Motor pool operation, Zone of Interior

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MOTOB POOL OPERATION ZONE OF INTERIOR

A Thesis Presented to the Faculty of the College of Commerce and Business Administration The University of Southern California

In Partial Fulfillment of the Requirements for the Degree Master of Business Administration

by Captain Paul J. Halin United States Army June 1950

UMI Number: EP43248

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T his thesis, w ritte n by ............... under the guidance of h ..ls .. F a c u lty C om m ittee, and app ro ved by a l l its members, has been presented to and accepted by the C o u n cil on G ra duate S tudy and Research in p a r t ia l f u l f i l l ­ ment of the requirements f o r the degree of

Master of Business Administration

Faculty Committee

TABLE OF CONTENTS

CHAPTER

PAGE

I. INTRODUCTION.................................... Statement of problem

1

........................

1

Analysis of the problem, . . . ♦ ...............

3

Definitions of terms used.

b

Administrative motor pool................... Administrative vehicles. . .

II. III.

..............

•

b

1st echelon maintenance......................

*f

2nd echelon maintenance. • • . • • • • • • • •

5

Materiel • • • • •

5

............

. . . . . . .

Production line maintenance..................

5

Service units. ..............................

5

Tactical vehicles.........

5

T O & E ........................................

5

Zone of Interior

5

••••

Statement of organization into chapters. • • • •

6

Historical review........... .................

7

Method of procedure and datasources

.........

8

GENERAL..........................................

9

MOTOR POOL OPERATION AND MAINTENANCE.............. 13 Organization.................................... 13 Motor officer. . . . . . . .

..........

Administrative section.................

iii

...

15 15

iv CHAPTER

PAGE NME Form 110— Vehicle and Equipment Operational Record ..........................

15

WD-AGO Form 9-75— Daily Dispatching Record • •

18

Standard Form 91— Operator’s Report of .........

18

DA-AGQ Form 6l*f— Accident Identification Card*

18

Motor Vehicle Accident . . . . . .

WD-AGO Form 9-7^— Motor Vehicle Operator’s P e r m i t ............ • • • • • • ............ AD-AGO Form 3^8— Driver Qualification Record •

19 19

WD-AGO Form M-60— Preventive Maintenance Roster . . . ......... • • • • . . • • • • •

20

WD-AGO Form ¥+ 6 ,

Property Issue Slip • ♦ • ♦ • 20

WD-AGO Form Mf7,

Property Turn-in Slip . . . . 20

WD-AGO Form 55-2^8, Motor Vehicle Record • • • 21 WD-AGO Form 811,

Work Request and Job Order. • 21

DA-AGO Form *t6l, Work Sheet for Wheeled and Half-Track Vehicles.

..............

Operations division. • » • * • • • • « * • • • * Truckmaster.

21 22

................... * .............22

Dispatchers............

22

Vehicle sections ..............................

26

Drivers

27

.................

1st echelon maintenance section. . . • • • • •

35

V

CHAPTER

PAGE

Maintenance division • • • • • ............... Motor sergeant . . ............

• • • • • • •

36 36

Production line maintenance........... . • • • •

39

Layout • • .

bb

.........

.

* • • •

Station #1— Road test* • • • • • • • . • • • •

b5

Station #2— Cleaning and engine warm-up. . . .

b5

Station # 3 — E n g i n e ............. • ............... b6

Station #*f--Chassis, body, and cab

........

b6

Station #5— Wheels, brakes, axles, and ............

MS

Station # 6— Lubrication. . . * ..............

b6

Station #7— Final inspection.......... .

b7

steering • • • • • • • • * . .

Unit replacement section...................... 50 Body and fender section. • * • • • • * • • . .

51

Supply section

51

.........................

Essentials of production line maintenance. . . . Personnel.........................

51 52

Tools and equipment............................ 53 Supplies......... Time

53 ...............

53

Categories of maintenance. . . • • • . • » • • •

5b

Organizational maintenance ..................

5b

First echelon maintenance. • • • • • • • • .

5b

Second echelon maintenance . • • • • • • • »

5b

vi

CHAPTER

PAGE Field maintenance............. Depot maintenance

55

..........

Motor vehicle inspections

............

56

........... • • * •

56

Command inspections • • • • • • • • • . • •

56

Technical inspections ........

. . . . . .

56

SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS . . . .

53

Types of inspection

IV.

55

Summary • • • • • • • . « • Conclusions . . . . . . . . .

..................

53

..

59

Recommendations • • • . • • • • • • • • • • • •

63

B I B L I O G R A P H Y ..........

71

A P P E N D I X .............................................

73

LIST OF TABLES TABLE I«

PAGE Summary of Motor Pool Operating and Maintenance

C o s t s ............................. . . . . . . .

vii

62

LIST OF FIGURES

FIGURE

PAGE

1. Command Channels • • • • • • .......... • 2.

• • • •

lb

Motor Pool Layout............ . ....................16

3* Organization Chart, OperationsDivision,

• * . • ,

23

b. Organization Chart, Maintenance Division • . • • •

37

5. PLM Shop Plan........................... ...

38

viii

CHAPTER I INTRODUCTION I.

STATEMENT OF PROBLEM

The problem to be taken into consideration in this thesis is that of establishing a model administrative motor pool to be used as a guide for motor officers to follow in setting up a similar organization.

Also included is the use

of production line maintenance which is the latest innova­ tion in motor pool operation in the Army.

Uniformity in

operations and maintenance can be attained to a certain degree, but facilities available dictate the type of motor pool placed In effect and the manner of performance which results. The basic principles in all motor pool operation, including maintenance, are the same.

Combat units make the

best of field conditions to operate and maintain their equip­ ment.

Service units in a theatre of operations are station­

ary for a slightly longer period of time than combat units, therefore, their systems are a bit more permanent*

At static

installations, such as found In the Zone of Interior and sometimes in Theatre rear areas, permanent vehicle operating and maintenance programs are usually set up to facilitate motor pool operation.

This is where production line main­

tenance can be used to greater efficiency than any other

1

2 system, and is therefore, the reason for including it in this thesis* In practically every Army installation today, as in the past, there exists a motor pool from which truck and passenger transportation is supplied to carry on the activi­ ties of the installation, either In housekeeping functions or training operations* There exists the inevitable problem of operating and maintaining-the vehicles according to the standards pre­ scribed by the Army*

This is not always a simple task.

The lack of physical facilities to maintain the motor vehicles, equipment to do the job properly, qualified per­ sonnel and suitable vehicles to perform the work, are some of the more important obstacles to be overcome by individuals responsible for operating a motor pool. A long remembered lesson was learned while operating the Red Ball Express in the European Theatre of Operations, when commanders of highway transport units were not permitted to carry out proper maintenance procedures. the units were to be kept rolling.

All vehicles in

The result was, at the

close of the Red Ball line of communications haul, the aver­ age availability per truck unit was twenty-seven vehicles instead of the goal of forty of the forty-eight assigned vehicles« The lesson paid off with the establishment of proper

3 maintenance procedures on subsequent highway transport opera­ tions, such as the ABC and XYZ, which terminated with truck units averaging between thirty-nine and forty vehicles avail­ able, per unit, daily, or approximately 100 per cent*

Wars

are not normally won during one campaign or battle, there­ fore, the mobility of an army must be preserved for additional operations• This thesis is confined to the ideas of the writer gathered from experience in setting up a production line maintenance system in a motor pool operation that proved to be most efficient. II.

ANALYSIS OF THE PROBLEM

Truck transportation is essential in all of the armed services as well as in civilian life and the importance of proper operation and maintenance cannot be overstressed.

The

high mobility of the Armed forces makes it necessary for all military vehicles to be ready to roll at all times.

Emphasis

must be placed upon administrative vehicles as well as tacti­ cal vehicles for maximum utilization of all vehicles in an emergency is mandatory. The assumption that maintenance is not necessary dur­ ing an emergency and that the job of transporting materiel and personnel takes precedence over maintenance, is a fallacy that should be overcome.

The lack of proper maintenance adds

b

to the cost of wars besides losing the services of deadlined vehicles awaiting repair. Most permanent installations are still under the impression that they need all the motor transport they can possibly keep in their possession.

Many commanders are not

aware of the fact that they should be cutting back to a peace­ time operation.

Lack of qualified personnel and obsolete

equipment add to the woes of the operating personnel, and the attainment of efficiency in their duties is practically an impossibility. The sooner motor transport is cut down to the point where available personnel can effectively operate and main­ tain the assigned equipment, the sooner an increase in the utilization of vehicles on hand will be effected. III.

DEFINITIONS OF TEEMS USED

Administrative motor pool.

An area established, serv­

ing the holders of two or more administrative vehicle allo­ cations. Administrative vehicles.

Vehicles used on any post,

camp or station for housekeeping duties.

They are not

usually for tactical training. 1st echelon maintenance. maintenance.

Commonly known as driver

The driver is responsible to check gas, oil,

water, air in tires and the entire vehicle visually* 2nd echelon maintenance. organization maintenance.

This is another term for

It is confined to the replacement

of small parts and the necessary inspection to detect forth­ coming mechanical failures. Materiel.

Arms, ammunition and equipment in general.

Production line maintenance.

System of maintenance

set up to perform specific tasks assigned to designated sta­ tions. Service units.

Non-combat units.

Units that perform

special services in support of combat units, i.e., Transpor­ tation, Quartermaster, Signal, Ordnance, et cetera. Static installation.

Posts, camps, or stations with

a degree of permanence. Tactical vehicles.

Vehicles designed primarily for

use in combat and for training purposes.

They also can be

used as administrative vehicles if desired. TO&E.

Table of Organization and Equipment.

Zone of interior. proper.

Area confined to the United States

6 IV.

STATEMENT OF ORGANIZATION INTO CHAPTERS

This thesis is composed of four chapters.

Chapter I,

includes all of the preliminary information as required in thesis writings.

This includes the Statement of the Problem,

Analysis of the Problem, Definitions of Terms Used, Statement of Organization into Chapters, Historical Review, and Method of Procedure and Data Sources. Chapter II is confined to generalities in motor pool operation, indicating a basis for the imaginary organization with regard to the number of vehicles and personnel necessary for the mission* Chapter III commences with the organization of the motor pool, explaining the duties of the Motor Officer and the Administrative Section with relation to its functions. Also listed and explained are the various forms used in motor pool work.

The chapter is then divided into the Operations

Division and the Maintenance Division. Under the heading of the Operations Divisions are sec­ tions, i.e., Truckmaster, Dispatcher, Vehicle Section, Drivers and 1st Echelon Maintenance Section.

The duties of

each section are explained along with its chain of command. The Maintenance Division then follows, listing the Motor Sergeant, Production Line Maintenance and its breakdown into stations, followed by the Unit Replacement Section, Body and Fender Section, and the Supply Section.

Then the

7 Essentials of Production Line Maintenance are explained under the headings of personnel, tools and equipment, supplies and time.

Following in order are the categories of Maintenance. V.

HISTORICAL REVIEW

Military motor transport is still in its infancy.

Yet

the history of motor transport is rooted in the development of all forms of military transportation, which are almost as old as the history of war.

Centuries ago, armies transported

equipment and warriors on animals— elephants, horses, and camels.

Even then, the importance of overland movement of

field forces was closely related to the ability of an army to achieve victory.

When the wheel was invented, the chariot

and wheeled vehicle, drawn by animals came into use.

The

flexibility and use of land transportation was greatly increased, allowing greater maneuverability of armies 5 but centuries elapsed before the development of the motor vehicle and highway transportation as we know it today, was even begun.

In the United States Army, up to and including World

War I, f,the escort wagon** drawn by four mules was used exten­ sively.

And only during the past war did our army become

completely motorized.

Evidence indicates that highway trans­

portation will be even more essential in future wars. Many people have the idea that the only machines used in fighting a war are tanks, airplanes, and guns.

Such is

8 not the case*

Planes will not fly, and guns will not fire

unless they are supplied with oil, gasolene, and ammunition. The men at the front cannot eat unless food is transported to them*

In any war, the striking power and the speed of move­

ment of the army is dependent, largely on the efficiency of motor transportation and its ability to get war materials to the places where they are needed and get them there on time. This is all dependent on vehicles that are properly maintained and ready to roll on a moment's notice* The high mobility of our present army and the intricate mechanical equipment demands highly trained personnel and the stressing of maintenance to the lowest ranking man in uniform. VI.

