling and water from entering the hose.
The combined quick-release coupling andvalve, shown in figure 9-2, is used to fuelships with closed fueling systems. The cou-pling consists of a male end,. attached to thefueling manifold on the receiving ship, and afemale end, secured to the end of the hosesent over by the delivery ship. The male end,a slightly tapered tube with a machined annulargroove (one end) and a standard hose flange(other end), contains an activating cam linkedto an operating lever. The cam is designed toopen a spring-loaded valve disk in the femaleend when the two ends are coupled together andthe lever is operated.. The male end is boltedto a breakable spool (to facilitate' emergencybreakaway) mounted on the fueling station maid-fold (Or a length of tteling hose) on the shipbeing fueled. The female end is .:a cylindricalbody designed to fit over the tapered end of themale end, and contains a spring loaded sleeveand valve.
When the two ends of the combined quick-release coupling and valve are properly cou-pled together, the spring-loaded sleeve (female
182
80.183
end) forces a spring-tensioned metal ball raceinto the annular groove (male end) therebylocking the two ends together. The two ends ofthe coupling must be perfectly aligned and notunder stress before they can be coupled oruncoupled. When the sleeve (female end) isforced backward by hand (or, as is usuallynecessary, by pry bar), tension on the ball raceis released and the two ends can be parted.Slots are provided in the sleeve to allow forthe insertion of pry bars to aid in the uncou-pling. A gasket in the female end provides atight joint when the two ends are joined.
For the delivery of fuel to ships equippedwith fueling trunks, or open fuel systems (suchas destroyers and other small ships), a 4-inchterminal hose (pigtail) fitted with a hose cap isattached to the combined quick-release couplingand valve,. and sent over on the fueling hose.The operating handle of the coupling is securedin the open position and 'the hose cap preventsoil spillage during transfer of the fueling hose.For other ships, only the female-end is sentover with the fueling hose.
Examples of conditions which warrant or-dering an emergency breakdown are as follows:
1. When either ship experiences an engi-neering casualty .that affects her ability
r
Chapter 9FUELING SHIP
to maintain the replenishment course orspeed.
2. When an enemy contact is reported thatpresents immediate danger to the force.
3. When a carrier must break off for anemergency launch or recovery of aircraft.
4. When an oiler and a receiving shipseparate by more than 240 feet when usingdouble rigs (or 280 feet when using single rigs)and the ships are still opening. Oilers muststop pumping before these limits are reached.
The order for an emergency breakaway maybe given by the commanding officer of eitherthe receiving ship or the delivery ship. Para-mount in ordering an emergency breakawayis the allowance of sufficient time for the
6 -WICK
ships to disconnect the rigs in an orderlymanner.
Sound-powered telephones and hand signalsshould be the primary means of communica-tions for ordering an emergency breakawaybecause of the minimal amount of noise gen-erated; however, bull horns and voice radiocircuits should be used, if necessary, to en-sure rapid ship-to-ship communications. Thedanger signal shall be sounded on the ship'swhistle to alert all ships in the vicinity.
On receipt of the order for emergencybreakaway, the delivering ship must immedi-ately stop pumping and retrieve all tendedlines. The delivering ship signals the shipbeing fueled when pumping has stopped, and
VALVEGASKET
.LOADV3SLEEVE
OPERATINGLEVER
TENSIONEDBALLBALL RACE
MACHINEDGROOVE
T- INCH
FLANGEVALVE
SPRING
OPEN POSITIONOF VALVE
VALVE
NIPPLEGASKET
SLOT FORPRY BAR ROG
ACTUATINGCAM
Figure 9-2.The combined quick-release coupling and valve.
183
80.184
ENGINEERING ADMINISTRATION
the ship being fueled disengages the quick-release coupling and casts the fueling hoseoverboard.
AU hands in the fueling detail must be in-doctrinated in the dangers of emergency break-away. Any line which is suddenly releasedfrom heavy strain tends to whip and can causecasualties to personnel. All running lines suchas highlines, inhauls, outhauls, and saddle whipsmust be faked down free for running in case anemergency breakaway becomes necessary. Dur-ing emergency breakaway, all lines must becleared expeditiously.
Additional information concerning, proce-dures to be followed during special fuelingoperations can be obtained by referring toReplenishment At Sea, NWP 38 (C).
TRANSFERRING GASOLINE AND JP-5
Fueling-at-sea procedures for the transferof gasoline and JP-5 differ somewhat fromthe procedures for the transfer of NSFO.(Diesel oil is not normally carried by fleetoilers, however, JP-5 fuel can be used as asubstitute.) The special procedures requiredfor the transfer of gasoline and JP-5 include:
1. Carbon dioxide or inert gas (instead ofair) must be used to blow down the hose aftercompletion of the transfer of gasoline.
2. Only a combined quick-release couplingand valve made of nonferrous metal is per-mitted for use with gasoline and JP-5. Thebreakable-spool quick-release coupling mustnever be usewith gasoline and JP-5.
3. When delivering gasoline, in addition tothe electrical bonding wires fabricated in thehose wall, a bonding cable must be connectedto both hose terminals as an added precautionto guard against fire resulting from accidentalfailure of the- hose. The insulated bondingcable is connected to the source of supply(delivering ship) and the receiving inlet, withsufficient slack in the cable to prevent tension.Size of the bonding cable and the methods forconnecting and disponnecting it are describedin detail. in chapter .9150 (15) in the nawShips Technical Manual. The cable must re-main connected until the -hose has been un-coupled.
4. For the delivery of gasoline or JP-5 toships other than carriers, fleet oilers can passover a 2 1/2 inch hose. For the transfer ofgasoline or JP-5 to carriers, oilers can pass
over a 6 or 7 inch hose fitted with the femaleend of a nonferrous combined quick-releasecoupling and valve.
THE OIL POLLUTION ACTS
The Oil Pollution Act, of 1924 (as amended)stipulates that, except in case of an emergencyimperiling life or property, or unavoidableaccident, collision or stranding, and except asmay otherwise be permitted by certain regula-tions, it shall be unlawful for any person(including any officer or employee of theUnited States) to discharge, or suffer, or per-mit the discharge of oil of any kind or form(including fuel oil, oil sludge, and oil refuse)by any method, means, or manner into or uponthe coastal navigable waters of the UnitedStates. Coastal navigable waters of the UnitedStates means all portions of the sea within theterritorial jurisdiction of the United States,and waters navigable in fact in which the tideebbs and flows.
The Oil Pollution Act of 1961 extends theprovisions of the 1924 act by prohibiting thedischarge into the sea of oil and water con-taining oil within 50 miles of any land, andestablishes certain prohibited zones which insome areas extend as far as 150 miles fromland. In accordance with the provisions of theAct of 1961, the discharge of oil or an oilymixture is not deemed unlawful when suchaction is required (1) for the safety of theship, (2) for the prevention of damage to theship or its cargo, and (3) for the saving oflife at sea. In addition, the escape of oil or anoily mixture 18 not considered unlawful if itresults from damage to the ship or from un-avoidable leakage, provided that all reasonableprecautions have been taken, after occurrenceof the damage or discovery of the leakage, forthe purpose of preventing or minimizing theescape.
The engineer officer should ensure thatpersonnel of the engineering department areaware of the importance of preventing the con-tamination of inland waters, harbors, and coastalwaters by oil spillage. All engineering per-sonnel should be familiar with the provisionsof the Oil Pollution Acts of 1924 and 1961.Copies of the Oil Pollution Acts should bemaintained in the log room. There are engidneering practices that, if followed, should pre-vent or minimize oil spillage in waters where
1
184
Chapter 9FUELING SHIP
the resultant contamination is likely to causedamage.
When the ship is located in waters withinthe limits defined in the Oil Pollution Acts(1924 and 1961):
1. Do not normally transfer fuel oil whilethe ship is underway. This practice not onlyreduces oil spillage (with its consequent widedispersal due to the movement of the ship),but also reduces the possibility of an engi-neering casualty in restricted waters.
2. Limit the transfer of fuel oil to diylighthours, and establish and maintain sound-powered telephone communications betweencompetent personnel stationed at all tanks andpumps involved in the fuel transfer and atlookout stations so located that personnel canobserve fuel tank air vents and overflows atall times.
3. Do not discharge ballast overboard frompiping. or tanks except into a sludge barge oran oil-water separator.
4. Establish in each watch section an or-ganized oil pollution party instructed in andcapable of localizing, containing, and disposingof oil spillage and slicks.
5. Indoctrinate and instruct all personnelwho man watchstations on weatherdecks (whethermoored, at anchor, or underway) in observing,recognizing, and reporting all oil spillage andoil slicks.
Pump all bilges prior to entering waterswithin the limits defined by the Oil PollutionActs. Within restricted waters, bilges may be
pumped to contaminated tanks or to othertanks (ballast or fuel) temporarily designatedby the engineer officer to receive bilge waterpending its disposal in safe unrestricted areasat sea. In many ports sludge barges are avail-able for the disposal of bilge water.
When an oil spillage occurs or oil is de-tected on the water within the areas defined inthe Oil Pollution Acts, the oil spillage or slickmust be reported in accordance with currentlocal instructions. Failure to report an oilslick always aggravates the situation becauseit generally appears that an attempt has beenmade to conceal the spillage. In addition toreporting the oil slick, immediate action mustbe taken to arrest, contain, and erradicate it.The oil pollution party and all other availablefaculties should be used for this purpose. Ifthe spillage is located between ships, fire hosestreams directed into both ends of the slickcan effectively contain the oil for hours. Boatsequipped with portable fire pumps can be uti-lized to contain oil slicks that are less localized.Boats must be downstream from the slick andhose streams should be directed toward thecenter from around the periphery of the slick.Caught in time, oil can be absorbed and ef-fectively sunk by spreading carbonized sandover it.
It should be noted that there are chemicalsavailable on the market and in the supply sys-tem that completely emulsify black oil. (Oneproduct is called "spill remover.") There isno comparison between carbonized sand andan emulsifying chemical for NSFO spills.
CHAPTER 10
SHIP AVAILABILITIES
As it applies to work on naval ships, anAVAILABILITY is the period of time assigneda ship by competent authority for the accomplish-m ent of corrective maintenance at a repairactivity. During certain availabilities, a shipmay be incapable of engaging in fleet operationsand the operating schedule is adjusted ac-cordingly. Only the authority granting theavailability can alter or extend the period ofthe availability; however, a repair activity mayrequest that the ship's availability be extendedso that work can be completed or recommenda completion date to the authority granting theavailability.
In accordance with the listing in the equip-ment identification code manual (EIC) for the3-M system, there are several types of shipavailabilities. These availabilities vary with thepurpose for their assignments. A RESTRICTEDAVAILABILITY is an availability for the ac-complishment of specific items of work by arepair activity, normally with the ship present,during which period the ship is renderedincapable of fully performing its assigned mis-sion and tasks due to the nature of the repairwork. (This availability applies to shipyardsonly.) A TECHNICAL AVAILABILITY is anavailability for the accomplishment of specificitems of work by a repair activity, normallywith the ship not present, during which periodthe ship's ability of fully performing its as-signed mission and tasks is not affected by thenature of the repair work. (This availabilityapplies to shipyards only.) A REGULAR OVER-HAUL is an availability for the accomplishmentof general repairs and alterations at a navalshipyard or other shore-based repair activity,normally scheduled in advance and in accordancewith an established cycle. VOYAGE REPAIRS,which apply to shipyard work only, areemergency repairs necessary to enable a shipto continue on . its mission and can be
accomplished without requiring a change inthe ship's operating schedule or the generalsteaming notice in effect. A REGULAR TENDERAVAILABILITY is an availability for the ac-complishment of general repairs and authorizedalterations which are beyond the capacity of theship's force alongside .a tender or repair ship.It is normally scheduled in advance. AnEMERGENCY TENDER AVAILABILITY is as-signed to a ship for the purpose of renderingrepairs to specific casualties. Emergency worktakes first priority on a tender capacity. APARENT TENDER/AUTOMATIC AVAILA-BILITY is an availability for the accomplish-ment of items of work usually on ship-to-shopbasis. The repairs are normally of a non-operational nature and done by a tender orrepair ship on an unscheduled basis. A CON-CURRENT AVAILABILITY is an availabilityforthe accomplishment of ship-to-shop work bythe tender or repair ship scheduled to coincidewith the regular shipyard overhaul, or re-stricted availability. A SUPPORT AVAILA-BILITY is an availability for the accomplish-ment of specific items of work for units orcommand, other than a ship, such as an afloatstaff or shore-based activity. An NRT SHIPAVAILABILITY is any availability for the ac-complishment of work for a naval reservetrainingship. A SUPPLY AVAILABILITY is aperiod of time assigned a ship for the un-interruptel accomplishment of a supply over-haul. A 115pply overhaul is the work involvedin the purification and adjustment of on- boardstocks and records to bring them into con-formity with prescribed allowances or otherstockage objective criteria. A supply avail-ability is normally scheduled to coincide with aregular overhaul.
In addition to the definitions of the zvaila-bilities assigned naval ships, the proceduresfor the accomplishment of the shipwork
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Chapter 10SHIP AVAILABILITIES
(alterations and repairs) associated with shipavailabilities and the repair activities thataccomplish the work are discussed in thischapter. The engineer officer is directly con-cerned with almost all work accomplished onhis ship by a repair activity, and should befamiliar with the procedures that will obtainthe best work possible within the limits ofthe funds available.
REPAIR ACTIVITIES
Ships can operate only a certain lengthof time without repairs. To keep a ship inprime condition, constant attention should begiven to material upkeep and definite intervalsof time must be allotted for general overhauland repair.
Even when regular maintenance procedures,are carefully observed, accidents and derange-ments may necessitate emergency repair work.Repairs and alterations to naval ships may beaccomplished by forces afloat (including repairactivities afloat) or repair activities ashore.Repair activities afloat include repair shipsand tenders. Repair activities ashore includenaval shipyards, private shipyards under con-tract with the Navy, and naval ship repairfacilities (usually located outside the continentallimits of the United States). The repairs andalterations that are within the capacity of aship's force are accomplished by the ship'sIv ice. Repairs and alterations that are beyondthe capacity of a ship's force may be ac-complished by repair activities afloat or ashoreas directed by the cognizant type commanderor other authority assigning the availability.
Repair ships and tenders are normallyavail-able to fleet and type commanders for the ac-complishment of regular tender availabilities,emergency tender availabilities, parent tender/automatic availabilities, and concurrent avail-abilities. Work that is beyond the capacity ofthe ships and tenders may be ac-complished by repair activities ashore. In ad-dition to the type of work requested, theavailability of funds and the workload of availablerepair activities govern the assignment of repairwork that is beyond the capacity of the ship'sforce.
The placement and administration ofcontracts for the repair or overhaul of navalships at private shipyard are functions of anOffice of the Supervisor of Shipbuilding (SUP-SHIP) of the naval district in which the ship-yard is located.
187
Before proceeding with the sections coveringship's force and repair ships and tenders main-tenance and repairs, it will be most helpful todefine repairs and alterations.
REPAIRS AND ALTERATIONS
Corrective maintenance tr. .ships may bedivided into the general categories of (1) re-pairs, (2) alterations, and (3) alterationsequivalent to repairs.
A REPAIR is defined as the work necessaryto restore a ship or an article to serviceablecondition without change in design, in materials,or in the number, location, or relationship ofparts. (Repairs may be accomplished by ship'sforce, by repair ships and tenders, or by navalshipyards or other shore-based activities.)
. An alteration to a naval ship is any changein the hull, machinery, equipment, or fittingsthat involves a change in design, materials,number, location, or relationship of the com-ponent parts of an assembly regardless ofwhether it is undertaken separately from, in-cidental to, or in conjunction with, repairs.Requests for alterations may originate with theNaval Ship Systems Command, the forces afloat,or the Chief of Naval Operations (CNO).
A prime responsibility of the Naval ShipSystems Command for ship maintenance is thatof administering alterations under its technicalcognizance. In its day-to-day relations withthe forces afloat, the naval shipyards, privateindustry, and research centers, the Naval ShipSystems Command keeps informed of technicaldevelopments. In striving to maintain the ships ofthe fleet in as efficient and modern a state aspossible, the Naval Ship Systems Command maydetermine that a particular ship or class ofships should be altered to encompass desiredimprovements. These alterations may bechanges to the hull, such as changes to bulk-heads that will strengthen them or changes todeck arrangements that will provide space forinstallation of machinery; changes to machineryor the substitution of newer and more efficientmachinery; changes to equipment, such as thereplacement of an item with a more. efficientVim; or changes in design, such as the instal-lation of a' paint mixing and issue room.
'When the commanding officer of a shipconsiders an alteration necessary for the satis-factory performance of his ship, he addressesa request for the alteration to the Naval ShipSystems Comthand via . the established
.41.MIF
ENGINEERING ADMINISTRATION
administrative chain of command. Copies of therequest are sent to all ships of the type withinthe appropriate fleet for comments as to ap-plicability.
Another source of alterations is the reportsof the Board of Inspection and Survey (discussedin chapter 8). Upon completion of eachmaterial inspection, the Board, in its reportof the general condition of the ship and itssuitability for further naval service, furnishesa list of repairs, alterations, and design changes,which, in Its opinion, should be made. Altera-tions recommended by the Board of Inspectionand Survey normally are not acted upon by. theNaval Ship Systems Command until after thereceipt of appropriate requests from the com-manding officers of the ships inspected and therecommendations of the type commanders.
Alteration requests addressed to the NavalShip Systems Command are endorsed by the typecommanders (or other administrative com-manders, as appropriate), with their recom-mendations as to approval, classification, andapplicability to other ships of the type. Copiesof the basic request and endorsements areforwarded to other type commanders concerned,who are also requested to comment on themfor the information of the Naval Ship SystemsCommand.
Alterations involving material under thetechnical cognizance of the Naval Ship SystemsCommand are known as ShipAlts. ShipAlts canbe approved by the Naval Ship Systems Com-mand when the alterations do not affect militarycharacteristics of the ships concerned. A Ship-Alt that affects military characteristics re-quires approval by CNO. Any ShipAlt thatrequires the approval of CNO is called a NavAlt.Alterations under the technical cognizance of theNaval Ship Systems Command, regardless ofwhether or not they affect the military charac-teristics of ships, are known as ShipAlts. Thus,an alteration might be only a ShipAlt or both aShipAlt and a NavAlt.
When the Naval Ship Systems Command de-termines that a ShipAlt affects the militarycharacteristics of the ship, the alteration isforwarded to CNO. In approving NavAlts,CNO also establishes the relative priority fortheir accomplishment. The NavAlts are thenrecorded in the Ship Improvement Guide (SIG)for overall and long-range planning purposesand in the Material Improvement Plan. Nav-Alta are classified by CNO as follows:
Priority 1Mandatory for national security.Priority 2Essential for combat rcl,tdiness.Priority 3Desirable for naval efficiency.An ordinary ShipAlt (a ShipAlt that does not
affect military characteristics) maybe approvedby the Naval Ship Systems Command after allfactors have been considered, including the ef-fect of the change on weight, stability, space,power, and the possible increased effective-ness of the ship. Following approval, the rela-tive priority of accomplishment of the ShipAltis established. Priorities assigned to ordinaryShipAlts are:
Priority AMandatory.Priority BE s se ntial.Priority C De sirable .ShipAlts not affecting military characteris-
tics of a ship are those ShipAlts that, in gen-eral, concern matters of safety, efficiency, andeconomy of operation or maintenance. Annually,the Naval Ship Systems Command compiles andissues a ship-type priority list of all ordinaryShipAlts. The ShipAlts are grouped so thatthose of approximately equal importance fallinto the same priority groups regardless of thetype ship. The ShipAlt priority lists are revisedand reissued as necessary during the year.
Approval of a ShipAlt is usually evidencedby its issuance, or by a letter, to be followed byissuance of the ShipAlt, to the activities im-mediately concerned. Type commandersperiodically review approved ShipAlts and ini-tiate action to CNO or the Naval Ship SystemsCommand (as appropriate) for cancellation ofthose no longer considered necessary.
A ShipAlt may not be accomplished in anyship until its accomplishment has been specific-ally authorized by the Naval Ship Systems Corn-m.ind. The Naval Ship Systems Command reviewsthe outstanding ShipAlts for each ship in advanceof regular overhauls. ShipAlts to be ac-complished are selected from the Material Im-provement Plan and the priority list, with dueconsideration being given to relative prioritiesand to current budgetary or fiscal limitations.The ShipAlts to be accomplished are authorizedSy letters issued not less than 150 days priorto the scheduled commencement of the ship'soverhaul.
After study of a request for an alteration,the Naval Ship Systems Command may determinethat the alteration is an alteration equivalentto a repair. An alteration that has been des-ignated an alteration equivalent to a repair
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Chapter 10SHIP AVAILABILITIES
is forwarded to the appropriate type com-mander for accomplishment as a repair.
An alteration is considered to be an altera-tion equivalent to a repair if it meets one ormore of the following conditions:
1. The 'substitution, without other change indesign, of materials which have previouslybeen approved for similar use and which areavailable from standard stock.
2. The replacement of wornout or damagedparts, assemblies, or equipments requiringrenewal by those of later and more efficientdesign previously approved.
3. The strengthening of parts that requirerepair or replacement in order to improvereliability of the parts and of the unit, providedno other change in design is involved.
4. Minor modifications which involve nosignificant changes in design or functioning ofequipment but which are considered essentialto prevent recurrence of unsatisfactory con-ditions.
SHIP'S FORCE MAINTENANCEAND REPAIRS
Each° ship should, insofar as practicable, beself-sustaining wits regard to normal repairs.Each ship should be *all supplied with materials,repair parts, and too and equipment so thatmuch of its own repair vrirk canoe accomplishedby ship's force. Repairs should be undertakenunder the supervision of the most competentand experienced personnel. Personnel notfamiliar with specific repairs and tests shouldbe instructed to take advantage of shipyard orrepair ship availabilities or tender assignmentsto observe how such work is undertaken.
