Embed Size (px)
Citation preview
rI
SIC O M P A R A T IV E A N A L Y S IS O F A R M YAVIATION MAINTENANCE CONCEPTS
1. APJ 483-2II:
r MILTARY1&2 CIENTIFICRE LARCH
4 Q - I . •mi* W I
rL jh 1 1
CLEA -PNGHAO, ?._ _ _
L'o V" Im 61 a fkr~~~ ------- T-@?tc& cnc.
~~n~orm('40 D~~~ U Vz 2I5
APJ 483-2
-COMPARATIVE ANALYSIS OF ARMY" AVIATION MAINTENANCE CONCEPTS
CONTRACT NO. DA 42-092-ARO-161
prepared for
HEADQUARTERS. DEPARTMENT OF THE ARMY
Office of the Deputy Chief of Staff for Logistics
Washington, D.C.
AMERICAN POWER JET COMPANY705 Grand Avenue
"Ridgefield, New Jersey 07657
SE 11' _____EBE 191
-[ PREFACE
I [Materiel readiness is the end product of tileArmy's logistic system. It is a yardstickfor comparing alternative courses of actionto determinc the one yielding the required
level of readiness in the most efficient andeconomical manner.
Current operations in Vietnam offer an un-Srusual opportunity for a side-by-side compari-
I son of aircraft maintenance concepts, methods,and results in the ROAD Divisions, The FirstCavalry Division (Airmobile), and the inde-
pendent aviation companies, as the basis forselecting the field maintenance concept bestI [adapted to Army operations in the field.
The APJ approach was to assess comparativereadiness and utilization relative to the re-sources required in terms of personnel, equip-rent and parts. Although the entire mainte-I nance chain is significant, guidance from theDCSLOG Project Officer properly emphasizedthe role of the DS level. Available analysisI effort was, therefore, focused on those tashsleading to recommendations for the best wayto accomplish field level support. Detailed
L" attention was given to DS level because of itsdirect impact on aircraft readiness: GS is
considered only insofar as readiness is di-rectly affected.
This study, in support of DA Project 35, ispart of a sequence in which a series of in-dividual tasks are undertaken, each having adirect payoff to the Army in terms of increased
. readiness. Grateful acknowledgment is madefor the support of Mr. J. P. Cribbins, DCSLOG !Project Officer, and of the Commanders andmen of the aviation units in Vietnam.
II
TABIE OF CONTENTS
Chapter Title Page
PREFACE i
TABIE OF CONTENTS iii
LIST OF ILLUSTRATIONS Vi
1 SUMMARY 1-1Objective 1-1
"Scope and Data Base 1-2
Findings 1-3Recomnuendat ions 1-6
"2 FIELD MAINTENANCE CONCEPTS AND THIEIR"OPERATION IN PRACTICE 2-1General 2-1The Conventional Maintenance Concept 2-2"The Airmobile Division Maintenance
Concept 2-6The DS Detachment MaintenanceConcept 2-11
Field Maintenance in the Aerial"Surveillance Company 2-14
3 EVALUATION PARAMETERS AND METHODOLOGY 3-1Capabilities of Maintenance Units 3-1Effect iveness 3-5Responsiveness 3-6Workload Distribution 3-7Supply Performance 3-8Relative Investment and PersonnelRequirements 3-9
4 COMPARISON OF SPECIALIZED RESOURCESAND CAPABILITIES IN MAINTENANCE UNITS 4-1
"MOS Skill Comparisons 4-1Equipment - Maintenance Items 4-13
.III !i.-
TABIE OF CONTENTS(Conti nued)
Chapter Title Page
5 EVAJUATION OF OPEIIATIONAL
EFFECT IV1-"NENSL 5-1Readiness 5-1Not Operaticnally Ready Supply
(NORS) 5-7Not Operationally Rcidy Maintenance
(NORM) 5-15Uti lization 5-32
Effectiveiess Summuary 5-38
6 RESPONSIVENESS OF SUPPORT 6-1
7 DISTRIBUTION 0F DS AND GS WORKLOAD 7-1
General 7-1UII-1 Workload Requirements 7-3CII-47 Workload 7-9
8 SUPPLY PERFORMANCE 8-1
9 RELATIVE INVESTMENT AND PERSONNELREQUIREMENTS 9-1
Gcneral 9-1TOE Equipment Investment Costs 9-2Supply Investment Costs 9-13Suimuary 9-24
10 RECOML5NDI:D CONCEPTS 10-1Concept Summary 10-IDevelopment of DS Detachment Concept 10-4DS Detachment Concept ApplicationFactors 10-29
Impact on Aircraft Readiness 10-39Summary 10-49
iv
TABLE1 or CONITEINIrS(Con t iiucd)
Chapter Title Page
ANNEX A MAINTENANCE PERSONNIL COMPARISON,ALTERINATIVE MAINTENANCE CONCEVyr A-i
ANNEX B COMPARATIVE EVALUATION MAINTENANCESUPPORT EQUIPMENT AUTFIORIIZATIONS B-i
.1..
Vi
r2
LIST 0' iLLiUSTRATIONS
Figure Tit Ic eg
3-1 Maintun.nuce Equivalents for TypeLi ofAircraft. Suliportud 3-3
4-1 Maintenance Function MOS Authiorizations - 4-4,DS & GS Units 4-5
4-2 Distributtion of Maintenance Personnel by(Grade for MOSs 67----, 68---., 44-...-, 35---,41i--, 26---. 4-7
4-3 Suppljy Support Pcrsonnel 4-10
4-4 Direct Support - Major MaintenanceSignificant Items Suummary 4-15
5-1 Comparison of Monthly OperationalReadiness Rates - UH-IB/C 5-2
5-2 Comparison of Monthly OperationalReadiness Rates - l0II-1D 5-3
5-3 Comparison of Monthly OperationalReadiness Rates - CII-47 5-4
5-4 Compariosn of Monthly OperationalReadivuss Rates - OV-l 5-5
5-5 Compariosn of Average Readiness Rates -
April 1.966 through May 1967 5-6
5-6 Readin'ess Rates of Detachment Supported
Units Related to Conventional andAirmobile Concepts - June 1966 throughMay 1967 5-8
5-7 Comparison of Monthly Not OperationallyReady Supply (NORS) Rates - UII-IB/C 5-9
5-8 Comparison of Monthly Not OperationallyReady Supply (NORS) Rates - UH-lD 5-10
5-9 Comparison of Monthly Not OperationallyReady Supply (NORS) Rates - CH-47 5-11
5-10 Comparison of Monthly Not OperationallyReady Supply (NORS) Rates - OV-l 5-12
vii
2IAST i01' ILLUSTIHAT IONS(Continued)
S- "it'ure Title Page
5-11 Comparison of Average NORIS Rates -
April 19G6 Through May 1967 5-13
5-12 Comparison of Cumulative Averagu ReadinessRates Plus NORS - April 19G6 ThroughMay 19G7 5-14
5--13 Comparison of Monthly Not OperationallyReady Organizatiounal Maintenance Rates -
UII-1B/C 5-16
5-14 Comparison of Monthly Not OperationallyReady Organizational Maintenance Rates -
UII-11) 5-17
b-15 Comparison of Monthly Not OperationallyReady Organizational Mainterance Rates -
CH-47 5-18
5-16 Comparison of Monthly Not OperationallyReady Organizational Maintenance Rates -
OV-I 1-19
5-17 Comparison of Average NORM Rates(Organizational Maintenance Only)April 1966 Through May 1967 5-20
5-18 Comparison of Monthly Not OperationallyReady Field Maintenance Rates - UH-lB/C 5-22
5-19 Comparison of Monthly Not OperationallyReady Field Maintenance Rates - UH-I.D 5-23
5-20 Comparison of Monthly Not OperationallyReady Yield Maintenance Rates - CH-47 5-24
5-21 Comparison of Monthly Not OperationallyReady Field Maintenance Rates - OV-l 5-25
5-22 Comparison of Average NORM Rates(Field Maintenance Only)"April 1966 Through May 1967 5-26
vii
LIST OF 1LLUS'TIAT IUNS3(Cont i nued)
F'igure Title Pr
5-23 Compari•on of Monithly Not OperationallyRvady Organizational and Ficl I Maintenance(NORM) Rates - U11-1I1/C 5-27
5-24 Cozipari son of Monthly Not OpurationallyReady Organizational and Field Maintenance(NORM) Rates - UII-lD 5-28
5-25 Comparison of Monthly Not OperationallyReady Organizational and Yield Maintenance
(NORM) Ratcs - CII-47 5-29
5-26 Compari son of Monthly Not OperationallyReady Organizational and Field Maintenance(NORM) Rates - OV-i 5-30
5-27 Comparison of Average NORM Rates(Organizational and Field Maintcnance
Combined) April 1966 Through May 1967 5-31
5-28 Comparison of Monthly Utilization Rates -
Ul-1rB/C 5-33
5-29 Comparison of Monthly Utiliz. tion Rates -
UII-ID 5-34
5-30 Comparison of Monthly Utilization Rates -CII-47 5-35
5-31 Comiparison of Monthly Utilization Rates -OV-1 5-30
5-32 Comparison of Average Monthly Utilization
Rates - April 1966 Through May 19G7 5-37
5-33 Comparative Figures of Merit of Mainten-ance Effectiveness Concepts by Prime
Indicators 5-38
viii
"* , I I
. LiST Of' 1 .01 tit& " .. -(Cont inucd)
F Yigurc Tit'e Page
"6-]. Comparative D)istri bution (Percent) ofTime Intervals in Maintenance Cycle forU1i-1 llelicopter Umder Alternative Main-telnance Conccpts 6-3
6-2 Comparative Distribution (Percent) oiTime Intervals Jn Mainteoance Cycle forCH-47 Helicopter Under Alteinative Main-tenance Concepts b-4
"6-3 Comparative Distribution of Time Inter-vaIs in Maintenance Cycle for InboundProcessing of M5aintenance Requests 6-5
6-4 Comparative Distribution of Days Air-craft arc in Work at DS Maintenance ti-6
6-5 Prime Indicatorr of DS MaintenanceResponsivencs5 Grouped for SimuultaneousPresentations 6-7
7-1 Total Workload Distributions by Levelof Field Maintenance - UII-1 7-6
7-2 Workload Distribution by Category ofWork - U1I-1 7-8
* 7-3 Workload Distribution by Category ofWork - CII-47 7-11 I
* I
8-1 U11-1 Helicopter Not Opcrationally ReadySupply (NORS) 8-2
8-2 Average Direct Support Supply Performance 8-5
"8-3 AM1C Supply Performance - Dcc 1966 8-6
8-4 UII-1 Direct Support Detachment SupplyPerformance - AbL Versus Number ofRequisitions Filled From ASL(Aircraft Only) 8-9