METHOD OF PROCEDURE AND DATA SOURCES

The research material contained herein is based pri­ marily on the knowledge of the writer gained from experience as an officer in the Transportation Corps, while overseas in the European Theatre of Operations and in the Zone of Interior as a Motor Officer. Technical information was obtained from various manuals published by the Army for use by its personnel to properly instruct and guide them in maintaining and operating vehicu­ lar equipment.

CHAPTER II GENERAL In an Army establishment, each organization authorized to have vehicles by its TO&E, usually operates its own motor pool and performs its own maintenance to the extent author­ ized.

This is accomplished by a specific number of qualified

drivers and mechanics assigned to a unit in proportion to the number of vehicles assigned.

The assigned drivers perform

the required first echelon maintenance on their vehicles and operate them when called upon to do so.

The maintenance

performed by the drivers, will, in a majority of instances, delay the need for major repairs for some time. Commanding officers of static installation are required to pool motor transportation administratively and, if effi­ ciency so dictates physically, to secure maximum utilization, efficient operation, economical use, and effective organiza­ tional maintenance. The difficulty arises when motor vehicular equipment is pooled to facilitate operation and maintenance, and, an insuf­ ficient number of qualified drivers and mechanics are assigned to perform the necessary operational and maintenance services. The organization setup within the confines of this thesis takes into consideration the shortcomings of inexperi­ enced mechanics and a limited number of drivers.

9

10

As stated in AR 700-105, . . . in so far as is practicable, a regular driver will be assigned to each vehicle* And where the assignment of regular drivers is impracticable, commanding officers will take necessary action to insure the performance of the prescribed preventive maintenance services that are normally the responsibility of the assigned driver. As experienced by so many motor officers, during post war years, the number of drivers assigned to take care of all the commitments of a motor pool is inadequate.

Therefore,

other means will have to be initiated to achieve the results delegated to an administrative motor pool from the standpoint of operation and maintenance. Since it is the objective of this thesis to establish a workable organization, taking into consideration post-war personnel inexperience, especially pertaining to mechanical ability, a production line maintenance program will be insti­ tuted to overcome this handicap. In order to have a foundation upon which to base figures for our mythical administrative motor pool, a theo­ retical number of vehicles have to be operated and maintained. Let us assume that we are operating an administrative motor pool containing 200 general purpose vehicles with a breakdown as followss

l/^-ton ^x^f, 25; sedans, 15; 3A — ton

weapons carriers, 35; 1 1/2-ton *fx2, *+0; 2 1/2-ton 6x6, 50; buses, 10; 10-ton semi-trailers and prime movers, 25*

The personnel necessary to carry on the minimum func tions of this administrative motor pool, not including drivers, is broken down as follows: Motor Officer . ...................1 Administrative Section Clerks . . 2 Truckmaster (Operations), ♦ . . . 1 Motor Sergeant (Maintenance)* . . 1 Operations Divisions Dispatchers (2*f-hour operation) • 5 Sedan and Jeep S e c t i o n . .......... b 3/^-ton Weapons Carrier Section • b ............ b

1 1/2-ton Section

2 1/2-ton S e c t i o n ................ *f Heavy Vehicle S e c t i o n ..........

h

1st Echelon Maintenance Section . 6 Maintenance Division Station # 1 .............. . . . . * 1 Station # 2 .......... Station #3* • • • Station #b • .

1 .............. 2

................ . 2

Station #5.

............ 3

Station # 6 . .......... Station #7*

2

.............. 1

Unit Replacement Section. • • . . b Body and Fender S e c t i o n .......... b

12 Supply S e c t i o n .................... 2 Completion of Semi-Annual I n s p e c t i o n s ................. * 2 Enlisted Men* *59 Officer . . . • 1 Drivers are not indicated in the above listings for the reason that the number assigned to any motor pool is an arbitrary figure depending on the type of operation or manner of performance required by post commanders*

If a motor pool

is required to furnish all drivers, then a definite number of operators should be authorized to meet the demands*

If

it is an operation where each agency furnishes its own driver, all that is necessary is a group of individuals for control, which is as mentioned above* The organization of a motor pool is very flexible, and the type decided upon depends upon the ingenuity of the motor officer, influenced by the facilities made available and the personnel assigned for the operation*

CHAPTER III MOTOR POOL OPERATION AND MAINTENANCE For purposes of simplicity, the organization of the motor pool described in this thesis is of one particular type in order to give the reader a concrete example of how a motor pool is set up, and the channels through which it operates* It is of interest to include the new system of maintenance gaining momentum in the Army, namely, production line mainte­ nance* I.

ORGANIZATION

A commissioned officer is designated as motor officer and is in charge of the motor pool, with noncommissioned officers in charge of operating and maintenance divisions. Each of the divisions is broken down into sections in the case of the Operating Division, and into sections and stations in the case of the Maintenance Division*

The

Administrative Section Is directly responsible to the motor officer and is a part of his office personnel*

The channels

of responsibility emanate from the Post Commander through the G-*+ or S-1*- to the Transportation Officer and finally to the Motor Officer and members of his organization*

This is

illustrated In Figure 1, page l*f* The ideal layout for a motor pool should follow along

13

lb PO^T

COnnRNDER

T R BIN/S P ORT f l T /ON

n o rO R

OFFICER

OFFICER

OPERRTIONS Dfvrsiow

FIGURE I

COnnflIND CHANNELS

15 the same lines as indicated in Figure 2, page 16. Motor officer. commissioned ranks.

The motor officer is normally from the He is responsible for the motor pool

operation, the maintenance of equipment used in the operation and the personnel assigned to it.

He is also charged with

the proper selection and training of drivers and mechanics. He is a representative of the Transportation Officer and is sometimes designated as Assistant Transportation Officer when operating an administrative motor pool.

This activity is

very important in post functions and its efficiency is essen­ tial. Administrative section.

This part of the organization

is located in the motor officer*s office and contains the necessary records and reports required in operating a motor pool.

In addition to the Dispatcher's Office, this is the

nucleus and nerve center of activity.

All records and reports

are kept so that information is readily available to the motor officer.

The following reports are maintained by the Adminis­

trative Section and the Dispatcher. NME Form 110— Vehicle and Equipment— Operational Record. This form is prepared by the Dispatcher who gives it to the driver who makes the necessary entries on the form and goes on his dispatch.

NME Form 110 is signed by the vehicle user

when he releases the vehicle.

The driver completes the form

16

H E R V y V E H I C L E S ECTlOtJ

f t TON

%

SECTION

UJ

or

JEfPn^SEO R N SECTION LU

O

U_ U__

o

pool

cc

FIGURE

3

SECTION

motor

I'A T O N

la / o u t

2'/z T O N S E C T I O N

17 upon his return to the motor pool and turns it into the dis­ patcher.

The dispatcher completes his records and files the

form. Every operator of an individual vehicle is required to carry NME Form 110.

This form, -when properly authenicated,

is his official authorization for operating the equipment and, when completed, contains a record of his route, destination, load, speedometer readings, time of arrival and departure, and other information pertinent to the trip or period of operation.

In addition, the reverse side of this form lists

the items of equipment to which the operator must give daily and weekly attention.

While operators in a convoy are not

required to carry an operational record, they will use the list on the reverse side of this form as a reminder or check list for their daily and weekly maintenance activities. Detailed instructions for performing the services scheduled for each of these items are contained in Section II of TM 37-2810

and in the appropriate technical manual for the

particular piece of equipment.

This form is designed for use

with all motor vehicles for which an operational record is required.

Responsibility for completion of the form and

performance of applicable duties prescribed thereon is

TM 37-2810 C—1. Motor Vehicle Inspections and Pre­ ventive Maintenance Services, 2k January 19*+9*

18 divided generally among three individuals, as follows: patcher, Operator, and Official User.

(Exhibit #1, page 73*

WD-AGO Form 9-75— Daily Dispatching Record. is the master dispatching record.

Dis­

This form

All dispatches are entered

in the appropriate sections and it is kept open until the completion of the day's business.

Advance requests are

listed on the appropriate day's master sheets and it gives a clear picture of what commitments have already been made.

It

is a constant reminder to the dispatcher of pending trips, and the number of vehicles remaining for other requests.

This

is an excellent record for doing research work in determining the efficiency of the motor pool.

(Exhibit #2, page 7^*)

Standard Form 9 1 . Operator's Report of Motor Vehicle Accident.

In the event of an accident, the driver fills out

this report at the scene of the accident, making sure that he obtains the information required to fill out the form com­ pletely.

Detailed data are of valuable assistance to the

Claims Officer in making the adjustments fair and equitable. The driver then submits the accident report to the motor officer for further action (Exhibit #3, page 75*) DA AGO Form 6lIf. Accident Identification Card.

The

purpose of this card is for the other person, party to the accident, in order that he may have a means of contacting the proper individuals in the event any questions arise.

This is

19 a matter or courtesy extended to the individuals involved, who may not know the military channels for correspondence. (Exhibit #**-, page 76 .) WB AGO Form 9-7*f. Motor Vehicle Operator 1s Permit. The Operator1s Permit will be issued by the commanding officers of installations or organizations to all drivers or operators for the type of vehicle for which qualified.

Army motor

vehicles will be operated only by properly dispatched drivers with valid permits, except that driver trainees, applicants, or examinees may operate training or testing vehicles under the direction of a qualified driver, examiner or instructor. Possession of a properly authenticated motor vehicle operator*s permit will be a certification that the individual is a quali­ fied driver of the type or types of vehicle certified on the permit by a commissioned officer.

When an accident or other

cause so warrants, the permit will be suspended and will not be renewed without re-examination.

A record of all accidents,

including action taken, will be entered promptly on the motor vehicle operator1s permit and on the Driver Qualification Record (WD AGO Form 3*f8).

(Exhibit #5* page 77*)

AD AGO Form 3*+8. Driver Qualification Record.

A record

of qualification for motor vehicle operator*s permit and of the driving experience for each motor vehicle driver, both military and civilian, will be maintained on this form.

20 Commanding officers are responsible for the maintaining of this form on a current basis.

It must be kept at the motor

pool or unit headquarters responsible for supervising and dispatching the operator*

(Exhibit # 6 , page 78.)

In the Maintenance Division, the following forms are peculiar to that type of operation. WD AGO Form *f60 . Preventive Maintenance Boster. form Is used for vehicle inspections.

This

It is a roster list­

ing all of the assigned vehicles indicating the days each vehicle is due for a weekly, monthly, and semi-annual inspec­ tions.

By using this method the motor officer can be assured

none of the vehicles will be overlooked when its inspection day comes due.

The proper completion of this form is

explained in TM 37-2810.

(Exhibit #7, page 79.)

WD AGO Form M+ 6 , Property Issue Slip.

All supplies

and parts requisitioned from Ordnance are obtained by sub­ mitting this form.

It is not only used for the obtaining of

Ordnance supplies, but those supplies of other services as well.

(Exhibit # 8 , page 80.) WD AGO Form M * 7 « Property Turn-in Slip.

In order to

be relieved of property responsibility for equipment, a Property Turn-in Slip has to accompany the item to its respec­ tive service.

A receipted copy is returned to its originator

and the proper adjustment made in the books.

(Exhibit #9,

21 page 8l.) WD AGO Form 55-248. Motor Vehicle Record*

This record

is permanent in nature and is used whenever a vehicle is transferred from one accountable officer to another*

Copies

of this form are forwarded to the Department of the Army Vehicle Control Section, Machine Records Section whenever vehicle accountability changes, making it possible for the Department of the Army to know the whereabouts of every vehicle at all times*

(Exhibit #10, page 82.)

WD AGO Form 811, Work Request and Job Order*

Whenever

a vehicle or unit is sent forward to a higher echelon for repair, WD AGO Form 811 must be completed and accompany the item. vices*

This is also true for repair requests with other ser­ (Exhibit #11, page 83.) DA AGO Form 461, Work Sheet for Wheeled and Half Track

Vehicles*

The performance of either monthly or semi-annual

service requires extensive checks on the vehicle to cover thoroughly the servicing of a vehicle, therefore, the develop­ ment of the DA AGO Form 46l.