The purpose of preventive maintenance is tomaintain satisfactory material conditions andensure that the equipment or machinery is alwaysready for service. A regular schedule ofcleaning, inspections, operations, and tests isrequired to ensure trouble-free opsration and thedetection of incipient faults before they developsufficiently to be major sources' of difficulty.
Most routine inspections ands ests are per-formed by ship's force. Some of these inspec-tions and tests are quite simple; others re-quire planning so that they can be undertakenduring upkeep or overhaul periods. Shipyardand repair ship assistance should not be re-quested unless the test or inspection is actuallybeyond the capacity of ship's force.
An interdepartment routine request for workrequiring assistance by another shipboard de-partment is referred to as a ship's memorandumwork request. Such a form enforces properchanneling of a work request between depart-ments, and permits the setting up of prioritiesof available manpower and facilities. The workrequest memorandum is a form which is madeup by the ship; however, some ships use theRepair Record, or the repair work request forthis purpose. If the ship is under MDCS, the4700.2D Deferred Action Form should be utilizedto request interdepartment work vice the, ship'smemorandum work request.
REPAIR SHIPS AND TENDERS
In order to provide adequate facilities forunusual repair requirements and to meet vary-ing operational commitments, particularly ofships deployed outside the continental UnitedStates, the ship assignments to the variousrepair activities afloat are flexible. The finalassignment is usually made by message, de-signating the activity and the period and typeof availability. These assignments are madeby either the fleet or type commander.
Ships are scheduled for a regular tenderavailability or an upkeep period alongside re-pair ships or tenders at certain intervals oftime which vary with different types of ships.The availability periods, which are usuallyplanned far in advance, depend upon the quarterlyemployment schedule of the ship concerned.
When a ship receives its employmentschedule, or is otherwise notified, it can beginto prepare the necessary paperwork in advanceof the scheduled availability period. The Main-tenance Deferred Action Slutet (replacement forthe CSMP cards) is used as a basis for ad-vance preparation of a work request. WorkRequests (OPNAV 4700-2C) are made out onoutstanding work indicated by the DeferredAction Sheet (OPNAV 4700-2D).
The work requests, with the required num-ber of copies, are sent with a forwarding letterto the type commander or his authorized rep-resentative. The staff officer handling materialand maintenance screens the work requests.Most of the ships availability work list itemsare approved and authorized. Also, the shipmay have to fUrnish more detailed informationon certain 'Work requests. The amount of cor-rective action taken by the reviewing staffofficer will depend upon how well the work
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requests are written and the extent to whichthey follovrestablished policies and procedures.Upon the completion of this screening, the ship'swork requests are forwarded to the repair shipor tender. This is done well in advance of theassigned period of availability so that the re-pair department personnel can schedule thework and make any necessary preparations.
Arrival Conference
When a ship comes alongside for a regulartender availability or an upkeep period, anarrival repair conference is usually held im-mediately. The conference is attended by rep-resentatives of the ship, of the repairdepartment, and (usually) of the type commander.The relative needs of the ship and the urgencyof each job are discussed. The arrival repairconference serves to clarify all uncertaintiesfor repair department personnel who have re-ceived and studied the work requests in advance.
Arrangements are also made for the repairship to provide the primary services of steamand electricity in sufficient quantity to take careof heating and lighting requirements and to pro-vide limited power for ships alongside. In addi-tion to these services, the repair ship may takeover communication watches. Fresh water andfuel requirements are not usually supplied ex-cept from barges.
The repair department in a repair ship ortender functions to effect repairs in a mannersimilar to that of a production department ina naval shipya4d, even to the extent of assigningship superintendents as representatives of therepair officer. The organization of the production'department and the duties of the ship super-intendent of the naval shipyard will be discussedlater in this chapter.
Work Requems and Job Orders
.Although the terms "work request" and"job order" are sometimes used interchange-ably, this is not technically correct becausethe two terms actually have slightly differentmeanings. Work requests are made up by theship and are forwarded through proper chan-nels to the repair activity. When the vorkrequest has been approved by the repair activity,it is issued as a job order.
As soon as the work requests have beenapproved at the arrival conference, the jobsthat require delivery to the tender should be
started. Starting these repair jobs early isvery important in getting all necessary jobscompleted. Equipment that is not needed for theoperation of the ship may be disassembled inadvance so that the defective parts can be de-livered to the tender as soon as the work re-quests have been approved.
All material delivered to the tender mustbe properly tagged and identified. The informa-tion on each tag should include the number andname of the ship; the department, division,or space; and the job order number. Additionalinformation should be included if necessary.Reference material such as blueprints andmanufacturers' technical manuals should beidentified with the ship's name and number.
Ship-to-Shop Jobs
Many repair jobs are designated by the shipor approved by the repair activity as "ship-to-shop" jobs. In a job of this type, ship's forcedoes a large part of the repair work. For ex-ample, the repair or renewal of a damagedpump shaft might well be written up as a ship -to -shop job. The pump is disassembled and theshaft is removed by ship's force; the shaftand any necessary blueprints are delivered tothe machine shop of the repair activity. Themachine shop supervisor checks the job andgives an approximate date of completion. Whenthe shaft has been repaired, or when a newone has been made, it is picked up and broughtback to the ship by ship's force. The pumpis reassembled, inspected, and tested by st sforce to ascertain that the unit is satisfactory.
Repair jobs on portable equipment such assmall gages and valves are almost alwayswritten up as ship-to-shop jobs.
Checking Progress of TenderRepair Jobs
Tender repairs that are being accomplishedon a ship can be checked by discussing themwith the petty officer in charge of the repairdetail. The petty officer in charge should knowat all times the status of repair work (includingship's force repair work) being done for hisspace or equipment. Checking on the progressof work in the shops on the tender requizzaplanning and coordination between the ship andthe tender. Personnel in the, tender (tops arebusy with their repair work, so any methodused to check on progress of work must be
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one which does not interfere with pro-gress.
Some tenders and repair ships have a chiefpetty officer who acts as ship superintendent.His duties include:
1. Acting as liaison officer between theships alongside and the tender in regard torepair department jobs.
2. Acting as a coordinator of shop work forassigned ships.
3. Repbrting daily to a representative of theship.
4. Maintaining a daily running progressreport or chart which indicates the percentageof completion of each job; the availability ofplans, manufacturers' technical manuals,samples, etc.; and the availability of materialsrequired for each job. Repair ships with com-puter systems generally print out on the aver-age of three times a week a status of workin the repair shops for customer ships.
5. Notifying the ship when it is time topick up completed work from the tender.
6. Notifying ship's personnel when it isnecessary for them to witness tests needed be-cause work has been performed on machinery,compartments, and tanks.
7. Obtaining signatures from officers if joborders are cancelled or changed.
If the tender provides a ship superintendent,it is obviously quite easy for ship's personnelto check on the progress of the work. If theservices of a ship superintendent are not pro-vided, the ship alongside the tender generallyappoints a petty officer to perform similar dutiesfor the division or department.
A progress chart should be kept for allwork that is planned for accomplishment duringthe repair period. The chart should be keptup to date with respect to the status of eachjob. Keeping a close watch on the progressof the repair work will ensure that jobs arenot unnecessarily delayed, that jobs are notoverlooked or forgotten, and that all workundertaken is satisfactorily completed at theend of the repair period.
Repair ships with computer systems willprovide the customer ships with a copy of theprint out pertaining to the jobs that the shipsubmitted for accomplishment. This print outwill give the status of the work and can beeffectively used as a progress chart.
NAVAL SHIPYARDS
Naval shipyards under the management con-trol and technical direction of the Naval ShipSystems Command are operated to perform thefollowing tasks and functions:
1. Provide logistic support to activities andunits of the active fleet of the U.S. Navy andthe naval shore establishment.
2. Perform authorized shipwork in connec-tion with the new construction, conversion,overhaul, repair, alteration, activation, in-activation, and outfitting of naval ships andservice craft.
3. Design naval ships. ce.
4. Operate as planning yards for ship alteia-lions and prepare allowance lists for shipsunder construction and conversion.
5. Perform research, development, test,and evaluation work assigned.
6. Serve as primary and secondary stockpoints for designated material controlled bybureaus and offices of the Navy Department.
7. Provide accounting, civil payroll, publicworks, industrial relations, medical, dental,berthing, messing, fire protection, security,and other services of naval activities and othergovernment agencies, as assigned.
8. Perform work for other U.S. Governmentdepartments, private parties, and foreign gov-ernments, as directed by competent authority.
Shipyard management comprises all ele-ments of administration from the shipyard com-mander to the individual who is charged withsupervision of the smallest group. The manage-ment is charged by the Navy Department withthe complete administration, coordination,management, operation, and technical control ofall phases of naval shipyard activity. The lineof authority and control passes from the ship-yard commander through the heads of depart-ments, divisions, and offices to the administra-tive units. Additional information concerningadministration, as well as organization, of navalshipyards, can be obtained from U. S. NavyRegulations and Navy Department directives.The organization of a typical U. S. naval ship-yard is illustrated in figure 10-1. The twodepartments with which the engineer officerwill be most concerned are the planning depart-ment and the production department. The pro-duction department contains the shops that ac-complish the repair work on the ship.
The first specific knowledge of the work tobe undertaken by the naval shipyard on an
ENGINEERING ADMINISTRATION
POLICY COMMITTEES
SHIPYARDCOMMANDER
INDUSTRIALRELATIONS OFFICE
MANAGEMENTENGINEERINGOFFICE
]PLANNINGDEPARTMENT
PUBLIC WORKSDEPARTMENT
MEDICALDEPARTMENT
ADMINISTRATIVEDEPARTMENT
PRODUCTIONDEPARTMENT
SUPPLYDEPARTMENT
QUALITY ANDRELIABILITYASSURANCEDEPARTMENT
DENTALDEPARTMENT
]COMPTROLLERDEPARTMENT
Figure 10-1.Organization of a typical Naval Shipyard.
overhaul begins with the arrival in the planningdepartment of the shipyard of NAVSHIPS 150-day letter which lists the alterations that areto be accomplished. The letter also includesa funds grant for the accomplishment of thealterations.
Prior to the scheduled commencement ofthe overhaul of a ship, the planning depart-ment of the naval shipyard generally receives
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63.11
a copy of the ship's worklist (with type cm-mander's action) in the form of a booklet ofwork requests accompanied by a funds grant forundertaking as many repairs as possible withinthe funds limitations. Preliminary estimatesare developed and sent to the production de-partment where the production engineering divi-sion uses the estimates for scheduling and work-load purposes. Next, the planning department
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Chapter 10SHIP AVAILABILITIES
prepares requisitions for material requiringlong lead time, and issues a preliminary workbooklet for repairs.
Whenever possible, a naval shipyard willsend representatives from the planning de-partment and, in some cases, from the pro-duction department to inspect the ship prior toits arrival at the shipyard for a regular over-haul. The pre-arrival inspection affords theshipyard personnel an opportunity to checkplans against the ship in order to determinetheir applicability; determine what design serv-ices, specifications or changes are necessary;determine the special material that will berequired; discover any unusual problems thatmay be encountered; check jobs to determinewhether preliminary estimates are inconsonance with the actual work to be performed;and conduct a pre-arrival conference with theship's officers and the type commander's rep-resentative.
After the pre-arrival inspection or, in theevent that it is impossible to conduct such aninspection, as soon as firm information is avail-able, the planning department begins preparationof job orders. After writing the job order in-structions, the departrn- ,nt prepares a materiallist showing, by key operation, the quantity,source, stock number, and delivery point of thematerial required. If shop stores material is notitemized, the planner enters a budget figure (indollars) for the shop stores material which heexpects the key shop to expend on each keyoperation. Then, the job order and materiallist are sent to the production departmentwhere the production engineering division a Mskey operation dates and material required ..o.tes(MRD)
As work proceeds on the overhaul of theship, it may be necessary to issue furtherinformation or instructions that were notpracticable to include or the need for which wasnot foieseeable at the time of original issuance.If so, a job order supplement is issued underthe original job order number. Its preparationand issuance are identical to that of a joborder. The use of job order supplements isrestricted as much as practicable; they are notused to revise man-hour allowances, unlessthe scope of the work is changed.
The planning department prepares allow-ance liste (lists of equipment components, re-pair parts, or material necessary for properoperation, maintenance, and repair of the shipfor specified periods of time) for newly
constructed ships, and corrects existing allow-ance lists for ships for which the shipyard isthe home yard. Plans, material requisitions,or job orders pertinent to the ship's equip-ment are the sources from which the necessaryinformation is obtained to prepare or correctthe COSAL. It is necessary to reflect removalsas well as additions or replacements of equip-ment. Information on each item listed is givenin sufficient detail to identify and reorder.
As directed by job order, the design divisionof the planning department issues proceduresfor carrying out tests of equipment and work.The description of the procedures includes alisting of special measures to be followed, safetyprecautions to be observed, and an outline ofthe nature and form of the report to be made.After the conducting of the test by the produc-tion department, data is turned in and thecomplete report of the test is formulated.
At commencement of an overhaul, the en-gineer officer must deliver the master and oneother copy of the ship's Damage Control Bookto the sumrintendent of the design division ofthe planning department. The design super-intendent is notified by the production depart-ment and the engineer officer, of changes ac-complished during the overhaul that affectdamage control installations. Appropriate cor-rections are made, the master copy is forwardedto the Naval Ship Systems Command, and theother copy is returned to the ship. The NavalShip Systems Command accomplishes any re-quired reprinting of the ship's Damage ControlBook and returns the master copy to the shipwith extra copies of corrections for insertionin other copies of the book.
Shops
A shop in a naval shipyard is a unit as-signed certain specific work, usually by trades,and manned with specially trained and qualifiedmen adept in the type of work assigned. Theshop usually performs its peculiar type of workfor the entire yard. Most of the shops are as-signed to the production department. (Trans-portation, shop 02, and the power plant, shop03, are assigned to the public works depart-ment.) All production department shops areunder the supervision of the production officer.Each shop group is under the control of acivilian group superintendent.
A typical production department shop grouporganization is shown in figure 10-2. Each shop
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ENGINEERING ADMINISTRATION
PRODUCTION DEPARTMENT
PRODUCTION OFFICER
STRUCTURAL GROUP
GROUPSUPERINTENDENT
SHOPS:11, 17, 26, 41
MECH/MACHINERYGROUP
GROUPSUPERINTENDENT
EL ECT RONICS/EL ECT RI CALGROUP
GROUPSUPERINTENDENT
SHOPS:
06, 31, 38, 56, 81SHOPS:51, 67
I OTHER GROUPS ASMAY BE REQUIRED
SERVICEGROUP
GROUP'UPERINTENDENT
SHOPS:. 64, 71, 72, 99
Figure 10-2.Shop group organization of the production department.
is assigned a number and a name. Certainshops are not located in some shipyards; someshops, however are common to all shipyards.At some shipyards, certain shops maybe combined with another shop. The followingis a list of production department shops, bynumber and name, common to all naval ship-yards:
06 Central Tool11 Shipritters Shop17 Sheet Metal Shop26 Welding Shop31 Inside Machine Shop38 Outside Machine Shop51 Electric Shop56 Pipe and Copper Shop64 Woodworking Shop (may include shop 94,
Pattern Shop, in some shipyards)67 Electronics Shop71 Paint Shop72 Riggers and Laborers Shop (may in-
clude shop 74, Sail Loft, in some ship-yards)
74 Sail Loft99 Temporary Service Shop
The following is a list of production depart-ment shops, by number and name, located onlyin certain shipyards:
64.16A
23 Forge Shop25 Gas Manufacturing Shop27 Galvanizing Shop35 Optical Shop36 Weapons Shop37 Electrical Manufacturing Shop41 Boiler Shop68 Boat Shop81 Foundry94 Pattern Shop97 Ropewalk
Each shop in the production department isassigned to a shop group consisting of one ormore shops. The shop group superintendent,in charge of each shop group, is responsibleto the production officer for (1) the organiza-tion and administration of his shop group and ofthe shops within the group; (2) the trainingand supervision of the personnel assigned; (3)the coordination and overall guidance of thework of the shops within the group, aimedat orderly progress, timely and economical jobcompletion, and effective use of manpower inconformance with safe practices and job specifi-cations; and (4) the maintenance of good order,cleanliness, and discipline in the spaces used.
A superintendent (Superintendent I) is incharge of each production department shop. Reis responsible to the shop group superintendent
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for the organization and administration of theshop. The superintendent (I) is assigned clerical,administrative, and technical assistants asnecessary to ensure: (1) effective use of man-power; (2) conformance with safe work practicesand job specifications, (3) orderly progress andtimely completion of job orders; and (4) propermaintenance of personnel and shop records.The organization of a typical shop in theproduction department is shown in figure 10-3.The Ship Superintendent
The ship superintendent is the representa-tive of the production officer and one of hisprincipal assistants in coordinating, arranging,and accomplishing authorized work on a shipduring its availability in the shipyard.
It is customary to assign a ship super-intendent a considerable period in advance ofthe ship's arrival in the yard. During the in-terval before arrival, considerable study andassembly of data are required. The shipsuperintendent obtains a copy of the departurereport for the last availability of the shipin the shipyard and copies of all outstanding
job orders issued on the ship. From a studyof these, he obtains a familiarity with the cur-rent jobs. If his study indicates that ,:ertainjobs were not completed during the previousoverhaul because of late delivery of certainitems of material, the ship superintendent im-mediately starts checking on the status of de-livery of the material, to ensure its availibility.From the assistant planning and estimatingsuperintendent he obtains information on the timeand place the arrival conference will be held.He reviews the lists of proposed work and ob-tains a list of the civilian planners and estimatorswho are to be assigned to the ship. He ascertainsfrom the shipyard watch officer the timeof theship's arrival and the berth to which it is as-signed. From the design division of the planningdepartment he may obtain a bboklet of plans,which he utilizes to familiarize himself withthe general arrangements of the ship. From eachshop concerned with the work to be done, heobtains the names of the civilian supervisorswho will be assigned to the ship, and in turnnotifies them of the ship's pending arrival andof any jobs requiring special attention or
SUPERINTENDENT I I
CLERICALSECTION
INSIDE SECTIONGENERAL
FOREMAN IE
PERSONNELSECTION
PLANNINGSECTION
FOREMAN
( LEADING MAN )
FOREMAN
OUTSIDE SECTIONGENERAL
FOREMAN IC
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Figure 10-3.Organization of a typical production department shop.
FOREMAN
64.16B
ENGINEERING ADMINISTRATION
immediate action. Preliminary discussions onlengthy or complex jobs will permit everyoneinvolved to obtain a clear understanding of thedesired course of procedure so that valuabletime will not be lost once the work is started.
From 18 to 24 hours prior to the arrivalof the ship in the yard, the ship superintendentsees that the service shops are informed of theberth assigned and the time of arrival. Shop72 furnishes riggers for the placement of thebrow; and shop 90 (temporary service) providesfor steam, water, and air connections, shorepower, and telephones.
The ship superintendent is at the dock whenthe ship arrives and ties up, and checks tomake certain that the required services arepromptly furnished. (The ship superintendentis one of the first contacts the ship has withyard personnel and throughout the overhaul is,in fact, the liaison with the yard.) Upon firstgoing aboard the ship, he delivers to thecommanding officer, or in his absence theexecutive officer, copies of orders and regula-tions which outline and specify procedures onpoints mutually affecting the shipyard and theship.
Among the subjects covered are: (1) theappointment of ship inspectors for the overhaul,(2) the requirement for fire watches for varioustypes of work, and (3) general shipyard informa-tion for ships. As soon as the ship's force issecured from the mooring maneuver, the shipsuperintendent requests a meeting with the headsof departments. At the meeting the ship is (1)notified of the time and place of the arrivalconference, (2) advised of the urgent necessityfor fire watches, the basic organization andduties of fire watches, and the place and mannerof obtaining portable fire extinguishers, and (3)requested to furnish a suitable place on boardship to serve as a ship superintendent's officefor the duration of the overhaul.
If the ship superintendent finds that thework required on any given job order may beperformed in a better way or at a cheaper costthan as required in the original specifications,he prepares an additional work request outliningthe recommended change and submits it to theplanning department. If adopted, it is formallypromulgated as a job order supplementsuperseding the original specifications.
The shipyard commander conducts frequent(usually weekly) conferences with the com-manding officer of each ship in the shipyard,to review the progress of worst on the ship.
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The ship superintendent and other appropriateshipyard supervisory personnel also attend theconference. Because he is responsible for theproduction, coordination, and progress of alljobs, the ship superintendent must carefullyplan the performance of work in key jobs.During the course of the overhaul, he holdsfrequent conferences with shop personnel, shippersonnel, the assistant planning and estimatingsuperintendent, progressmen, and other yardpersonnel, to ensure a timely completion of allauthorized work.
Each ship undergoing overhaul assigns in-spectors and representatives from each depart-ment to inspect work and witness tests, sincethese are a responsibility of the commandingofficer as outlined in U.S. Navy Regulations.(The ship superintendent is the yard's rep-resentative for these functions.)
At least one day prior to the scheduled endof the overhaul the ship superintendent willhold a departure conference with the ship'sreloresentatives. At the conference, last-minuteadjustments or corrections are discussed andagreed upon. All job orders not previously signedby the ship's representatives are signed as"completed," or "completed, subject to finaltest." If any work is deemed unsatisfactory,the cognizant officer records the reasons.The conference is a very important occur-rence because the actual final status of alljob orders is determined and it permits fol-lowing up the uncompleted work on the nextavailability of the ship. The status of all joborders is reported to the planning department,which is responsible for the preparation of thedeparture report discussed later in this chapter.
