the department and a “new” set of eyes. The corrections were made and re-inspected by the Chief Engineer. We did the round robin every other week with a week in between reviews to correct discrepancies and allow time for process improvement to take effect. All divisions were looked at 4 times prior to the assessment and each DIVO and CPO had an opportunity to work together,” said Lt. Ernie Miller. — Mr. Jerry Brugger , a long-time leader in 3M at CNSP and author of many assessment criteria in the Command Naval Surface Forces Pacific and Atlantic (CNSP/CNSL) 3M Instruction 4790.1 series, identified CULTURE as the “first order of precedence for a unit” to have a successful program.
Q: Is there one group (officers, chiefs, department heads, departmental 3MCs, etc) aboard Ship that has the most impact on 3M culture? A: Successful units have a culture that originates in the wardroom and CPO mess. Both groups have a major impact. Both must be proactive, in action and not just words, be in the spaces, be knowledgeable, and follow up. CPOs must train Sailors and mentor junior officers in 3M.
Q: Do you have any anecdotal/empirical “best practices” you have brought back from the ships that have done the best during INSURV? A: The better a ship does with their PMS program and with their zone inspection program, the better they will do on a material inspection, in general. We have reported to Congress, CNO, and Fleet Commanders routinely through our annual reports that PMS accomplishment, or lack thereof, has been the biggest contributor to ship material readiness. Successful crews continuously communicate the standards while maintaining a top-down culture that includes every officer and chief petty officer assisting the maintenance personnel in adhering to those standards. A culture of 3M is key to not only ensuring a successful 3M certification, but more importantly maintaining the continuity of material health and battle readiness across the span of a ship’s life—3M – everyday and at every level. SW
qq On board USS Sterett (DDG 104), Damage Control Assistant Lt. j.g. Eric Mason conducts a spot check on GSM3(SW) Jennifer Llarina and GSM3(SW) MacGyver Bilugan who are conducting routine maintenance on a fuel oil control valve. (U.S. Navy Photo)
Q: What are the most common 3M areas that cause ships to either succeed or fail? A: SELF-ASSESSMENT! A critical self-assessment (required quarterly by instruction) will find problems. Omitted checks and standardization hits are obvious and should not be overlooked. Changes to preventive maintenance system (PMS) require a CPO, DIVO, and DH review with signature to legally execute maintenance. Ask questions during the review; do not just accept the corrections or changes. Q: How long in advance should a Ship begin preparing for a 3M assessment?
A: A unit should be ready for any 3M assessment at any time. 3M is something done daily like sweepers, which is basic preventive maintenance. The documentation of the maintenance also needs to occur daily. — Mr. Robert Strait, Director, Operations Analysis and Command Information Officer at the Board of Inspection and Survey (INSURV) answered why CONTINUITY of 3M performance matters during a ship’s life. Q: How is 3M important to the long-term material health of a ship? A: 3M is probably the single biggest factor to a ship reaching its expected service life, with modernization being a close second.
Q: Do you have any metrics that tie 3M to successful INSURV inspections? A: Of all of the material inspections conducted over the past 10 years, 42% of the deficiencies that we have written are PMS related (factoring out normal wear and tear and deficiencies of unknown cause). The majority of these are PMS not being conducted or PMS not being conducted correctly. http://issuu.com/surfacewarrior/docs • Winter 2013
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