iix
LIST OF ILLUSTRATIONS(Continued)
Figure Title Page
8-5 UIT-1 Direct Support Detachment Supply
Performance - Number of Requisitions
Filled From ASL Vcrsus Percent NORS
(Aircraft Only) 8-10
8-6 U11-1 Direct Support Detachment Supply
Performance - Demand AccoimiodationVersus Percent NORS 8-11
8--7 U1I-1 Direct Support Detachment SupplyPerformance - Demand Satisfaction
Versus Percent NORS 8-12
8-8 U11-l Direct Support Detachment Supply
Performance - ASL Lines Versus Percent
NORS 8-13
8-9 13H-1 Direct Support Detachment Supply
Performance - ASL Lines Versus Percent
NORS ( Aircraft Only) 8-14
8-10 UII-i Direct Support Detaclunent SupplyPerformance - ASL Lines Versus Percent
NORS (Armament Only) 8-15
8-11 U11-1 Direct Support Detachment SupplyPerformance - ASL Lines Versus Percent
NORS (Avionics Only) 8-16
9-1 Average Maintenance Equivalents Supportedby Types of Field! Maintenance Units inVietnam (As of 1 May 1967) 9-1
9-2 Comparative Costs of Equipment in Field
Maintenance Units 9-3
9-3 Comparative Costs of Equipment Related to
Supported Maintenance Equivalents 9-4
9-,1 Comparative Costs of Equipment, LessRelicopters, in Field Maintenance Units 9-6
x
i I
LIST OF ILLUSTRATIONS(Continued)
Figure Title Page
9-5 Comparative Costs oC Equipment, LessHclicopters, in Field Maintenance Units,Related to Support Maintenance Equivalents 9-7
"9-6 Manpower Breakdown of DS Field MaintenanceElements, Less DS Supply Activity, WithRelationships Between Direct, Indirect andOverhead Related to Maintenance Equivalents 9-10
10-1 Aircraft Assignments and Related Mainten-ance Equivalents, Manhours and Number ofMaintenance Personnel - 1st Infantry Div- 10-5,ision - E Company - 701st Battalion 10-6
10-2 Aircraft Assignments and Related Mainten-ance Equivalents, Manhours and Number ofMaintenance Personnel - 1st Cavalry Div- 10-7,ision - A Company - 15th Battalion 10-8
10-3 Aircraft Assignments and Related Mainten-ance Equivalents, Manhours and Number ofMaintenance Personnel - 1st Cavalry Div- 10-10,ision - B Company - 15th Battalion 10-11
10-4 Aircraft Assignments and Related Mainten-ance Equivalents, Manhours and Number of 10-12,Maintenance Personnel - 1st Cavalry Div- 10-13,ision - C Company - 15th Battalion 10-14
10-5 Aircraft Assignments and Related Mainten-ance Equivalents, Manhours and Number o,Maintenance Personnel - 1st Cavalry Div- 10-15,ision - D Company - 15th Battalion 10-16
10-6 1st Infantry Division Aircraft"Assignments - Company Size AI.rcraft Units 10-19
10-7 1st Infantry Division AircraftAssignments Non-Company Size AircraftUnits 10-20
10-8 ist Cavalry (Airmobile) Division AircraftAssignments - Company Size Aircraft 10-22,Units 10-23
xi
TI:LIST OF ILLUSTRATIONS
(Continued)
Figure Title Page
10-9 1st Cavalry (Airmobile) Division AircraftAssignments - Less Taian Company SizeAircraft Units 10-24
10-10 Recoimnendcd Maintenance Spaces for DS 10-27,Detachments by Number and Type of Aircraft 10-28
10-11 Administrative Support for DS DetachmentTeams 10-30
10-12 Supply Support for DS Detachmuent Team.; 10-31
10-13 Sununary - DS Detachment Requirements forist Infantry Division, (Based on Air-craft Assignments of July 1967) 10-32
10-14 Sumiary - DS Detachment Requirements for1st Cavalry (Airmobile) Division 10-35
10-15 Potential Impact of DS Detachments on 1stCavalry Division A/C Readiness 10-37
10-16 Potential Impact of DS Detachments on 1stInfantry Division A/C Readiness 10-38
xii
.4 CHAPTER 1
SUMMARY
"OBJECTIVE
The objective of this study is to accom-plish, in the context of recent Armyexperience in Vietnam. a comparativeevaluation of the three principal con--"cepts of Direct Support level aircraftmaintenance:
1. The Conventional Direct Support (DS)concept as employed by the ROADInfantry Divisions,
"2. The Airmobile concept as employed bythe 1st Cavalry Division (Airmobile),
3. The DS Detachment concept as practiced"in the aviation companies of the 1stAviation Brigade.
T Findings and recommendations derived from
this evaluation are furnished to provide-: bases for decisions on the optimum con-
"cepts for this important aspect of manage--- ment of Arnmy Aviation resources.
"-• These concepts are analyzed in terms of:
1. Effectiveness, as reflected in reportedtt •aircraft readiness and utilization.
2. Efficiency of support operations asIndicated by NUOAR (Not OperationallyReady, Maintenance) rates, NORS (NotOperationally Ready, Supply) rates,supply performance and ratio of man-Ii power to aircraft supported.
Ii 1-1
III . .. III ,-
3. Investments in resources to include :equipmecnt, personnel, facilitiets,and parts stockage.
This Report describes the structure of theproblem, the evaluation parameters, andthe results of the analysis.
SCOPE AND DATA BASE
The basis of this study program is an anal-ysis of the Army Aviation operations andmaintenance supply support within theUnited States Armny Vietnam, with particularemphasis on the Ist Cavalry Division (Air-mobile), the 1st Infantry Division, theDS Detachments and supported helicoptercompanies of the 1st Aviation Brigade, thetwo Aerial Surveillance Companies and theDS and CS companies of the 34th GeneralSupport Group (AM&S). The study coversdata ac-quired and observations and inter-views accomplished during 1966 and 1967.
Additionally, this study, has been closelycompared with the work accomplished by theArmy Concept Team in Vietnam (ACTIV). TheACTIV Study, performned concurrently andindependently, has led to conclusions whichare consistent with those reached herein.
Major emuphasis was given to establish astrong factual basis for the findings andconclusions reached in this study. Inputsfromn APJ field representatives in Vietnam,the analysis of the Daily Aircraft StatusRecord forr,s (RI and R3) and the APJ databank of Army Aviation Vietnam experiencewere utilized.
1-2
I
The DA Forms 1352 (Army Aircraft FlyingTime and Status Report) provide d a com-plete and authoritative measure. The"continuing command emphasis on the qualityof this form has produced a measure whichis highly reliable and precise. Carefully"sampled DA forms from the TAERS system,ASL/PLL supply performance reports, list-I ngs of AMMC and 34th GS Group (AM&S)were stratified to measure the cost andeffectiveness of the respective concepts.
* TFINDINGS
The following are key findings resultingfrom this study.
1. The Detachment concept for providingDirect Support maintenance to Armyaircraft in Vietnam was found to besuperior to both the Airmobile concept(as exemplified by the operations ofthe 1st Cavalry Division, Airmobile),and the Conventional concept (asexemplified by the operations of aROAD Division) for the following reasons:
a. The Detachment concept produced con-sistently higher readiness rates, inspite of the fact that aircraft sup-ported by Detachments had a utiliza-
tion rate 12 percent higher thanaircraft under the other two concepts.The average readiness rates for detach-ment supported aircraft were higherfor the period as a whole, and ad-
ditionally were higher in 12 of the14 months studied.
"1-3
__ ___ __ __
b. The differential in operationalreadiness rates noted in a. aboveCan be attributed directly to themaintelMInee support conIcept, RSNORS rates were essentially the same-under each of the three concepts
studied.C. The Detacluaent concept provided a
higher level of maintenance responsive-
ness. The rate at which aircraft worereturned to service the same day theywent into maintenance was higher underthe Detachment concept than under theother two concepts studied. Thu over-all reaction time based on an analysisof responsiveness indicators alsoshowed the Detachment concept definitelysuperior.
d. The Detachment concept produced higherreadiness rates and better responsive-ness through careful selection of thetype of work performed. Emphasis atDetachment level was placed on rapidaccomplishment of short turnaroundwork, which provided maximum supportto aircraft readiness. Long turnaroundjobs and component repair were evacua-ted to higher levels.
e. The Detachments accomplished a highertotal percentage of all support levelwork required than either of the otherconcepts. Detachments accomplishedapproximately 90 percent of all supportlevel workload, as compared to slightlymore than 82 percent for the other twoconcepts. Thus, a high percentage ofsupport maintenance was brought to theaircraft, with lost time required fortransfer of aircraft to a maintenancesite held to a minimum.