Home and Planning Shipyards
The mission of naval shipyards is to renderservice to the fleet. To carry out this functionmore effectively each ship in the active fleetis assigned a home yard by the Chief of NavalOperations. Two naval shipyards (one on theEast Coast, and one on the West Coast) aredesignated as planning shipyards for each ofthe various ship types. A home shipyard is thenaval shipyard to which a ship is usuallyassigned for regular overhaul.
Regularity in assignment of work permits abetter analysis and uniformity of workload.Home shipyards maintain certain basic recordson assigned ships which serve as a continualsource of reference. Records on outstanding
02 0
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Chapter 10SHIP AVAILABILITIES
job orders with the status of both physicalcompletion and material deliveries are main-tained. Finished plans and allowance lists, con-sisting of hull, machinery, navigation, andweapons items, are filed and maintained current.Thus, for each item of work, the time requiredfor familiarization and investigation of detailsis held to a minimum, permitting more timeto be devoted to actual work accomplishment.
As a further expansion on permanency ofrelationship between ships and naval shipyards,each class of ship has been assigned a planningshipyard. A planning shipyard undertakes thedesign work for the class of ship assigned itand, when authorized, procures material re-quired by other overhauling yards for the al-complishment of work affecting all the shipsof the class. It can readily be seen that wahseveral shipyards overhauling the same class ofdestroyers on the east coast, an economy inthe use of design manpower is gained if thiswork is performed in only one yard and thedeveloped plans supplied to the others.
Work Requests
The procedures for submitting shipyard workrequests prior to a regular overhaul cangenerally be found in U.S. Navy Regulations;they are specified in detail in regulations issuedby fleet commanders and type commanders.
Type commanders require that work re-quests to be accomplished during an overhaul(regular or interim) be submitted, for theirinspection, screening, andapproval, insufficienttime to allow completion of the type commander'saction and arrival of the work requests at theshipyard in advance of commencement of theoverhaul; this is necessary in order to permitsuccessful preliminary planning by the shipyard.
Each work request is submitted on thestandard work request form. AU work requestsare screened and assigned a priority for ac-complishment at a conference of the heads ofdepartment, the executive officer, and the com-manding officer. A work list containing briefstatements of the work to be accomplished, ar-ranged in the ship's integrated priority sequence,is prepared and submitted along with the workrequests to the type commander for his screeningaction. Following his screening action, the typecommander forwards the approved request to thenaval shipyard or SUPSHIP, as appropriate.
Alteration Requests
The list of authorized alterations that are tobe accomplished at a routine naval shipyardoverhaul is prepared by NavShips. NavShipsusually provides the type commander witha priority list of the alterations to be ac-complished on the ship scheduled for a regularoverhaul approximately 150 days prior to theoverhaul. The type commander submits to Nav-Ships annually the recommended SHIPALTS tobe considered for accomplishment in the shipsto be overhauled during the fiscal year. Nav-Ships publishes in the Fleet Modernization Pro-gram (FMP) the SHIPALTS that are authorizedfor accomplishment.
Approximately 90 days in advance ofthe ship's arrival, NavShips will forward to theshipyard, to the type commander, and to theship a list of approved alterations (90 daymaterial status letter) in the priory applicableto the individual ship. Any changes in the scopeo; work auAhorized in the 150-day letter will bereflected ih this letter.
SHIPALTS marked for accomplishment byforces afloat are not, as a rule, undertaken bynaval shipyards.
Obtaining Additional Repair Jobs
It may be necessary to prepare sup-plementary work requests to include itemsarising after the submission of the originalwork requests. Additional repairs may be re-quired because of voyage casualties or becauseof conditions discovered during shipyard testsand inspections. The supplementary work re-quests must be submitted in accordance with
same procedure used for submitting theoriginal work requests, and the supplementaryitems must be dovetailed into the ship's priorityindex.
Supplementary work requests should be madeout immediately, as soon as the need becomesevident, and submitted to the yard as soon aspossible after they have been prepared.
THE SUPERVISOR OF SHIPBUILDING
An office of the Supervisor of Shipbuilding,under the management control of the NavalShip Systems Command and military controlof the District Commandant, is established ineach Naval District. The Supervisor of Ship-building heads the Office of the Supervisor of
197
ENGINEERING ADMINISTRATION
Shipbuilding and is responsible for the follow-ing:
1. Awarding and administering repairs,alterations, conversions, activations, and in-activations of naval ships performed by privateshipyards under Nav Ships Master Ship Repair(MSR) contracts.
2. Allocating unscheduled overhauls betweennaval and private shipyards.
3. Supervising the installation of weaponsequipment on merchant ships at private ship-yards.
4. Installing and maintaining shore-basedelectronics and weapons equipment.
5. Carrying out duties, as directed by Nav-Ships, in marine salvage operations within thedistrict.
6. Coordinating industrial mobilizationplanning with respect to shipbuilding, conver-sion, and repair.
Organization of the Office of theSupervisor of Shipbuilding
In naval districts where a naval shipyardis located, the shipyard commander may alsobe a Supervisor of Shipbuilding. Where theshipyard commander is the Supervisor ofShipbuilding, the Supervisor of Shipbuilding As-sistant, normally the planning officer of theshipyard, serves as the administrative head ofthe Office of the Supervisor of Shipbuilding..The standard organization for the Office of theSupervisor of Shipbuilding (SUPSHIPS) is shownin figure 10-4.
The department of the Office of SUPSHIP withwhich the engineer officer will be most concernedis the planning department. The planning of-ficer is head of the ship repair department.The planning department (discussed in the nextsection) consists of the planning and estimatingdivision and the design division; and providesplanning and design services for the perform-ance of all overhaul and repair work underSUPSHIP cognizance.
When the volume and location of the work-load indicates that the MSR Contract can bemore effectively and economically administeredthrough decentralized operations, the Secretaryof the Navy may establish more than one Of-fice of the Supervisor of Shipbuilding in a navaldistrict.
SUPSHIPS is authorized to establish anddisestablish resident SUPSHIP offices at locali-ties where circumstances warrant the per-
formance of certain clerical, planningcontractual or coordinating functions adjacent towork sites. A Resident SUPSHIP office is aninformally established component of the parentSUPSHIP. The Resident SUPSHIP officeorganization parallels the standard organiza-tion of SUPSHIP to the extent necessary to ensureefficient performance of assigned duties. Thecognizant SUPSHIP may authorize a ResidentSUPSHIP to deal directly with the fleet, bureausand offices of the Navy Department, and con-tractors on matters pertaining. to assignedduties.
In order to perform inspections and relatedclerical functions that can be more effectivelycarried out at or near work sites, SUPSHIPSestablishes offices such as Resident InspectionOffices, as necessary, at or near private ship-yards. Resident Inspection Offices function underthe direction of the inspection department of theSupervisor of Shipbuilding, and provide shipsurveyors for inspecting local work.
Functions of Typical Departments
The sections which follow deal with the majorfunctions of typical departments of a SUPSHIPorganization shown in figure 10-4.
THE ADMINISTRATIVE DEPARTMENT.The ADMINISTRATIVE DEPARTMENT servesthe SUPSHIP in matters concerning naval andcivilian personnel, industrial relations, publicrelations, and office services. The two divisionsof the administrative department are the CI-VILIAN PERSONNEL DIVISION and the AD-MINISTRATIVE SERVICES DIVISION.
The functions of the civilian personnel divi-sion (through the ADMINISTRATIVE OFFICERwho is responsible to SUPSHIP) include theorganization, supervision, and administration ofthe department, establishment of proceduresrespecting both internal and industrial securityadministration for the SUPSHIP organization,performance of necessary public relations func-tions concerning prepared statements, informa-tion releases, inquiries from the local press,and launchings in accordance with instructionsfrom SUPSHIP
The CIVILIAN PERSONNEL OFFICER ad-ministers civilian personnel matters in ac-cordance with Naval Civilian Personnel Instruc-tions (NCPI), the Federal Personnel Manual,and other pertinent directives. He also keepsthe SUPSHIP informed of instructions and
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ENGINEERING ADMINISTRATION
policies of the Navy Department and other gov-ernment agencies relating to local labor condi-tions, and provides contractors with any usefulinformation which may promote industrial healthand safety.
The ADMINISTRATIVE SERVICES SUPER-INTENDENT (Administrative Service's Division)is responsible for providing complete officeservices fur the operation of the SUPSHIP of-fice, recording, distributing, and. controllingclassified matter within the SUPSHIP- office,and administering civilian payroll and maintain-ing fiscal budgets and records in accordancewith NAVSHIP S instructions.
THE PLANNING DEPARTMENT.ThePLANNING DEPARTMENT, .iexpnnsible to theSUPSHIP for the organization, admirt.stration,and supervision of the department, consists oftwo divisions; the PLANNING and ESTIMAT-ING DIVISION and the DESIGN DIVISION.
The PLANNING OFFICER, who maintainsliaison between the planning department, con-tractors, and other naval activities with whomthe SUPSHIP works, provides work planning anddesign services required for the administrationof contracts under the cognizance of the SUP-SHIP, particularly on technical problems in-volving joint responsibility. This ensures thatthere is an effective flow of technical informa-tion and the design schedule requirements con-form to ship construction schedules.
An ASSISTANT PLANNING OFFICER (staf-fed only when new construction workload exits)is responsible to the planning officer for thetechnical and administrative management ofas-signed department functions as related to sub-marine or surface new construction as ap-propriate. He also acts as planning officer,when required, and assumes the additional dutiesand responsibilites of planning and .estimatingofficer when the billet is activated.
A PLANNING ASSISTANT, also staffed whennew construction workload exists, is responsibleto the planning officer for the coordination andmonitoring of planning department actions, aswell as taking the initial action on contractchanges, for new construction ships assigned.He also acts as liaison with headquarter'sand contractor's personnel to expedite resolu-tion of design and planning problems.
Ths PLANNING and ESTIMATING OFFICER(Naffed in the planning and estimating divisiononly when repair or conversionworkload exists)is responsible to the planning officer for the
organization, administration, and supervision ofthe planning and estimating division.
The HEAD DESIGN ENGINEER is responsibleto the planning officer for the organization,administration, and supervision of the designdivision. He provides engineering advice andtechnical design services dealing with construc-tion, conversion, and repair of ships. He reviewscontractor's design work, manufacturers'plans, technicial manuals, and test memorandafor conformance with the intent of prime con-tract. He evaluates and approves contractor'splans, purchase orders, technical manuals andinformation, and maintains liaison with designagents, contractors, and other activities withwhom exchange of technical information isnecessary. In addition, he establishes and ad-ministers the Value Engineering and the WeightControl programs of the office.
THE QUALITY ASSURANCE DEPART-MENT.The QUALITY ASSURANCE DEPART-MENT consists of the following divisions oroffices: (1) PLANNING and PROCESS CONTROLDIVISION, (2) INSPECTION DIVISION, and (3)RESIDENT INSPECTION OFFICE(S).
The QUALITY ASSURANCE OFFICER is re-sponsible to the SUPSHIPS for the organiza-tion, administration, and supervision of thequality assurance department. He is also re-sponsible for determining physical progressof work, reviewing the contractor's systemsfor the control of quality in the productionphase (and submitting data to the product as-surance engineer for evaluation), inspection,final acceptance testing, trials and deliveriesof work under contract to ensure compliancewith approved plans, contract specifications, andcompletion dates.
The SURFACE SHIP COORDINATOR is re-sponsible to the quality assurance officer forthe accomplishment of functions of that officepertaining to surface ships. He acts for SUP-SHIP to coordinate responsibilities of all depart-ments in preparation for sea trials and present-ing ships to INSURV, ensures that all productionpreparation is accomplished for launching, dock-ing, and inclining, and effects liaison with pre-commissioning details.
The SUBMARINE PROJECT OFFICER, whois responsible to the quality assurance officerfor accomplishing functions pertaining to sub-marines, reports directly to the SUPSHIP onmatters concerning submarine progress and
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certification. He serves as chairman of the sub-marine certification committee and as radio-logical protection officer for the SUPSHIP.The other funetions are similar to those of theSurface Ship Coordinator, discussed previously.
The PLANNING and PROCESS CONTROLDIVISION is responsible to the quality assuranceofficer for prepating-department programs andinspection schedules, monitoring audit plans forthe department, coordinating test memorandumreview, reviewing and approving proceduresfor welding, brazing, and non-destructive test-ing processes, and conducting training of person-nel in non-destructive training.
The INSPECTION DIVISION, also responsibleto the quality assurance officer, witnessesinspections and tests as required, performssurveillance of the contractor's quality as-surance program, reports inspection data foranalysis, provides services to the departmenton areas concerning blueprint files, testcaUe, and reports, and assembles informationcorieerning the current status of all work as-signed to SUPSHIP.
THE CONTRACT DEPARTMENT .TheCONTRACT OFFICER is responsible to theSUPSHIP for the organization, administrationand supervision of the CONTRACT DEPART-MENT. The department divisions are the (1)ADMINISTRATION DIVISION, (2) PROPOSALEVALUATION DIVLS1014, and the (3) FINANCIALDIVISION.
The contract officer is responsible for act-ing on all contractual, accounting, and financialmatters relating to prime contracts, awardingand administering all Master Ship Repair con-tracts and job orders placed thereunder forrepair and overhaul work, and timely review,analysis, negotiation, issuance, and adjudicationof all changes to assigned contracts.
The ASSISTANT CONTRACT OFFICER, whoacts as the contract officer during his absence,is responsible to the contract officer for con-tinuous administration of all non-technical as-pects of contracts.
The CONTRACT ADMINISTRATION DIVI-SION 18 responsible to the assistant contractofficer for accomplishing related functions suchas reviewing and consenting to subcontractsrequiring business reviews, preparing and as-sembling final settlement documents, ac-complishing all procurements for repair andoverhaul services under the Master Ship Repair
contract, and administering job order termina-tions.
The PROPOSAL EVALUATION DIVISION isresponsible to the assistant contract officerfor coordinating the overall SUPSHIP effortin the processing of changes and requests forchanges including specific functions such as(1) developing a preliminary cost estimate forobligation purposes, (2) developing an independ-ent estimate, as required, for pricing purposes,(3) preparing Technical Advisory Reports(TAR'S), and (4) assembling all data requiredbythe negotiatior.
The FINANCIAL DIVISION is responsible tothe assistant contract officer for the follow-ing functions: certifying vouchers for paymentand maintaining records and accounting for ship-work fUnds allocated to SUPSHIP.
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THE MATERIAL DEPARTMENT.The MA-TERIAL OFFICER is responsible to the SUP-SHIP for the organization, administration, andsupervision of the MATERIAL DEPARTMENT,and for performing the following functions:(1) controlling and expediting delivery of govern-ment furnished material, (2) property adminis-tration. (3) preparing and maintaining allowancelists, (4) conducting pre-award surveys, (5)receiving and disposing of government furnishedmaterial, and (6) administering facilities con-tracts.
The ASSISTANT MATERIAL OFFICER, whoacts as material officer during his absence,is responsible to the material officer for con-tinuous administration of the assigned materialdepartment functions.
The MATERIAL DIVISION is responsibleto the assistant material officer for accomplish-ing functions dealing with controlled materialrequirements, allotments and priority designa-tions, assisting shipbuilders in obtainingdelivery of contractor furnished material, asrequired, preparing, reviewing, and processingrequisitions to Navy Supply activities for govern-ment furnished material and equipment, andmaintaining close cooperation with materialdisposal agencies.
The ALLOWANCE DIVISION is responsibleto the assistant material officer for accomplish-ing the following functions: preparing andmaintaining individual ship's allowance listsfor new construction or conversion; preparingand processing changes to the allowance list
ENGINEERING ADMINISTRATION
resulting from shipwork performed during re-pair, provisioning documentation, and maintain-ing liaison with the material division with respectto procuring and assembling on-board repairparts, as required.
SUPSHIP Procedures
As far as the ship is concerned, there isnot much difference between procedures duringoverhaul at a private shipyard and overhaul ata naval shipyard. Some differences will benoticeable, however. Three or four monthsprior to the commencement of the ship's regularoverhaul, SUPSHIP sends a letter to the shipconfirming the date of commencement of theoverhaul, accompanied by other basic informa-tion useful to the ship and usually in the formof an information manual for chips assigned aSUPPIIIP availability.
Vork requests for overhaul at a privateshipyard must be submitted in time to provideSUPSHIP with original copies of the ship'swork requests prior to commencement of theship's overhaul. SUPSHIP should receive thetype commander's screened copies of the workrequest prior to commencement of the overhaul.SUPSHIP must have job specifications readyfor distribution 28 days prior to the overhaulin order to allow prospective contractors toreview them before the bidders' inspection ofthe ship that is normally scheduled 21 daysprior to overhaul. The bids are opened andthe contract is awarded at least two weeks priorto start of the overhaul. SUPSHIP notifies theship of the name and location of the shipyardas soon as possible after the contract is awarded.
The bidders inspection of the ship isscheduled to permit representatives of thevarious shipyards in the area to visit the shipand obtain information for use in preparationof their bids. The engineer officer of theship should require his personnel to offer anyassistance that may be needed by the representa-tives and to treat them all equally by allow-ing them access to the same spaces, records,plans, and information. In order to protect theinterests of the Navy, however, no in-formation must be given at any time to anycontractor or contractor's employee regarding(1) funds available for the overhaul, (2) lengthof availability, (3) priority listing of repairs oralterations, (4) possible items to be deferredor canceled, and (5) variations of conditionsfrom the information in the job order specifica-
tions `or the probable extent of anticipated re-pairs.
After the start of an availability at a privateshipyard, requests for new items of work mustbe submitted to the cognizant type commanderfor his action. The requests should be confinedto essential work because this type of job ordermust be negotiated with the contractor (notinfrequently) at a higher price than would bepossible with the competitive feature of theoriginal contract. New items of work thatfall within the scope of the original job orderspecifications can be accomplished under achanges clause in the original specification.
Soon after the arrival of the ship at theprivate shipyard (normally on the second orthird day following arrival), an arrivalconference is held to review each work itemand make any necessary revisions to the jobspecifications. The conference provides theship's force with an opportunity to review thejob order specifications and discuss the over-haul with SUPSHIP personnel.
Normally, the contractor's representativesdo not attend the arrival conference; instead,the SUPSHIP (when it is considered necessary)will arrange a contractor's schedulingconference. To the extent practicable, thescheduling conference is attended by the samepersonnel who attended the arrival conferencewith the addition of key representatives ofthe contractor. The scheduling conference isheld as soon as possible after the arrival con-ference.
The ship is responsible for conducting thetests necessary to determine the acceptabilityof the repairs performed by the private ship-yard. All final tests are conducted in thepresence of interested shipyard personnel, thecognizant ship surveyor, and the ship's in-spector. Where new installations on the shiphave been made by the private shipyard, initialtest of the installation is made by the shipyardpersonnel and witnessed by the ship's inspector.Operation by shipyard personnel must be con-fined to the new installation.
When a ship's inspector is dissatisfiedwith the quality of the contractor's work on anindividual item, he must relay his criticismto the cognizant ship surveyor who will thentake appropriate action. The ship's inspectormust not attempt to require the contractor'spersonnel to redo or otherwise amend thework. Ship surveyors hold weekly conferenceswith heads of departments and ship's inspectors
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to discuss inspections and the progress of thework .being performed by the private shipyard.A signature of the person authorized by thecommanding officer to accept job orders, isrequested by the ship surveyor for each itemof work after the work has been satisfactorilyaccomplished.
THE SHIP REPAIR FACILITY
The typical Ship Repair Facility (SRF) islocated outside the continental limits of theUnited States; employs civilian personnel in-digenous to the country in which it is located;and is supervised by U. S. Naval officers assistedby enlisted and civil service personnel. TheSRF will have drydocks and shops capable ofaccomplishing nearly all ship repair work.Typical utilization includes voyage repairs andoverhaul of ships whose home ix.rts are in thearea. No new construction is accomplished.
Ship Repair Facility organization is basedon standard U.S. Naval Shipyard structure modi-fied to suit the local needs. SRF organizationgenerally differs from a shipyard as follows:
1. Supply services are furnished by a SupplyDepot in the area.
2. Public works services are furnished bya Public Works Center or Department.
3. Fire protection and police services arefurnished by other activities.
4. Industrial relations services are fur-nished by other activities.
5. Administrative services are furnishedbyother activities.
6. Medical and dental services are furnishedby a Naval Hospital.
7. Comptroller and fiscal services are pro-vided by a Naval Supply Depot or NavalStation.
Ship Repair Facilities are under a com-manding officer, usually a Captain. An SRF isa component of a fleet activity or a shore-based naval activity which exercises militarycommand. Management control, however, isunder the Naval Ship Systems Command.
Included in the Ship Repair Facility organiza-tion under the control and authority of the com-manding officer and having direct access to him,are the planning officer, the production officer,and the administrative officer. The staff of thecommanding officer also includes a managementengineering officer and may include a generalmanager for civilian personnel, who acts in anadvisory capacity only.
The mission of a Ship Repair- Facility isas follows:
1. Provide logistic support, including dry-docking, overhaul, repair, alteration, and con-version of naval ships and service craft andships of other government departments, asassigned.
2. Perform voyage repairs and related work,including drydocking of naval ships.
3. Install and maintain shure-basedelectronic equipment and provide technical guid-ance to assigned naval activities.
4. Perform additional related functions re-quested by competent authority.
The production procedures of the SRF aresimilar to those of the naval shipyard. Theproduction officer assigns a ship superintendentto each ship to inspect the work performed andensure the timely completion of job orders.The duties of the ship superintendent of anSRF parallel those of the ship superintendentof the naval shipyard.