This form, like Form 110, is

used in conjunction with TM 37-2810 or the vehicle technical manual.

If each item is checked according to instructions

set forth in the manuals indicated, the result would be increased mileage between repair jobs.

(Exhibit #12, page 84*)

22 II.

OPERATIONS DIVISION

This division is responsible for the actual operation of the vehicles#

It is responsible for the proper dispatch,

assignment of drivers, and the performance of driver main­ tenance#

The success or failure of the mission of a motor

pool depends in part on the efficiency of this organization# Its contacts with the public are a determining factor in the entire motor pool as to the type of criticism it will receive# The organization of the Operations Division is set up in Figure 3 > page 23# Truckmaster#

The Operations Division is supervised

by a truckmaster, who is responsible to the motor officer for the function of his division*

He is responsible for the dis­

patching of vehicles, first echelon maintenance, the assign­ ment of drivers and for the orderliness of the motor park# He is responsible to see that the vehicles due for main­ tenance are available to the Maintenance Division on the days indicated* Dispatchers*

The dispatcher's office is set up in the

Operations Division and works directly under the truckmaster* A chief dispatcher is placed in charge and he is responsible for the actions of his assistant dispatchers*

This office

actually makes the vehicle dispatches when requested.

It is

their duty to give prompt and accurate service in addition to

TRUCK MASTER

3/VTON

I/?TON

HERVy

WEAPON'S

TRUCK

VEHI CL ES

CARRIER

SECTION

SECTION

SECTION

FIGURE 3

ORGAN IZRTIOM OPERATIONS

CHART

DIVISION

2b being courteous in carrying out their mission. In theory the motor officer passes on all requests for transportation, but more often than not the chief dis­ patcher actually performs this function in the name of the motor officer.

Requests other than routine are passed by

the motor officer, and if it is beyond his jurisdiction, the matter is brought to the attention of the Transportation Officer. An example of how a transportation request is handled is as follows:

At 0900 hra, 5 April 1950, the Quartermaster

telephones the dispatcher requesting a sedan be set up to make a trip to San Bernardino, starting from the Quartermaster Office at 0800 hrs., 6 April 1950.

This information is recorded

on a request sheet and given to the motor officer for screen­ ing#

If approved, the dispatcher will notify the Quartermaster

that the transportation will be set up for the time indicated. The dispatcher will then record this information on his WD-AGO Form 9-75* Daily Dispatching Record, for 6 April 1950. If the distance to be traveled exceeds the mileage attained by a tank full of gas, the dispatcher will ask the motor officer for a rtgasolene credit card** to be used to purchase additional gas on the road.

Meal tickets are also provided the driver

to use while on the mission. the motor officer.

These are also authorized by

The driver is notified that he will be

making the trip the day before and told to report to the

25 motor pool at 0730 hrs., 6 April 1950, to service the vehicle and at 0750 hrs., he departs for the Quartermaster Office. After picking up the individual, he proceeds on the trip. The driver records all information on the dispatch ticket, with regard to stops, mechanical defects, if any, and gas and oil purchased. After the trip is completed, the driver obtains the signature of the official user and returns to the motor pool. He turns in his completed operational record after again checking his vehicle for defects. taken in handling one dispatch.

This completes the steps When you figure the same

procedure is followed hundreds of times every day, you can realize the responsibility placed on each member of a motor pool to do his job to the best of his ability. Most administrative motor pools are on a 2*f-hour day basis, therefore, dispatchers must be on duty throughout the entire period. Drivers for night duty are assigned to the dispatcher to take care of any emergency calls that may be necessary. Another duty for the dispatcher, which is optional, is to maintain an accident chart listing all the drivers assigned to the motor pool, the number of accidents each has had and the responsibility for each, et cetera.

It is a

matter of incentive for each driver to head the list of drivers having the least number of accidents during a year*s

26 time*

Drivers operating vehicles for a year, accident free,

should receive some reward for their achievements. Vehicle sections*

The Operations Division is divided

into vehicle sections, for example, Sedan and Jeep Section, 3/VvTon Weapons Carrier Section, 1 1/2-Ton Section, 2 1/2-Ton Section, and the Heavy Vehicle Section to include buses, 10Ton Semi-Trailer, snow plows, et cetera. This breakdown further divides the responsibility for motor pool operation thereby forming a tighter control in the over-all function.

Placing of responsibility on lesser rank­

ing men will start their development of leadership, the main­ stay of any organization, whether military or civilian. Each section is supervised by a non-commissioned officer, whose job it is to furnish the required vehicles called for, whenever the dispatcher gives him notification. The section leaders are assisted by a number of helpers in checking the vehicles assigned to their respective sections to make certain the equipment is ready for dispatch. Vehicles should be checked prior to dispatch and upon their return to see whether or not the driver performed the required maintenance work. It is also the responsibility of the section leader, to insure the cleanliness of his vehicles and to make them available for inspection at the scheduled times. It is a wise policy to keep the assigned men, in the

various sections, on their jobs at all times regardless of the need to call on them to perform driving duties.

This pro­

vides better control of the vehicles and their general upkeep.

Drivers.

In every motor pool there are a certain num­

ber of assigned drivers, whose sole duty is to drive.

When

there is not a sufficient number of drivers, the using agency must furnish its own driver.

It is ideal in motor pool opera­

tion to have an assigned driver for every vehicle, but since this is impossible in most cases, the next best solution is that of having temporary drivers from various users. This solution is unsatisfactory from the maintenance viewpoint.

No driver, who operates a vehicle for one day,

will take any pride in its upkeep, and in most cases, will do only the least amount of work necessary to get by.

This

condition necessitates the use of a 1st echelon stable in the motor park. The driver is the most important single factor in preventive maintenance.

Improper driving is a major factor

in mechanical failure of motor vehicles and inexperience and careless drivers can nullify all efforts to properly maintain vehicles. Each driver is required to perform certain daily maintenance services on his vehicle.

The proper performance

of these services will do much to prolong the life of the

28 vehicle, avoid major repairs by higher echelons of mainte­ nance, and will assure the driver or operator that his vehicle will perform its missions consistently and depend-

2 ably* The best designed and constructed vehicles plus the best mechanics in the Army cannot compensate for bad driving* Any unit in which driving is below satisfactory standards eventually fails in its mission because of its lack of mobil­ ity, despite other measures taken to prevent it*

This import­

ance of the driver to combat efficiency is not always appreci­ ated*

Inadequate mobility is often assumed to result from

faulty vehicles, unskilled mechanics, difficult terrain, and excessive operational demands, when frequently it is due to improper driving and lack of, or improper, first echelon maintenance*

Bad driving is not recognized as the source of

trouble because its effects are cumulative rather than immedi­ ate, and because officers and non-commissioned officers fail to detect bad driving practices.

In spite of these bad prac­

tices, the excellence of the vehicle and the work of the mechanics keep the vehicle running for a time.

But bad driv­

ing practices can and do reduce the normal life expectancy of a vehicle considerably, and increase the maintenance require­ ments.

2 DA-TM 37-2810, C-l, Motor Vehicle Inspections and Preventive Maintenance Services, 2b January 194-9•

29 In order to establish and maintain driver efficiency, certain definite and progressive steps are followed.

Regula­

tions state that before a driver is issued an operator*s per­ mit, he must pass satisfactorily an examination on driver1s aptitude, mechanical knowledge, operation under the usual conditions of terrain and traffic, traffic regulations, road procedure, safety precautions, speed limits, vehicle abuse and maintenance. The need for driver training in the Army is borne out by a recent news article which reads in substance as follows: While the Federal Government operated motor vehi­ cles the past year have an average of 10.3 fatali­ ties per one hundred million miles of travel, against a national average of 8.1, the Department of the A r m y ’s world-wide motor vehicle accident rate is 63 .5 , 68*f per cent higher than the national average. In overseas commands, with a total of 600 million miles traveled, the rate was 86.*f, in 300 million miles traveled in the Zone of Interior the average was 18 .0 . Announcement by the Adjutant General to all com­ mands states in part: 11It is apparent from the record more positive measures must be taken to reduce the number of deaths . . . particularly in overseas commands. Driving at speeds too fast • . • must be further controlled in all commands•** Greater care must be taken in the selection of men to be assigned or authorized to driver Army vehicles, and those drivers must be trained and restrained until safe driving under all conditions is habitual. In order that driver training be effective, it must have the close co-operation and supervision of all commanders

30 as well as the instructors*

Competent officer and enlisted

personnel should be selected as instructors and time allowed for their training* They should assure themselves that suitable men are selected for training as drivers.

The best way to prevent

vehicle abuse is through proper selection, training, exami­ nation and supervision of the drivers. All men who meet the Army*s physical standards are not necessarily physically, mentally, or temperamentally capable of becoming satisfactory drivers.

Unless these men

who are definitely not good training risks are eliminated before training starts, they will cause loss of time and damage to equipment. The individuals selected for drivers should be of average size or larger, be moderate in habits, alert, depend­ able, intelligent, and have good judgment*

In addition,

they should possess the following qualifications: 1.

An accident-free driving record in cases of

previous experience. 2*

Normal vision without glasses (visual acuity

correctable with glasses to not lessthan 20/30acceptable. 3#

Average depth perception,

if.

Normal vision at night.

5*

Normal hearing.

6.

Normal reaction time.

31 7»

Ability to differentiate between red, green, and

amber lights• The use of civilian drivers constitutes another prob­ lem of motor pool operation in a static installation*

In a

great many instances, the civilian is driving in addition to his primary job, which may be that of a plumber, electrician, or carpenter, so he will be very reluctant to do any type of work than that for which he was hired* A very difficult problem in handling drivers is to keep them constantly on the alert; to correct minor vehicle deficiencies, to know the weather and road conditions and to remember good driving habits which make them safer operators while on the highways*

A practice which helps overcome this

situation, is to attach to the driver’s trip ticket, daily, a little reminder of one of these ills to give the operator food for thought*

Listed below are some examples of helpful

hints* 1*

Windshield wipers must be checked daily for

proper operation* 2.

You may need it today* Check your vehicle for chains*

chains helpful in mud, sand, snow, or slush.

You will find

They have

little, if any value in preventing a sideslip on an icy, or hard and slippery road.

Install your chains right side out,

that is, with the open ends of the cross links out* improperly installed will damage the tire*

Chains

Adjust your

32 chains properly* 3*An improperly loaded cargo may shift or fall It may even cause a

off.

truck to overturn on a curve, in an acci­

dent, or on uneven ground.

Load cargo safely.

*+♦

Shut off the entine while refueling.

5*

Are your tarps and top properly secured?

If not—

do so now.

6.

Rain today— your visibility is decreased.

takes a greater distance to stop your vehicle.

It

If you are

traveling 20 MPH, you are traveling 30 feet each second and you will travel 50 feet before you can stop. 7.

A clean windshield will help reduce accidents.

Every vehicle has certain blind spots— know your vehicle and compensate for them.

8.

A clean vehicle is an asset.

All trash belongs

in the trash can and not in the cab of your vehicle. 9.

Smoking while your vehicle is in motion is pro­

hibited. 10.

Don’t hit curbs or objects with the tire sidewalls-

sidewalls are the weakest part of your tire. 11.

Is there a lubrication order, and accident report

form, and identification card and drivers* manual in the glove compartment of your vehicle? 12.

Obey all local, State or military traffic regula­

tions, traffic signs, and signals at all times, operate at

33 such a speed and In such a manner that you have proper con­ trol over your vehicle. 13.

Get to your destination safely.

Have you checked the battery?

is clean, secure and not leaking. proper level.

See that battery

See that water is at

Cables and vent caps should be clean and

secure. l*f.

Check the engine oil level daily.

Improper lub­

rication causes serious damage to your engine. 15.

When not on official business and off your route,

you*re sticking your neck out. 16.

You are responsible for the safe operation and

proper care of your vehicle.

So be smart— don’t let it down

and it w o n ’t let you down.

times.

17.

Check your fan belt for excessive wear.

18.

Keep the vehicle under complete control at all

Lives may depend on your action. 19.

Do you have your driver’s permit with you and

have you signed it?

Permit must be carried at all times

while operating a vehicle. 20. of a tire. 21.