1-4
I
Sf. Although the Detachment conceptrequired more direct productivepersonnel per maintenance equiva-lent than the other two concepts,the tota! number of personnel permaintenance equivalcnt was slightlylower. Administrative and housekeep-ing support provided by the suport-
T ed units reduced the requirement"for these types of personnel in dc-tachments.
g. Investmcnt costs in terms of supply"stockage, equipment and personnelfor the Detachment concept wereequal to or less than the other two"concepts.
2. Further reductions in the number ofoverhead and adoinistrative personnel"under the Detachment concept could beachieved by integrating the Detachmentsinto the supported unit organizations."Under this concept, overhead and adminis-trative support personnel required in De-tachments could be reduced substantially.
3. The number of line items contained in theASLs of U11-1 helicopter Detachments rangedfrom approximately 800 to 2200. No cor-relation could be found thiong the numberof line items in the .ASL and the supply
* performance of the Detachments in termsof NORS, demand accomnodation, and de-mand satisfaction rates. This situationindicated a need for evaluation of thepolicies and procedures used in establish-ing ASLs for Direct Support Detachments.
4. Because of the superiority of the Detach-"ment concept, as cited in Paragraph 1.above, this concept should be expanded toinclude Direct Support of Divisional air-"craft in Vietnam. The feasibility of ex-pansion of the concept to non-Divisional"units not currently supported by Detach-"ments, should also be studied.
1-5
Ul lN U l U U NI • U lU l U IU IU I U I nU l IU U N £ l
5. 1:xpaiision of the D)etachmlcnt concept, ans.described in Chapter 10 of this Report,will requirc an inclrcasCd suthoriztionof approximately 200-250 personeCl formaintenance units in Victnam over thenumber authorized at the time of thisstudy. It is estimated that applicat. onof the concept of Integrating I)etachmentsinto the supported unit organizationstructure would resu]t in a total person-nel requirement somewhat less than totalauthorizations for maintenance units inVietnam at the time of this study.
6. Based on anticipated increases in air-craft readiness and utilization ratesresulting from expansion of the Detach-ment concept, mission requirements canbe met with fewer aircraft. Reductionsin the total numbers of aircraft requiredare estimated at approximately 6 percent.Application of this cost reduction factorto the investment cost for aircraft inthe Airmobile and Infantry Divisionsrecommended for inclusion under the De-tachment concept produces major dollarsavings.
RECOVIMEN DAT IONS
It is recommended that:
1. The Detachment concept be expanded toinclude support of Divisional aircraftunits in addition to the non-Divisionalcompany sized units now supported. De-tailed reconunendations for expansionof the concept are listed in Chapter 10.
2. A study be made to determine the feasibil-ity of expanding thu Detachment conceptto include non-Divisional aircraft unitsnot currently supported by Detachments.
1-6
II41 3. Consideration be given to integrating
Detachmennt- in.to the supportcd unitorganlization structure.
4. A detailed analysis be made of personnelsavings which could be made based uponintegration of I)etacl)Icnts and supported Iunits.
5. An analysis be made of policies andprocedures governing the establishmentof ASLs for Detachments In Vietnam,lead(ing to rccowmmcndations to producemore uniformity, better supply perform-ance and dollar savings.
i
i
iI
1-7
. ..
I O HAPTER 2
I'I,III
IirIII
R
I
!tI
CIIAPT1:11 2
FIELD MA INTENNNCE CONC'PTS ANT)THEiR1 OPEIRATION IN PILW'CTICE
IiGI"N E I tA 1,
I A combination of rapidly moving technologyand the desire to evolve a logistic doc-trine which givcs, the Army the miaxinium useof its mobility resources has led to a con-"tinuing search for improved maintenance
-: concep.s and structure. Thus, the st!.-uc-ture of maintenance evolved in Korea was"further evaluatcd and defined by a series
-, of invest igat ions including the Iiowze Board,the 11th Air Assault Division Tests, aswell as the COSTAR and TASTA-70 Doctrial].
- Studies. All concepts represent "ideals"and are adapted to the realities of time,place and resources when r. duccd to actual"prcticc. It is in the "real" environment
of Vietnam operations that this study Jisperformed.
Vietnam offers a unique opportunity to ob-serve and compare three of the most impor-tant concepts currently applied to thesupport of Army Aviation:
1. The "Conventional" aspect as embouied
in ROAD Divisions.
-2--.. 2-I
-___
2. The "Air'mobil" l& support ConCept as--t--_
embodiud in the FirLnt Cavalry Divi-sion Airiiobi]e
3. The application of "'Maintenance De-
tachmcnts" in t hl independent unitsoperating under the USARV AviationCommand.
The non-divisional helicopter companies
designated as the Assault HelicopterCompany (U1i-I), and the Assault SupportHelicopter Company (CII-47) , as presentlyassigned to the Ist Aviation Brigade inVietnam, have DS maintenance detachmentsattached as described below. The Divi-sio,. I aircraft in Vietnam are supported
by a Transportation Aircraft Maintenanceand Supply Battalion in the 1st CavalryDivision (Airmobile) and by the Transpor-tation Aircraft Maintenance Company(Company E) of the Maintenance Battalionin the ROAD Infantry Divisions, whichwill be referred to as the Conventionalmaintenance concept.
THE CONVEINTIONAL MAINTENANCE CONCEPT
This maintenance concept has the followingM-laintcnancc major characteristics:Concept 1. The aircraft operating unit contains
within it the capability to perform,on-site, complete Organizational main-tenance. Principal maintenance func-tions performed include:
a. All scheduled and designated spe-cial inspections
b. Minor airframe repairs
2-2
c. Minor component replacomentd. Designated MWOs to airframe and
components.
"2. DS maintenance units, located in theDivision base or Corps support area,provide backup support to the oper-"ating units. The aircraft or compon-ents requiring work are normallyevacuated to the DS unit location, ex-(-pt as noted below. DS units normal-ally support several operating units,and are usually required to scheduleproduction according to their capa-bilities and workload. Principalmaintenance functions assigned to DSlevel include:
a. Major component build-up and re-placement
b. Minor component repairc. Extensive airframe repairs not
requiring jigs or complex align-ing equipment
d. Limited fabricatione. Designated special inspectionsf. Designated t5VOsg. Processing of aircraft to and
from supported unitsh. Overflow Organizational mainten-
ance workload from supported units,to include assista.ce in perform-ing major scheduled inspections.
DS units may provide maintenance teamsto supported units in forward areas toaccomplish, on-site, certain of theabove workload.
3. GS maintenance units, normally located.. in the Armay Support Command area, pro-
vide backup support to DS units. Work
2-3
*1
• 5
-
is normal y evacuated to the GS unitlocation tur -c iCOi(01) Ishnlcnt. (IS COlrn-panies normally support sevcral DScompanieS, and workload scheduling isimportant at GS level. Principalmaintenance functions allocated toGS level include:a. Major component test, inspection,
and repairb. Minor component repair and over-
haulc. Major airframe repairsd. Designated major LWOse. Parts fabricationf. Overflow work from supported DS
units.
Organizational mYaintenance units con-centrate on inspections, minor repairsand replacements, and the preventivemaintenance designed to keep the air-craft flying. Most work is accomp-lished directly on the aircraft, withlittle work done on coml-n-..nts separatefrom the aircraft.
DS units provide the capability to domore extensive maintenance than at Organ-izational level. However, at DS mostwork is also done directly on the air-craft, with component work concentrated
primarily in the areas of removal and re-plncement. Work is normally evacuatedto the DS unit for performance.
GS units, unlike Organizational and DSunit;3, are designed to concentrate oncomponent repair and return. Work done
directly on aircraft normally z-onsistsof long turnaround airframe repairs andmodifications. The principal GS mission,therefore, is to support DS and Organiza-tional units through component repairprograms and relieve them of the
2-4
time and space consuming workload typi-lied by extensive crash and combat dama1 ,!
repairs, major modilications, and similar
work on whole aircraft.
.MaintcnanccOOrgani zation The Conventional concept, as indicated,
is typified by Corps Support LS Companiessupporting separate aircraft operatingunits, and by Division DS Compaiiica sup-"porting Division aircraft operating units.
In the ROAD Infantry Division, Direct Sup-pert maintenance is accomplished by the"Transportation Aircraft Maintenance Companyof the Maintenance Battalion organized"under TOE 55-89E. This Company has lessthan the capability of the standard Corpslevel DS Company and requires backup DScapability for its peak loads, in addi-tion to General Support backup.
"The supply function in the Infantry Divi-Supply sion is principally limited to its own
maintenance operations and assistance onemergency supply requirements of supportedunits. It has no authorization for a shopsupply element and normally is authorizedto maintain only a 3-day stockage levelfor its own maintenance requirements. Itsmain support platoon requisitions stockPnd processes aircraft items required for"the DS maintenance function. in Vietnam,the standard organization has been aug- Imenited,at least in one Division with a"supply platoon which performs a DS supply
function similar to that of the backupDirect Support Company.