The military staff of the production depart-ment may be paralleled by a complete civilianstaff. This apparent duplication is necessary toprovide liaison with the shop personnel whowill be native to the country in which the SRFis located, to furnish continuity bridging officerpersonnel changes, and to provide direct tech-nical assistance. (NOTE: Some fleet activities,such as Fleet Activities Sasebo, Japan, havea Ship Repair Department, referred to as SRD.)
REGULAR OVERHAUL
All ships of the fleet are assigned regularoverhaul periods for maintenance and improve-ment. These periods usually vary from 1 monthfor small ships tc 3 months or more for thelarger ships. During the overhaul period, workpertaining to repairing, docking, and alteringships is performed by the shipyard force. Theinterval of time between regular overhauls,varies from a year to five years, the intervalbeing the maximum period consistent withkeeping the ships in fighting trim.
An analysis of the problems of building,overhauling, or converting ships reveals thatfor all three periods, the following factors playessential roles:
1. The ship must be available for theuninterrupted accomplishment of yard work.(The term associated with this is AVAIL-ABILITY.)
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2. The contemplated work must be decidedupon, arranged in order of priority ofaccomplishment, and actually authorized to beperformed.
3. Funds must be available in sufficientamount to cover the cost of the work.
4. Material must be available.5. Men to perform the work must be avail-
able.
ADVANCE PLANNING
The advance planning stage of the reg-ular overhaul commences approximately 18months before the scheduled commencementof the overhaul. It is during this stage thatplans progress from the very rough stage to arefined and definite schedule. In the broadsense, advance planning provides a solid founda-tion for the consummation of work on navalships in all shipyards. Availabilities of shipsare approved by the Chief of Naval Opera-tions on a fiscal year basis. Prior to approval,schedules are commented on by forces afloatand the Naval Ship Systems Command.
Factors considered in formulating the over-haul schedule are: (1) the intervals between theprevious overhaul availabilities of ships and theproposed overhauls; (2) the placing of shipsin home shipyards or shipyards capable ofperforming any required special type of work;(3) the provision of continuity of work in allshipyards to avoid laying off men intermittently;(4) the probable availability of critical materialon important jobs; and (5) any special factorsthat may arise. The final approved schedulerepresents the best compromise possible and isthen used as a basis for planningby the bureaus,the yards, and forces afloat.
It is quite probable, in view of the remote,long-range nature of the schedule, that changesand adjustments may be required from time totime. As the need arises, proposed changes areevaluated and approved or disapproved by theChief of Naval Operations. The administrationof the schedules is delegated to the type com-manders. The details of ship's availabilities,such as actual time of arrival and completion,are determined by the type commander in con-sultation with the shipyard commander or SUP-SHIP.
Advance planning on the part of the shipis necessary to a successful overhaul. Theengineer officer must provide for the prepara-tion of or make plans to cover the following:
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1. Ship's force work.2. Training of engineering personnel during
the overhaul.3. Security of engineering spaces, including
protection against fire, flooding, theft,and sabotage.
AU work within the capacity of the ship'sforce should be accomplished by personnel ofthe ship. The cost of such work whenperformedby the shipyard, is normally disproportionateto the value received. A schedule of ship'sforce work should include names of personsresponsible for accomplishment, estimated dateof completion, estimated nulaber of man-hoursrequired, and the assistance in way of materialsor tools required from the yard. Copies of theship's force work item list must accompany theship's repair requests and work item lists.
Plans for training during the overhaul periodshould outline the objective to be accomplishedby the end of the period. Local training fa ell-ties and fleet schools should be utilized to themaximum degree consistent with obtaining a goodoverhaul.
Regular overhaul periods provide a time forclearing up backlogs of leave accrued while theship was in an operational status. The plansshould provide for an equitable distributionof leave to personnel while maintaining a forceof inspectors who are capable of inspectingwork for the ship and sufficient other person-nel to ensure timely accomplishment of theship's force work items. A period of turnovershould be arranged between the return ofone leave party and the departure of another.
While the ship is undergoing overhaul, specialprecautions again l fire, flooding, theft, andsabotage must be taken. The shipyard is pre-pared to give assistance in matters of securitybut the responsibility for establishing securitymeasures remains with the ship. The plan shouldinclude the necessary organization for:
1. Precautions Against Fire. The greatestcontinuous hazard to ships undergoing over-haul is fire. Disruption of firefighting facili-ties and burning or welding work in progressare the most dangerous conditions contributingto fire hazards. The ship is responsible forproviding fire watches, properly instructed,to each burning or welding job in progressaboard ship. All watch personnel should beinstructed in the location of shipyard fire alarmboxes closest to the ship, and the current ship-yard directives concerning fires and firefighting.
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Chapter 10SHIP AVAILABILITIES
2. Precautions Against Flooding. The pos-sibility of engineering spaces flood1 throughsea connections or through leaks in pipingsystems must not be overlooked. The securityplan should require frequent inspections to bemade of all unattended spaces in which pos-sibility of flooding exists.
3. Precautions Against Theft and Sabotage.Responsibility for security of the ship againstacts of theft or sabotage will rest largely withthe security watches and inspectors of shipyardwork. Tact should be exercised in enforcingcertain security measures in order that nooffense will be given to shipyard personnel.To reduce the possibility of theft, all tools,valuables, and clothing should be placed inlocked stowage. Storage spaces within the ship-yard may be available to the ship for suchpurposes. Acts of sabotage can best be counter-acted by the vigilance of watch and duty person-nel. Periodic patrols conducted at irregularintervals through ship's spaces and properidentification of all personnel boarding the shipare basic requirements for security. .
ASSIST-SHIP'S-FORCE FUNDS
During an overhaul period (and certain re-stricted availabilities) a portion of the repairfunds may be designated as an assist-ship's-force fund. The fund, under the local controlof the ship's commanding officer without furtherreference to the type commander, provides ameans for the ship undergoing overhaul to ob-tain minor shipyard assistance (in the natureof services, labor, or special tools and equip-ment) to aid in the completion of work under-taken by the ship's personnel. No work can beundertaken for assist-ship's-force funding inwhich the ship's force does not participate.Generally, the engineer officer in conjunctionwith the ship superintendent (or ship surveyor)administers the assist-ship's-force fund. Caremust be exercised not to expend the fundsearly in the overhaul. This can best be avoidedby careful screening of requests for assistanceand the employment of accurate accountingmeasures.
DOCKING
Ducking of naval ships in drydock or inmarine railways is accomplished either to per-mit routine painting of the ship's hull and ex-amination of the underwater fittings of a ship
r
or to accomplish repairs of damage. The firstis termed a ROUTINE DOCKING and is carriedout during regular overhaul periods at intervalsestablished by the Naval Ship Systems Command.The latter is called an EMERGENCY DOCKINGand is accomplished as the need arises.
The officer in charge of the general opera-tion of the drydock and responsible for the prepa-ration for and the actual docking and undockingof ships is the docking officer (naval ship-yard) or dock master (private shipyard).
Based on approved overhaul schedules, adocking schedule is prepared for several monthsin advance of any given date. This schedule isused for planning purposes to ensure the avail-ability of docking facilities for all possible uses.It is customary to schedule the docking of aship as early in the overhaul period as pos-sible to ensure completion of all required work(its extent can never definitely be determineduntil after the actual docking) and to avoidinterference with other planned work whichmust of necessity be performed late in the over-haul (such items being machinery trials andstrength tests of structural work).
The remainder of this discussion concerningdocking Of the ship states the procedure fordocking a ship in a naval shipyard. The pro-cedure for docking a ship in a private ship-yard will not differ greatly.
As soon as a ship scheduled for docking entersthe shipyard, a shipwright from the docking crewobtains from the ship its docking plan and checksthe draft and the list of the ship. The shipyardusually has available in its files copies ofdocking plans of all ships it customarily docks;the applicable plans are checked against theship's copy to ascertain that any correctionscaused by work accomplished elsewhere areproperly noted. The docking officer visits theship about one week prior to the actual dockingand discusses detailed docking arrangements.
Points covered include (1) a detailed ex-amination of the docking plan is made to de-termine any errors or discrepancies (2) a de-termination is made of the location of themooring lines and the number and locationof the line-handling parties on board ship, (3)the maximum permissible trim is set and theimportance of the ship entering with zero listis emphasized (4) the scheduled drydock workis discussed, (5) the ship is notified that theshipyard watch officer will arrange for tugsand pilot service, and (6) a determination ismade from the ship's last docking report which
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position the ship was last docked in, so thatit can be changed for this scheduled dockingto facilitate cleaning and preservation of theunderwater body.
In laying out a drydock the ship is generallylocated as close to one end of the drydockas practicable to make possible the settingof blocks for the following ship. Dimensionsare ordinarily taken from the after edge ofthe ship's main deck to the after edge of eachblock. This determines the fore and aft loca-tion of the blocks. The shipwrights determinethe fore and aft centerline of the keel blocksand the athwartship locations of the blocks aremeasured from this line. Vertical heights aremeasured from a plane established by a publicworks engineer. After the dock has been setand prior to flooding, the docking officer andthe dockmaster (shop 84) check the dock, cover-ing the following points with particular attention:
1. The location of the mark on the dockutilized to locate the stern of the ship.
2. The location -of-the first (after) keelblock and all haulini blocks.
3. The heights of all hauling blocks toensure sufficient clearance under the bilgekeels, even if the ship has a slight list.
4. The avoiding of interference between seavalves or hull fittings and any blocks.
5. The height, shape, bevel, and locationof cradle blocks.
6. The existence of projections below thebaseline, to avoid any interference on landingor in hauling the ship into the drydock.
After the dock has been completely checked,the docking officer gives the order to floodthe dock. He remains at the dock until allthe blocks are well covered to ensure thatno blocks are torn loose or misplaced duringthe flooding process. A working party for han-dling the lines of a ship being drydocked isgenerally furnished by the ship at the requestof the yard. If this is not possible, it is ftwnishedby other ships as directed by the commander,or by a detail of yard labor.
Prior to the entrance of the ship into thedock, the docking officer instructs the workingparty in their duties. The commanding officerof the ship being docked is in charge men thebow (or stern, ft docked stern first) reachesdock sill and the ship is pointed fair forentering. The docking officer then takes formalcharge until the ship has been landed, the bilgeblocks hauled, and the dock pumped down.Under the direction of the docking officer, lines
are handled to ensure safe entrance of the shipinto the dock. Breast and spring lines are keptabreast their positions on the ship and where twolines lead from one bow or quarter, one mustbe led over a bollard or capstan while the otheris shifted. This permits control of the shipat all times.
Certain procedures and precautions ap-plicable to docking a ship follow:
1. On entering dock the ship should bewithout list and without excessive trim. Allequipment whose: operation requires it to extendbeyond the hull should be refracted or housedprior to entering the dock.
2. No weight or ballast may be shifted,added, or removed while the ship is in drydockwithout the permission of the yard. It is theresponsibility of the commanding officer tokeep an accurate record of any weight changesauthorized by the yard.
3. From the time of entering the dock,propellers must not be turned without permis-sion of the docking officer.
4. U.S. Navy Regulations sets forth therequirements regarding the closing of all bottomopenings outside of working hours.
5. No fuel oil, gasoline, or other flammableliquid may be drained into the dock. If the needarises, the yard will provide special containersfor the disposal of such liquids.
8. Where direct sewerage connections areprovided in the dock, washrooms and heads areconnected to them. Where there are no sewerageconnections, facilities on the dock are used, but,with permission, washrooms may be draineddirectly into the dock.
7. During freezing weather, all pipes,valves, and fittings attached to the shell shouldbe drained of water to prevent cracking due tofreezing.
8. All guardrails around the dock are tobe kept in place, except during actual dockingand undocking operations.
The ship is usually towed into the dockby means of a towline, one end of which issecured to the ship and the otheii end to apower winch or capstan at the bead of thedock. When the ship is in approximate loca-tion, the caisson at the entrance of the dockis replaced and sunk. Pumping operations thencommence. The skip is located in the positionshe is to take when the dock is dry. Thisposition is meticulously checked and maintained,especially immediately prior to landing. Thedrafts of the ship at landing are recorded and
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checked to ensure that the ship lands at theproper drafts.
During the pumping operation if the shipdevelops an undue list or lands before thewater has dropped to the proper depth, or ifa shore buckles on landing, the pumping isstopped, the dock flooded if necessary, andthe cause of the difficulty determined andcorrected before proceeding. The engineer of-ficer should make a thorough inspection of theship's bottom and fittings as soon as possibleafter the dock is pumped dry. Results of theinspection will be logged in the ship's log andthe Engineering Log.
While in drydock, the docking officer isresponsible for all routine underwater work,and the ship superintendent is responsible forall other work. Other repair work scheduledfor the ship is continued while the ship is indrydock insofar as it does not interfere withwork in the drydock. The following are ex-amples of the instructions (of particular im-portance to the ship's engineer officer) givento the various shops by means of the regulardocking job order:
SHOP 64Set up blocks, remove and replaceblocks as necessary, align ship dock. Strikein waterlines at drafts furnished by the com-manding officer. Notify the design superintendentof any discrepancies in the docking plan.
SHOP 11Examine and report to the dockingofficer on:
1. Condition of plating around each com-position article where sines are not fitted. Anydefinite evidence of local electrolytic attackadjacent to propellers or other compositionarticles is to be reported.
2. The number and condition of sines, andthe condition of plating in the vicinity of whichsince are fitted. Replace sines that are at least40 percent corroded.
3. Inspect bottom and make necessaryroutine structural repairs. Remove hullstrainers, inspect sea chests, and replacestrainers. Particular attention is to be paidto rivet points, butts, seams, and conditions ofplating. gamine hull fittings and underwatersound equipment. Inspect for leakage of ruddersand all compartments, such as skegs which areaccessible for inspection only when the shipis in drydock. If evidence of leakage exits,make necessary repairs aid air-test.
4. Inspect propeller daft struts and rudderto ascertain need for thiokol application as
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required by Naval Ship Systems Commanddirective.
SHOP 41Remove, repair, and replacewelded fairwaters and rope guards in connectionwith shaft work.
SHOP 26Do welding and cutting as required.
SHOP 31Do machine work as required toassist ship's force in overhauling sea valves. Domachine work as required by shops in connec-tion with their routine drydock work and makedocking report to docking officer.
SHOP 38Accomplish the following:Take such rudder clearances as practicable
without unshipping the rudder. Examine sterntube and strut bearings, propellers, couplingsand shafting, and repair minor defects (includingrepair of all nicks and bends in propeller bladeedges). Report such propeller blade repairsto the senior planning and estimating super-intendent for machinery. Remove and replacebolted fairwaters and guards. Remove duncecaps, test propeller nuts and keepers, removekey covers, and test coupling keys. Ship's forceexamine sea valves and make request to assist-ant planning and estimating superintendent con-cerned for repairs as necessary. Rudder andstern tube packing to be renewed by shipyardonly when specifically requested by the com-manding officer as beyond the capacity of ship'sforce. Report shaft clearances and rudderdata to docking officer by telephone as soon asinformation is available. Follow up with awritten report. Take propeller data and make awritten report to docking officer.
SHOP 51Disconnect and remake electricalconnections and remove and replace portionsof cables as required by sonar laboratory andshop 38 in inspecting and testing sonar hullunits. Provide power leads for plastic paintpots as required.
SHOP 56Install and remove necessarypiping from the scuppers on the side of theship to the sewerage lines or drains in thedock. Install and remove plugs in overboarddischarges. Dry sandblast and apply thiokolto propeller shaft struts and rudder as di-rected by the docking officer.
ENGRIEERING ADMINISTRATION
SHOP 71 Make a thorough inspection ofbottom immediately after water recedes fromdock to obtain data required for docking re-port. The shop branch (production department)furnishes assistance in identifying biologicaltypes of fouling. Remove paint from sufficientnumber of small areas on the bottom to de-termine extent of black oxide beneath the film.Sandblast bottom, if directed by the dockingofficer. Paint the bottom.
SHOP 72.Furnish necessary labor to dockand undock. Rig stages for cleaning and paint-ing the bottom. Furnish incidental labor re-quired by the various shops for dock work.
SHOP 99Furnish services as required.
PAINT LABORATORYMeasure film thick-ness of newly applied paint. Inspect previouslyapplied thiokol for performance. Make writtenreports to docking officer.
METALLURGICAL LABORATORY.Ifthio-kol is applied, measure surface temperatureduring application, as directed by the dockingofficer.
DESIGN DIVISION.Correct docking plandiscrepancies reported by Shop 64; carry outprocedure for standardized docking plans.
When work in the drydock has progressedto such a point that its completion can beaccurately forecast, the ship is scheduled tobe unlocked. Certain preliminary arrange-ments are made under the direction of thedocking officer prior to flooding. These areas follows:
1. The disposition of the ship after it leavesthe dock is determined.
2. The line-handling party is instructed anddetailed to lines.
3. Men are stationed at an newly completedwork to be ready to detect leakage.
4. An *aging and loose material is re-moved from the dock.
5. The pumping plant is readied for opera-tion in the event it is necessary to pump down.
When the preliminary arrangements havebeen made, the dock is flooded to a point whichlacks about 2 feet of lifting the ship fromthe blocks. Flooding is stopped. Each dropthat perorured underwater work checks itswork for tightness and the ship's personnelmake an overall check of the watertight integ-
rity. Reports of satisfactory condition aremade to the docking officer prior to resumingflooding. Should an undue list develop uponlifting, flooding is stopped and the necessarycorrections are made prior to proceeding. Thedocking officer directs the handling of the linesduring undlcking, and through the pilot, con-trols the movements of the tug towing the shipout. The docking officer is in direct chargeof the undocking until the bow crosses thesill. After the ship is clear, the caisson isreplaced, the dock pumped doom, and the blocksare set for the next ship.
Within ten days of the undocking of a ship,a report is submitted by the docking facilityto the Naval Ship Systems Command withcopies to the commanding officer and typecommander. The report includes in general:
1. Name and class of ship, place and dateof docking and =docking, reason for docking.
2. Draft readings at docking and undocking.S. The number of days underway, not under-
way, and waterborne since last docking.4. The formula and extent of bottom paint-
ing. The performance of the previous coatof paint. The method of application and amountof paint used.
5. Shaft and rudder clearances.6. The details of all other work performed.
Each shop performing underwater work sub-mits a report on its work to the docking of-ficer, who checks each report and makes outthe smooth report.
INCLINING EXPERIMENTS
Inclining experiments are conducted on shipswhen directed by the Naval Ship Systems Com-mand. The purpose is to determine the verticalposition of the center of gravity of a ship.During the construction of ships, all componentsentering into construction are weighed, andfrom the recorded weights and locations aboardship the vertical position of the center ofgravity may be calculated. Even though a shiphas been weighed during construction, it iscustomary to perform an inclining toperimenton the first completed ship of a class. Period-ically thereafter, throughout the life of a typicalship of a class, the experimed-n are repeatedto determine any rise in the center of gravitydue to added weight over a period of years,and to compute the effect of this rise on thestability dmaieteristat.a of the ship. The ex-periments are conducted while the ship is
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Chapter 10SHIP AVAILABILITIES
waterborne in a drydock (to eliminate effectsof currents or waves) or at a pier havingadequate weight-handling facilities. The ex-periment itself consists of moving known weightscertain specified distances across the deck andrecording the angles of heel produced. The freemovement of the ship must not be impeded byany mooring lines or shore connections such ashoses and brows.
The role each naval shipyard departmentplays in the experiment is outlined below:
1. Planning department.The planning andestimating division authorizes the experimentby issuing a job order after receipt of a bureaudirective. The design division makes arrange-ments for the experiment and is in charge ofconducting it. Upon completion, a preliminary,abbreviated report is made to the NavalShip Systems Command followed by thepreparation of a formal booklet of inclining ex-periment data.
2. Production department.Prepares theship for the experiment (less the preparatorywork assigned to the ship's force). It providesrequired services, equipment, and personnelfor the conducting of the experiment. It makesarrangements for tugs and pilots and furnishesinformation regarding work yet scheduled to beaccomplished during the overhaul. The shipsuperintendent is in direct charge of the pro-duction departmental personnel. He attendsconferences at which arrangements and proce-dures are discussed and decided; removesshipyard equipment and dunnage from the ship;removes free liquids from the bilges and fillsand empties tanks as required; checks to seethat all excess yard personnel have left theship and that all shore connections are broken.Shop 84 sets up the equipment used for measur-ing the angles of inclination and installs cribbing,tracks, and shoring for the inclining weights.Shop 72 furnishes inclinhig weights, the menand crane service to handle the weights, person-nel for kindling rigghe and moving lines, andsmall boats and crews. Shop 51 provides andinstalls a sound-powered telephone circuit con-necting all inclining stations. The chief chemistaqslyzes the specific gravity of materials sub-mated by the design division.
3. The administrative department.Fur-nishes tugs and pilots as requested.
4. The design division of the planning depart-ment.Taikes photographs of the ship being in-
The commanding officer of the ship bringsthe ship to the conditions specified by thedesign division, furnishes detailed informa-tion regarding the types; quantities, and loca-tions of the ship's equipment, stores, and liquids,and supplies the service of the ship's person-nel to assist in conducting the experiment.
POST REPAIR TRIALS
Near the end of every overhaul during whichmajor repairs are accomplished on machinery,appropriate trials are conducted to test theoverall effectiveness of the repairs. The com-mander of the naval shipyard (or SUPSHIP)and the commanding officer of the ship de-termine the nature and extent of the post re-pair trials based on the work performed.A full power trial should be scheduled follow-ing each regular overhaul to ascertain that thepropulsion plant is capable of full power opera-tion. The object of the post repair trials is toascertain if the work has been completed, ifthe results sought have been fully ac-complished, and if the ship (including machinery,weapons, and electronics) is in all respectsready for service.