Correct tire pressure is important to the life Have you checked the pressure today? Prestone has Just been added to all vehicles.

Be

especially on the lookout for leaks along the cooling system. Check regularly. 22.

It takes time for the oil in a cold engine to

3k circulate to all parts. 23*

Do not race a cold engine*

Hear view mirrors must be clean*

mirror so it is of benefit to you*

Adjust the

Check for damaged frames

or brackets.

2k.

The vehicle you are driving is a carefully engi­

neered piece of machinery, easy to operate but easier to damage or destroy by carelessness and neglect.

Treat it

with respect* 25*

When parking, the hand brake should always be

set— but on a hill you can*t be sure it will hold, turn your wheels so that the vehicle will coast into a curb or block your rear wheels.

26.

A good rule to remember— A safe distance to

follow a vehicle is a distance in yards which is twice the rate of speed at which you are driving.

If you are travel­

ing at 20 MPH, have *+0 yards between your vehicle and the one Just ahead. 27*

When a school bus stops, you too should always

come to a full stop.

Do not move on again until the school

bus moves on, or you get a signal to continue from the school bus driver or policeman. 28.

Make your signals clear and definite.

in ample time.

Give them

Make them last long enough so that the other

driver will see them.

The following signals will clearly

indicate your intentions:

Right turn— Extend left arm at an

35 .

angle of 45

O

above horizontal; Left turn— Extend left arm

straight out; Slow or Stop— Extend left arm at an angle of 45° below horizontal; Passing— Sound horn before passing another vehicle except when darkness makes it possible to warn by flickering your headlight beams*

Signals do not

relieve you of responsibility* 29*

Speed increases danger in four ways:

(a) High

speed makes it more difficult to stop in an emergency. (b) High speed makes it harder to take a curve, or to change direction to avoid collision*

(c) High speed causes vehicles

to approach others more rapidly and gives both drivers less time to act.

(d) High speed makes the impact of collision

more severe*

Speed limits are intended to reduce these

hazards• 1st Echelon Maintenance section*

This section, headed

by an non-commissioned officer, is responsible to the Truck­ master for the performance of driver maintenance on all vehi­ cles*

If assigned drivers are required to perform their own

maintenance, the job of supervising this work will come within its jurisdiction.

However another method, highly desirable,

may be employed by this section, and that is to supply the necessary personnel to actually accomplish the required main­ tenance.

The use of experienced personnel in this type of

work will assure a uniform maintenance drill which in the long run will prove beneficial.

Inexperienced drivers, not

36 acquainted with their duties and responsibilities may cause serious damage and shorten the life span of their vehicle. III.

MAINTENANCE DIVISION

The Maintenance Division in the motor pool organiza­ tion performs all the maintenance on the assigned vehicles with the exception of that delegated to the driver.

The scope

of motor pool maintenance includes 1st and 2nd echelon.

The

maintenance performed in the shop is primarily 2nd echelon;

1st echelon maintenance being performed by the drivers. The necessary inspections are accomplished according to WD AGO Form MSO and WD AGO Form *f6lj as well as general repairs made with the least possible delay in order to keep the availability of the vehicles at the highest possible point. The efficiency and workmanship in this division is another determining factor in the motor poolfs being able to carry out its assigned mission. The organization for the Maintenance Division is illustrated in Figure

page 37*

The shop plan for maintenance in this hypothetical motor pool is covered by Figure 5, page 38. Motor Sergeant.

The functions of the Maintenance

Division are the responsibility of the motor sergeant. is responsible to the motor officer for the maintenance

He

MOTOR S E R G E R N T

UNIT

PRODUCTION

LINE

REPAIR

STR z

FIGURE

H

ORGRNIZRTION PIRINTENRNCE

chart

DIVISION

STATION *l \ W R S H ROHD

TEST

RFJCK

T

tsrnriON # %/

FID MINI IS 7 RRTION OFFICE

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1

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TIRE *«» R IM CHRNGER

F IG U R E f

PLM

iSfc’MFRNNML

LUBRI-

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STRTION *7

FIMR L I N S P E C T ION

39 program of the motor pool*

It is his responsibility to

co-ordinate the production line maintenance setup, have liaison with the Operations Division and the Administrative Section with respect to vehicle inspection and maintenance in general, and supervise and train the mechanics in the positions to which they are assigned* IV.

PRODUCTION LINE MAINTENANCE

As an outgrowth of the past war, there evolved a sys­ tem of maintenance labeled, "Production Line Maintenance," or PLM.

This was originated because of a shortage, throughout

the Army, of mechanics qualified to carry on the required maintenance on automotive equipment.

This system was found

to be excellent in meeting the needs of the services and was such a success that it is now being utilized wherever possible to save personnel and train them while on the job.

On the job

training of this sort with a little instruction will produce qualified mechanics in addition to having them do productive work during the training period. Under the production line maintenance system, the vehicles will move from station to station; the necessary inspections and replacement of small parts being made by those stations whose responsibility it is to perform the particular operation.

Any vehicle requiring a part replacement which

would interfere with the progress of the maintenance line

^0 will be moved to the Unit Replacement Section for the neces­ sary repairs. A production line maintenance system is used ordinarily when the following conditions exist: 1. trative) 2.

Large number of vehicles in motor pool.

(Adminis­

200 or more. Shortage of mechanics (01*+) or inexperienced

mechanics. 3.

Shortage of assigned regular drivers to perform

organizational maintenance.

b.

Civilian or female drivers.

5.

Vehicles operating on an *faround the clock” basis.

Regardless of the maintenance system used in any organ­ ization, or conditions under which it operates, the Army sys­ tem of motor maintenance is still founded on certain princi­ ples. A.

Their primary purpose is to meet military transportation requirements with a minimum loss of time from avoidable repairs. 1.

They are enumerated as follows:

Scheduled preventive maintenance, unit replace­ ments, minor repairs, and the inspections necessary to insure economical, uninterrupted vehicle service.

2.

Systematic detection and correction of incipient vehicle failures before they occur or develop

hi into major defects, and the servicing necessary to maintain motor vehicles in a satisfactory operating condition. 3.

The necessary major repairs to worn out or other­ wise defective subassemblies, units, or vehicles.

B.

The principle of unit replacement, rather than major repair to a unit while installed on a vehicle, is to be practiced whenever replacement units are available*

An

exception is made when a repair can be accomplished with­ out dismantling a unit or removing it from a vehicle, or when any repairs can be made more expeditiously by repair­ ing than by replacing the unit.

When an unserviceable

unit is removed, but is repairable, it is dismantled and rebuilt.

The unit repair or overhaul is normally a fourth

echelon function by Ordnance.

A rebuilt (overhaul) unit

is thus made available as a replacement assembly either for immediate use, or for return to stock for future use. C.

To insure the combat efficiency of motor vehicles during field service, the maintenance system within organizations must be adequately and properly supplied with tools and equipment, must have trained personnel and limited supply of parts and repair items with a reserve promptly avail­ able. Organizational maintenance is based upon: 1.

Meeting the needs of motor transport operating in

field. 2.

Limited decentralization of maintenance within the regiment, the battalion, or similar organiza­ tion.

3*

Prompt and adequate support from the service motor maintenance and motor supply organizations. Anticipation of motor vehicle casualties as a result of field service and the necessity for prompt repair or replacement.

Maintenance facili­

ties immediately available and the existing field conditions will determine whether these casualties are to be repaired by the operating organization or by the repair establishment of the supporting s ervi ce (Ordnanc e). 5.

Prompt replacement of unserviceable vehicles which cannot be repaired within the time demanded by the particular tactical situation or emergency.

The economic factors in peace affect all phases of motor maintenance as a function of garrison or post routine. This must not obscure the correct conception of motor main­ tenance under field service conditions.

The shop equipment

usually used in post shops is inadequate or incorrectly designed for field use.

To insure efficient field motor

maintenance, garrison training must stress the use of the specialized field maintenance tools and equipment.

^3 E.

Care must be exercised by all concerned to retain the distinction between organizational maintenance and service maintenance.

Under field conditions, organizational main­

tenance activities must not exceed their prescribed scope. The facilities of higher service echelons (Ordnance) must 3 be fully used* Because of the newness of production line maintenance in the Army, no set procedure has been set up which can be followed to the letter*

Therefore, the initiative and the

ingenuity of each motor officer will have to be displayed in setting up a maintenance line which will accomplish the mis­ sion with the facilities available. There will undoubtedly be variations determined by the circumstances and conditions, so the production line mainte­ nance program outlined herein may be changed at will. Only the fundamentals of the production line mainte­ nance can be listed, what mission is to be accomplished, and certain examples shown to give the motor officer an idea of what is meant by this new streamlined system. The purpose of production line maintenance is to enable an organization to accomplish the required organizational maintenance responsibilities with a minimum number of fully

3

FM 25-10, Motor Transport, 12 March 19^2, p. 179*

¥+■

trained automotive mechanics. The motor officer or motor sergeant must always keep in mind that the personnel allocated to each station depends on the amount of work performed by them.

It is suggested

that a couple of floater mechanics of helpers be available to help out various stations that may be flooded with work. The number of personnel suggested to operate this pro­ duction line maintenance system is based on a maintenance load of 200 vehicles.

Increases of any size in the number of

vehicles to be maintained, will also increase the number of mechanics and helpers necessary to carry on the operation. V.

LAYOUT

A suitable building of sufficient size, with a means of ingress and egress, near the motor park, is ideal in making plans for a production line maintenance project.

It must con­

tain ample lighting; heating facilities, if inclement weather is customary; the proper utilities needed in maintenance work and any other desirable characteristic that would be con­ venient. Ordinarily, buildings allotted at most posts or sta­ tions for motor operations are undesirable, but the best of any situation must be made.

Improvise when necessary, and

often, a slight modification will make a system workable. From past experience, it has been found that in

^5 setting up a production line maintenance, seven stations are adequate, and fit the needs of the system.

These seven sta­

tions and the work to be performed at each station can be broken down as follows. Station # 1 .

Hoad Test.

The testing of a vehicle is

performed by an experienced mechanic, who has the ability to detect any mechanical defects that may be developing and to make minor adjustments while on the road test.

The road

testing area should be of such a nature that thorough testing of a vehicle is possible, should be low in density of traffic and away from the post proper.

Any defects to be repaired on

maintenance line should be noted on the check sheet for the responsible station to correct.

The inspector makes out a

Work Request and Job Order, WD-AGO Form 811, for accounting purposes and sends it along with the Work Sheet for Wheeled and Half-Track Vehicles, WD-AGO Form k-6l to each station. Individual stations will list the parts used and the length of time spent on each vehicle at each station.

It is also

designated whether the vehicle is in for a monthly or semi­ annual inspection. Station # 2 .

Cleaning and Engine Warm Up.

At this

station the vehicle is thoroughly cleaned by an unqualified mechanic or handy man.

This includes the undercarriage,

engine, battery, et cetera.

The vehicle is then parked on

>+6

the side and the engine permitted to warm up to proper operating temperature. Station # 3 .

Engine.

This work is performed by a

qualified mechanic and an assistant or more than one quali­ fied mechanic depending upon the volume of work to be per­ formed.

The work at this station will include everything

under the hood of the vehicle. Station

Chassis, Body, and Cab.

This station

should have a qualified mechanic and one helper to tighten body bolts, remove tarpaulins for repair, replace tarpaulins, replace bows and other tasks as described in TM 37-2810. Station # 5 .

Wheels, Brakes, Axles and Steering.

Necessary work at this station may lead to a great deal of work when it comes to switching and replacing tires, tighten­ ing the steering column, adjusting brakes, et cetera.

(Refer

to TM 37-2810 for additional work to be accomplished). One qualified mechanic and two helpers are adequate to perform these tasks with the volume of work indicated above. Station # 6 .

Lubrication.

a mechanic and helper.

This work is performed by

An accurate check should be maintained

as to when each vehicle was last serviced in order to deter­ mine whether an oil change is due.

Lubrication Orders for

each type of vehicle should be consulted in order to cover

**7 the necessary points* Station # 7 *

Final Inspection.

Final inspection is

again performed by a qualified mechanic who gives a vehicle clearance stating

that the vehicle is

signs the Work Request

and Job Order,

ready for service.