IT2-5
'T
IITIlE AIRlMOBILE,1 DIVISION MAINTENANCE CONCEI7
The Airmobile concC1 ,, iz similar to theConventional concept in many respects.However, only major differences will beemphasized inl this discussion.
As with the Conventional concept, threeNainitcviiaice levels of maintenance are included inConcept the Airmobile Division concept. However,
the extent of work accomplished at eachlevel differs. The Airmobile conceptrequires that the Division, includingits maintenance units, have a capabilityfor rapid deployment through the use ofArmy aircraft. To insure this, mainten-ance capability and functions performedat Organizational maintenance level areless than under the Conventional concept.Aircraft requiring maintenance which re-quire downtime beyond approximately twentyfour hours (except periodic inspections),is passed to the DS unit to accomplish.l/Tools and equipment provided are light-weight and limited to the extent of main-tenance to be accomplished. Maintenancepersonnel are assigned in fewer numbersthan in Conventi:.nal units, as will bediscussed later.
1/ The "four-hour rule" was used as theguideline for evacuating Organizationalmaintenance to DS level in the llth AirAssault Division Tests. Long-term ob-servation of the 1st Cavalry in Vietnam
suggests that the "four-hour rule" hasbeen replaced by a "twenty-four-hourrule". Therefore, despite the admixtureof Conventional concepts, there are realdifferences in the way the concept isimplemented and hence, the ist CavalryAirmobile experience is consideredseparately in this study.
2-6
I
4
Scheduled inspection rcquirements havebeen modified under the Airmobile concept,with four rather than three inspectionsrequired. The daily and intcrmediate in-spections correspond closely to the con-ventional concept. Periodic inspections,however, have been modified to providefor a somewhat lesser requirement at 100-"hour intervals than under the Conventionalconcept. At 300-hour intervals, however,a thorough searching inspection is per-formed. The daily, intermediate, and 100-hour periodic inspections are performedat Organizational level. The 300-hourperiodic inspection is performed at DSlevel.
Thus, Organizational level maintenancework performed under the Airmobile con-cept is less than under the Conventional.Air mobility is a primary objective andis attained by insuring that tools, equip-ment, personnel, and unserviceable air-craft in the operating unit are kept ata minimum. Work is confined almost ex--clusively to whole aircraft. Organiza-tional level units are authorized a re-latively lower ratio of mechanics to air-craft.
At the Organizational level, maintenanceis limited to the performance of lightpreventive maintenance services, such as:
1. Lubrication2. Cleaning3. Securing loose nuts, bolts, screws
4. Replacement of easily replaced partsand assemblies
5. Minor repairs requiring, for the mostpart, light hand tools
"6. Relatively simple adjustments andcalibrations.
2-7
• I
Although periodic inSlcctions arc per-formed at the Organizational level, con-Eiid(erable depciledecICe is placed on theperformance of a high percentage of per-iodic inspection at the DS level to as-sure quality control and to clean up de-ferred maintenance items.
In actual operations in Vietnam, the DSfunction in the Airmobile Division isaccomplished by the Transportation Air-craft Maintenance and Supply Battalionconsisting of four companies with a totalstrength of 1,428 men, as compared withthe 181 men in an infantry division air-craft maintenance company. This Battalionis organizcd under TOEs 55-405T, -406T,and -407T; and is authorized the capabil-ity to accomplish 85 perctnt of the entirePS function, including the DS supply activ-ity. Additionally, as compared with otherDirect Support Field Maintenance organ-zations, it relieves the supported unitsof a greater amount of what is normallyconsidered the Organizational maintenanceload. This permits the supported elementsto maintain the higher degree of air mo-bility as required under the Airmobileconcept.
Under current SOPs, the Division DS Corn-panics perform every third (or 300-hour)periodic inspection on supported aircraft.These companies are not authorized theheavier equipment provided the backup DScompanies. In accordance with Airmobileconcepts, they use only lighter equipmentwhich is transportable by Army aircraft.Nevertheless, a review of recent workloadsdisclosed no significant passing of re-quiretuents to Corps level DS companies.Visits to the Airmobile Division indicated
2-8
t.JiaI. the co1impath.icH of the ;st Cavalry D)i-
vi.sjon ]lave, accju.ij.rd additional1 cpq ucJmunt
beyond thaL authorized in the TOE, SincetV,_ I)icv.1ionAj• base camp has remainedstatiC flor the la:.t two YLear:;, the use ofany flcqu)jd ]Ay('jvJer Ilnon-TOE, ecquipflntwould appelar to be prlactical and desirable.Addi t:iona]].y, with the 610th GS Company in-immnedi•te support- som0le of the heavier re-quiremcni:s that mpight otlherwiso go to a
baclup U)S company can be accomplished there.
GS units under the Airmobile concept oper--ate esscntially in the same way as underthe Conventional concept.
The four Divisional DS Companies are auth-orized a total of 20 DS sections. These
0rani ZZI .Jol 0 sections provide teams to accompany sup-ported units into the field. They per-form all possible DS maintenance in the
operational area to reduce the dowiitinie
which evacuation back to the DS companyarea would occasion. Working with thesupported units' maintenance personneland crew chiefs, the teams increase thereadiness posture of the supported unitswith quicker turnaround. They also con-siderably reduce the overall support man-hours required to accompfish a given a-mount of field maintenance.
2_-9
I :!
f t] Hloll'.Ii t 111, ju~l1' tompit Ili ( .)J Vi c tiL' iv i.-
CialiZ('cd to a 3 arj~c aereb ircraf Ltype( 1)y Vi rtiie OJ i.licir mupport s igi110 n ts Comupaiy A alijo.st exc us;ivel1y
mintaii is ChI1--17 mnd OV-l iirca'aft. Coi1--Ilaliu.s 13 v'rcl C are pr.imarvily 031'1i1('rd
'With UII-1 11(2]1 eoptcv'a's, while Colmpanly 1)p('rfovwII1'3 io. I o 3 it! ma i ni en a nc;o funec-tioi. i183n .;Liport C) ciOb'Cl'Vat-i o hol i-
Cojpter', Ill addiilion to thc four' coil'-pancsthe rHlflar repair Section, auth-
or ized in the10 Ieadqiar teas Company und(e'rTOE. 55-406T, is used in support of theisurvi'1123 iace equipmienlt of OV-1. aircraft.Missionl asS ' it"11ilts of the foul, Coliipaul c'sa-; (if 26 July 1967 vere as) follows:
CompanyA 15th TC..Pin (AMISI&.S)
228thl AS11ID (CI[-47A onl.y)1st Avnl ]etachillat.11th GS Company (OV-1 and U-6 only)11/82nd Art i.ller'y (0-1 only)382nd Iraw nDIet (Tech Supply only)
Company 13 15th TC 113n (AMES)
22901 A111311th GS Compainy (except OV-.1 and U-6)E/82nid Artillery (except 0-1)15th Medical Ratt1..1onl
Company C 15th TC (AMRS)
227-th A11112/20th Artillery111[C 15th TC Imn3rd B~rigadeSuipport CoimmandCompany A 15th 'IC Bli
2-10
I
I
: Co'pll.any 1) 15th TC Bn (AM&S) j
1st Sqdn/9t.h Cavwl1rystil Bri-ade
2nd Br igadc |
228th ASIIH (except CH-47A)
"TillE I)S l)E'TACllI'.NT MAINTENANCE CONCEPT
Under this concept, the units' organizationand functional allocation are essentially
Maintenance those described for the Conventional Main-Concept tenance Concept. The principal difference
is tL.tt the DS Detachment is permanentlyassigned to the supported company ai-d physj.-cally accompanies it in the field. Thisavoids any requirement for the evacuationof aircraft to the DS Maintenance unit, orany conflict of priorities for use of itscapabilities. These detachments are employed"with the various companies of the 1st Avia-tion Brigade. The 0-1 and U-I companies sup-ported under the Detachment concept are notspecifically discussed in this study sincethe analysis of other companies covered thebulk of the Brigade aircraft and involvedthe same concepts. The discussion here con-cerns itself with the UH-i and CH-47 com-panies. The Aerial Surveillance Company(OV-I) is discussed separately.
DS Detachments can, in general, accomplishmost of the types of maintenance the Com-pany performs, limited only by time, man-power, and some items of test equipment.Thus, the DS Detachment workload consistsof the followinL principal functions:
1. IlLjor component replacement2. Airframe repairs
2-11
3. MWO accomp li nhmcn l.4. Major .schcduled inspe2ction a-si-tancc5. l)csignatcd sptcial inllsjcction,-6. Minor C0oipoicnt r'Clpair.
Extensive airframe work, work requiringdiagnostic testing equipment (zygJo, magna-flux), and ovcrflow work of other types iscvacuiated to theI DS Company.
Undhr this concept, the operating unit haswithin' its immediate area a complete Organ-Izational maintenance capability augmentedby a capability for accomplishment of mostDS maintenance required.
GS muaintcnancc, under this concept, is iden-tical to that described under the Conven-tional corcept.
In actual operations in Vietnam, the DSDetachment supporting Ui1-1 companies is
Miaintenace basically as authorizcd under TOE 55-500R,Organization W/C 10 with a strength of 72. The CII-17
DS Detachment is organized in accordancewith the A1 Team of TOE 55-51Wrr with astrength of 82. In practice, these TOEshave been variously modified both by theTheater and their previous CONUS homestations. As under the Convcntional Main-tenance concept. the DS Detachments requirebackup DS maintenance from their Corps DS
companies amounting to approximately 10percent of the DS workload. These detach-ments have overall DS capability limitedonly by time, manpower, and some items of
test equipment, particularly diagnostic,non-destructive testing equipment such aszyglo and magnaflu:,.