Post repair trials, if practicable, are witnes-sed by the ship superintendent (or ship surveyor),any shipyard (or SUPSHIP) personnel he shalldesignate, and a duly appointed representativeof the ship, to observe whether or not the workperformed is satisfactory. When the overhaul isaccomplished at a private shipyard, thecontractor is permitted to have representativeson board to witness the trials
Dock Trial
As soon as practicable after the work hasbeen completed, the commanding officer di-rects the engineer officer to conduct a docktrial to ascertain the exact condition of theelectrical and main propulsion plants. Thetrial is witnessed by the ship superintendent(or ship surveyor). Any defect, deficiency,or maladjustment discovered must be cor-rected, supplied, or remedied and another trialmade. The dock trial is repeated until thecondition of the engineering plant is reportedsatisfactory by the engineer officer. The con-ditions to be observed and the operation ofmachinery performed during the dock trialare discussed in chapter 12 of this publication.
ENGINEERING ADMINISTRATION
Sea Trial
As soon as practicable after completionof the dock trial, when the persons responsiblefor the adequacy of the work are satisfies. thatthe equipment is ready in all respects, a seatrial is conducted if the shipyard commander(or SUPSHIP) and the commanding officer con-sider it necessary. The trial is conducted bythe commanding officer. The conditions of thetrial are determined mainly by the characterand magnitude of the work that has been per-formed and are conducted in such manner asthe commanding officer and the naval shipyardcommander (or SUPSHIP) deem necessary andsufficient. A full power trial, if required, isconducted during the sea trial, except when thecommanding officer considers it desirable todelay such trial until new machinery partshave been properly run in and the trainingstatus of the crew will permit full power opera-tion of the propulsion plant without undue hazardto the machinery.
READINESS FOR SEA
Normally, the cognizant type commanderallots the ship a readiness for sea (RFS)period immediately following the overhaul. Thetime is for use by the ship's force to com-plete additional preparations prior to returnof the ship to unlimited operational status.The time may be used (1) to load ammuni-tion and supplies, (2) for special exercises
and maneuvers at sea, or (3) to prepare fora special mission. The RFS period alloted toa ship will not (normally) exceed 7 days andfrequently it will be less. If there is an im-mediate special operational need for the ship,the RFS period may be omitted entirely. Neitherthe shipyard commander nor SUPSHIP arepermitted to use the RFS period for the ac-complishment of work items that the shipyardhas been unable to complete prior to com-pletion of the overhaul. If additional time isneeded by the shipyard, an extension of theavailability should be requested from thecognizant type commander.
DEPARTURE REPORT
At the completion of an overhaul, a departurereport is prepared and submitted by the planningdepartment of the naval shipyard or SUPSHIP.The basic purpose of the report is to acquaintall activities interested in the overhaul withwhat work was scheduled for accomplishment,how much was completed, and what the actualcost was. The report enables the ship to cor-rect its records that summarize the materialcondition of the ship; it permits the cognizanttype commander to evaluate the overhaul and toadjust and account for the repair funds allottedto him for administration; and it supplies thecognizant bureaus with information on altera-tion accomplishment and funds expenditures. Thereport furnishes the specific information de-sired by the various bureaus.
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evel
CHAPTER 11
SHIPBUILDING, INACTIVATION, AND ACTIVATION
When a ship is needed to augment the activefleets, it may be procured by constructing anew ship, converting an older ship,- or acti-vating a ship from one of the reserve fleets.When the services of a ship are no longerrequired by the active fleets and the ship mustbe held in readiness for future use, the shipis placed in an inactive status (out of com-mission, in reserve) in one of the reservefleets. This chapter contains information con-cerning the procurement of ships (new con-struction, major conversions, and activation)and the laying up of ships (inactivation) for pos-sible future augmentation of the active fleets.
NEW CONSTRUCTION ANDMAJOR CONVERSIONS
The Naval Ship Systems Command is as-signed procurement responsibility for the de-sign, construction, and conversion of all Navyships and craft with the exception of certainservice craft assigned to the Naval FacilitiesEngineering Command. For the constructionand conversion of a Navy ship, the Naval ShipSystems Command may either (1) award ashipbuilding contract to a private shipyard, or(2) atudgn a project order to a naval shipyard.
Each year the Naval Ship Systems Commandreviews the entire shipbuilding and conversionprogram expected to be approved and funded bythe Congress in order to determine in eachcue whether to award a shipbuilding contractcompetitively to a private shipyard or to rec-ommend assignment to a naval shipyard. Thereview considers such factors as (1) the typeand contplerty of construction involved, (2) theurgency of he delivery date, (3) the past per-formance of the various eligible shipyards (withrespect to quality of workmanship, timelinessof delivery, and final costs), (4) the projected
Cs.
workload capacity of the shipyards being con-sidered, and (5) the number of similar shipsin the program. Recommendations as to themeans of carrying out the program are sub-mitted by the Naval Ship Systems Command tothe Secretary of the Navy and the Secretaryof Defense. For the construction of warships,Congress has prescribed a pattern requiringthat ships be built alternately by raval andprivate shipyards. Exceptions to the patternrequire the approval of the President, and arenormally included in his directive to executethe shipbuilding program approved by the Con-gress.
Prior to awarding a shipbuilding contract toa private shipyard, invitations to bid are pre-pared and advertised to interested and qualifiedcontractors. On a designated date, after allbids from the contractors have been receivedand opened, the Naval Ship Systems Commanddetermines the bid best suited to the interestsof the government, conducts additional negotia-tions as necessary, and awards the shipbuildingcontract.
Each shipbuilding contract contains generaland specific provisions. The general provisionsconcern general concepts and procedures re-lated to inspection, changes, delays, prelimi-nary and final acceptance, guarantees, andavailability of plans. The general provisionsalso include insurance, military security andhandling, installation of government furnishedmaterial, general specifications for the han-dling of material, and various laws and acts ofCongress relevant to the contract. The specialprovisions of the contract indicate the partiesconcerned (the government and the contractor),the type and number of ships to be constructedor converted, and the price for the executionof the contract. Special provisions also definethe scope and limitations of the contract, es-tablish the completion and delivery dates for
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the ship, and contain any changes, modifica-tions, or amendments to clauses of the generalprovisions.
A shipbuilding contract is not necessarywhen the ship construction or conversion isto be accomplished in a naval shipyard. In-stead, the Naval Ship Systems Command issuesto the naval shipyard, approved by the Secre-tary of Defense, a project order to cover thecost of the ship being constructed or converted.
Each office of the Supervisor of Shipbuilding(SUPSHIP) is under the management controlof the Naval Ship Systems Command and themilitary control of the district commandant ofthe naval district in which the office is located.The basic mission of the office of the SUPSHIPis to administer for the Navy Department andother departments of the Department of De-fense the shipbuilding, design, conversion, re-pair, and facility contracts that are performedat plants under cognizance of the office of theSUPSHIP. Information dealing with additionalfunctions of SUPSHIPS is discussed in chapter10 of this publication; therefore, it will not becovered in this chapter.
THE NUCLEUS CREW
Naval personnel, both officer and enlisted,ordered directly to the building shipyard orreactivation activity prior to the commission-ing of the ship form the nucleus crew of theship. Officers of the nucleus crew normallyinclude the prospective commanding officer andthe prospective heads of departments. Certainother key officers may be assigned dependingon the type of ship involved. The districtcommandant of the naval distric* in which theshipbuilding, conversion, or activation is beingaccomplished is the reporting senior of theprospective commanding officer of the shipuntil the ship reports to a fleet or operationalcommander. The district commandant is thereporting senior for the other officers of thenucleus crew until the ship is commissioned.Officers of the nucleus crew are ordered toreport to the district commandant for tem-porary duty in time to arrive at the buildingor conversion yard 0 to 12 weeks prior to thecompletion or commissioning date of the ship.
The enlisted component of the nucleus crewincludes certain key petty officers (approxi-mately twenty percent of the ship's allowance)who are generally ordered to report to a pavalactivity in the vicinity of the shipyard 10 weeks
in advance of the ship's completion or com-missioning date. When berthing and messingfacilities are available at a private shipyard,and the nearest naval activity is at such a dis-tance as to make daily commuting impractica-ble, the Chief of Naval Personnel may authorize(by correspondence) transfer of the nucleuscrew personnel from the naval activity to theprivate shipyard. In addition, the Chief ofNaval Personnel may designate the SUPSHIPor a representative from his office as com-manding officer of the enlisted personnel of thenucleus crew.
The balance of the crew, both officer andenlisted personnel, are normally assigned to afleet training center for precommissioningtraining. The training is usually scheduled topermit the balance of the crew to report to theship one week in advance of the completion orcommissioning date.
The nucleus crew is organized into the de-partments represented, headed by the prospec-tive heads of departments or senior depart-mental officers present. The crew functionsunder the direction of the prospective com-manding officer, or, if he has not reported, thesenior line officer member of the crew. Theprospective commanding officer has no inde-pendent authority over the preparation of theship for service by virtue of his assignmentuntil the ship is commissioned and transferredto his command. When requested (usually 10weeks prior to commissioning), the prospectivecommanding officer submits a weekly progressreport to the Chief of Naval Operations statinghis views concerning the general condition ofthe ship and any existing deficiencies in ma-terial and personnel.
The precommissioning duties performed bythe prospective officer include:
1. Conducting frequent inspections of allengineering spaces and machinery installations,and keeping himself and the prospective com-manding officer informed of the condition ofthe spaces and the progress of the work.
2. Reporting all unsatisfactory nen% anddeficiencies to the prospective commanding of-ficer, and recommending essential changes andalterations including revisions in allowancelists intended to improve the ship's effective-ness.
3. Organizing the engineering departmentand developing plans for the administrationand training of engineering personnel after thecommissioning.
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4. Directing the training of engineeringpersonnel of the nucleus crew to ensure thor-ough familiarization with all machinery, equip-ment, and readiness for sea procedures.
5. Witnessing tests and trials of engineer-ing equipment and machinery.
The tasks of the nucleus crew of a shipthat is being constructed or converted include:
1. Assisting in the assembly of the pre-commissioning outfit.
2. Witnessing tests of machinery and equip-ment and assisting in the identification ofdeficiencies.
3. Familiarizing themselves with the de-tails of operation of the ship.
4. Instructing the balance of the crew whenthey report.
The tasks of familiarization and trainingare the two most important jobs of the nucleuscrew. It is primarily during the few weeks thatthe nucleus crew is aboard that the knowledgeand practical information about the character-istics of the equipment and machinery of theship must be funneled from her designers andbuilders to the operating crew. The develop-ment, implementation, and coordination of aneffective training program are basic responsi-bilities of the prospective commanding officerand every member of his nucleus crew. Theinspection officer of the SUPSHIP office or theship superintendent in the naval shipyard arein good positions to assist the nucleus crew insecuring instructors, classrooms, and trainingaids. In addition to the qualified instructorsin the nucleus crew, instructors for formalpresentations and on the job training are readilyavailable among the technical and productionpersonnel of the building yard and the serviceengineers assigned to the yard to assist in theinstallation, activation, and testing of the morecomplex equipment installed in the ship.
Each prospective engineer officer assignedto a nucleus crew should obtain a current copyof Orientation For Nucleus Crews Assigned ToNew Construction And Conversion Ships, Nav-ships 250-710. Copies of the manual are gen-erally available at the SUPSHIP office or navalshipyard.
SHIPBUILDING PROCEDURES
The operational requirements for a newnaval ship are prescribed by the Chief of NavalOperations. With the requirements as a guide,
the Preliminary Design Section of the NavalShip Systems Command develops the prelimi-nary plans and specifications of a number ofvariations within the general type of ship re-quired, and examines and analyzes them todetermine various optimum hull forms and ar-rangements. The resulting studies are pre-sented to the Ship Characteristics Board wherealternate designs are considered and recom-mendations are made to the Chief of NavalOperations. After approval of a preliminarydesign, a more extensive contract design withthe accompanying detail and special specifica-tions are developed sufficiently to allow a shipconstruction activity (government or private)to prepare working plans and construct theship desired. The construction of the desiredship may involve building a new ship or con-verting a ship that is already built. The gen-eral specifications for naval ship constructionpublished in General Specifications For Shipsof the U.S. Navy normally apply except asmodified by the special specifications for aparticular ship class.
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Ship Plans
Many ship plans are required for the con-struction, conversion, operation, and mainte-nance of naval ships. Some of the plans are avaluable source of information for the prospec-tive engineer officer aul will help him becomefamiliar with the design and constructionfeatures of his ship.
CONTRACT PLANS are NavShips plansforming part of the contract, and illustratedesign features of the ship from which nodeparture in the development of plans by thecontractor is permitted unless such departureis specifically approved. They consist of:(1) Hull Contract Plans, (2) Machinery ContractPlans, (9) Electrical Contract Plans, and (4)Electronics Contract Plans.
CONTRACT GUIDANCE PLANS are Nav-Ships plans forming part of the contract, andllins.`rate design features of the ship subjectto development. The design features areacceptable to Nav Ships but will not necessarilybe subject to strict compliance provided therequired results are accomplished. The plansmay consist of: (1) Hull Contract GuidancePlans, (2) Machinery Contract Guidance Plans,(3) Electrical Contract Guidance Plans, and (4)Electronics Contract Guidance Plans.
ENGINEERING ADMINISTRATION
STANDARD PLANS are Nav Ships plans il-lustrating arrangement or details of equip-ment, systems or components from which nodeparture in the manufacturing of parts orintent of use is permitted without prior ap-proval from Nav Ships. They may consist of:(1) Hull Standard Plans, (2) Mechanical Stand-ard Plans, (3) Electrical Standard Plans, and(4) Electronics Standard Plans.
TYPE PLANS are Nav Ships plans that il-lustrate the general arrangement of systemsor components that will be satisfactory forNav Ships purpose but that will not necessarilybe subject to strict compliance as to detailsprovided the required results are accomplished.They may consist of: (1) Hull Type Plans, (2)Mechanical Type Plans, (3) Electrical TypePlans, and (4) Electronics Type Plans.
PRODUCTION PLANS are manufacturers'plans illustrating mechanical and electricalequipment (exclusive of electronic equipment).They consist of: (1) Class A and Class CMaster Plans (ship identification numbers arenot shown because there are no features ex-clusively applicable to any particular ship),and (2) Class B and Class D Other Plans (shipidentification numbers are shown because somepart or feature is applicable only to a particu-lar ship). These are manufacturers' workingplans.
CONSTRUCTION PLANS are the contrac-tor's plans that are necessary for constructionof the ship or for illustration of the ship con-structed.
WORKING PLANS are those Constructionand Manufacturers' Equipment Plans which arenecessary for the construction of the ship. Theyare directly associated with the ship and sys-tem arrangement, fabrication, and installation.They are developed from the specifications,Contract Plans, and Contract Guidance Plans.
SELECTED RECORD PLANS are a desig-nated group of Construction Plans applicableto an individual ship and illustrate importantfeatures systems, and arrangements. Theyare maintained correctly throughout the lifeof the ship by the Government. Selected Rec-ord Plans include: (1) Booklet of GeneralPlans, (2) Docking Plan, (3) Schedule of Water-tight Integrity Tests and Inspections, (4) Com-partment of Tanks-Testing Requirements, and(5) tank capacity curves and curves of thevertical center of gravity.
ONBOARD PLANS are a designated groupof Construction and Production plans illustrating
those features considered necessary for ship-board reference. The builder is required tofurnish the ship with a set of Onboard Plansas prescribed in chapter 9001 of the NavalShips Technical Manual.
The builder is required to furnish the shipwith two copies of the Ship's Plan Index (SPI)applicable to the ship concerned. The Ship'sPlan Index is required to include all plansapplicable to the ship concerned, except asfollows:
Where a plan list drawing is available whichlists all plans applicable to any item of ma-chinery and equipment, the plan list drawing islisted in the SPI, but the detailed plane of theitem concerned, which are listed on the planlist drawing, are not listed in the SPI. Thisalso applies to miscellaneous items such aslighting fixtures and appliances, and interiorcommunication equipment, where such itemsare covered by construction plans listing thevarious items by plan numbers.
Standard or commonly used items coveredby Bureau Standard or Type Plans, such asvalves, pipe fittings, air ports, and lockers,are not included in the SPI if they are listedby plan numbers on other construction planscovering the systems, spaces, or equipmentconcerned.
For ships having an overall length of 200feet or more, a separate Ship's Plan Index isrequired for each ship. For ships having anoverall length of less than 200 feet, a singleSPI covering all ships of the same design classbuilt by the same shipbuilder is required.
The preparation of Ship's Indexes for navalships was initiated by instructions issued inMay 1944, and, therefore, these Ship's PlanIndexes are available only for ships recentlyconstructed. Present instructions require that,except for ships having an overall length ofless than 210 feet, the individual Ship's PlanIndexes be corrected by the overhaul yardaccomplishing work on the ship concerned, torecord new plans, showing important altera-tions, and that revised sheets of the SPI bedistributed to the ship concerned and otheractivities holding copies of the SPI.
For the larger and more important olderships for which there are no individual Ship'sPlan Indexes, it was directed by NavShips (inApril 1945) that a Modified Ship's Plan Indexbe prepared. The preparation of the ModifiedShip's Plan Index was to be initiated by theoverhaul yard at the time of accomplishment of
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Chapter 11SHIPBUILDING, INACTIVATION, AND ACTIVATION
important alterations on the ship concerned.Because of the difficulties involved, the navalshipyards were not required to include a rec-ord of alterations accomplished prior to April1945. The Modified Ship's Plan Index is re-quired to list new plans covering alterationsactually accomplished together with existingplans affected by such alterations. Copies ofthe Modified Ship's Plan Index are required tobe furnished by the overhaul yard to the shipconcerned, to all naval shipyards, and to Nav-Ships.
In ships having an overall length of lessthan 210 feet, correction of existing Sliip'sPlan Indexes or the preparation of ModifiedShip's Plan Indexes is not required.
At the time of completion of a ship, theshipbuilder is generally required to furnishthe ship with a set of blueprints of selectedrecord plans plus any corrected plans (thoseplans which have been corrected to illustratefinal ship and system arrangement, fabrication,and installation) selected by either Nav Shipsor the SUPSHIP. In addition, a set of blue-prints of the production plans, applicable to theship and selected by NavShipa, is also fur-nished to the ship. As far as newly constructedsubmarines are concerned, onboard plans arenow required to be furnished in the form ofreduced size booklets.
The plans furnished to a ship at the time ofcompletion include only those plans consideredby the Naval Ship Systems Command and theSUPSHIP as being necessary on board the ship.The prospective engineer officer should notuse the SPI as a checkoff list for the purposeof obtaining a complete set of all the planslisted therein, because it would involve an un-necessary expenditure of manpower on the partof the ship's personnel as well as NavShip per-sonnel in providing, indexing, and filing manyplans that would seldom, if ever, be requiredon board ship. When experience indicates theneed for additional plans, they can be requestedfrom NavShips at the time the need becomesapparent. For the selection of onboard plansfor his ship, the prospective engineer officershould refer to the list of plans in chapter9001 (2) of the Naval Ships Technical Manual.
Construction Stage
When the working plans for the constructionor conversion of the ship have been completedand approved by the SUPSHIP or naval shipyard
/
commander, the construction or conversion ofthe sbtp is undertaken. The various stages ofthe shipbuilding and the materials, procedures,and processes used by the building yard areunder continuous surveillance of the inspectiondepartment of the SUPSHIP or the productiondepartment of the naval shipyard, including as-signed supervisory and inspection personnel,to ensure conformance with the approved plansand specifications.
After the working plans for the ship havebeen officially approved, they are consideredfixed and any variations or changes to the plansor to the ship covered by the plans must beapproved by the SUPSHIP or the shipyard com-mander. Changes and alterations within thescope of the basic plans and specifications areusually approved locally; those involving changesin the contract or contract guidance plans or inthe detail specifications are submitted to theNaval Ship Systems Command for final ap-proval. Requests for changes or alterationsto ships being constructed or converted inprivate shipyards are submitted to the SUP-SHIP for his approval or to the Naval ShipSystems Command, via the SUPSHIP, for finalapproval. In naval shipyards, requests forchanges or alterations are submitted to thedesign division of the planning department. Achange representfor deviation from the ap-proved plans and specifications is usually is-sued in the form of a formal change froniNavShips modifying, as necessary, the basicplans and specifications. It is issued bySUPSHIP as a change order to a shipbuildingcontract (private shipyard) and has the effectof legally modifying the basic contract andnecessitates adjudication to establish the in-crease or decrease in the contract price oc-casioned by the change. If the military charac-teristics of the ship are affected by the changeor alteration, the request must be forwardedto the Chief of Naval Operations for action.
Recognition of essential changes and altera-tions in the ship is one of the responsibilitiesof the nucleus crew. Certain such work itemsare minor and may be accomplished at little orno additional cost hi labor, material, weight,and stability. The problem that often must besolved by the prospective engineer officer isto determine what changes are essential andwhat manner of effecting them is the most ex-peditious and least expensive. The prospectiveengineer officer can usually gain considerableassistance in evaluating the necessity for the
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ENGINEERING ADMINISTRATION
change or alteration by liaison with the nucleuscrews of ships of the same class being con-structed or converted in other shipyards. Liai-son with sister ships in commission generallyproves even more helpful. The prospectiveengineer officer may also receive assistanceby consulting inspection, production, and designpersonnel of the SUPSHIP office a the navalshipyard.