He

WD-AGO Form 810,and

WD-AGO Form **6l and returns them to the supervisor. The WD-AGO necessary work at

Form **6l

is not set

up to accomplish the

each station in chronological order. There­

fore, modification of this form should be made, or specific items from the Form W l

should be assigned by numbers which

are to be checked at each station. In addition to the above stations, space should be provided for a Unit Replacement Section to perform work which takes longer than the time allotted on the maintenance line and also to install parts that have been on back order for a period of time.

If the replacement part is of a minor nature,

it can be held until the vehicle for which it has been obtained comes in for its weekly, monthly, or semi-annual inspection. If a vehicle on the line is scheduled for a semi-annual check, it is recommended that this inspection be accomplished along with the monthly inspection and space made available for completing the semi-annual inspection between Stations #5 and #6.

All work such as this should be performed off the main­

tenance line.

bQ For a production line to work efficiently, it must be in operation for a reasonable period of time.

Personnel must

become accustomed to the operation, and in the course of time will be able to work out any difficulties which are hampering its progress, A continuous flow of vehicles must be on the line at all times.

By this, it is meant that if the maintenance

line is operated eight hours a day, vehicles ought to be available at each station at the start of each succeeding day. It is rare that the line is cleared daily.

If this condition

exists, the need for a production line is not there, or the vehicles are not being given the proper inspection, or there are too many mechanics on the line. From 5 to 6 per cent of all vehicles in a motor pool should be scheduled to come into the maintenance shop every working day for monthly inspection, and 16 to 17 per cent of all vehicles should be scheduled for semi-annual Inspections monthly.

This schedule of monthly and semi-annual inspec­

tions, along with the weekly inspections is kept in a Preventive Maintenance Roster, WD-AGO Form **60.

It is to be

maintained as prescribed in TM 37-2810, Motor Vehicle Inspec­ tions and Preventive Maintenance Services. WD-AGO Form ^-60 is an outgrowth of WD-AGO Form 6 (Duty Roster).

The section pertaining to the guard roster was the

most applicable, so with some variations, it was put into use

*+9 in 19b2.

This was made necessary because of the vast increase

in the number of vehicles operated by the A r m y 9 and in order to make sure each venicle was given its maintenance service regularly, the maintenance roster was adopted, A production line maintenance is flexible to the extent that it can be worked in shifts when facilities are not avail­ able to expand the operation, or a multiple line can be installed if space permits.

It is recommended that any addi­

tional lines be placed along side one another for purposes of efficiency. With the exception of the individual mechanics1 tool kits, the equipment usually installed in a maintenance shop can be utilized by the parallel maintenance lines.

Instead

of having two full crews on two different lines, it may be possible to operate the two parallel lines with less per­ sonnel than with separate projects. A variation of the production line maintenance can be set up with the stall or bay system.

This should only be

done when building space is at a premium and the available facilities are inadequate.

The stall or bay system of pro­

duction line maintenance creates some confusion with maneuver­ ing of vehicles from station to station.

So, if stalla or

bays can be avoided, it will be advantageous to the operation. We can now mention some of the production line main­ tenance systems that can be put into effect.

First and most

50 common is the single line, continuous flow system, where the vehicles stay in line and the services performed at each station.

There must be different means of entrance and exit.

Second, is the multiple line which is parallel to the single line, or similar setups in different buildings.

Third, is

the single line which is set up with three stalls on each side of the building, and the means of ingress and egress are the same.

Fourth, is the stall or bay system with variations.

The above mentioned systems are the most prevalent and basic forms.

Others can probably be established with differ­

ences in facilities. As an adjunct to the operation of production line main­ tenance other sections are necessary for a complete operation. Since PLM is not sufficient in itself to complete all main­ tenance necessary, other details have to be taken into con­ sideration.

They are as follows:

Unit replacement section.

For various reasons, a unit

replacement section is needed for replacement of parts for vehicles that have been on back order for a period of time, emergency repairs that have to be made on the road, and for wrecker service.

Here qualified personnel must be assigned

because of the variety of work to be performed and the diagnosing of trouble on the road.

Qualified personnel must

also be assigned to operate the wrecker.

This is not a job

51 for an apprentice mechanic* Body and fender section*

Skilled personnel are neces­

sary for this function, with an experienced NCO in charge. Most second echelon shops do not provide for this type of work, either because of unqualified personnel, or they are not permitted to do so by higher echelon shops.

Nevertheless,

a section such as this is very helpful in expediting body and fender work, welding and painting, that would ordinarily have to be sent to third echelon for the necessary repairs. Supply section.

A supply sergeant performs this opera­

tion and should be resourceful in completing the necessary forms, maintaining a parts room, knowing the various parts of a vehicle and being familiar with the Ordnance catalogs used in ordering the required items.

An expediter is also

necessary in gathering parts about the shop to be turned in for repairs or replacement.

He also takes parts to Ordnance

for repairs, and returns with the parts that have been ordered and are ready for issue.

It is very important to

expedite this function so that the lack of supplies does not hold up any of the repair jobs in the process of being com­ pleted* VI.

ESSENTIALS OF PRODUCTION LINE MAINTENANCE

In all types of motor maintenance, whether production line maintenance or straight bay inspections, there are

52 certain essentials necessary to carry on an efficient opera­ tion.

They are:

personnel, tools and equipment, supplies,

and time.^ Personnel.

Ordinarily, the personnel assigned to an

organization are qualified to carry on their duties as required.

But, after the cessation of hostilities in the

recent war, the much needed trained mechanics were redeployed and the replacements were unqualified or inexperienced.

The

production line maintenance system was set up to rectify this situation and in most cases it has proven more efficient than the straight bay inspection type.

It also makes possible the

training of mechanics while working on the line, by first assigning them to menial tasks as helpers and then rotating them to other jobs where they gain knowledge from the more experienced mechanics. The number of personnel to actually perform the work on a production line maintenance system will be:

one super­

visor, six qualified mechanics, and six unqualified mechanics. These figures are based on a maintenance load of 200 vehicles, however, they do not include the mechanics necessary to carry on the work in the Unit Repair Section, Semi-Annual Inspec­ tions Section, Body and Fender Section, the Parts Room or

FM 25-10, Motor Transport, 12 March 19*+2, p. 181.

the Office Personnel.

The personnel needed to perform the

above-mentioned tasks will be the responsibility of the motor officer. Tools and equipment.

Tables of Organization and Equip­

ment are in most cases adequate for the maintenance responsi­ bilities carried on in the field.

However, when it comes to

a permanent installation, the tools and equipment indicated in these tables are oftentimes found insufficient to do a 100 per cent job.

The type of services performed necessitate

more exacting equipment which is indicated in the recommenda­ tion. Supplies.

The supplies necessary to carry on a good

maintenance operation must be correct as to kind, size, quality and quantity.

The first three requisites are not

too difficult to overcome, but as far as quantity is con­ cerned, the levels permitted in a second echelon maintenance shop are inadequate to effect the necessary repairs immedi­ ately.

Consequently an increase in the number of deadlined

vehicles is the inevitable result. Time.

Ample and sufficient time must be made available

to complete the work set out.

This factor is abused in a

great many instances in maintenance work.

There is a capacity

to which personnel can operate and still do an efficient job. Increasing the load only results in poor work and low morale.

9+ VII.

CATEGORIES OF MAINTENANCE

Maintenance of Army motor vehicles is conducted under three categories— organizational, field, and depot— depending on whether the repair is made by the using organization on its own equipment, whether that equipment is repaired by a higher echelon and returned to the user, or whether the higher echelon forwards it to depot repair for overhaul and eventual return to depot stock.

Within these categories are

included the five echelons of maintenance.

Scope and respon­

sibility for maintenance are outlined in TM 38-650 and are further covered by the various Department of the Army publica­ tions listed in paragraphs 55-62 of AR 700-105» Organizational maintenance.

Organizational mainte­

nance, including first and second echelon, consists of main­ tenance performed by organizations on their own equipment and is divided into two major parts as follows: 1.

First Echelon Maintenance.

First echelon mainte­

nance embraces the preventive maintenance performed by the driver or operator on his assigned vehicle. 2*

Second Echelon Maintenance.

Second echelon main­

tenance operations are those performed by the unit mechanics on vehicles of their own organization. Special effort should be expended to emphasize the importance of organizational maintenance.

Driver and unit

55 maintenance are the backbone of the Army vehicle maintenance program and, if the program is to operate successfully, proper officer supervision of supply of spare parts, and operations is of paramount importance.

During the recent

war, too many commissioned and noncommissioned officers were not aware of the vital importance of the details of organiza­ tional maintenance.

Even today, this is a common error#

If

the directions given and the plans set up by the Department of the Army, Ordnance Department, National Military Estab­ lishment, and Army regulations were followed and if the respective forms, such as NME 110, were used correctly, about one-half of our vehicle failures could be prevented. Field maintenance*

Field maintenance, including third

and fourth echelon, is maintenance, exclusive of rebuild, per­ formed by mobile and semi-mobile organizations of Ordnance or in fixed shops.

The equipment thus serviced is returned

to using organizations, station stocks, or replacement pools. On a post, the organization performing field maintenance is called Post Ordnance and is responsible for supply of spare parts to TO&E units located on the post# Depot maintenance*

Depot maintenance, including

fourth and fifth echelon, Is maintenance performed in fixed installations.

It consists of repairing and rebuilding

56

equipment for return to depot stock. VIII.

MOTOR VEHICLE INSPECTIONS

The primary objective of all inspections of motorized equipment, operating personnel, and service personnel is to improve the efficiency of military motor transportation. Types of inspections.

1.

Command inspections.

All commanders will conduct

scheduled inspections of all vehicles under their jurisdic­ tion.

Command inspections are of three typess

spot-check.

formal, and

These inspections are required to assure economy

of operation and use, adequacy of supply of parts and equip­ ment, efficiency and completeness of preventive maintenance, efficiency of operating personnel, prevention of abuse, com­ pliance with prescribed maintenance procedures and regulations, and continuing serviceability of equipment. 2*

Technical inspections.

Commanders having respon­

sibilities for field maintenance will prescribe periodic inspections of using units by technically qualified personnel of the responsible technical service (Ordnance) under direct supervision of qualified officers of that service to verify the adequacy and efficiency of organizational maintenance at

^ Highway Transport, School Text H-l, Transportation School (Ft. Eustis, Va., January 1950), pp. 73-71**

57 unit level.

These inspections should he performed at least

twice a year with respect to each unit shop and motor park, and they should cover a minimum of 10 per cent of the equip­ ment in use. Commanders of major commands will assure that all motor vehicles under their control are given a complete tech­ nical inspection by qualified personnel at least once a year for the purpose of ascertaining service-ability and predict­ ing future maintenance and exchange requirements. Responsibility for the inspection of vehicles not under the jurisdiction of a major command will rest with the commander or head of the service having jurisdiction over the vehicles. There are two kinds of technical inspections— complete and limited.

Complete technical inspections consist of

thorough examinations and tests of materiel to determine the serviceability, completeness, and readiness for intended use of the vehicles by troops.

Limited technical inspections

consist of examinations to determine the extent of service­ ability of the vehicles and to classify them as to general condition.

CHAPTER IV SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS I.

SUMMARY

In order to attain the maximum utilization of vehicles, there is a definite need for an administrative motor pool in posts, camps, and stations.

With a system of production line

maintenance in conjunction with administrative motor pool operation, the conservation of personnel and equipment has been repeatedly demonstrated.

The caliber of personnel

assigned to duty in a motor pool should be of the highest, in order that each man may accept the responsibility dele­ gated to him.

A highly organized system must be established

for proper dissemination of instruction and authority.

The

channels of command must be known from the top ranking man to the lowest ranking in the organization. Dispatching is the most important function in the Operations Division of a motor pool, but the first and fore­ most principle to be recognized in motor pool operation is the use and abuse of vehicles.

Everybody must be "mainte­

nance conscious*1; it cannot be overstressed.

In order to

obtain the greatest availability of vehicles, the best mainte­ nance care, starting with the driver, through that of Ordnance, should be given the equipment.

The amount of money invested

by the Army in vehicular equipment is fantastic.

