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Preventive Maintenance
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Mess Management Specialist 1 & C - Military manual for maintaining a mess hall
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Appendix I Reference
preventive  maintenance.  The  PMS  program  uses schedules and documents, some of which areas follows: .  A  weekly  PMS  schedule  shows  the  planned maintenance   schedule   for   accomplishment during a specific week. . A quarterly PMS schedule shows the planned maintenance   schedule   for   accomplishment during a specific 3-month period. .   A   cycle   PMS   schedule   shows   the   planned maintenance  requirements  to  be  performed during the period between major overhauls of a ship. Routine  Maintenance Each piece of galley equipment has a maintenance requirement  card  (MRC).  This  card  provides  detailed procedures  for  performing  maintenance  requirements and  tells,  who,  what,  when,  how,  and  with  what resources a specific requirement is to be accomplished. It also states safety precautions that reduce the chance of costly or dangerous preventive maintenance errors. PMS Audit/Spot Check Individual maintenance requirements are audited to determine  the  effectiveness  of  PMS  accomplishments. The  FSO  or  other  designated  person  performs  a  PMS audit on at least one maintenance requirement (MR) per week.  The  following  steps  should  be  taken  when conducting a PMS audit: 1.  Randomly  select  from  a  weekly  or  quarterly schedule a maintenance requirement that has been crossed  off  as  being  completed. 2.  Identify  and  call  upon  the  individual  who performed  the  maintenance  requirement. 3.  Have  this  individual  pull  the  MRC  (auditor should read the MRC and become familiar with the steps performed).  Proceed  with  the  individual  to  the equipment selected to be checked. 4.  Then  question  the  maintenance  person.  The questioning should be of a general nature and related to the  maintenance  requirement. Memorizing the card is not required, but if the maintenance  was  done,  the  person  should  be  familiar with the MRC. Inquiries should be made to determine the  following  information: . If the person actually did the work. (If not, a scheduling  or  supervisory  problem  exists.)  If  the  person did not do the work then the individual who actually did the  maintenance  should  be  questioned. . If all basic parts of the maintenance requirement were done; for example, if parts of the MR required operation  of  the  equipment  were  they  in  fact  operated. .  If  basic  safety  precautions  were  observed. l If the proper tools and materials were used. . If disassembly was part of the procedure, inspect the equipment for evidence of disassembly, such as mechanical guards or hold-down bolts. Finally, the work center supervisor should be asked the technical accuracy of the MRC. Self-Help Organizational  self-help  is  defined  as  a  unit’s personnel working in its own workspaces performing handyman and general maintenance and repair projects. COs may use self-help to perform projects that reduce critical maintenance backlog identified in the annual inspection summary (AIS). An  organizational  self-help  program  should  be established within your foodservice operation for the purpose   of   improvement   through   optimal   use   of available resources. Command support in providing funding,  manpower,  and  material  is  vital. Setting   up   a   self-help   program   within   the foodservice   division   should   provide   improvement through  the  best  use  of  available  resources.  Your command must support such a program for it to be successful.  This  support  should  be  in  the  form  of providing  funding,  manpower,  and  material. Leading MSs may use self-help to perform projects that reduce critical maintenance overload as well as improve  the  effectiveness  of  the  foodservice  operation. This further enhances morale and cost control. 13-25

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