Because of the shipbuilding contract be-tween the Naval Ship Systems Command andthe private contractor, situations permittingclaims for additional cost, delay, or termina-tion of the contract must be avoided by themembers of the nucleus crew. The prospectiveengineer officer must treat all requests forchanges and alterations in accordance with theprovisions of the contract and requests mustbe handled entirely through established pro-cedures. All requests for changes or altera-tions, however minor, must be submitted to theSUPilIP via the proper channels. The pro-spective engineer officer should direct hispersonnel to submit to him all potential re-quests for modifications or improvements, aswell as all unsatisfactory items detected. Afterscreening the items and requests, the pro-spective engineer officer should submit thoserequiring further action to the prospectivecommanding officer.
As the ship nears completion, a series oftests and trials (including those prescribed intest memoranda developed from the ship'sspecifications) are conducted by the buildingyard to demonstrate that the ship is seaworthyand that the machinery and equipment are op-erational and ready for acceptance by INSURV.These tests frequently represent the initialactivation and operation of much of the ship'sequipment and machinery, therefore, some dif-ficulties and problems will occur. AlthoughCorrection of such deficiencies and inspectionand acceptance are functions of the builder,members of the nucleus crew can gain con-siderable knowledge of the equipment and ma-chinery by witnessing the tests and observingany corrective action taken. The nucleus crewmust be aware of any malfunctions encounteredduring the tests and trials in order to: (1) en-sure that any unsatisfactory conditions arecorrected, (2) make use of such information iflater casualties are experienced during post-commissioning operations, and (3) evaluate theeffectiveness of corrective measures. AU shiptrials necessary to acceptance of a ship by the
Navy are discussed in detail in chapter 12 ofthis publication.
Completion and Commissioning
The date of completion of a ship being con-structed or converted in a private shipyard isthe date when the construction or conversion iscompleted and the stage of completion permitsthe ship's departure from the shipyard. Thisstage includes satisfactory completion of ac-ceptance trials and the mandatory work result-ing therefrom designated for completion by thecontractor prior to delivery to the designatednaval activity. At completion, the ship is de-livered and upon acceptance from the contractorbecomes the responsibility of the Navy. Thecontractor, however, is not freed from hiscontractual obligations until expiration of theguarantee period (approximately 6 months fromthe date of delivery as specified in the ship-building contract). As soon as possible afterdelivery, the commandant of the naval districtin which delivery is made (or his designatedagent) places the ship in commissionas directedby the Chief of Naval Operations.
The status of nuclear and non-nuclear pow-ered submarines is in accordance with OPNA V-INST 9080.2 (current edition). The status ofnuclear powered surface ships is changed to"out of commission, special" vice "in serv-ice" about two weeks)efore trials are started.
Ships, except Mclear powered and non-nuclear powered submarines, undergoing con-struction, conversion or modernization at navalshipyards will be placed normally "in com-mission, special" prior to the conduct ofINSURV at sea trials.
When a non-nuclear powered surface shipconstructed, converted or. modernized at a pri-vate shipyard is delivered and custody is ac-cepted by Naval Authorities, the status auto-matically becomes "out of commission,'special"until commissioning, except in those cases whenthe Fitting Out Availability (FOA) is completedduring the building period, then the ship isplaced "in commission."
Commissioning a ship depends upon the de-termination that the ship is ready inaccordancewith Article 0788 of U.S. Navy Regulations 1948and that commissioning has been directed bythe Chief of Naval Operations. As far aspracticable, the ship at this time will be in thefollowing condition:
1. In accordance with FOA instructions.
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Chapter 11SHIPBUILDING, INACTIVATION, AND ACTIVATION
2. Habitable for berthing and messing.3. Necessary firefighting, damage control,
and navigational equipment onboard in operatingcondition.
4. Control spaces and weapons batteriesavailable to ship's company for drill and emer-gencies.
5. Storerooms, magazines, and magazine°sprinkling systems, as required, ready for use.
6. If the FOA is to follow the commissioningof a surface ship delivered at a naval shipyard,the status is changed from "out of commission,special" to "in commission, special" at thetime of commissioning. This status remainsunchanged until FOA is, completed.
7. The status of naval ships intended forthe active fleet, regardless of the shipyardwhere constructed, converted, or modernized,is changed to "in commission" prior to theship's joining the active fleet.
8. After a ship is commissioned, all changesof status will be reflected in accordance with"Movement Report Instructions" (NWIP 10-1current edition).
Upon arrival at a shipyard to commenceconversion or modernization, the commandingofficer of a non-nuclear powered ship shall filea change of status to "in commission, spe-cial." The status of nuclear powered shipsshall remain "in commission" throughout thisshipyard period.
When determined by the Chief of Naval Op-erations that the status of a ship will become"out of commission, special" during the periodof conversion or modernization, the followingprocedures apply:
1. A period of 10 to 60 days between thearrival time at the shipyard and the com-mencement of conversion or modernization isscheduled for the removal of all portableequipment, repair parts, initial stock lists,consumables, and other appropriate materials.
2. During the off-loading period, the crewis phased down at a rate commensurate with theamount of preparation to be accomplishedby theship's force.
3. Based upon the progress of preparations,the appropriate district commandant recom-mends to the Chief of Naval Operations a datefor decommissioning the ship.
4. On the date approved for decommission-ing, the district commandant or his designatedrepresentative places the ship "out of com-mission, special." (At a public shipyard, hetransfers custody to the shipyard commander.
At a private shipyard, he transfers custody ofthe ship to the Supervising Authority for de-livery to the private contractor in accordancewith the terms of the contract. )
Fitting Out
The fitting out period is a period of timeassigned by the Chief of Naval Operations to anewly commissioned ship for the purpose ofplacing on board the material specified in theship's allowance and load lists. For the ship(other than a nuclear ship) constructed orconverted in a private shipyard, the fitting outperiod immediately follows the end of construc-tion and commissioning of the ship. Shipsbuilt or converted in naval shipyards and nu-clear ships built in private shipyards are usu-ally fitted out in the shipyard when constructionwork has been completed and preliminary ac-ceptance trials have been successfully con-ducted.
The fitting out period is accomplished nor-mally at the designated fitting out activity dur-ing the FOA except that items requiring instal-lation during the shipyard work period anditems required for trials or to be on board atthe time of placing "in ccmmission" or "incommission, special" are placed on board whenneeded. In the case of ships carrying or serv-ing aircraft, such aircraft and associated equip-ment, including aviation stores and aviationrepair parts, may be placed on board duringthe shakedown period at the designated aero-nautical outfitting assembly point. It will alsoinclude industrial work which must be neces-sarily performed during the FOA.
The fitting out activity is designated by theChief of Naval Operations. The activity as-sembles and places the allowance list mate-rial on board (except items that were placedon board at the building or conversion ship-yard or that have been specifically designatedto be placed on board elsewhere). Usually anaval shipyard or other naval activity (such asa naval supply center) located within the samenaval district where the ship built or convertedin a private shipyard is delivered is desig-nated as the fitting out activity for that ship.When delivery to the Navy is to be made at theprivate shipyard and suitable facilities. areavailable, a ship may be authorized to be fittedout at the private shipyard where it was builtor converted. When fitting out is authorizedin the private shipyard, an officer of the
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ENGINEERING ADMINISTRATION
SUPSHIP office is designated to act in a liaisoncapacity in matters relating to the fitting out.
The P2Atmi Out Availability is the period oftime required to effect the fitting out of a ship.The length of this period will be specified bythe Chief of Naval Operations. The followingis pertinent:
1. This period normally is 10 to 60 calen-dar days from the date of delivery when theFOA is, separate from the construction/con-version/modernization activity. If special con-ditions render it impracticable to accomplishfitting out during this period, the Chief of NavalOperations will consider requests for extension.
2. Fitting out normally is accomplished con-currently with the shipyard work period whenthe fitting out activity is the same as the con-struction/conversion/modernization activity.
3. All shipyard work specified by the Boardof Inspection and Survey for the end of fittingout (single, starred work items) is completedexcept that which may be specifically waivedby the Chief of Naval Operations.
4. The installation of all machinery, equip-ment, and armament should be completed, tested,and in an operable condition capable of meetingperformance specifications.
5. All systems performance checkouts com-pleted.
6. All operational and test equipment cali-brated and compensated.
7. All directivity and radiation patternsdetermined.
8. AU outfits substantially complete and onboard, except the aviation outfit.
9. All essential repair parts on board.10. All instruction books required during
shakedown period on board.11. All essential instructions, data and test
equipment required for training personnel inoperation and maintenance of major equipmentduring shakedown period on board.
12. The ship is provisioned and fueled.13. Sufficient personnel, trained to operate
the ship safely and effectively for independentoperations at sea, have reported on board.
Readiness for Sea Period
Following the fitting out availability (FOA),readiness for sea (RFS) commences. Thisperiod, assigned by the Fleet Commander,varies from one to three weeks according tothe requirements of each type ship. The pur-pose of an RFS is to provide an opportunity for
a commanding officer to prepare his commandfor a shakedown period. This period shouldbe dedicated for the specific purpose of en-suring that tests, alignments, calibrations, and
der similar ship evolutions are completedand that the ship is, in all respects, ready forsea.
The following items are normally accom-plished by the ship's crew during the readinessfor sea period:
1. Calibration of degaussing equipment anddeperming of the ship, if practicable.
2. Compensation of all magnetic compasses.3. Calibration of the radaeiange.4. Loading of ammunition and missiles,
fuel, and provisions.5. Completion of prescribed structural test
firing of new armament, if practicable.6. Completion of machinery performance
tests.
Shakedown And Final Trials
A shakedown period is primarily intendedto allow the newly commissioned ship sufficienttime to complete tests, calibrations, and trialsthat could not be conducted or completed duringthe fitting out and readiness for sea periods.Tests and operations conducted at sea duringshakedown frequently disclose unsatisfactoryitems and deficiencies that could not otherwisebe detected. Any maloperations, equipmentfailures, or casualties occurring (includingequipment deficiencies noted) during shakedownshould be promptly reported to the Naval ShipSystems Command, via the type commander,with copies to the cognizant naval shipyard orSUPSHIP. Prior to the end of the guaranteeperiod for a ship built or converted in a privateshipyard, the ship must furnish a list of alldefects (including those previously reported)to reach the SUPSHIP and NavShips not laterthan fifteen days prior to expiration of theguarantee period.
The shakedown period is assigned immedi-ately following the readiness for sea period, ifpracticable. The period is specified by thefleet and type commanders who prepare andissue the necessary operation orders.
The final acceptance trials and a materialinspection are conducted by INSURV or thecognizant type commander following the shake-down period and (if necessary) a restrictedavailability to correct deficiencies and unsatis-factory items. The final acceptance trial and
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Chapter 11SHIPBUILDING, INACTIVATION, AND ACTIVATION
material inspection are discussed in chapter12 of this publication.
Upon final acceptance by the Secretary ofthe Navy, the ship is ready for unlimited op-eration as a unit of one of the active fleets.
A shakedown period is assigned by theFleet Commander for each type ship and usu-ally extends from RFS period to commence-ment of Post Shakedown Availability. When aMissile Ship Qualification Trials (SQT)/SpecialTest Period is assigned to a ship, the shake-down period commences immediately followingthis special period rather than after the RFSperiod. It is intended to complete the followingas required:
1. Trials and tests not previously conducted;for example, Tactical Trials, StandardizationTrials, Structural Test Firing, and Final Con-tract Trials.
2. Calibration of equipments and alignmentof weapon systems.
3. Degaussing ranging and deperming.4. Organization of the ship and training of
the crew to the maximum attainable level ofcombat readiness.
5. Loading of aviation units.
SHIP INACTIVATION
Ships that are to be retained in an inactivestatus in the Navy reserve fleets are dividedbetween the Atlantic Reserve Fleet and thePacific Reserve Fleet. Ships assigned to theAtlantic Reserve Fleet are berthed in desig-nated areas on the Atlantic and Gulf coasts.Ships assigned to the Pacific Reserve Fleetare berthed in designated areas on the Pacificcoast. The inactivated ships in the reservefleets form a reserve of sea power that is heldin readiness to augment the active fleets. Theprimary mission of the reserve fleets is theinactivation, security, maintenance, and acti-vatiorkof the units assigned in accordance withthe directives of the Chief of Naval Operations.
The policy of the Chief of Naval Operationsis to maintain all ships of the reserve fleetsin the highest practicable state of materialreadiness consistent with their probable mo-bilization employment. After the initial pres-ervation and maintenance measures have beeneffected in a ship assigned to one of the re-serve fleets, emphasis in all aspects of ma-terial readiness of the ship is based on theorder in which the ship will be required formobilization.
AU ships assigned to the same regularlydesignated berthing area in a reserve fleet areorganized into a RESERVE FLEET GROUPunder a RESERVE FLEET GROUP COM-MANDER. The group is designated by thename of the berthing area. The group com-mander is responsible under the appropriatereserve fleet commander for the custody, se-curity, maintenance, and readiness (includingactivation and inactivation as directed) of theships assigned his group. The CommanderAtlantic Reserve Fleet and the CommanderPacific Reserve Fleet are directly under theChief of Naval Operations.
The process of placing a ship in an inac-tive status consists of two phases; phase Alfaand phase Bravo. Normally, all ships beinginactivated receive a phase Bravo, however,due to the stringency of funds or for otherreasons, the Chief of Naval Operations maynot schedule a phase Alfa for every ship desig-nated for inactivation.
PHASE ALFA
Phase Alfa of the ship inactivation processconsists of a material inspection, preinactiva-tion trials, and a preinactivation overhaul.Preinactivation trials are discussed in chapter12 of this publication. The engineer officershould start preparing for phase Alfa as soonas possible after his ship has been designatedfor inactivation. He should pay particular at-tention to the following:
1. Preparation of the ship's boilers forinactivation. The type commander usuallyschedules the operation of ships to be inacti-vated so as to permit cleaning, water washing,and thorough drying out of the firesides of allboilers, and to permit the boilers to be steameda minimum of 100 hours underway prior tocommencement of the inactivation period (phaseBravo).
2. Reduction of fuel oil to required limitsas practicable prior to reporting for inactiva-tion. Prior to inactivation, the fuel on boardmust be reduced to a maximum of 20 percentof capacity with between 10 percent and 15percent being the optimum level.
3. Accomplishment of bilge cleaning priorto reporting for inactivation.
4. Accomplishment of ship's force workitems insofar as practicable.-
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ENGINEERING ADMINISTRATION
5. Updating of material records to ensureaccuracy, currency, and completeness. De-termining and recording the true materialcondition of the ship is a prerequisite to pre-paring realistic activation work specificationsthat provide the basis for activation and mo-bilization planning.
6. Placing allowance records in the bestpossible condition, including validation of theallowance lists in COSAL and inventories ofequipment and equipage.
7. Preparation and submission to the com-manding officer of a list of key engineeringpersonnel (officer and enlisted) 4 required to beretained until all preservation measures havebeen accomplished, inventory has been taken,all engineering records have been completed,and the ship has been cleaned and put in propercondition for inactivation.
During phase Alfa the ship remains in com-mission (or in service) and under the military,operational, and administrative command ofthe active fleet organization. Immediately priorto the commencement of phase Alfa, the ap-propriate reserve fleet commander will desig-nate a reserve fleet group commander to in-spect repairs, coordinate preparations forinactivation, and observe trials.
The phase Alfa material inspection is con-ducted by the cognizant type commander as-sisted by representatives of the appropriatereserve fleet commander. The material in-spection may be waived U INSURV has con-ducted a material inspection of the ship within6 months of the date the ship is scheduled toreport to the reserve fleet, the type commanderrecommends waiving further inspection in viewof the INSURV material inspection, and the re-serve fleet commander concurs with the typecommander's recommendation.
Preinactivation trials *are conducted justprior to the preinactivation overhaul to deter-mine the extent of necessary repairs. Theoverhaul, U authorized, is accomplished by aprivate or naval shipyard. Work to be ac-complished during the overhaul includes thoserepairs that have been determined to be dif-ficult or uneconomical to accomplish followinginactivation and that must be completed beforethe ship can be properly activated and readyfor sea. This work includes repairs to boilers,main propulsion machinery, propulsion shaft-ing, propellers, steering engines, large auxil-iaries, systems that require hydrostatic tests,galley equipment, and units that willbe required
for immediate use at the time of activation.In addition, repairs required to ensure water-tightness, weathertightness, and other workbeyond the capacity of the ship's force that isnecessary to apply proper preservation anddehumidification will be authorized font-com-pletion at this time.
The preinactivation overhaul is not to beused to accomplish repair work solely for thefollowing purposes:
1. Improving the appearance or habitabilityof the ship.
2. Completing routine maintenance or ship'sforce work items.
3. Calibrating or otherwise adjusting in-struments, gages, electronics equipments, andother equipments that will have to be recali-brated or adjusted at the time of activation,except as required to permit testing of equip-ments.
Following the preinactivation overhaul, op-erational tests are conducted as required todemonstrate the quality of the repair work andthe ability of the overhauled equipment to per-form adequately and reliably. Sea trials areconducted following preinactivation overhaulwhen repair work has been accomplished onmain propulsion equipment.
Docking the ship for undeiwater repairs andpreservation will normally be accomplishedduring phase Bravo, following the completionof the preinactivation overhaul and any neces-sary tests or sea trials. However, under cer-tain conditions a limited docking may be nec-essary to perform repair work that will requiresea trials to prove satisfactory accomplishment.
PHASE BRAVO
Following completion of phase Alfa of theship inactivation process, the appropriate re-serve fleet commander will designate a berth-ing area for inactivation of the ship and phaseBravo commences when the ship's commandingofficer reports with the ship to the reservefleet group commander at the inactivation site.As of midnight of the day preceding com-mencement of phase Bravo, the ship is plimedin an in commission in reserve (ICLR) status.The ship will remain in commission in reserveuntil at or near the completion of phase Bravowhen the ship will be placed out of commissionin reserve (OCLR). The cognizant reservefleet commander will recommend a date to the
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Chief of Naval Operations for placing the shipout of commission in reserve.
The ship's force is responsible for accom-plishing the inactivation of the ship. The com-manding officer will normally remain until theship is placed out of commission in reserve.The executive officer, engineer officer, andother heads of departments will remain untilsuch time as the commanding officer certifiesto the cognizant reserve fleet commander thattheir retention is no longer required. Otherofficers and enlisted personnel of the engi-neering department will be available for de-tachment as necessary to stay within the in-terim allowances specified in OpNav Instruction4770.5 (revised).
Except for docking of the ship and otherpreservation measures beyond the capacity ofthe ship's force, phase Bravo preservationmeasures can be accomplished by the ship'sforce in the reserve fleet berthing area. Toensure the most efficient use of available man-power, facilities, and limited funds, the reservefleet group commander carefully screens outthe ship's force work items from all requestsfor industrial assistance prior to submissionto the SUPSHIPS or naval shipyard concerned.The industrial work is scheduled so that theperiod during which the ship is actually in theshipyard is kept to a minimum.
In lieu of the preinactivation overhaul, allmachinery, boilers, piping, electrical appara-tus, and hull fittings must be placed in thebest material condition within the capacity ofthe ship's force, assisted by such industrialfacilities as may be made available. The ac-complishment of work beyond the capacity ofthe ship's force is accomplished in accordancewith the following priority within the fundsavailable:
1. Watertightness of the ship.2. Weathertightness of the ship.3. Work required to permit proper inacti-
vation of the ship by the ship's force and per-sonnel of the reserve fleet group.
4. Installation of dehumidification systems,cathodic protection, and other preservationsystems.
5. Urgent repairs to main propulsion equip-ment.
6. Other urgent repair items.The following preservation measures are
generally required to be accomplished prior tocompletion of the inactivation period:
1. Dehumidification of the interior of theship, including the propulsion plant on steamdriven ships.
2. Cathodic protection for the underwaterportion of steel hulled ships.
3. Preservation of all exterior and certaininterior corrodible surfaces by the use of paintor solvent cutback preventive.
4. Preservation by special measures suchas those required for sea chests, outboard shaftbearings, and other similar equipment andfittings.
5. Closure of all hull openings below thewaterline by outboard blanking.
6. Installation of flooding alarm systemsfor main machinery spaces below the waterlineof the ship.
In addition to the guidance provided by thecognizant reserve fleet graft, the engineerofficer of a ship being inactivated must beguided in the selection of proper preservationmeasures to be applied to engineering equip-ment, machinery, and systems (including hullfittings) by the methods prescribed in chapter9030 (previously chapter 9) of the Naval ShipsTechnical Manual and other current directivesof the Naval Ship Systems Command. All ma-chinery, boilers, piping, and electrical andelectronic equipments are kept completely as-sembled in an operable condition insofar asproper preservation measures permit.
All non-registered instruction books, manu-facturer's technical manuals, records, oper-ating logs, ship's orders, watch quarter andstation bills, and all similar materials thatmay be of assistance during and after activationare retained in the ship or other secure storageunder the cognizance of the reserve fleetgroup. All of the operating and maintenancerecords that are essential to proper activationof the ship must be brought up to date (includ-ing entries of preservation measures applied)upon inactivation.
During phase Bravo, activation work itemlists must be prepared. The work lists mustbe complete including both industrial and ship'sforce work required to repair and activate theship. One copy of the work list is submittedto the naval shipyard or SUPSHIPS assignedmobilization responsibilities for providing acti-vation assistance.
During the inactivation process, all installedallowance list equipment must be inventoried,validated, and reported to the appropriate in-ventory control point. All noninstalled equipment
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and equipage (including repair parts) must beinventoried, validated as necessary, and re-tained on board except as specifically directedby the cognizant bureau and approved by theChief of Naval Operations.
INACTIVATION INSPECTION
Upon inactivation each ship is inspected byan inspection board appointed by the cognizantreserve fleet commander. To avoid duplica-tion of effort and when practicable, the reservefleet commander's inspection is coordinatedwith the material inspection conducted byINSURV on inactivation of the ship.