58

Since most

59 of us in the Army are taxpayers, we have a double responsi­ bility in keeping vehicle abuse to a minimum* In the final analysis, since there is no standard pro­ cedure for motor pool operation, the most qualified personnel supplied with the best tools and equipment should be combined into an organization which will produce the greatest effi­ ciency in fulfilling the needs of any commander. II. 1.

CONCLUSIONS

The pooling of vehicles administratively at any

installation has its advantages far in excess of its dis­ advantages*

Some of the more important reasons for pooling

of vehicles are:

economy of operation, conservation of per­

sonnel and equipment, maximum utilization of assigned vehi­ cles, and the responsibility for the furnishing of vehicles being confined to one agency*

The disadvantage of this con­

solidation would be from the standpoint of the individuals who had access to any and all vehicles of an organization whenever they desired*

For the benefits derived by all in

the use of pooled vehicles, the majority of the using agen­ cies are in favor of it. 2*

The need for a program, in driver selection and

training, to be constantly in operation is imperative*

There

are always new drivers to be trained, and a refresher course for individuals already possessing permits Is recommended.

60

Drivers who are involved in accidents and found guilty of negligence should be retested before being permitted to operate another vehicle.

Habitual accident offenders are

poor risks* 3.

In laying out a motor pool one has to take into

consideration the facilities available, the type of motor pool to be operated, and the nearness of the motor park to the maintenance shop.

All of these factors dictate how the

personnel are going to be distributed*

Widely scattered

activities result in loose control, personnel being spread over a large area and much lost time for a motor officer in carrying out the routine inspections of the various func­ tions.

We can therefore, conclude for purposes of all around

efficiency, the motor park and maintenance shop should be immediately adjacent to each other. The importance of personnel cannot be stressed too much, for in motor pool work each individual is personally responsible for his particular task.

Many are on their own

to complete a job in the best way they know how, and any mis­ takes made are a reflection on the motor pool in general.

A

driver, once dispatched has the mission of reporting to a particular point, picking up passengers or cargo, delivering same to another location safely and expeditiously, and then, if released, returning to the motor pool.

During this entire

period, he is acting on his own initiative and good judgment.

61

Mistakes are very costly in many ways, i.e., the loss of goodwill of the people involved, toward himself and the government. 5*

Supervisory personnel must be of the highest cali­

ber from the standpoint of intelligence.

They must have a

vast technical knowledge of all types of vehicles operated by the Army. 6.

Production Line Maintenance has proven its need

in the maintaining of vehicles in the Army.

It is difficult

to establish a smooth running line immediately, but with patience and perseverance, the results are well worth the effort put into the project.

The savings in personnel and

time, the high standard of maintenance, and the training of skilled mechanics, emanating from such a function, are gratifying. 7*

Tools and equipment allocated to a unit for repairs

on vehicles are adequate for field conditions, but in a static installation where the best maintenance possible is performed on the vehicles, additional equipment is necessary to do the job.

Some of these items are indicated in the recommenda­

tions. 8.

This thesis dealt mostly with the economy of per­

sonnel and equipment, but figures are not included, predicated on a cost analysis of such an operation.

However, included in

Table I, page 62, there is a summary of costs involved in a

TABLE I SUMMARY OF MOTOR POOL OPERATING AND MAINTENANCE COSTS

I T E M S

Less than 1 1/2-ton

Buses

Sedans

lAton

1 1/2ton

2 1/22 1/2- ton to ton 5-ton Incl.

10-ton and over

22

if

32,3^5 17,69^

2,^33

I

a. Number of vehicles b. Number of miles oper­ ated c. Average miles per vehicle

27

18

29,320

38,070

1,086

2,115

.025

30

11

if

53 ,221 2*f,002 ^,570

38

1,77*+

2,182

1,A2

851

80V

608

.029

.OA

.010

.025

.03^

.055

.032

.551*

.191)-

.303

.380

.265

A73

.V21

.581

.579

.223

.317

.390

.290

.507

A 76

.613

.CkO

.012

.030

.023

.017

.067

.02^

.003

.027

.OA

.026

.OA

.059

.063

.039

.051*-

.067

.026

.056

.037

.076

.130

.063

.057

.6^6

.2^9

.373

A2?

.366

.637

.539

.670

II

a. Average cost per mile (fuel and oil) b. Average driver cost per mile (Mil. and Civ.) c. Average Operating Cost per mile III

a. Average cost per mile (repair parts) b. Average cost per mile (Mil. and Civ. Maint. Labor) c. Average Maint. cost per mile (Mil. and Civ.) IV

a* Average cost per mile (Opr. and Maint.)

63 motor pool operation at an Army installation, which can be used as a yardstick in estimating the over-all cost of such a function. We might take into consideration the possibility of contracting with a private enterprise for the maintenance of a large fleet of Army vehicles.

It is being done in a rela­

tively few cases, with a limited number of vehicles, and the possibility of expanding this on a large scale is not out of the realm of practical reasoning. 9*

To the man in the street, the efficiency of a motor

pool operation is determined by the dispatching and dispatch planning.

The handling of vehicles within the motor park and

their maintenance are incidental to his ideas although they are contributing factors to success.

The efficiency with

which every individual carries out his obligations sets a definite course of events to come about.

Everyone must

realize he is part of a team and every job well done or not has a direct bearing on his associates.

Esprit de corps in

the organization makes all tasks less oppressive.

This is

the ultimate which all officers must make strenuous efforts to attain.

III. 1.

REC OMMSNDATIONS

The present procedure, with the Transportation

Corps performing maintenance up to and including second

61+ echelon, and the Ordnance Department responsible for higher echelons of maintenance and the issuance of supplies, has a tendency to create dissension and lack of co-ordination between the two services*

This condition has risen so many

times within the Armies in the Zone of Interior, where the question of which service has the jurisdiction to perform the technical inspections and how far each can proceed with­ out infringing upon the obligations of the other*

A n unheal­

thy situation arises creating confusion and malcontent, in addition to inefficiency and duplication* 2.

Since the Transportation Corps is the largest user

of general purpose vehicles in the Army, the responsibility for procurement, research and development, the issuance of supplies and all categories of maintenance should fall within its jurisdiction*

It is felt that this consolidation of

maintenance responsibility and automotive supplies would be for the good of all concerned* 3*

The advantage resulting from the consolidation of

functions under one service is the elimination of overlap of responsibilities between the Transportation Corps and the Ordnance Department*

In addition to avoiding duplication,

the creation of one service with the responsibility for directing procurement and maintenance, which manifests a more efficient operation including administration, utilization and maintenance.

65 h.

The disadvantage of such a move must also be men­

tioned and its weight measured with the advantages.

The most

obvious disadvantage would be that the Ordnance Department would still be responsible for research and development, pro­ curement, issue and maintenance of combat vehicles, the latter representing maintenance problems almost identical with gen­ eral purpose vehicles.

Another disadvantage is that combat

vehicles would take priority over general vehicles during combat operations.

Whether the nearest maintenance shop is

Transportation or Ordnance and which is responsible cannot be discussed at the time.

These problems must be understood

and solved before such conditions arise. 5.

The types of vehicles made available to the Army

should be limited to as few as possible.

The best solution

would be to have the vehicles designed by the Army, with standard parts for the various designs.

The interchangeabil­

ity of parts would simplify the supply problem and decrease the amount of complex knowledge to be retained by the mechan­ ics. 6.

A very important thought for a motor officer to

constantly weigh is that of maintaining standard types of vehicles in his motor pool.

For example, the B/V-ton Weapons

Carrier (Dodge) parts are interchangeable with the 1 1/2-ton, 6x6, Personnel Carrier (Dodge) nearly in toto.

Another

example is the 1 1/2-ton Chevrolet which is quite similar to

66

the 2 1/2-ton, 6x6, GMC.

The resultant would be the maintain­

ing of a lower stock of spare parts in addition to the sim­ plicity of work*

The savings, to the military establishments

by the standardization of all motorized equipment would be fantastic* 7*

Another suggestion for consideration, at least in

the Zone of Interior, is the feasibility of having the main­ tenance performed by a civilian enterprise*

The fact is

recognized that, in a few instances, this is being done where the number of vehicles is small, but the practice for civil­ ians to contract for the maintenance program on a large fleet of vehicles, is a rarity. 8*

Although the Army requires new drivers to be thor­

oughly trained in performing first echelon maintenance, and programs set up for the instructing of all drivers, it is not carried out in practice.

As has been stated before, drivers

are usually selected because they are unable to accept respon­ sibility or do not have the intelligence to perform technical work.

At times, units are so short on drivers that men, who

are not physically fit, are selected; to cite two examples— men with poor vision and men with poor co-ordination. 9.

The requirements for the selection and training

of Army drivers are adequate and should be constantly brought to the attention of all commanders along with the direction that all potential drivers must be physically qualified to

67

be licensed. 10.

A feeling, characteristic of most military per­

sonnel, is that to be assigned as a driver is a low and degrading occupation.

Much more publicity should be given

to the operators of military vehicles, citing the importance of their tasks, the expensive equipment they operate and the tremendous amount of work they accomplish for the Army.

Pub­

licize the outstanding feats of the combat men, resulting from the vehicle supply lines, i.e., the ABC, X Y Z , Green Diamond, Red Lion, and numerous others. 11.

The tables of Organization and Equipment are in

most cases adequate for field maintenance, however, there are certain tools recommended to increase the efficiency of the Zone of Interior maintenance shops. 12.

One piece of equipment needed in a production line

maintenance system is a Hydraulic Tire and Rim Separator. Various types have been developed by individuals working in maintenance shops, which is successful in some cases, however, the Army is in need of a standard make that will eliminate the tire-changing problem. 13.

Enclosed as an exhibit is a device that is very

successful in performing the function for which it was con­ structed.

It reduced the tire-changing time from one-half

hour for the most difficult ones to a matter of a few minutes for all kinds.

Its use also reduced the number on individuals

68

working in the tire bay from three to one.

(Exhibit No. 13,

page 85, developed at West Point, New York, June 19^8.)

lb.

Another item of equipment found to be very use­

ful in the tire bay, is an impact wrench, either pneumatic or electrically driven.

The speed with which it loosens and

tightens lugs cannot be matched by human labor.

Its useful­

ness is proved wherever applied. 15.

It is also recommended that a portable wheel

aligning outfit be included in all second echelon shops. This device is being used to a great extent in commercial garages and its use in a second echelon shop would be invalu­ able.

A great amount of time could be saved by not having to

send a vehicle to Ordnance for this service when it could easily be accomplished in a lower echelon. 16.

The port-o-power in the Body and Fender Section

will prove its worth immediately.

It cannot be surpassed in

straightening fenders, doors, and other body work.

The repair

of bumpers, normally a job for a blacksmith, can easily be straightened without detaching them from the chassis.

The

use of this apparatus lessens the time to remove dents and the quality of work is greatly increased. 17.

In motor pools, where there are no permanently

assigned drivers to perform the proper 1st echelon mainte­ nance, the best solution is to operate a driver maintenance stable with permanently assigned personnel.

This method will

69 standardize the degree of maintenance necessary to prolong the life of the vehicle.

If this is not possible, the driver

maintenance should be performed by the temporary drivers under the supervision of non-commissioned officers. 18.

Weekly inspections should always be performed in

the second echelon shop regardless of the presence of a pro­ duction line maintenance or bay system of maintenance.

It is

found that most drivers are not qualified to perform the simplest of repairs on vehicles and more often than n o t , do considerable damage in trying to effect them. 19•

Another recommendation for a motor pool operation

of substantial size is the necessity for a wrecker of at least a four-ton capacity.

lfA ,f Frames are not convenient nor capable

of performing wrecker service when semi-trailers are Involved. 20.

Military vehicles are normally delivered to respon­

sible officers, with tools to be used by the driver In the per­ formance of his duties.

According to regulations these tools

are to be kept in the vehicle at all times.

The purpose of

this regulation is all right, in its place, but, with the situa­ tion as it is today, viz., shortages of permanently assigned drivers, it places a burden on the responsible individual to account for these tools.

It is recommended that in a consoli­

dated motor pool, the necessity of carrying tools in a vehicle for post operations be eliminated.

A system should be

installed to make tool kits available to drivers for ttoff post11 dispatches only.