2-12
Theu qua;Iiltily ol 1maailt~liallce ~ rkloadi returc
by tc dtet :vicmkiit! to t heir baclkup DS coin-
panc is2 nS15ot only ontr]ol led by the levelof Nvork ri q'' I redl hut- j ý; a Tho a function oftheý .amount11 of workload 1)lac'd Oil them bythle sup1por I cd company . 1)UrI ng a periodwhenl the supporteýd un'it is involved inLL1,re scaile operal ions; with severe host ileaction, there will be a1 sulbstaniti3al increasein work oiders back to the 1)S Companies forrepair of crash and combat claiagcs ;, parti -
cularly wheIin there is a. heavy requiremlenitfor sheet me1tal rejpair's and replacc~ilCent ofairplane structural components. In thosecase-; where most of the repaýir functioncould bu acecomp]1. is led by component replace-mnict, the work is accomplished at the detach-mient level.
Organiza tionally, all reported informationinica tes that the deta chment cormander isunder the effective command control of thesupported company commander, In all cases,the detachments are co-locatc.d with the com-pany and dependent onl it for administrativesupport for mcssing, security, vehicle main--tenance, housing, and most of their organi-zational supply and administrative support.Somec detachments maintain their organiza.-tional integrity and operate a completelyseparate maintenance function, whercasothers are completely integrated with thecompany, the detachment commander actingas the company's maintenance officer. Thi~shigh level of integrptiý- ccrtainly enhancesresponsiveness at. the Organizational leelalthoug-h there is the possibility of less
intens~ive technical maintenance supervision
froml higher echolcns.
2-13
In this arca of techmical supc vvision, itis parti.cularly significant to notc thatthe command chlmial- ]. foi, thise O.ctachmcnI s
pas.sj through opet jL'inug uumhpaniuu' , battalions,and group.; to an operational brigade. Thesedo not have authorized staff sections whichspecialize in aircraft field maintenance
S~Sulpport ;.
Obvious benefits resulting from this inte-gration include mission orientation and ro-sponsiveness to the operating requirements,specializtion in one type and model of air-craft, intimate knowledgf of the specificaircraft and crews, and imtmediate accessi-bility of the aircraft in the unit area.In units checked, almost all of the air-craft (by serial numbers) remained assignedto the units until replaced by attrition or,in a few cases, by exchange for a laterseries aircraft. This provided for both acontinuity of :'amiliarity with the peculiari-ties of specific aircraft and a continuingresponsibility for these aircraft.
FIELD ML'XINTFNANCE IN THE AERIAL SURVEILLANCE COMPANY
Field maintenance in the two Corps AerialSurveillance Companies in Vietnam is accom-plished under the Detachment Maintenanceconcept, but the distinct difference in theworkloading warrants a separate discussion.
Operationally, the Aerial Surveillance Com-panies are organized under the provisionsof WTOE 1-128T. In addition, they are
2-14
II
A Iaugmcnited by the JE Team of MTOE 55-500L
and the RX and IlL TeamS authorized byMTO1i; li-SOOD. These teams provide forthe ficid maintenance support of aircraft,
avionics, and thc infrarud and radar sur-veillance systems. These teams are vari-ously supplemented by civilian technicalrepresentatives and technicians.I
A check of th., Yorklnad of DS and GS unitsbehind these companies disclosed that onlya few iterms were repuired, such as someservos and one aileron. A check of sup-porting ASLs disclosed only two or three"• ~items, such as hydraulic secaIs peculiarto the OV-I Mohawk. The only other DSand GS maintenance requests for OV-ls were
for the accomplishment of inbound servicing,transfer inspections, and outbound prepara-tion of aircraft for CONUS depot repair.
In view of the foregoing, the maintenancesupport of the Aerial Surveillance Coin-"panics will not be discussed in the por-tions of this study dealing with workloaddistribution or comparative workloads.
I2-.1
!!.. 2.-15.
• CHAPTER 3
1 [i
S Ii
li
!'V
I-
L
K
I
CHAPTER 3
EVALUATION PAIA MLTE'RS AND) METIHODOLOGY
An optipmum maintenance organization providesthe coilunajider with the aircr" ft he needs ina timely wanner, and doue so with the mini-paii resources requircment consistent withmceting the mission objective. Accordingly,the APJ approach to this problem consists ofstitdying the results obtained in terms of readi-n' ess and utilization versus the resources im-plications in term-s of personnel, equipment,and parts.
This produces an effectiveness and coststudy in which the respective decision fac-tors are set forth in physical rather thandollar terms. The results can, of course,be translated into dollar terms but i t isclearly essential to assess the factorsboth of effectiveness and cost in physicalterms.
Finally, it is necessary to consider thesubstantive content of maintenance operationsto insure the soundness of the findings andrecommendations. Accordingly, this is thethird aspect of evaluatioi..
CAPABILITIES OF MAINTENANCE UNITS
The relative capabilities of the maintenanceunits and elements were evaluated in termsof the maintenance support workload actuallyexperienced in Vietnam operations. To com-pare capabilities and costs across units sup-porting different aircraft, it was necessaryto develop a method for comparing the sup-port workloar' generated. To relate these
3-1
divcirse cqujpmen..t;, th' jiethod had to pro--vide for using a common denolinaltor inquantifying the Nvorkloads. For this pur-pose (anld for 11se only ill this study), theconice(pt eW maintenance equivalents (withsAore: variaition in the details, of it-, de.velop-mlent)was appliled to each TMIS, each echelonof iliaill tenianue, and each l1laintl"ltencnco Cll--cept.
In the application of the maintenance equiva-lent concept, the first step was to developthe Plall-hotII' per flying hour rate by main-tenance echelon for each TMS of aircraftfrom analysis of data from the APJ data
bank sample studies. The.next step con-sisted of a further refinement of the analy-sis to develop the portion of the work accom-plished at each echelon for the Ull-1 and theCII-47 helicopters for use in this study.These ratios were further differentiated bythe several concepts used. The flying hourswere then obtained from the DA Form 1352 Re-ports for sample units of the various typesunder consideration. Applying the mainten-ance man-hours per flying hour by TMS andusing the ratios developed on distributionof the work between echelons, maintenanceequivalents were established for the air-craft supported by each maintenance element.These included multiple factors for th..e back-up DS companies which supported aircraftunder more than one concept. The maintenanceequivalents as established based on Vietnamexperience are set forth in Figure 3-1.
As seen in Figure 3-]., the total maintenancefor the high density UMI-ID is used as thebasic unit. It is noted that this applica-tion of the maintenance equivalent factor
concept represents a departure from the more
3-2
d-4 OI I I I I~1 *,4 0
k 0 0o iON c')H u' Nl m' Nl 0
C) N 0 0 040o Q4
00
3.~ ~ 00 ':3 u 0 0 0 0 En2
IT0 U) 000 4
Oý 0 LoNO C 0
0 U) 0 0 0 0
V) +) -0 ) . .' '
d4 Q 0C 0 000
CH
00 N r) 0 c') M NA) H- : U)H- Ny rHI c' C') ce) 4-
N c0 0 0 0CH
0 nr-I 00 to It) H7 N 0 Cd
0 C; C; ION NO) C; CC) mf t- 0)I1-
ulo 000 0 000 H C' (1) i
0 1ý C;Cý C C
ZOI P-4 0 0 0 .s H;4 0 0 0 N 0DC 4):
N mO r-( N f C" ' N N mC 0 )C-~ C') N C') C') C' C') C; N
I-' 4 ItbC N') H t- t~- C' N' -44 50 N : >
fbfl0 ~ ~ ~ ~ ~ ' 0 -0C ;C; C ýrI
Fz
T__ 0 O0~ 0
3-3
Comnmon u1.'a ge of a jiply in.g i t with in each echlC-loll of m Iitnihcindepelidenitly. In this
teianlcy Ill this way, workload melasulremencltsand1 redistribt itons canU bo equated acrossechelons~ with no conversion factors.
The relatively high factor resulting for the011-13 is producod primarily by tile missionprofile of the aircraft. This profil.e oper-ates the aircraft a larger percent of the(-time at the upper limits of its flight Olive-lope and concurrent c'xposure to considerablehostilo action. At the GS and DS levels,these aircraft generate heavy workloads onextensive repair of combat and crash damiagewhich, onl other types, would be accomplishedin C0NUS depots after evacuation. It is ex.-pected that this will continue in view ofthe large requirements for these observationhelicopters, necessita ting thecir repair andreturn to service to tile maximum extent fea-sible. No valid data, has been developed topredict the exten;. to which the 011-6 willgenerate a similar workload as it phases into replace the 011-13.
The high factor on the U-1 is a function ofits relatively high flying hour performanceand recent avionics modification. However,fluctuations in its rate of maintenancegenerated will average out for the purposesof this study with some of the other lowdensity types and its overall impact is notconsidered signi ficant.
3-4
II
In the iinal analys;is, it is considered rca-sonablc that the quantil ative capability ofmaintcnance units can bL e.xpreseCd as therelative number of nv' ltnn.ince equivalentsthat they support. IQualitative capabilities will be discussedin more detail in succeeding sections ofthis Report in terms of equipment and MOSskills authorized in the TOE, as modified,"and the supply levels authorized in ASLs and
*. PLLs.