The inspection board convened by the re-serve fleet commander submits a report of itsinspection to the Chief of Naval Operations viathe reserve fleet chain of command. Copiesof the inspection report are sent to the ship'stype commander, to the bureaus materiallyconcerned, to the naval shipyard commander orSUPSHIPS concerned (for mobilization plan-ning), and to other activities as may be di-rected by the type commander and the bureausconcerned. The inspection report states:
1. That all actions incident to inactivationprescribed in General Instructions for the Re-serve Fleets, OpNav Instruction 4770.5 (re-visec10lave Leen completed (or states excep-tions).
2. That required inventories have beencompleted.
3. That the ship will or will not requiredocking incident to activation and the reason(s)why.
SHIP ACTIVATION
The reserve fleet group commander is re-.sponsible under the reserve fleet commanderfor preparing ships of the group for return toactive service. A ship that has been inacti-vated will not normally be returned to the activefleet until:
1. All preservation measures and materialshave been removed from the ship.
2. All machinery, equipment, and systemsare operable and appropriate operating testswithin the facilities available has been suc-cessfully conducted.
3. All work requests for necessary re-pairs and modernization have been prepared,
and an integrated priority list has been pre-pared in collaboration with the type commanderand the naval shipyard or SUPSHIPS concerned.
4. Fitting out is complete within limits ofthe materials made available to the reservefleet group commander.
5. A substantially complete crew has re-ported and the ship has been commissioned.
6. Calibrations have been made that arewithin the capacity of the facilities availableduring the process of activation.
7. Recommissioning trials have been suc-cessfully conducted.
The activation of ships of the reserve fleetsunder circumstances other than mobilization isaccomplished in accordance with special in-structions issued by the Chief of Naval Opera-tions at the time the ship activation is ordered.The general concepts of mobilization planningand the instructions that apply to the activationof ships of the reserve fleets under mobilizationconditions are explained in detail in the S1_21pActivation Manual, NavPers 10006 (revised
Each reserve fleet group commander pro-vides activation and instruction (A/I) teams tofacilitate the activation of ships of the group.The A/I team is composed of trained personnel(officer and enlisted) capable of (1) commencingactivation of the ship in advance of the arrivalof the ship's nucleus crew, (2) guiding theship's crew in the accomplishment of activationwork, and (3) serving as underway instructorsuntil the reserve fleet commander determinesthat the ship's force is competent to operatethe ship underway.
The organization of each A/I team con-forms to standard shipboard organization sothat the team's activities will efficiently coin-cide with the activities of the ship's crew. Thechief objective of the A/I team is to activatethe ship on schedule. To accomplish this ob-jective a close coordination of effort betweenthe ship's crew, the reserve fleet group, andthe A/I team must be effected at an earlydate and maintained throughout the entire shipactivation process. The function of the officerin charge of the A/I team is analogous to thatof the ship superintendent in a naval shipyardin that he must maintain the work scheduleand act as liaison between the reserve fleetcommander and the commanding officer of theship.
The activation work of the ship's nucleuscrew is integrated with that 31 the A/I team.As the balance of the ship's grew arrives, the
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A/I team shifts emphasis from doing activationwork to instructing and furnishing technicalassistance to the crew. As activation of theship progresses, the A/I team relinquishesactivation of the ship to the ship's crew. Whena substantial number of the ship's crew is onboard, the ship is placed in commission.
After a ship that has been activated joins anactive fleet, the cognizant type commander isresponsible for the following:
tt
1. Assignment of a post activation avail-ability, if required.
2. Final fitting out of the ship.
3: Completion of any remaining tests andcalibration.
4. Shakedown and operational training.5. Assignment of a post shakedown avail-
ability, if required.
CHAPTER 12
SHIP TRIALS
In ships of the U.S. Navy, ship trials areconducted to determine such things as per-formance characteristics, readiness for serv-ice, the extent of necessary repairs, the ade-quacy of completed repairs, and the mosteconomical rate of performance under variousconditions of service. This chapter containsinformation concerning the following ship trials:
1. Contract trials.2. Special trials.3. Pre-inactivation or pre-overhaul trials.4. Recommissioning trials.
CONTRACT TRIALS
Contract trials are trials conducted on newlyconstructed and converted ships prior to ac-ceptance of the ship by the Department of theNavy, and consist of (1) builder's trials, (2) pre-liminary acceptance trials, and (3) final ac-ceptance trials. On certain-ships designated bythe President, Board of Inspection and Survey,a combined acceptance trial may be conductedin lieu of separate preliminary and final ac-ceptance trials. Contract trials are intended todemonstrate that the ship is seaworthy and satis-fies the operational and technical criteria estab-lished by the Chief of Naval Operations, thetechnical bureaus, and the shipbuilding plans andspecifications. General procedures and instruc-tions for the trials are given in the shipbuildingspecifications, and in special instructions issuedby the Chief of Naval Operations andby 1NSURV.
Conventional ships that are constructed orconverted by private shipyards are operated during both the builder's trials and the preliminaryacceptance trials by the contractor's personnel,subject to certain requirements contained in thespecifications of the contract. The contractor,acting through the ship's master, directs theoperations and is responsible for the ship. TheSUPSHIP inspection officers observe and evalu-
ate the trials. Other naval and civilian personnelof the responsible SUPSHIP office and interestedbureaus attend the trials as observers and in-spectors. Designated members of the nucleuscrew of the ship attend the trials as unofficialobservers and for training purposes.
The acceptance of a test or trial as satis-factory by SUPSHIP is indicated by the signatureof the SUPSHIP inspection officer on the com-pleted test or trial memorandum, to which isattached the data recorded by the builder duringthe test. The completed test memorandum withthe recorded data is forwarded to the planningdepartment of SUPSHIP for review and final ap-proval before eventual inclusion in the ShipInformation Book.
Because the ship constructed or converted ina naval shipyard is usually commissioned sev-eral months in advance of sea trials and com-pletion of the ship, the ship's force usuallyoperates the ship for dock and sea trials. Cer-tain naval and civilian representatives of theshipyard and interested bureaus observe thetrials. The ship superintendent of the navalshipyard observes and evaluates the trials forthe shipyard commander.
For nuclear ships, the contractor (either aprivate or naval shipyard) conducts dock trialsup to the time the reactor is made critical andthe officer in charge conducts the remainder ofthe dock and sea trials under the supervisionof the shipyard commander or SUPSHIP as ap-propriate. Supervision, in this sense, meanssequencing, scheduling, coordination, and over-all direction.
BUILDER'S TRIALS
The builder, either a private shipyard ornaval shipyard, of a ship (new construction andmajor conversion) is required to conduct suffi-cient trials moored and underway (dock and sea
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trials) to be reasonably sure that the ship willsatisfactorily meet the requirements of thecontract just prior to the preliminary acceptancetrial. Builder's trials also afford the privateshipyard an opportunity to train personnel forthe preliminary acceptance trial.
Builder's trials for a ship in a private ship-yard are conducted by the contractor and areobserved by representatives of SUPSHIP and theprospective commanding officer, except fornuclear ships. For submarines, the builder'strial requirements are included in the ship-building specifications; for other ships, thecontractor determines the procedure for thetrials. The severity and extent of the testsconducted are usually less than the requirementsof the preliminary acceptance trial.
Dock Trials
When the installation and unit testing of allmachinery in the engineering spaces are es-sentially complete, the builder conducts docktrials to demonstrate to SUPSHIP and the pro-spective engineer officer, the readiness of theship's engineering plant for sea trials. Duringthe builder's dock trials the following conditionsmust exist and the following operations must beperfprmed (these conditions and operations areapplicable to ALL dock trials):
1. The firefighting systems are completelyinstalled, tested, and in operating condition be-fore any fuel is placed on board.
2. All necessary alarm systems are opera-tive.
3. The area of water in the vicinity of theship's propeller is clear and some freedom tosurge is available ahead and astern of the ship.
4. All of the ship's mooring lines are tightand camels are secured to pier pilingsNOTto the ship.
5. Stern tube packing glands are slack andcooling water is supplied to the glands in theproper amount.
6. All spring bearings are properly filledwith lubricant.
7. The ship's brow has been removed.8. Gages and safety devices are checked
and final adjustments are made.9. The main engines are operated continu-
ously at such speeds and for such periods as thecondations at the shipyard allow. Testing of thesteering equipment is conducted at the same timethat the propulsion machinery is operated.
10. Propulsion machinery is operated fromslow to the maximum shaft, revolutions permis-sible alongside the pier. The machinery is oper-ated sufficiently to permit detection and correc-tion of installation defects and to allow wearingin of gears and bearings in preparation for themore severe operating conditions of the seatrials.
11. Each unit of machinery is inspectedfrom the operator's normal position to deter-mine ease and smoothness of operation; align-ment; noise and vibration levels, heating ofbearings and other moving parts; adequacy andcleanliness of the lubrication system: steam andoil leaks; condition of packing; and visibility ofgages, thermometers, and other recording andindicating instruments.
When the dock trials or sea trials are con-ducted by personnel other than the ship's force,the engineer officer should arrange to have hisoperators observe the operations at the watchstations that they will be expected to man afterthe ship ;,13 commissioned. Dock and sea trialsafford an lxcellent opportunity for training oper-ators. When acting as observers, ship's forcepersonnel must not interfere with the operationof the trial.
Sea Trials
The builder's sea trials, conducted as soonafter the builder's dock trials as practicable,are required to determine that the ship is sea-worthy and that all its machinery and equipmentare ready for the preliminary acceptance trials.Sea trials are necessary in order to demonstratethe proper operation of electronics installations(such as air search radar, fire control radar,sonar, and similar equipments) that require aland-free area and deep water in which to oper-ate. All tests that cannot be performed with theship moored are accomplished during the build-er's sea trials.
During the builder's sea trials, the followingconditions must exist and the following oper-ations should be completed:
1. All temporary rigging used in the instal-lation of machinery is removed from engineer-ing spaces.
2. The bilges are clean and the eductor orbilge suction system has been satisfactorilytested.
3. Certificates of calibration for all pres-sure gages, torsion meters, thermometers,pyrometers, switchboard instruments, and other
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essential power measuring and indicating equip-ment, boiler safety valve settings, relief valvesettings, reducing valve settings speed limitingdevice and overspeed trip settings (as appli-cable) are furnished SUPSHIP by the contractor.
4. Adjustments of the ship's magnetic com-pass are made. Compass adjustments must befor normal undegaussed deviations unless other-wise specified.
5. The ship's auxiliary equipment and unitsare tested and operated. Thorough operationaltests of all electronics and weapons equipmentare conducted.
6. The ventilation and air conditioning sys-tems are operated and tested for satisfactoryoperation, including tests for balance, capaci-ties, and compartment temperatures.
Upon completion of the builder's sea trials,SUPSHIP or the shipyard commander (as appro-priate) immediately notifies INSURV of theresults of the trials and of any deficiencies ordiscrepancies (including lack of operable equip-ment) that cannot be corrected in time for thepreliminary acceptance trials.
PRELIMINARY ACCEPTANCE TRIAL
The preliminary acceptance trial is wit-nessed by INSURV or an INSURV Regional Boardor Sub- Board.The trial is conducted to determinewhether the ship is constructed or converted inaccordance with the contract specifications. Inaccordance with its findings the INSURV Boardauthorizes preliminary acceptance of the shipfor restricted service, or requires an additionaltrial at a later date when specific deficiencieshave been corrected. The Board's authorizationto accept delivery may be conditional pendingcompletion of certain work items prior to de-livery. When acceptance is conditional, theINSURV Board generally delegates to SUPSHIPor the shipyard commander (as appropriate)the authority for determining that the work itemsare completed and for notifying the acceptingauthority of that fact whenever it is impracti-cable or unnecessary for the Board to make areturn inspection.
Periodically, prior to the preliminary ac-ceptance trial, the prospective engineer officeror engineer officer should submit to the pros-pective commanding officer or commanding offi-cer a list of work items of incomplete or un-satisfactorily completed work, and a list ofalterations or improvements which he considersessential to the mission of the ship. The work
items are discussed in conference with SUP-SHIP or the shipyard commander (as appro-priate) and the following disposition is made:
1. The items determined to be the builder'sresponsibility within the terms of the plans andspecifications are referred to the shipyard forappropriate a ..tIon. If not completed prior to thepreliminary acceptance trial, the items are car1.101 as contractor responsible trialwork items.
2. The items contrary to the provisions ofthe plans and specifications involving a changein design, affecting the military characteristicsof the ship, involving significant weight andmoment changes, or otherwise considered majorchanges, are referred back to the prospectivecommanding officer or commanding officer tobesubmitted officially to the Naval Ship SystemsCommand as alteration requests or to be cov-ered in the trial report as alterations requestedby the ship.
3. The items within the so* and intent ofthe plans and specifications but not detailedtherein, that are minor in nature and do notaffect the military characteristics of the shipor involve significant weight, space, or momentchanges, are referred to the shipyard for con-sideration. If the shipyard is not prepared toaccomplish the items, the ship may submit theitems to the INSURV Board as trial work itemsor as alterations requested by the ship.
Immediately prior to the preliminary ac-ceptance trial the responsible SUPSHIP office orthe planning department of the naval shipyardcompiles the list of trial items for submissionto the INSURV Board. The items reported forconsideration by the Board include unsatisfac-tory items observed (including the items sub-mitted by the ship) during construction or con-version, testing, inspections, and earlier trials.
The preliminary acceptance trial includescomprehensive operating tests witnessed by theINSURV Board, as well as a material inspectionconducted by the Board, to determine con-formance of the ship with the contract require-ments. INSURV instructions 9080.2 (Revised) and9080.3 outline the tests and demonstrations re-quired for the preliminary acceptance trial, andthe Board may prescribe other tests and demon-strations as the circumstances warrant. Thetrials and tests conducted may include:
1. Full power trial.2. Quick reversals and backing trial.3. Boiler overload test.4. Locked shaft test.
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5. Steering ahead..6. Steering astern.During or immediately following the trial
and material inspection, INSURV (in conferencewith representatives of interested bureaus, theship, and the contractor) passes on the trialitems submitted, officially classifies each itemin accordance with INSURV Instruction 4730.11,and adds any items resulting from the Board'sobservations and inspections.
Following completion of the preliminary ac-ceptance trial, the senior member of the INSURVBoard, on the basis of the results of the trial(including the material inspection), the serious-ness of the work recommended, and the advice ofSUPSHIP or the shipyard commander concerningthe time required to accomplish the work itemsrequired by the end of construction or conver-sion, determines whether to authorize deliveryand preliminary acceptance of the ship as of thescheduled end of the construction or conversionperiod or another date. When, in the opinion ofthe Board, the extent of the deficiencies requiresan additional trial following their correction,the senior member of the Board directs SUP-SHIP or the shipyard commander to recommenda new date for the additional trial and a newdelivery and acceptance date.
When INSURV determines that the materialdeficiencies existing in the ship substantiallyreduce her fitness for naval service but arenot of such magnitude to warrant rejection ofthe ship, INSURV may recommend conditionalacceptance of the ship for restricted service.The restricted service limitations may be re-moved when the material deficiencies have beencorrected to the satisfaction of the cognizanttype commander and have been approved by theChief of Naval Operations, or, under specialcircumstances, when a waiver has been re-quested by the cognizant type commander andapproved by the Chief of Naval Operations.
FINAL ACCEPTANCE TRIAL
The final acceptance trial of the ship (in-cluding a material inspection) is normally con-ducted by INSURV six months after preliminaryor conditional acceptance of the ship and priorto the end of the guarantee period. The objectof the trial is to determine if there is any mate-rial weakness, defect, failure, breakdown, ordeterioration (other than that resulting fromnormal wear and tear) through the fault of thecontractor that has not been corrected. The cost
of remedying defects and deficiencies that havenot been corrected by the contractor will bededucted in the final settlement of the contractfor ships built in private shipyards.
The final acceptance trial is conducted by theship's force under the supervision of the INSURVBoard and in accordance with the requirements ofthe contract. The trial will normally include afull power trial. As mon as practicable follow-ing the trial, a careful and thorough examina-tion is made of such parts of machinery asINSURV may designate. The examination maybeconducted by the engineer officer of the ship orby members of the Board. When the examinationis made by the engineer officer, he reports theresults of the examination to the commandingofficer, who forwards the report (with commentsand recommendations) to INSURV and to theNaval Ship Systems Command. The work neces-sary to correct defects or deficiencies must becompleted as soon as practicable after the trial.
If INSURV finds the ship is acceptable, thePresident, Board of Inspection and Survey rec-ommends to the Secretary of the Navy that theship t.,43 finally accepted as of a certain date.For ships constructed or converted at a privateshipyard, the date ssi final acceptance usuallycoincides with the date of the expiration of theguarantee period or any extension thereof. Ifthere are defects affecting the ship's readinessfor unrestricted service, INSURV recommendssuch corrective action as may be appropriate.Upon final acceptance by the Secretary of theNavy, the ship is assigned operations with thefleet.
In preparation for the final acceptance trial,the ship's force must prepare a work item list(for submission to INSURV) of work requiredbythe contract and specifications (including author-ized changes therein) that was unfinished at thepreliminary acceptance trial, or subsequentlyauthorized, that is not yet satisfactorily com-pleted.
The engineer officer must ensure that thefollowing reports, test data, and publicationsare available for inspection by the INSURV Boardmembers immediately upon their arrival:
1. Correspondence concerning waivers foruncompleted work.
2. Damage Control Book.3. Ship Information Book.4. Repovatertight integrity tests con-
ducted during building or conversion.5. Naval Ships Technical Manual.6. Test memoranda.
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7. Test agenda.8. Docking report (with a copy /or the
Board).9. Damage control diagrams.
10. Docking plan.11. Booklet of General Plans.
SPECIAL TRIALS
The Naval Ship Systems Command requiresthat special trials be conducted on one ship froma class of new- construction or major-conversionships to determine various characteristics of theclass. The results of the trials supply the datafor the development of operational informationfurnished to all ships of the class. The trialsmay also be of an experimental nature not re-lated, to class performance, but conducted for thepurpose of obtaining specific data for designpurposes. Special trials may be conducted onships not considered as new construction ormajor conversion to determine the effect of theinstallation of newly designed equipment, suchas a propeller or rudder. In addition to miscel-laneous experimental trials and tests, specialtrials include standardization trials, tacticaltrials, plant efficiency trials, vibration trials,and noise trials. All of these trials require theinstallation and operation of special instrumentsand are conducted by experienced technical per-sonnel.
The Naval Ship Systems Command selectsthe ship for special trials and submits a letterto. the Chief of Naval Operations outlining thescope and duration of the trial and requestingthat the ship be made available for conductingthe trials. When the ship is made available, thecognizant type commander makes arrangementswith the Naval Ship Systems Command for con-ducting the trials. NavShips prepares and issuesto all participating activities an agenda outliningthe procedure for the trials and assigning re-sponsibility for preparing the ship, conductingthe various trials, preparing trial reports, andremoving test equipment upon completion of thetrials. Preferably, members of the engineeringdepartment of the ship act as engineering ob-servers and record data during the trials.
STANDARDIZATION TRIALS
For the standardization trials, the shipselected for the trials is operated over a suit-able measured trial course at both heavy andlight displicement in order to determine the
ship's speed, shaft rpm, shaft thrust, and shafthorsepower characteristics. With the data ob-tained from the runs, standardization curves forthe displacement conditions of the trials areprepared and issued to all ships of the sameclass, and to interested fleet and shore activities.
The trials consist of runs over a measuredcourse at sufficient speeds to yield rpm, shafthorsepower, and thrust versus ship's speed datathat will ensure accurate standardization curves.Combatant ships make runs in increments of 3knots, from 12 knots to full power; auxiliaryships in increments of 2 knots, from 8 knots tofull power. Three consecutive runs, alternatingin direction at as nearly the same shaft rpm aspossible, are made for each speed. Each seriesof runs must be uninterrupted and performed insequence. The rpm of the various shafts shouldnot vary more than two percent for any onespeed. The average of any individual run of aspeed group should not vary more than two per-cent from either of the other two runs of thesame group.
The ship's draft, trim, and displacementmust be determined before the start and at thecompletion of the trial runs. From these datathe average draft, trim, and displacement iscomputed to determine tha displacement condi-tions existing during the trial. Unless otherwisedirected in the trial agenda, the ship is loaded sothat the runs are conducted with the trim asclose to zero as possible.
Standardization trials should not be con-ducted when weather conditions require exces-sive use of the rudder to maintain the ship oncourses or when the effect of the wind or sea issufficient to materially affect the results pf thetrial. Additional conditions for the.standardiza-tion trials are prescribed in the Naval SAE!Technical Manual and in the trial agenda. Theship's underwater log should be calibrated con-currently with standardization trials.
TACTICAL TRIALS
The tactical trials (unless otherwise speci-fied in the trial agenda) consist of operationalprocedures to determine characteristic's of theship relative to normal turning circles, ac-celeration and deceleration in a straight pathand maneuvering, and special turns. Observa-tions during the trials are made from stationsaboard ship and ashore. Suitable locations forthe observation stations ashore are prescribedin the trial agenda; the NaVal Ship Systems
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Command will furnish personnel and instrumen-tation for the trial. The Command will alsoanalyze the data obtained and prepare them fordistribution. The observations made will consistof simultaneous bearings taken at equal time in-tervals, beginning at a prearranged signal fromthe ship. The Naval Ship Systems Command willfurnish personnel and instrumentation for thesetrials and will analyze and prepare the data ob-tained for distribution.
The normal turning circle trials consist ofcomplete circles in one direction at severalspeeds up to full power, using a range of rudderangle up to full rudder. Constant throttle set-tings are maintained throughout each circle. Forsingle shaft ships, the circles are repeated inthe opposite direction. Fo$ multi-shaft ships,one check turn is made in the opposite direc-tion, at various speeds and using a specifiedrudder angle. If the results of the check turnindicate that turning characteristics for equalspeeds and rudder angle do not vary appreciably,no further turns in the opposite direction arerequired.
