OCS: Supply and Training Management
Terms in this set (56)
Common table of allowances
Baseline for all types of units
Specific to deployable units
Generally non-deployable units
What's unique about MTOE?
Adapts the basic table of organization and equipment necessary to the needs of a specific type of unit or unit mission
Consists of lands and improvements to land, buildings, and structures, including improvements and additions, and utilities
Not consumed in use and retains original identity during period of use
The four types of Army Authorization documents
CTA, TDA, MTOE, TOE
Army Authorization document is focused on a specific type of unit or unit mission
Accounting requirement code refers to items that are not consumed in use but because of unique characteristics require control
12. How does property flow from Big Army to the user?
MTOE- PBO- Company Commander- Platoon Leader- Platoon SGT/Squad Leader- User
Four types of Responsibilities
Command, Supervisory, Personal, & Direct
Form is used assign responsibility for property that is issued to the same person for brief recurring periods
DA Form 3749 (Weapons Card)
Only person to have Custodial Responsibility in a Unit
Type of responsibility cannot be delegated
Responsibility is not contingent upon rank or position
Days a DA Form 3161 be used
Up to 30 days
Days a DA Form 2062 be used
Longer than 30 days to rest of life
Food, rations and water
Petroleum, oils and lubricants
Fortification and barrier materials
Major End Items- vehicles and weapons
Material to support nonmilitary programs such as agriculture and economic development
Intentionally wrongful or unlawful act or omission
The amount a commander can write off for durable hand tools per field exercise
Relief of responsibility allows the Soldier to admit liability and pay for it
DD 362 Statement of Charges/Cash Collection
Relief of responsibility requires and investigation and findings which could cause a Soldier to lose up to one months' base pay
FLIPL- Financial Liability Investigation of Property Loss
continuous and progressive process, spanning a leader's entire career. Leader development comprises training, education, and experience gained in schools, while assigned to organizations and through the individual's own program of self-development
Training units and developing leaders for full spectrum operations
Noncommissioned officers train individuals, crews, and small team. Train as you will fight
Principles of Leader Development
Lead by example
A tailored group of mission-essential tasks. (All company and higher units have a (METL))
A collective task on which an organization trains to be proficient in its designed capabilities or assigned mission
Army Training Network (ATN)
Single, secure online portal to doctrine, processes, and resources for training Army units
Proficiency of individual Soldiers to perform specified tasks related to an assigned duty position and skill level
Operations Process in Unit Training
•PLAN for training: To apply the art & science of understanding a situation, envisioning a desired future & laying out effective ways of brining that future about
•PREPARE for training: To make ready those activities by units & Soldiers to improve their abilities to train for an operation
•EXECUTE training: To put a plan into action by training units & individuals to accomplish the mission
•ASSESS training: To continuously check the progress toward accomplishing a task or achieving an objective
8 Step Training Model
Conducting rehearsals (allows leaders to identify weak points in the plan)
Method (allows and promotes an objective, standards-based approach to training)
Are Soldiers trained on prerequisite tasks?
Are ranges and facilities requested; recon of site complete?
Leaders certified to conduct range operations?
Convoy clearances submitted and approved?
Are Class I, III, V supplies requested w/ pick-up times finalized?
Have risk assessments been completed?
Back brief to the chain of command coordinated?
Is time allocated/scheduled for retraining?
Rehearsals allow leaders to
Identify weak points in the plan
Teach effective training techniques
Coach the trainer until they are comfortable
Safety and environmental considerations are met
Leaders are tactically and technically proficient
Determine how the trainer will evaluate the training
Assess subordinate trainer competencies and provide feedback
Give subordinates confidence in their ability to train
Leaders and OC/Ts perform evaluations using T&EOs to record a unit's performance as training is executed. Leaders conduct on-site, informal AARs during training, where training occurs to correct deficiencies in observed task execution
Battalion Level: Training Management
Objective Task Evaluation Criteria Matrix
•T (Fully Trained): Complete task proficiency to Army Standard by achieving a "GO" in 90% or more of both performance measures and leader performance measures, and 100% of all critical performance measures. The unit executed the task under complex and dynamic conditions.
•T- (Trained): Advanced task proficiency free of significant shortcomings by achieving a "GO" in 80% or more of both performance measures and leader performance measures, and 100% of all critical performance measures. The shortcomings require minimal training to meet the Army Standard. The unit executed the task under complex or dynamic conditions.
•P (Practiced): Basic task proficiency with shortcomings by achieving a "GO" in 65% or more of all performance measures, 80% or more of all leader performance measures, and 100% of all critical performance measures. Shortcomings require significant training to meet the Army standards. The task is executed under static and simple conditions.
•P- (Marginally Practiced): Limited task proficiency with major shortcomings by achieving a "GO" in 51% or more of all performance measures, but less than 80% of all leader performance measures, and less than 100% of all critical performance measures. Shortcomings require complete retraining of the task to achieve the Army standard.
•U (Untrained): Cannot perform the task. Unit achieves a "GO" in less than 50% of all performance measures, less than 80% in all leader performance measures, and less than 100% in all critical performance measures. The unit requires complete training on the task to achieve the Army standard.
ACTION: Identify the steps of the Risk Management (RM) process. Understand DD 2977, Deliberate Risk Assessment Worksheet
The Army uses (RM) to help maintain combat power while ensuring mission accomplishment in current and future operations. RM applies to operational and to nonoperational activities.
Types of Losses
•TACTICAL (THREAT BASED) Loss: Risk concerned with hazards that exists because of the presence of either the enemy or an adversary
•ACCIDENTAL (HAZARD BASED) LOSS: Risk includes all operational risk considerations other than tactical risk
•RESIDUAL RISK: Risk level remaining after controls have been implemented for the hazard
Consider all aspects of current and future situations, environment, and known historical problem areas. Use the factors of METT-TC (Mission, Enemy, Terrain and Weather, Troops, Time, and Civilians)
The likelihood that an event will occur. There are five degrees of probability: (frequent, likely, occasional, seldom, unlikely).
approximate amount of potential harm, damage, or injury associated with a given mishap occurring. There are four degrees of severity
Estimating risk follows from examining the outcomes of both the probability and severity of hazardous incidents. There are four levels of risk.
Extremely High Risk (E) - Loss of ability to accomplish the mission if hazard occurs during mission
High (H) - Significant degradation of mission capabilities in terms of the required mission standard
Moderate (M) - Expected degraded mission capabilities in terms of the required mission standard
Low (L) - Expected losses have little or no impact on accomplishment of mission
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