EFI"ECTIVENESS
"Two principal measures of effectiveness inthis study were the readiness rates of air-
craft systems (percentage of their assigned"time during which they are mission ready)and the utilization rates (in flying hoursflown per month). These data were obtainedfrom DA Form 1352. They are presented inChapter 5 of this Report on a monthly basisdifferentiated by concept for U1I-1, OV-1,and CIT-47 for one year ending 31 Mty 1967.
In the comparative evaluation of the threeconcepts, it was necessary to look beyond
the overall readiness rates to the NORS andNORM rates. By normalizing NORS rates, thecauses of the NORIM rates can be evaluatedand compared directly. This approach to thedetermination of effectiveness provides amatrix of relationships which can establishthe differences among the three concepts.In addition, it can also provide for detailedinvestigation of the unJerlying reasons forthe differences in rates.
J
"3-5
P"
Tiv aircrait Operati-nlj u1inder each of the 44th±'cc conccptl,. Ihavc es;entilly simi i ar
perillmiltvtin a va]id coiipari' sOilof utiilization and readiness rates* Con-
sCquently, the analy.sis of utilizationprovides a useful chl!ck on readincssý coma-par ison among the v: rious concepts. Ac-cordingly, that concept is best which
pays,- div(dend. in both utilization andreadiness or which attains higher readi-ness for the same level of utilization.
RIESPONS I N.EN..SS
Responsiveness can reasonably be consideredas a concomitant of effectiveness. However,for the purpose of this evaluation, respon-siveness is separately analyzed as the re-action time of thc support element or, inother wvords, the turnaround time of aircraftfor repair, inspection, or other maintenance
actions.
In establ.ishina, the parameters for thisanalysis, iteimi 23-27 of DA Form 2407 wereused and equivalent entries from DA Forms2405, i.e., Date Submitted, Date Received,Date Started, Date Inspected, and Date Ac-cepted. Determining the diffirences inthose dates. the total turnaround time of
aircraft in and out of DS maintenance was es-tablished. Additionally, a breakout canbe derived to show the length of time air-craft are awaiting entry into the shop andthe tVme spent in the shop. For purposes
3-6
of this eva, ].1ation, hi stograiis were estab-Jishicd on the diJ.tributionb of days in-
Vol'id iln each of those paarts of the main-tena nce cycle, and are shown in Chapter 6of this study as percentages of the dis-tribution by nimuels of days and the aver---
- fage number of days that aircraft are in
work. This providus for a reaction time
comnparison among the three concepts under-study. Obviously, this element of respon-siveness cannot be taken out of contextsince it does not establi-sh the quality"nor the dogree of maintenance performed;
these, in the final analysis, are more
the function of readiness and utilization."Hlowever, from the commander's viewpoint,this evaluation reflects the adequacy of
the supporting unit to satisfy established"requirements for maintenance and return toservice of an end item.
WORIKLOAI) DISTRIDLrUJION
A major problem in this portion of the analy-sis lies in the fact that neither the Dctach-mnert nor the ROAD Division Maintenance Com-
pany does all of the DS mainteiiance requiredby its supported units. Both of these mainten-
ance elements evacuate certain of thcir main-tenance to B3achup DS companies in addition tothat which goes to the backup GS Companies.
Accordingly, for this purpose, it is neces-
sary to ascertain the percentage of workdistributed to the supporting DS maintenance
organization as previously discussed. Thisdistribution is needed to establish the main-
tenance equivalents supportud, and to cost
out the investment in equipment parts and"personnel.
"3-7
U
The di.st ibti'olllo f Nj vo-L~Joad by 1yjw:.-; of"wgorh] purf'•or'mc•d a|t thet variow'iL)I' ].(Vc2:ý i-
n l-m o L ]'(lI I j-d . Thii.b i.; licode'd to cv\,al1t-atc, :hI' ?luOlit-atIWve UJalbiltic.i of a
i1 Iii tLa |II'e" iili zat i011 and to C .A lilhiiiiiimtc i u•'i t rC t.]i n . uInd('l. the expCri -
cenced opera ilig• condition:; for MOS slkillsand spcilfic types of II: ilitlianc eCquip-mcnt. This informat ion is )cqu irud toappraisc tho stratification of workloadsby cclh ion of m itaintealce organizat ion.
This analysis rcquired an individual studyof each IDA Form 2407 in the samplesused to break out the work reported intoskill areas quantified by the man-hourscharged thereto. For this anm lysis, thctime charged on the given D)A Form 2407 was
broken ou. by ma n-hours for replacemcent ofmajor components, airfrarnc repairs, inspcc-
tion, MWO acconpl)ishment , avionics, armament,and other work on aircraft parts and compo-nents. This information can then be inter-
preted to establish rcquirements for theseworkloads in the various skill areas. Theseresults are set forth in Chapter 7 of this
Report.
SUPPLY 1i:I M-IILxNCE
Supply performan1ce effectivity was analyzedin this study using NORS rates, times to fillfor I.hP requisitions, and tei utilization of
ASLs and PI,1A,. to include perccntagcs of zerobalanccs, supply acconunodation from the ASL,and supply response from the ASL.
3-8
Io
T i he NOES ratc.s., s ]'cv.io •:"y mcitiol(ed, Are
tho;e c rclori.ed in the D1A Fori-I 1i, -" report"" A5].s and 1)1,l.s wvre evaluated itom a rovi. • of
the actual docwillicnits. and fromn -;Ijplvly pc'rfo.-'.l-
aice IrV,!orh.:; for the or'LnlizatjionS ccCCA'lncd."Y}o thll(,'SC 11UUl)OmCe;, Supply puirforillancc re-
porti xc'e ruvit, -ed for 24 I)S Jlctaclhients,the two Acri al Sl.'Vei ] ] ance Compan~ies, sCVol
"WS Comlpanies, one Infanitry l)ivisJon, one GSCompany, and the four I)S Companies of theIst Cavalry Division (Airmnobile). Ftirther"' analye. included relating the iiumber of lineItcss on the AS,. of various units within one
typc of maintenance group to the NOES rates"for these units. Additionally, the numberof line items on a DS AS] 'wcre related tothe number of inainten-ance equivalent aircraftsupported to establish relativo investmentand management cost. The results oJ thisevaluation are set forth in Chpter 8 ofthis Report.
RELATIVE INVE'STMEINT AND PI`RSONNE1, REQUIREU;MENTS
In developing the relative investment costof equipment for several types of units, thefirst step was to co'-t out the bigli costitems individually. The nomene]ature andline item number were extr'acted from thepertinent TOE. For those TOEs using the old6-digit line item numbers, the convorsioi.was made to the new line item numbers. Theseitems then were costed according to SP 700-20to the extent that they were listed and costgiven. For the items not so listed, priceswere obtained from other supply cataloguesand manuals and from National Inventory Con-trol Points. A sampl-ng technique was usedfor items of low cost. For purposes
3-9"1
cci ri,"O the totiaI co.; for the vari--oI.S unlii \ver al Vocated to the number ofmai nt'nane Cequivalent'; whichi they support.
In vstablJ"],jnlý,; the rela"tive Co._t of parits
it0.kage, the number of line items- on the"ro-spcctjvye A.1 . or P1.A, voeP used. These lineiiwte; were broken down into aircraft parts,avionic.s;, and armamiint. To accomplish acojmparative evaluation among the variousnusnttenance concepts, thle r.tuber of lineitem.w were related to NORS rates, demandsatisfaction (percentage of requests filledfrom the ASL), and number of ED}Pi; processed.
Personnel requirements were developed inthis s•tudy from the latest modified TOE,and broken down into di.rect, indirect, ;ndoverh,"-d to establish relationships amonkgthese groups.
For further comparison among the conceptsand the units involved, the number of directworkers and total personnel were related tothe number of maintenancee equivalents sup--ported. Dlirect workers were totaled on aOne-for-one basis except for crew chiefsid:ntifiable with utility and cargo heli-copters (other than medical detachment).These were counted at a ratio of 50 percentbased on observation and reports indicatingthat these crew chiefs spend colnsid,!rabletime airborne where they can accomp.lishlittle, if any, maintenance and, in manycases, additionally functi.n as door gun-Dlel's.
3-1
!ICHAPTER 4 1
I]I
LI111
- i I I
I
IL
2. i
I I_I : • .. , - ., ,.
I
nI
CRAI"1i,R '1
COMP(PRISON O1' S3P1,:CJATITMI) I1DSOUICES
AND CA1PAIVII IETIS IN MA INTrENANCE UN•'&S
• The' first in't ;igation ill dep)th was thecomparison of re.ksotorcts available to DSunits as they are organizcd in TOEs of thevar ous ma. 1iltlhlance concepts. Past experi-once with operation- 1 organizations inVietnam i julicaited that the units are usuallyfully stafLfCd, although not necessarily inthe propcer gi-adc nor used in the prcýcribedMOS spaces. This point will be further dis-cussed below.
Included in this analysis was an evaluationof MOS skills and equipient. authorizationsamong the three major DS mainten'mnce con--
cepts studied.
IMOS SKILL COMPAIflSONS
PA direct comiparison of the number of pro-ductive labor personnel spaces made avail-able- in each mainteinace concept is adequatefor general managcmcnt analyses, but not fo;'detailed evaluation of the capability ofthe uni ts. Therefore, this analysis con-sisted of a detailcd review of the Tables
of Organizations and Equipment under whichtypical units presently in operation inVietnam were organized and authorized
spaces. The MOS spaces have been identifiedby broad categories and, within each, furtherdetailed as to whether the spaces pertain
to maiit eancn personCT elS(NV (wrench-turning),anl inspector or a supeurvisor. In addition,the supply personnel have been identifiedto vssess their capability to support the
4-1
t- .1
I.