BIBLIOGRAPHY

BIBLIOGRAPHY “Basic Maintenance Manual,“ War Department Technical Manual— TM 38-650 , February 19 “Drivers* Manual.“ War Department Technical Manual— TM 21-^05. November 19hL “Driver Selection Training and Supervision, Wheeled Vehicles,“ War Department Technical Manual— TM 21-300, February Highway Transport School Text H 7, Transportation School, Ft* Eustis, Virginia, January 1950. “Motor Transport,11 War Department Field Manual— FM 25-10, 12 March 19^2. “Motor Vehicle Inspections and Preventive Maintenance Ser­ vices,11 War Department Technical Manual— TM 37-2810, March "Supplies and Equipment— Motor Vehicles," Armv Regulations 700 - 105, 30 June 1 9 W .

71

APPENDIX

REGISTRATION NO.

VEHICLE AND EQUIPMENT OPERATIONAL RECORD "" " /■"" — * -----REPORT TO (N a m e , g ra d e , o r g a n iz a tio n , p la c e , e tc .)

TYPE

Capt. R. A. Smith Regt‘1. Hq. Bids. 801

P l/?-ton 6x6 ( Pvt. J. A. Jones D1SPATC1iER ( S ig n a tu r e a n d grade) a* Tavl _ W ir v O P -/ Sfft. TIM E1 ' FROM 1— ( D e p a r t) OPERATOR N a m e a n d g ra d e )

3900

3935 3955

Motor Pool Regt'l. Hq. Amm. Dunro CD

D7?0 3805

^

Regt'l. HQ.

Tfl

M n tn r*

TIME

1000

XXX

18650

XXX

XXX

18652 18663 1867^

Motor Pool

XXX

18676

REMARKS:

676 .650 ? 6

0 IL (Q fs .)

10 SPEEDOMETER1

MILES

TOTAL FUEL ( G a /s .)

Reet'l Ha. Amm. Dump Range Regtfl. HQ.

2T

W6789 ACTION IN

Pool LOAD

....

OUT

DISPATCHING ORGANIZATION

TO ]—

”

0

T IM E 1

RELEASED BY

{A rriv e )

(S ig n a tu r e a n d g ra d e o f u s e r)

0800 0820 0925 0955 Capt. R. A. Smith J 1000

1 h a v e e x a m i n e d all e n t r i e s on t h i s f o r m a n d t a k e n n ecessary action (D is p a tc h e r ’s in it ia ls )

None

W. T. Replaces W D Form 4 8 ,1 5 D ec 44, which is obsolete.

EXHIBIT #1

1 6 - 5 7 3 6 4 -1

EXHIBIT #2

D A IL Y D ISP A T C H IN G R E C O R D O F M O T O R VEH ICLES O R D N A N C E DEPT. D A TE

S T A T IO N

D IS P A T C H E R

Ft. Matthews, Calif.

Cpl. J. A. Brown

T IM E

U. S. A. R E G IS T R A ­ TIO N N O .

D R IV E R ’S N A M E

SH E ET NO.

A D D R E SS

R E P O S T TO

O at

Smith. J. J.

h-16789

Capt. R. A. Jones

Bids. T2931

Whse 4b

Moore. T. M.

h^llll

Mat i. J. P. Williams

3rd Bn. Hq. Co.

Personnel to Range

Miller, J. H.

2 2 W & 1 Col. R. M. Smith

Reg*t. Hq.

Messenger

Larney, Wm.

2198711

iBlock, W. W.

21^7631 Maj. J. C. Lincoln

Irown, C. C.

h ^

72^2

»

rt

it

M/Sgt. Holms

ti

tt

it

1st Bn. Hq.

ACCI­ DENT

D E S T IN A T IO N

1300 l6l0

No

Windshield wiper blade missi up

1700 0730 1730

No

ri

0730 1720

No

1!

0730 1533

Regft, Supply Office Haul Rations

REM ARKS

In

0730 1530

(vehicle^at^0orner^26th and (Broad, Los Angeles, Cal No— ((rear)

! WD ASO FORM ^ 9 —7 5

17 JON

194

(Replaces W D , 0 0 F o rm 7361 w hich m a y be used)

(N O T E IN S T R U C T IO N S O N R E V E R S E S ID E )

16— 31S 65-4

IN ST R U C T IO N S 1. Daily Dispatching Record of Motor Vehicles will be made out by the Dispatcher and will be filed in the Accounting Branch as a matter of record for all motor transportation service rendered. 2. All motor transportation requests will be recorded on this form from the data obtained from Driver’s Trip Ticket (O. O. Form No. 7357). Column “ Report to”—Show name of person to whom transportation is to report. Column “Address”—Show place where passenger or cargo is to be picked up. Column “ Destination”—Show address or place where passenger or cargo is to be delivered. Column “ Time”—Show time out and in. Column “Accident”—Show by “ Yes” or “ No.” Column “ Remarks”—Show any special instructions or pertinent data, and by whom given. ( I.

S.

GOVERNMENT PR IN TIN G OFFIC E

10— 3186S~1

75

EXHIBIT #3

76

AC C 1D E N T-ID EN TIFIC A TI0N CARD A n y correspondence regarding accident should be addressed to:

COMMANDING OFFICER FT. MATTHEWS, CALIF. MAKE REFERENCE TO

^

DATE OF ACCIDENT

3/3/50 MAKE A N D TY PE OF VEHICLE

2 1/2 ton 6/6

GMC

U. S. A. R EGISTRATION NO.

D RIVER ~L a s t nam e— F irs t name—In itia l)

JOKES, JOHN A. A RM Y SERIAL No.

GRADE

222

ORGANIZATION

■— Pvt#

17168 ASU Ft. Matthews, Calif WD AGO 1

SEP

FORM c * 19 4 5

M

S PO

EXHIBIT #*•

1 6 -4 5 9 4 3 -1

77

EXHIBIT #5

NOTES

M O T O R V E H IC L E O P E R A T O R ’S

1. T o b e is s u e d o n ly a fte r s tr ic t a n d p r a c ­ tic a l e x a m in a tio n . 2. P e r m i t w ill b e a u th e n ti c a te d b y c o m m is ­ sio n ed officer im m e d ia te ly a fte r t e s t fo r e a c h ty p e o f v e h ic le c o n c e rn e d . 3. W h e re te s tin g fa c ilitie s d o n o t p e r m it c r o s s - c o u n tr y d riv in g , p e r m it w ill b e m a r k e d “ lim ite d ” a fte r e a c h ty p e o f v e h i­ cle c o n c e rn e d . 4. L is t a c c id e n ts b elo w . I f m o re t h a n th r e e a re c h a rg e d to th e p e r m it h o ld e r, his d r iv in g a b ility a n d m e n ta l a t t i t u d e sh o u ld b e in v e s tig a te d b efo re iss u a n c e o f n ew p e r m it. RECORD OF ACCIDENTS (L is t a l l in w h ic h p e r m it h o ld e r is in vo lved )

P E R M IT VALID

□

WITH

[^W IT H O U T GLASSES

OPERATOR'S ARMY SERIAL NO.

33 7 1 7 222

RESPONSIBILITY AND CAUSE

Bearer-speeding ESTIMATED COST OF DAMAGES

mte

W 5 o

$50

RESPONSIBILITY AND CAUSE

ESTIMATED COST OF DAMAGES DATE

OFFICER'S INITIALS

RESPONSIBILITY AND CAUSE

ESTIMATED COST OF DAMAGES DATE

| OFFICER'S INITIALS GPO

I

i

16— 56413-1

THIS PERMIT MUST BE CARRIED AT ALL TIMES WHEN OPERATING A GOVERNMENT MOTOR VEHICLE AND IS NOT TRANSFER­ ABLE.

|

DATE OF ISSUE

5 January 1950 OPERATOR'S SIGNATURE

John A. Jones i c e r tify

th a t

John A. Jones-Pvt, (NAME AND GRADE)

HAS DEMONSTRATED PROFICIENCY IN DRIVING (c h a n g e 4, p a r . 24, A R 8 5 0 -1 5 ) THE TYPES OF VEHICLES LISTED BELOW AS PER SIGNED AUTHEN­ TICATION. AUTHENTICATION

TYPE VEHICLE

( S ig n e d b y a c o m m i s s io n e d o f f i c e r )

CAR. HALFTRACK

X

J.J.Smith Capt T

TRACTOR

X

TRUCK-TRACTOR (s e m i t r a i l e r )

X

TRUCKS, CARGO, % -% -TON

X

J.J.Smith J.J.Smith J.J.Smith J.J.Smith

CAR, PASSENGER MOTORCYCLE TANK,HEAVY TANK, LIGHT TANK, MEDIUM

TRUCKS, CARGO. 1 ^ - 2 ^-TO N

Capt Capt Capt Capt

T T T T

TRUCKS, CARGO, 4-TON AND LARGER TRUCKS, AMPHIBIAN ( a ll ) VEHICLE, WHEELED. COMBAT SPECIAL r —V

A AGO FORM

AUG 48

“ 7

4^ “ /

VI

REPLACES WD AGO FORM 9-74, 17 JUN 44, WHICH MAY BE USED. 16-50413-1

EXHIBIT #6

*

' '

DATE

DRIVER QUALIFICATION RECORD ' LAST NAME

FIRST NAME

-Trmtas

D R IV IN G #Q 0 0

M

i l e

PASSENGER

177 R

ASTT.

E X P E R IE N C E

'

F t.

O il©

TYPE OF D R IV IN G 1 { M ilita r y )

City

C .n l i f .

'

TYPE OF D R IV IN G i { C iv ilia n )

Sedan

M flttV iA v rc ! .

ACCIDENTS {P a s t 12 M o n t h s )

s

SIZE

TYPE OF VEHICLE

* S!;

ORGANIZATION

MIDDLE INITIAL

John A.

TO TAL MILEAGE {P a s t 12 M o n t h s )

'

8 April 50

YEARS

ACCIDENTS

City & Post

7

1

City & Post

h

0

BUS

TRUCK

2 1/2 t.m

TR AC TO R -TR AILER

1 E X A M P L E S ; R u r a l, C ity , P o s t { M i li t a r y ) , e tc . P H Y S IC A L A P T IT U D E T E S T S

Feb. 19^9

DATE OF TESTS ( M o n t h a n d Y e a r )

GLASSES 2

QUALIFIED

FAILURE

LEFT EYE

RIGHT EYE

QUALIFIED

FAILURE

LEFT EYE

RIGHT EYE

QUALIFIED

FAILURE

AVERAGE

BOTH EYES

EXAMINER

I. VISUAL A C U ITY EXAMINER

2. FIELD OF VISION EXAMINER

3. DEPTH PERCEPTION QUALIFIED

NORMAL

R-G BL ND

RIGHT EAR

TOTALLY BLIND

EXAMINER

4. COLOR PERCEPTION 2 QUALIFIED

FAILURE

LEFT EAR

QUALIFIED

FAILURE

AVERAGE

EXAM NER

5. HEARING EXAMINER

6. REACTION T IM E 2 C h e c k ‘ 'Y e s ’ 1 i f a p p lic a n t m u s t w e a r glasses w h ile d r iv in g a n d e n t e r scores o n te s t g iv e n w i t h glasses. glasses a n d e n t e r scores o n te s t g iv e n w i t h o u t glasses. a C h e c k o n ly o n e spa c e i n a d d i t io n to “ Q u a lifie d .”