Acceleration characteristics of the ship aredetermined from data obtained as follows:
1. Acceleration of the ship in a straight pathat the maximum rate practicable from "deadin the water" to a specified ahead speed, themaximum rate practicable being the rate atwhich the throttles may be opened without drop-ping the main steam pressure (at the throttle)below the established minimum operating pres-sure.
2. Acceleration of the ship in a straightrate practicable from a specified fractional,steady ahead speed to full power ahead.
Deceleration characteristics of the ship aredetermined' from data obtained by successivedecelerations from various ahead speeds understeady steaming conditions down to "dead inthewater" with the engine throttles set at "backfull" as in answer to the order "all engines backfull." Results are expressed to show the instan-taneous speed obtained at equal time intervals.
PLANT EFFICIENCY TRIALS
To determine the efficiency of the propulsionplant of a representative ship, the Naval ShipSystems Command may conduct certain plant ef-ficiency trials. Because there ax e a great num-ber of different types of propulsion plants innaval ships, the detailed Irial procedure willdepend on the type of propulsion plant installed
in the representative ship and will be prescribedin the trial agenda.
In steam-driven ships, main turbine Water-rate and/or heat balance trials may be sched-uled in addition to fuel economy trials. Trialruns of a major combatant ship, with the engi-neering plant cross-connected, are conducted atvarious speeds from approximately 10 knots tothe speed corresponding to one-half the totalnumber of boilers installed operating at 20per-cent overload capacity (the other boilers se-cured). Next, with.the operation of the engineer-ing plant split, the trial runs are made at variousspeeds from about 20 knots to full power. Forslower ships, the speeds of the trial runs arecorrespondingly lower. Where various enginecombinations are possible in diesel-driven shipsor ships with combined propulsion plants, fueleconomy trials will include trial runs to deter-mine the most efficient engine combination.
Fuel data obtained during the plant efficiencytrials are plotted directly on the standardizationtrial curves. The data represent the performancecharacteristics of the ship under ideal conditionsand should not be used for logistics purposes.
NOISE TRIALS
The procedures for conducting noise trialsin the representative ship are prescribed in thetrial agenda for the ship. The trials conductedgenerally include one or more of the followingsurveys or tests:
1. Airborne Noise Surveysconducted incertain compartments to determine the charac-ter of the noise and the remedial action requiredto reduce the noise to acceptable limits. Thesurveys of airborne noise may include tests todetermine: (1) the source and magnitude ofnoise due to ventilation and air conditioningsystems as well as its effects on operatingequipment and personnel in such vital spacesas the plotting centers; (2) the cause of mainpropulsion noise and its effect on operatingpersonnel; and (3) the interference of airbornenoise with announcing systems, telephones,audible signal devices, and general conversa-tion.
2. Underway Radiated Noise Trialscon-ducted to determine the character and magnitudeof the noise radiating underwater from the shipunder various operating conditions.
3. Self Noise Trialsconducted to determinethe interference of the ship's noise with its sonarequipment.
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ENGINEERING ADMINISTRATION
4. Overside Noise Testsconducted to de-termine the character of noise radiating under-water from individual equipment installedthroughout the ship.
5. Structural Borne Noise Trialsconductedto determine the source and path of transmis-sion of machinery vibrations to the water.
VIBRATION TRIALS
The procedures for conducting vibrationtrials in the representative ship are prescribedin the trial agenda for the ship. The trials con-ducted may include one or more of the followingtests:
1. Hull Vibration Testsconducted to deter-mine the character of vibrations in the hullstructure resulting from propeller and waveaction.
2. Propulsion System Vibration Testscon-ducted to determine longitudinal and torsionalvibration characteristics of the ship's propulsionelastic system (the combination of the mainengine, reduction gear, foundation, shafting,shaft bearings, and propeller).
3. Component, System, and Structure Vibra-tion Testsconducted to determine the charac-ter and source of local vibrations in specificunits, systems, and structures.
PRE-INACTIVATION TRIALS ANDRECOMMISSIONING TRIALS
Immediately prior to arrival in a shipyardfor inactivation or a regular overhaul whereextensive repairs are required or a major al-teration is to be accomplished, the ship shouldconduct a full power trial for at least one houror such other trials as maybe necessary for thepurpose of determining the actual condition ofthe ship, the operating conditionofthe engineer-ing plant, the exact character of certain defects,and the full, extent of repairs or alterationsnecessary to improve efficiency or to restorethe ship for further service. When practicable,the trials should be conducted during the pre-arrival inspection to allow the ship superin-tendent (naval shipyard) or ship surveyor (SUP-SHIP) and other interested shipyard or SUPSHIPpersonnel to witness the trials so they cansecure the detailed information necessary tofacilitate the preparation of job specificationsor job orders and cost estimates.
The pre-inactivation or pre-overhaul trialsare conducted by the commanding officer. Theship's engineer officer must ensure that a fulldescription of the condition of the machinery andequipment, and the repairs or alterations foundnecessary as a result of the trials, is properlyentered in the ship's maintenance records.
Recommissioning trials are conducted on aship being returned to active status after havingbeen inactivated. The trials are usually con-ducted by the commanding officer after the com-missioning of the ship. They include a dock trialand a sea trial, and are conducted for the follow-ing reasons:
1. To evaluate inactivation maintenancemeasures.
2. To determine if the engineering plant canadequately meet the full power requirements.
3.. To test the adequacy of the repairs andalterations accomplished during activation.
4. To evaluate standard methods of preser-vation.
5. To familiarize the engineering crew witkithe procedures for operating the machinery un-der full power.
The dock trials for a ship being activatedare conducted in the same manner as that pre-viously described for the builder's dock trials,and the same conditions and operations apply.Prior to and after the dock trial (and all othertrials conducted by the commanding officer) theengineer officer is responsible for the inspec-tion and testing of main engines, boilers, reac-tors, auxiliary machinery, piping systems, andall appliances necessary for the proper opera-tion of the engineering plant.. The inspectionsand tests must be made as prescribed in themanufacturer's technical manuals, operatingguides, and applicable chapters of the .NavalShips Technical. Manual.
When the ship is being activated in a navalshipyard, the shipyard commander, as soon aspracticable after the engineer officer of the shipreports for duty, directs the ship superintendentto conduct the dock trials in conjunction with theship's engineer officer and to submit the trialreports to the commander. Any defect, defi-ciency, or maladjustment discovered during thedock trial must be corrected, supplied, orremedied by the shipyard upon receipt of thetrial report by the shipyard commander, andanother trial must be made.
The commanding officer of a ship that hasbeen activated is required to conduct sea trialsas soon as practicable after the ship is
230
Chapter 12SHIP TRIALS
commissioned. The commanding officer will notconduct the sea trials, however, until the engi-neer officer assures him that the engineeringcrew has had sufficient experience to operatethe engineering plant under full power. The pro-cedure for conducting the full power phase of therecommissioning sea trials is the same as thatpreviously described for the full power trial inchapter 8 of this publication.
As soon as possible after a ship is commis-sioned, the commanding officer is required toobtain the ship's initial steaming characteristicdata necessary for determining the most eco-nomical speed of the ship and the fuel consump-tion for each engine mile steamedunder varyingconditions of service. Having obtained these dataunder .conditions of smooth water and a com-paratively clean ship's bottom, further trialsunder different conditions of sea, bottom, anddisplacement may be made whenever practi-cable. Data thus obtained are recorded andreported on the standard engineering trial reportforms described in chapter 8 of this publicationand available for issue as indicated in the NaStock List of Forms and Publication'', Nav up2002. Reports of the ship's steaming charac-teristic data are submitted to the Chief of NavalOperations.
At the discretion of the type commander andwhen the ship is operating in the vicinity of asuitable, measured trial course, the command-ing officer should conduct sufficient standardi-zation trials to maintain the ship's standardiza-tion data current and consistent with the conditionof the ship's bottom and any other variablesaffecting the operating characteristics of theship. The following data should be recorded forthe standardization runs:
1. Displacement of the ship (tons).2. Drafts (forward and aft).3. Number of days out of dock.4. Ship's speed (knots).5. Shaft rpm (each shaft).6. Shaft horsepower (indicated horsepower
or kilowatts developed by plant, as appropriate).
A copy of the data obtained for the standardi-zation trials conducted by the ship's force shouldbe forwarded to the Nava? Ship Systems Com-mand for information. The report should containa statement by the engixaer officer stating themethod used for determining rpm and shafthorsepower.
291
Academic Training, 88AC/DC Electrical Propulsion Operating
Record, 103Administrative Department, 198Administrative Services Superintendent, 200AEL, 135Airborne Noise Surveys, 229Air Compressor Operating Record, 108Allowance Division, 201Alteration, Definition of, 187Arrival Conference, 190Arrival Inspection, 54Assistant Contract Officer, 201Assititant Material Officei, 201Assistant Planning Officer, 200Assistants to Engineer Officer, 7-10Auxiliaries Division, 19Availability, Definition of, 188
Board of Inspection & Survey, 172-175INSURV Material Inspections, 1'12-175INSURV Surveys, 175
Boat Fueling Record, 110Boilermaker, 17Boilerman, 18Boiler Room Operating Record, 101Boilers Division, 19Boiler Tube Casualty Report, 118Boiler Tube Renewal Sheets, 118Boiler Water Treatment Logs, 118Builder's Trials, 224
Civilian Personnel Offices, 198Classification of Ships, 148Command Duty Officer, 25Compartment Checkoff List, 33Concurrent Availability, Definition of, 188Construction Plans, 214Contract Administration Division, 201Contract Department, 201Contract Guidance Plans, 213
4
INDEX
Contract Plans, 213Contract Trials, 224
Builder's Trials, 224Dock Trials, 225Sea Trials, 225
Definition of, 224.Final Acceptance Trial, 227Preliminary Acceptance Trial, 228
Controlled Equipage Procedures, 153-155 ,
Equipage Stock Card & Custody Record, 153Inventory of, 154
Corrective Maintenance, 77COSAL, 133Cycle Schedule, 79
Daily Fuel and Lube Oil Account, 108Daily Watch Account, 108Damage Control, 31-52Damage Control Assistant, 7, 35Damage Control Bills, 40Damage Control Library, 39
Damage Control Book, 39Other Publications, 40
Damage Controlman, 18Damage Control Organization, 31-39
Damage Control Assistant, 35Prevention Phase Responsibilities, 35Repair or Recovery Phase
Responsibilities, 38Department Heads Responsibility, 31Repair Party, 37
Deferred Actions, 87Degaussing Folder, 115Departmental Budgets, 158Department Heads, Responsibility, 31Departure Report, 210Detachment Duties, Engineer Officer, 11Diesel Engine Operating Record, 101Directives, Definition of, 28Distilling Plant Operating Records, 106Division Officers, Duties, Responsibility &
Authority of, 13-15Division Training Officer, 15, 58
232
.1r,.-.^4.,nr.t-rmdivm.or.-"gis:',avav ..*,:rrvel,e^nrvrn +:,;',"7".
INDEX
Dock Trial, 209Dock Trials, 225
Educational Service Offices, 57EIC Manual, 85Electrical Division, 20Electrical Log, 101Electrical Officer, 8Electrician's Mate, 18Electronic Failure Report, 128Electronics Installation Record, 128Emergency Ratings, 8Emergency Tender Availability,
Definition of, 188Engineering Administrative Assistant, 8Engineering Casualty Control, 51
Manual, 51Plot, 52
Engineering Casualty Control Manual, 51Engineering Department, 12-30Engineering Department Duty Officer, 28Engineering Divisions, 19
Auxiliaries Division, 19Boilers, 19Electrical, 20Main Engines, 20Repair, 20
Engineering Log, 97-99Engineering Material, 131-159Engineering Officer Responsibilities, 31, 35Engineering Personnel, 13-28
Division Officers, 13-15Division Training Officer, 15Engineering Divisions, 19Enlisted Personnel; 18-19Junior Division Officer, 15Technical & Material Assistant, 18
Engineering Practices, General Procedure,160-163
Engineering Practices, Good, 160-188Safety Precautions & Operating
Instructions, 183Securing Schedules, 164Warming Up Schedules, 184
Engineering Readiness Trials, 166Engineering Standards, 160-175Engineering Training Office, 9, 58,Engineer Officer, 1-11Engineer Officer's Night Order Book, 113Engineer's Bell Book, 99Engineman, 18Enlisted Personnel, 18-19
Firemen, 17Petty Officers, 17-19
Enlisted Training, 74Equipage Stock Card & Custody Record, 153Expenditure of Material, 155-157
Surveys, 155Report of, 157Types of, 155-157
Transfer, 155
Final Acceptance Trial, 227Financial Control of Ship's OPTAR, 157-159
Fund Codes, 158Departmental Budget, 158
Financial Division, 201Fire Marshal, 10Firemen, 17Fleet Training, 53-56
Shakedown & Refresher Training, 54-56Arrival Inspection, 54
Type Training Exercises, 53Fleet Training Groups, 54FTG Instruction, 55
Formal Survey, 155Format for Functional Guide, 8Fuel & Water Accounts, 108-113
Boat Fueling Record, 110Daily Fuel & Lube Oil Account, 108Daily Water Account, 108Fuel & Water Report, 108Fueling Memorandum, 110Liquid Load Plan, 110Oil King's Memorandum, 113
Fuel & Water Report, 108Fueling at Sea, 178-184
Delivering Fuel Oil, 180Emergency Breakaway, 181-184Receiving Fuel Oil, 179Transferring Gasoline and JP-5, 184
Fueling Memorandum, 110Fueling Ship, 178-185Fuel Oil Stowage, 177Functional Training, 74Fund Codes, 158
Gas Free Engineer, 9Gasoline Stowage, 176General Ratings, 18Gyrocompass Operating Record, 108
Bead Design Engineer, 200Bead of Engineering Department, 2
Assistants to, 7-10General Duties, 4
233
3 7
ENGINEERING ADMINISTRATION
Head of Engineering DepartmentcontinuedResponsibilities, 31-35Specific Duties, 4-7
Home & Planning Shipyards, 196
IC Room Operating Record, 106Identification of Materials, 132-145
Allowance Equipage List (AEL), 135Cognizance Symbols, 132COSAL, 133Federal Stock Numbers, 132Identification Publications, 133
Allowance Lists, 133Material Control Code, 132Nav Sup Publications, 143
Inactivation Inspection, 222Informal Survey, 156In-Port Watches, 25-28
Command Duty Officer, 25Engineering Department Duty Officer, 26Engineering Watches, 27
Inspection Division, 201Inspections & Tests, 41-46Instructors, 59INSURV Surveys, 175Interior Communications Electrician, 18
Junior Division Officer, 15
Leadership Training, 85Legal Records, 97-99
Engineer's Bell Book, 99Engineering Log, 97-99
Liquid Load Plan, 110Long-Range Training Schedule, 68
Machinery Repairman, 18Machinists Mate, 18Main Engines Division, 20Math Propulsion Assistant, 7Math Propulsion Turbine Condition Report, 130Maintenance Data Collection Subsystem, 85-94
Equipment Identification Code (EIC)Manual, 85
MDCS Documentation 85-94MDCS Documentation, 85-94
Deferred Actions, 87Forms, OPNAV Series, Description of
Entries on, 93
Shipboard Maintenance Actions, 88Work Request, 88
Maintenance Requirement Cards, 182Manhour Accounting System, 94Material Conditions of Readiness, 34Material Department, 201Material Division, 201Material Officer, 201MDCS Documentation, 85-94Military Training, 61Milstrip Requisitions, 150Miscellaneous Records & Reports, 113-130Monthly Summary, 113
Naval School Training Program, 73-75Enlisted Training, 74Functional Training, 74NESEP, 74Officer Training, 73
Naval Shipyards, 191-197Alteration Requests, 197Home & Planning Shipyard, 196Ship Superintendent, 195Shops, 193Task & Functions of, 191Work Requests, 197
NavSup Publications, 143Navy Enlisted Scientific Education Program, 74NBC Defense Officer, 9NESEP, 74New Construction and Major Conversions,
211-219Nucleus Crew, 212Shipbuilding Procedures, 213-219
Noise Trials, 229Notices, Navy, 29NRT Ship Availability, Definition of, 186Nucleus Crew, 212
Officer Training, 73Oil King's Memorandum, 113Oil Pollution Acts, 184Onboard Plans, 214Operating Records, 99-107
AC/DC Electric Propulsion, 101Air Compressor, 108Boiler Room, 101Diesel Engine, 101Distilling Plant, 108Electrical Log, 101Gyrocompass, 106IC Room, 106
234
23g
INDEX
Operating RecordscontinuedPropulsion Steam Turbine, 101Refrigeration/Air Conditioning
Equipment, 106Operational Training, 64Order, Military, Definition of, 28
Parent Tender/Automatic Availability,Definition of, 186
Performance Standards, 166-172Engineering Readiness Trials, 166Readiness Inspections, 169-172
Petty Officers, 17Phase Alfa, 219Phase Bravo, 220Planned Maintenance Subsystem, 77-85
Corrective Maintenance, 77Maintenance Schedules, 79PMS Manual, 77Preventive Maintenance, 77
Planning and Estimating Officer, 200Planning and Process Control Division, 201Planning Assistant, 200Planning Department, 200Planning Officer 200Plant Efficiency Trials, 229PMS Feedback Report, 84PMS Manual, 77Policy Military, Definition of, 28Post Repair Trials, 209Practical Factors, Group Record, 62Pre-Inactivation Trials, 230Preliminary Acceptance Trial, 226Preventive Maintenance, 77Procedure, Military, Definition of, 28Production Plans 214Professional Training, 61Proposal Evaluation Division, 201Propulsion Steam Turbine Operating
Record, 101Prospective Engineer Officer, 10
Quality Assurance Department, 200Quality Assurance Officer, 200Quarterly Schedule, 80Quarterly Training Plan, 68
Radiological Defense, 46Emergency Phase, 46Recovery Phase, 46
Readiness for Sea, 210Readiness Inspections, 169-172
Administrative Inspection, 169Material Inspection, 170Operational Readiness Inspection, 170-172
Recommissioning Trials, 230Records & Reports, 96-130Refrigeration/Air Conditioning Equipment
'Operating Record, 106Regular Overhaul, 203-210
Advance Planning, 204Assist - Ship's - Force Funds, 205Departure Report, 210Docking, 205-208Inclining Experiments, 208
Administrative Department, 209Planning Department, 209Production Department, 209Purpose of, 208Post Repair Trials, 209
Readiness for Sea, 210Regular Overhaul, Definition of, 186Regular Tender Availability, Definition of, 186Repair Activities, 187-203
Naval Shipyards, 191-197Repairs & Alterations, 187-189Repair Ships & Tenders, 189-197Ship's Force Maintenance & Repairs, 189Supervisor of Shipbuilding, 197-203
Repair, Definition of, 187Repair Division, 20Repair Party, 37-39Repair Parts Procedures/Procurement,
146-153Classification of Ships, 146NIS /NC Transactions, 149
Repairs & Alterations, 187-189Repair Ships & Tenders, 189-197
Arrival Conference, 190Checking Progress of Tender Repair
Jobs, 190Ship-to-Shop Jobs, 190Work Requests & Job Orders, 190
Restricted Availability, Definition of, 186
Sea Trials, 225Selected Record Plans, 214Self-Noise Trials, 229Service Ratings, 16Shakedown and Refresher Training, 54-56Ship Activation, 222Shipboard Administrative Organizgion, 3Shipboard Maintenance Actions, NV..
'10
ENGINEERING ADMINISTRATION
Shipboard Training Program, 56-73Organization for Training, 56
Division Training Officer, 58Educational Services Officer, 57Engineering Training Officer, 58Instructors, 59Planning Board for Training, 57
Training Records, 66, 73Types of, 60-66
Shipbuilding, Inactivation & Activation, 211-223Shipbuilding Procedures, 213-219
Completion & Commissioning, 218Construction Stage, 215Fitting Out, 217Readiness for Sea Period, 218Shakedown & Final Trials, 218Ship Plans, 213-215
Shipbuilding Supervisor, 197-203Departments & Functions, 198Organization of Office, 198
Ship Characteristics Cards, 124Shipfitter, 18Ship !motivation, 219-222
Inspection, 222Phase Alfa, 219Phase Bravo, 220
Ship Maintenance, 76-95Ship Plans, 213Ship's Bills, 29
Administrative, 29Emergency, 29Operational, 29
Ship Superintendent, 195Ship Trials, 224-231Situation Reports, 129Special Trials, 228-230
Noise Trials, 229Plant Efficiency Trials, 229Standardization Trials, 228Tactical Trials, 228Vibration Trials, 230
Standardization Trials, 228Standard Plans, 214Standard Ship Organization, 1Steaming Orders, 115
Submarine Project Offices, 200Supply Availability, Definition of, 186Supply' Overhaul, 145Support Availability, Definition of, 186SUPSHIP Procedures, 202Surface Ship Coordination, 200
Tactical Trials, 228Technical & Material Assistant, 16Technical Availability, Definition of, 186Training, 53-74Training Progiam, Naval School, 73Training Records, 66-73Trials, 224-230Trouble Call Record, 115Type Plans, 214Types of Material, 131
Underway Watches, 21-25Damage Control Watch, 24Damage Control Watch Officer, 22Engineering Officer of the Watch, 24Engineering Watches, 25Officer of the Deck, 22
Vibration Trials, 230
Watch Organization, 20-28Underway Watches, 21-25
Watertight Integrity, 41Weekly Schedule, 80Weekly Training Schedule, 70, 72-73Working Plans, 214Work Requests, 88
Yeoman, 19
236
2 40