3"ai ntucnlicc munction. No a t.tuViAit WAa,
mnde to r VvIC,\W lic supply function-, withinthe unit!; which are rcqu ired for thc'r self-sl ppor t
MOS The p-'i-naiy categories used in this investi-Categoric-t gatioti include the following:
1. 26 Series - ll~adar and Microwave Main-tena lie
2. 34G SerieS - Fire Control Computer Re-pa i rnen
3. 35 Scries - Flectrical/Electronic De-
vices Mainleknance4. 41 Series - Precision Devices5. 44 Series - Metal Working (welders,
and machinists)6. 45 Series - Armament Maintenance7. 67 Series - Aircraft Maintenance8. 68 Serics - Aircraft Components Repair.
Each of the respective unit TOEs investi-gated wore reviewed. These included (underthe DS Delachment concept), the UH-1 DS De-tachment (55-500R, W/C 10); CII-47 DS De-tachment, (TOE 55-510T); and the OV-I DSDetachmhent (TOE 11-500D and TOE 55-500E).
The DS Company,organized under the Conven-tional ROAD Division, uses TOE 55-89E, wvhilethe Agrmobile DS Company is organized underTOE 55-507'T. The DS capability of the Air-mobile Division also includes a Radio andRadar Repair unit organized under TOE 55-406T.The Corps DS Companics used in the backup
of Divisional units are organized under TOE55-4571.
For comparative purpo-es, the GS backup hlusalso been il,cluded in the analysis, organ-i:,ed under TOE 55-458L.
4-2
"The co:.pletu dutailoed ljsting of all MOS.3sclected in this sLudy ef'fort is, given"in Annex B to this R]jport. hioweuvcr,""}'i[ur'. 4--.l preent u) a 0onsolida tio,1 of
tthis iinioriiation, rclating the numLhorof spaces; in cacll of the MOS groups toeaclh typeo of 1)S maitt, cnance unit beingconsidured. The MOS categories are fur--
thor broken out into inspectors, super-visors and all others, as discussed above.
Si gni fi cit The folllowing signifi.caeLP j'oints of dif-Differenices furences among the respective concepts
may be noted. In the three Dctacheiýnts,the total number of aircraft mechanics"(aircraft and aircraft components) , isapproximately equal , the OV-1 with atotal of 37, the UI1-1 with 54, and the
CIt-17 v.ith 55. The predominint differ-once lies in the avionics and electronicsmaintenance personnel. It will be not~edthe O-1 has an additional 21 spaces in
-, the Signal Detachment (TOE 11-500hE) The
CH-47 Detachment provides four additionalelectrica 1/c Icc Lronic devices maintenance
"t ~spaces,
A rev-,ew of the staffing of the DS Compan-ies under the ROAD and Corps Backup concepts
. reveals that there are few significant dif-ferernces. The primary difference is in the
number of armalent mainatenance personnel,(nine in the Corps Backup shop as opposedto only one in the ROAD), while the ROADconcept provides for additional aircraft
i maintenance personnel. However, a compari-Son of these two concepts with the Airmobileconcept shows that the Airmobile Division
has approximately 50 percent more person-
hiel en toto. This is primarily due to
4-3
~11
P4
01 0
0,0 NU)
010
4- 'QH
H 0) C) trý
0 iq Il 1!)i l 11 C
E: ) I 0t4 -4 0
[Dý 4-
o m ; IIEWI r- - b f
I n-HO-,-I 10I -
CA to.0 4-3
(/0
14-) 0 0
-4 a)~ 00
1 0 00 -1U)1
> - le) to00 Q1 w I III - 0
U) 4J) P-) C) Q I J -
p4~- 4J9 -)C
-4~ u I I C
t.0).0.0~
O l 00 En 0 ) U t0) 0)I 0)0C >s0 r., 0)0~ -
U) ~ ~ ~ ~ ~ ~ Q >~.O - 0 0 ~ eC, C- )4 L) ~ 00) Q U ~ 4 .4 '4e-
o o CJC~ 0 oŽ~ ;-~4--4 0 0 ~ - -
U)
U) 0 1-
00- C,) Qq tLr)co Lr
C)
H4.000
Eo U I LO Lo1It n 10j~ 10-P1 1-i -I N
LO- 10
LO II); l c I l N:4 -
Lo 0'-
C'41 c C4 'I 'I0 K-ic ý Q l
C- -4 Lo
to m0 II
I~C 0,
C)d
C F rn 1-4 U) c71 U)
Qi 0
4-5
the larg'e number of the more sophistica Led
aircraft that are supported by the AirmobileDivision conpared to the ROAD and Corps Back-.up units.
It is even more significant to develop thecomparison between the DS Detachment concept
and the Airmobile concept. In general, eachDS Detachment, w.ith about 55 maintncance as-sociated personnel, supports one operatingcompany of approximately 25 aircraft. TheAirmobile Division, with a total populationof over 400 aircraft, has four DS mainten-ance companies. Thus, each DS Company sup-ports approximately 100 aircraft, with 215maintenance associated personnel. In gen-eral, the distribution of MOS spaces betweenthe Detachment and the Airmobile concept isclosely similar. The majority of MOS spacesare in the aircraft and aircraft componentsmaintenance area, with adequate provisionfor electronics, armament, and other skillareas.
The GS Company used in the backup of all DShas a composition not unlike that of the.Airmobile Division DS Company, including,as will be shown later, the skill levelsindicated by the personnel grades. Theseskill areas are illustrated in Figure 4-2.
Maintenance In the review of grades for maintenance
Personnel personnel in each of the organizations, itGrades is noted that the DS Detachments have grades
4 and 5 predominantly, with very few in thehigher grades. On the other hand, the DScompanies, and in particular the GS Company,have a very significant number of E6s andE7s.
4-6
ii,,
]."I; Y2;1- E1 1. 36 L7 .
11-5001) Sij, l i 2I 1"" S.cq.r\,]('(. Or'g
55-5001' DS 14 16 2 1
1) , i iut
tJII-J. l)el achuicnt I55-5uo0i - .- ]2 22 20 3 1
55-510TI 8 27 24 2 1
A i rmobi I ('55- 407T D)S Co - - 25 78 81 2G 4
55-406T Avionics - - - 3 9 6 - -
Rupair Section
ROAD DS Co - - 19 58 52 12 1 -55-89E
Corp; 1)S Co - - 21 53 -48 15 4 -
GS Co - - 27 71 8515 5 "55-'18E
Figure 4-2. )ist ribit ionl of Miaintenance Personnvlby Grade for MOS's 67--- 6S---,44---, 35---, 41---, 26---
t "-
I *- -
A careful review of the MOS structures in
Figure 4-1 will indicate the primary reasonfor the Jack of higher grades in the Detach-
ment. It will be noted that the Detachmcatsare provided very few inspectors and super-
visory personnel, the organizations dcpcnd-ing primarily on the parent unit to which
they are satellited for this service.
The lack of inspector and supervisory per-sonnel in the Detachments is not necessarily
advantageous. In many instances, fieldresults have indicated that there is a crit-ical shortage of tech inspectors at theseunits, and vcry often aircraft aw.ait theavailability of the inspector after coimple-tion of the work. Of course, supervisorypersonnel provided by the parent organiza-tion should be adequate. This is not thecase for tech inspectors.
Therefore, it might be stated that the De-tachrments were provided adequate mainte-nance functional capability in comparisonwith the full-sized DS Companies, particu-larly with the Airmobile Di;ision concept.
However, the relative effect oi± this distri-bution of personnel depends completely uponthe nature of the workload which they assumefor themselves, and that which they forwardto the backup DS Companies. Chapter 7 ofthis Report is a detailed investigation ofthe distribution of the workload among thevarious levels of maintenance concept andtheir backup, in both the DS and GS areas.
4-8
"Supp].y The last investigation in MOS categoriesSupport was in the diffK i'nccs in supply support
being provided the various DS units. Fig-ure 4-3 represents the results of this
evaluation.
In.the analysis of the supply support pro-vided each of the units, consideration wasgiven, not only to the MOS category for thegeneral supply personnel (76 series), butalso to parallel functi- is which might beperformed in the larger-sized units byspecialized MOSs, but would ordinarilybe expected of supply personnel in thesmaller units. Thus, each TOE was reviewed.to establish the total shop support per-sonnel being provided and, as appropriate,subdivided into Shop Supply, Storage andIssue, Parts Requisition and Records, andthe Supply Platoon Headquarters. It willbe noted thai; supply personnel in the threeDetachments were included under Shop Supply.However, the personnel spaces in the TOEswere assigned w,'ithin the Detachment as sup-ply clerks who are expected to provide thenecessary services for Requisitioning, Re-cording, Storage and Issue, including theappropriate administrative requirementscarried in parallel by the.! Detachment ad-ministrative personnel.
The Conventional maintenance DS concept,applicable to the ROAD DS Company, providessupply personnel in a Shop Supply Section.However, as set forth in 'he TOEs, thebasic ROAD DS company does not, in itself,contain a supply function. This is providedby a consolidated supply activity operatedby the maintenance and support battalion.It should be pointed out, however, that one
4-9
F. ~U)Ii
(1) C30 1 i u
I C
ý I C
d F-:
4J C.)