C h e c k “ N o ” i f a p p l ic a n t n e e d n o t w e a r

D R IV E R ’S R O A D T E S T

INFORMATION TEST FOR MOTOR VEHICLE OPERATORS D R IV IN G

QUALIFYING

PART II Q U A LIFYIN G SCORE-LESS THAN 3 ON EACH PROBLEM 4 { E n t e r S c o re o n E a c h P r o b le m )

PART 1 SCORE-150 OR MORE

SCORE

TYPE OF VEHICLE

PROBLEM 1

PROBLEM 2

PROBLEM 3

PROBLEM 4

PROBLEM 5

QUALIFYING SCORE-31 OR MORE

160 SCORE

DATE

Feb. *+'5

EXAMINER

PJH

SCORE

DATE

EXAMINER

SCORE

DATE

EXAMINER

2 1/2 !Con DATE

Feb. *t9

PJH TYPE OF VEHICLE

SCORE

DATE

2

1

EXAMINER

1

PROBLEM 2

TYPE OF VEHICLE

... 2 ... EXAMINER

Feb. 1+ II ji jVW A ... X 4 * U ^riv -A m A . ill P, 1w 6 i | .... v li ill 7 H C .e A«t tAVI L H i!v -;fU < 31,1"‘w * i, 17 8D It r4 *i u Tin a 7i rv u utv t( 3 P v1 «n it s *R ,/ 1 9 II J ... -T p tfU fl iiiilU "1•1A T ,u ili.i V ii 7 A II J \ i 10 SrjTTF.... X-f-lTI" C m *A V 11 1 p i—1 /It( W ton P fa ii-i I.. riryp ai'fIs Jmf «— itfr—— J T x v• U U #T 12-flnl. Pnir? It 2 £ » V|X *1 *f *+ L IJL X I *P *^ 1H• 13 Pvt I,] t It ... i 3 ra?fp 1)r.f 1 £VVI14J4.Jji.iV F if. ■ r U I -P-?ii Cn1"17 1c3 4111 15 iP II a rt 7 1 iM il» 013oOPi . / tr^ tIri P I "v 16 ■ " ir*A *-j< i-lA *;fA t \T * II it J A '^ T H ;J 6 w S 1L0wi lr.J Vfft X lf 17 r } II 0J')jIj* •}“ lL r‘A rtK A \\ f'T T L 0T 7 ..-D t-V i 18 1 1 o 8 'vplt fellbil ■"■'dr&r" 19 •-1-1 DI^aIp d t H Q tni# otsC X Ti *ri / 20 D 1 1 f*A ril-jilU lA ^-x n lA A (\i.. — i/irJ-L Ui U r-X U'•— v’t.^ 21 D ilAf\jv 51Aj/t T D /1.L4 *A n ‘A ^ iX "1iiO -Iat■ !*!*• 1V I*» ffw PI oO il 1 n rflti JT v D •.JCd lV H"D 22 Pvt T^'no4 1 1 !r - at-« pi, •:{•« -22 rinn—urfwdt *— ■ 23 PfC. ] tl TIiIPG#.T0 \cAKm •2 3 *V 2 U 1 1 PfV i4-yit bliiLl4'¥'' 7. It— 1 25

E Q U IP M E N T R E G .N O ,

PREVENTIVE HAINTENANCE ROSTER

mm

M a m

/fto

'/v* kt5511 1 P 1 (a 4x1ju x1 rlV lfrT O S fb lO j/v V . ._ 4 -lj'7 f;iX> ^200 IrAlBna IfO IQ Q O 9937 f0 /W 1/ ’ 5^3^66.. ?366399 . .. ppBB91.lt01n!1000 •rrX i,j7 — s “J^r3 u( . . 5256762 O U +3 J3IL 4*16 vi.I ..-°l8 l +J»v J7Jlfr 1/T/9 5^1211 c«v« 4 »/y1

2081531 0nn3.Q5. 3-

26 ?7

W*

ISSUE SLIP

PA9ES

— -4*.

BASE OR STATION ACCOUNTABLE OFFICER

FROM

1685

ORDNANCE OFFICER FT. MATTHEWS, CALIF.

PROPERTY CLASS

TYPE OF ISSUE

ORGANIZATION OR UNIT

TO

ITEM NO.

REPLACE­ MENT

Capt. Wm. S. Jones Motor Officer Ft. Matthews, Calif* STOCK OR PART NO.

MEMO RECEIPT

ACCOUNT SYMBOL

WORK ORDER NO.

AUTH. ALLOW.

NOMENCLATURE

ON HAND AND DUE IN

QUANTITY UNIT COST REQUESTED

TOTAL COST

ACTION

Truck, GMC, 2 1/2 Ton 6x6, Cargo, '//winch Reg. No. >+3857^8 Motor No. 57^638 Serial No. ^ V o S S

G-508

MEMORANDUM RECEIPT

ISSUANCE OF QUANTITY IN “QUANTITY REQUESTED" COLUMN IS AUTHORIZED. ITEMS MARKED “DUE OUT* WILL BE ORDERED AND WHEN RECEIVED ORGANIZATION WILL BE NOTIFIED.

FOR THE COMMANDING OFFICER:

Win. S. Jones, Capt. TC (OMANIZATION SUPPLY OFFICES)

QUANTITIES SHOWN IN “ ACTION” COLUMN HAVE BEEN RECEIVED: (FOB THE BASE OB STATION ACCOUNTABLE OFFICES)

QUANTITIES SHOWN IN “ ACTION” COLUMN HAVE BEEN ISSUED:

■3Q-Qct. k9

Bari Benchley, M/Sgt (AUTHORIZED REPRESENTATIVE)

VOUCHER NO. (STOBEKEEPEB)

DA 1 APB 48 4 4 6

Edition of 1 Mar 47 may be used,

10— 6 4 9 7 6 - 1

☆

U . S. GOVERNMENT PRIN TIN G OFFICE

T U R N- IN SLIP

PAGES T U R N -IN S L IP NO.

CASE OR S T A T IO N ACCO UN TABLE O FFIC ER

ORDNANCE OFFICER Ft. Matthews, Calif,

TO

17^7

P R O P ER TY CLASS

ACCOUNT SYM BO L

O R G A N IZ A T IO N , U N IT . OR P R O PER TY O FFIC ER ©

Capt. Wm. S. Jones Motor Officer Ft. Matthews. Calif.

FROM

IT E M NO.

W O R K O R D E R NO. MEM O RECEIPT

N O M E N C LA T U R E

STO C K OR PART NO.

G -508

Q U A N T IT Y

Truck, GMC, 2 1/2 Ton 6x6 Cargo, w/w Reg. No. *f2*+38?^ Motor No. **35^3 7 5 Serial No. 87^57^9

U N IT COST

T O T A L CO ST

ea

FWT

MEMORANDUM RECEIPT DEBIT

I C e rtify T h a t the articles listed herein are turned in under the circumstances indicated in “ Rem arks” column. LEGEND FOR REMARKS

FWT— U n serv ic e a b le , due to fa ir w e a r and tear. R/S— U n s e rv ic e a b le , re p o rt o f s u rv e y . S/C— U n serviceable, s ta te m e n t of charges. SER— Serviceable. EXS— I n excess of a u th o riz e d allow ances.

FOR T H E C O M M A N D IN G O F F IC E R :

29 Oct. *f9

Wm. S. Jones, Capt. TC 'O rg a n iz a tio n s u p p ly officer)

T u rn in of quantities shown in “ Q u a n tity ” column is authorized.

Quantities shown in “ Action” column have been received.

29 Oct^_k9 (D ate) 29 Oct. h9 1 1 11^

-AGO FORM

YY L / l

MAR 47

Robert Klunk A

A

" —9 M

Clyde Aaron, Capt. Ord, (For the base or station accountable officer)

VOUCHER NO.

I66tt

E d itio n of 1 Jul 1946 m ay be used. Replaces W D -A A F Form 82B, 20 Jun 45, w hich m ay be used.

M -389 U. S. GOVERNMENT PRINTING OFFICE: 1948-0-797877

1.

U.S.A.REGISTRATtON

NO.

2.

2 1/2 Ton 6x6 GMC

_4.g6-789 3*

MANUFACTURER

MODEL

TI RE

S I2E

-ZQQX20 LOCATION

8 . *WHEELS TOTAL 4 DR

TTflTHYW

Uj X d X -TLA. c l

BODY TYPE

--Cargo h id e ,

YEAR

6x6 MOTOR

5 . TYPE BRAKE

1942

9 . SING. WH. 9 . DUAL WH.

NAME OF

RATED C APACI T Y

12.

ST AT I ON

M 717547

CHASSI S

NO.

CODE

3-

MANUFACTURER

4.

YEAR

5-

BRAKE

6.

WI NCH

7.

TI RE

8.

DRI VE

9-

NO. OF T I R E S

I NSTALLATI ON

Ft. Matthews. Calif. NO.

NOM.

NO.

Abl

2 1/2 Ton

2. W/ O WI NCH

Hydraulic 10.

X

1 3 . T E C H . S V . A CLASS 1 4 .

Ft .Matthews 15-

4.

3018

GMC 7.

(FO R MRU USE O N LY )

NOMENCLATURE

(S e ria l)

fuATE

C 463778

ASS IGNED

BODY C A P A C I T Y

I8 Jan 43

e tc.)

Marion Ordnance Depot, Utah

SIZE

Requested by Chief/Ordnance

Condition of vehicle— HEW

o

14.

RATED CAPAC ITY

11.

TRANSACT I ON

DESC.

12.

S T A. CODE NO.

* WH B E L S : T o t a l D r i v e - T o t a 1 w h e e l s are t h e t o t a l n u m b e r o f w h e e l s on v e h i c l e s c o u n t i n g D u a l w h e e l s a s o ne w h e e l . **P a sa enge r v e h ic le s by passengers , tru c k s by l e n g t h , c u . f t . , c u . y d s ., g a l s . , e tc D ie t r ib u te copies in accordance w it h e x i s t i n g i n s t r u c t i o n s .

13.

TECH.SV. 4 CLASS

I NSTALLATI ON ( Name a n d

MOTOR VEHICLE RECORD WO AGO 1

10.

AUG

n ;," 5 5 - 2 4 8

l o c a t i o n ) t F O R MRU USB O N L Y )

EDITI ON

OF 1 JUN

1945

MAY BE USEO.

15.

VEH.TYPE16.VEH.

GPO 0 - 663982

00 w

WORK REQUEST AND JOB ORDER

P r io r ity

A cco u n t C ode

8 April___________;ig 50 Organization .j3att.ary--At- - i 3 t h —Bn. T E C H N IC A L

S E R V IC E

IT E M

O R D

Q M C

Reference No.

S IG

Job

N o.

IN S T R U C T IO N S

E N G

T R A N S

C W S

M E D

Q U A N T IT Y

NUM BER

F O R

W O R K

T O

O rd e r N o .

BE

P E R F O R M E D

W O R K TO B E P E R F O R M E D O R N O M E N C L A T U R E

D E SC R IPTIO N OF WORK TO BE PE R FO RM ED

-ilapaulr-radiator—

leak-Xn-battim-tank-

John J. Jones Authorized by ....£apt^..TC F IL L

IN

A B O V E

Win* Smith Received by .— .C-ap.t»£r&« A S

W O R K

R E Q U E S T

ROUTING AND FLOW A

s s ig n e d t o —

f~ |

A — A u to m o tiv e

I

I — A rm a m e n t a n d

|

□ |

C — C lo th in g |

a n d

j

D

ate

I

Si g n

n

D

ate

Out

F

Si g n

in a l

I

n s p e c t io n

In s t E q u ip ..

E — E l e c t r i c _____________

1 |

M — M a c h in e

1 |

P — P a i n t _________________

...

.

.

□

___________________________________

—

□

____________ _________ ___________

□

___________________________________

□

T o

h ig h e r

e c h e lo n

fo r

r e p a ir o r r e c la m a tio n C o m p l e t io n D

□

S a l v a g e --------------

□

O r g a n iz a t io n .

□

W a re h o u s e ....

ata

D

ate

R

e c e iv e d

O r g a n iz a t io n o r W arehouse

R

e c e iv e d

by

P e r -----------------------------------------------------------------------------------------

□ _______ C O N T R O L S H IP P IN G

IN S T R U C T IO N

F O R

E V A C U A T IN G

O F F IC E

D A T A

E Q U IP M E N T D a te

r e c e i v e d _________________________________________

T o t a l t im e

(m a n -h o u rs )

S h ip p e d t o E s tim a te d

h o u r s _____________________________________

F ile

d a t e ____________________

A d d r e s s ___

WD AGO 9

FEB

FORM 1 9 44

011 ° »

1

U. S. GOVERNMENT PRINTING OFFICE

EXHIBIT #11

16---- 38707“2

(U SE BACK FOR ADDITIONAL DATA IF NECESSARY)

Inspector.

8»f

EXHIBIT #12

WORK

SHEET FOR WHEELED AND P R E V E N T IV E

M A IN T E N A N C E

S E R V IC E

DATE STARTED

U. S. A. REG. NO.

U.36