4J4
4-J~ 4-)00
7D777 0 0) ;Q t t- 00 LU) o 0C-) V)0tf ) ,)(y .- t
0r 0 1*
0. uL
of the Divisions organized and operatingin Vietnam at the present time, has divor-
ced the aviation supply function from theconsolidated supply, and established anAviation Supply Support activity withinthe DS Company. Organized under MITOE 55-89G,a total of 18 personnel are assigned tothis section, nine in Shop Supply and ninein Storage and Issue. This more closelyapproximates the level of supply supportrequired in this Divisional unit.
The Airmobile Division, with its four DSCompanies organized under an Aviation Su.)-port Battalion, has a more sophisticatedsupport section. Each of the DS Companieshas seven men in Shop Supply, 14 men inStorage and Issue, 15 men in Parts Requi-sitioning and Records Section, and threein Supply Platoon Headquarters. In addi-tion, 16 men are provided at the BattalionSupply level directly associated with avia-tion support, an average of four-men perDS Company. This provides a total of 43supply support personnel for each DS Com-pany organized under the Airmobile concept.
The Corps Backup DS Company has a total of28 supply support personnel. Six are as.-signed to a Shop Supply Section, 11 in Stor-age and Issue and 11 in the Supply PlatoonHeadqu-arters. Although the number assignedto the Headquarters appears to be excessivein comparison to the total platoon, many ofthe functions that are ordinarily performedin the Parts Requisitioning and Record sec-tion of the Airmobile concept are performedby the Platoon Headquarters personnel.
"4-11
In comparison, *the GS Company is authorized14 spacc;s in the Supply Support in a ShopSupply Section.
Many of the personnel within the unitsinvestigated do not necessarily carry 76series MOSs. Forklift operators, packag-ing clerks, requisitioning specialists,key punch operators, etc., are includedin the more sophisticated supply supportactivities due to the volume of work in-volved. The 15th TC (AM&S) Bn. for ex-ample, receives approximately 16 to 18tons of spare parts daily and retrogradesapproximately 7 to 9 tons daily. However,these same functions must be performed bythe Shop Supply Sections in the smallerunits not provided the same degree of so-phistication in organization due to therelatively low workload in their mainte-nance facilities.
On this basis, the true comparison shouldbe made in the total shop support person-nel provided each of the maintenance units.The Airmobile concept DS Company, with itstotal of 43 personnel, has the largestnumber. The Corps Backup DS Company andthe Conventional Maintenance DS Companyfall into a secondary level, with a rangefrom 18 to 28 personnel in supply support.The three Detachments are provided thesmallest number of supply support person-nel, seven for the OV-l, eight for theCH-47, and four for the UH-l. However,it must again be reiterated that the De-tachment will, in most cases, receive thesupport of the parent unit on which it issatellited to supplement its functional re-quirements in supply support. In many in-stances, in actual operations in Vietnam,the Detachment personnel were mergedwith the Organizational units, supplementing
4-12
the Organizational units to a love.] forwhich they can provide the neces.ai:y sup-port. However, due to the relative pro--portion of the workload that is performedby the Detachments, a reassessment of thetotal number of spaces required might benecessary.
The primary criteria to be used in assess-ment of the adequacy of the supply person-"nel spaces a;'e the volume of supply handledand the frequency with which requisitionsmust be placed in order to provide parts"for maintenance personnel. As will bepointed out later in this Report, the De-tachments are serving a function of rapid"aircraft turnaround, with the primary ef-fort concentrated in the remove and re-place effort rather than repair and returnto use. On this basis, it might be antici-
pated that the relative number of requisi-tions to be supported by the supply person-"nel would be high in comparison to thoseDS activities which support a repair func-tion. This analysis of the distributionof type of work is covered in Chapter 7of this Report.
EQUIPMENT - MAINTENANCE ITEMS
A detailed investigation of the maintenanceitems associated with the support of air-craft is included in Annex B of this Re-port. In this investigation, the completeTables of Equipment for every maintenance
"unit investigated were reviewed and allequipment associated with the maintenance"function of the aircraft identified. Fur-therinore, each of these lines were then
"4-13
I-,
related to a particular categorization ofequipment in the following sets:
A AnalyzersB HelicoptersC SheltersD Shop SetsE Generators - SignalF Maintenanee -Tool Sets & I(tsG Test SetsH Simulators.
The equipment carried in the Tables ofEquipment were grouped in accordance with-in the above structure and sunmuarized innumerical quantities of rmlaintenance itemsin Figure 4-4.
No z)ttempt was made to distinguish the dif-ferences between various types of itemsthat fall within these major categories.The primary purpose was to investigate thevariation in the types of equipment to ob-tain an indication of the major maintenancefunctions to which these units could be ap-plied.
From the data presented in Figure 4-4, thetype of work and the extent to which theseunits are capable of completing a task ofaircraft maintenance support becomes ap-parent. The CH-47 and OV-l Detachments,with their analyzers, signal generators,test sets and simulators are quite capableof sophisticated component tests, check outand repair. On the other hand, the UH-1 DSDetachment with tool sets, shop sets, anda few test sets are limited to the primaryfunctions of removal, minor test and checkout (depending on the equipment in the shopsets), and the replacceient of componentswhich have been isolated as problem areas.
4-14
4j )
'4-) C l)
v- V) 4-'.1 4 t.- 0)0 cO\ r-I a) LO~dr4H v' HC c' v
0 Cý3 04 u-4 H0
F-' 4
0' 4)
01 U)T1c)0 if) c
Wl 0 ILI0) C14 4-4
0U)
C11 I I ~ l oc
H4-'C) 0 0 4t-c
4)-H I 00
The DS Companies, on thc other hand, arewell equipped for major types of compo-nent repair, rebuild, check out, etc. Thedegree to which the equipment is used, ofcourse, will depend on the distribut.Lon ofworkload between the Divisional units andthe Backup DS Companies. It will also de-pend, to a large degree, on the extcnt towhich the GS Company is used within thecontext of its application to the supportof Army aviation.
As will be shown later in this Report, theAirmobile Division is independent of almostall, except a very small element, of GSmaintenance. This is illustrated by theextent to which this DS Company has beenprovided sophisticated test and check outequipment, tool sets, etc. The Corps Back-up DS Company is not too far from the Air-mobile DS Company with regard to allocationof sophisticated equipment, e.g., signalgenerators, maintenance kits, test sets,etc. Considering the fact that the CorpsBackup DS Company is to be used in the sup-port of both Divisional and non-Divisionalaircraft; its capabilities are quite appar-ent.
The ROAD DS Company capabilities are nottoo different from the Corps DS Company,with a slightly smaller quantity scale.The GS Company, on the other hand, is veryheavily oriented to the more complex main-tenance equipment because it handles bothcomponent repair and airframe work. Witha total of 20 analyzers, 46 signal genera-tors, 146 test sets, and miscellaneousother items, the GS Company has an extremelywell rounded capability.
4-16
This review, of course, cannot be consideredout of context with the overall maintenance
71 function as it is applied in actual opera-tions in Vietnam. Therefore, the real signi-ficance of the distribution of maintenanceequiprm:ent among the concepts studied cannotbe assessed without further investigationinto the actual investment cost in equipment,the workload distribution, and the mainten-ance functions performed by each of the unitsorganized under these concepts. These addi-tional areas of investiation are coveredbelow.
4 -17
p CHAPT[I• 5
I,[I
[I[
I1III
I
I:
CHAPTER 5
* J EVALUATION OFOPEPUTIONAL EFFECTIVENESS
READINESS
The operational readiness of unit aircraftis the "pay off" function which is the keymeasure of effectiveness. However, in us-ing the readiness rate to compare relativeeffectivenesses of maintenance units, con-sideration must also be given to the relatedutilization rates. Units of equal effec-tiveness could have different readinessrates if there were a substantial differ-
A ence in the utilization rates. This factorwill be covered in the final evaluation in"this Chapter.
Figures 5-1 through 5-4 present graphiccomparisons among the three maintenanceconcepts, of the monthly readiness ratesand their trends for the four aircraft stu-died for the year ending 31 May 1967. Ascan be seen, the readiness rates for detach-ment supported aircraft are consistentlyhigher than for those supported under theother two concepts. Figure 5-5 provides asummary of this information, comparing theaverage readiness rates for a 14-month peri-od which clearly reflects the higher readi-ness rates generated by the detachment sup-ported aircraft.
The helicopters in the Airmobile Divisionhad a higher readiness r3.te than those inthe Infantry Division, although the InfantryDivision OV-J. aircraft had significantlyhigher readiness rates than those of theAirmobile Division. It is also significant tonote that the Airmobile CH-47 fleet was pro--cessed through the 600-hour PE during the per-.iod Jul.y 1966 through April 1967.
5-1
(l lt J. I- l .
30 --
20 ,- _
1 .1 A S 0 N 1 J 1F M A
]966 1967
- 1k t. Support
.... c~ lit I Cfl I1
li IirC S-I .(ipi On f M0iithlly OporaýZtilonlll ail'5 ae
70.! ..........
S. ?. I ..
O-e' t i ,nal"ReadiiheSS __
40. _
S. . 20 _ ___ -_01
10 i 11
A J Amo I I Nc :
Ic
............. .Conv..t .o.l.
1:1igtp' 5-2. Compariso n of Mlorllily Operational ,R.adiness Rates
5-3
901.- -
7~0 - ~ - - --- -- - -.
Ope rat il ;rI
30 .-- - --- U - --
J A S 0 N J J : M A M119 66 3967
St upp ij.....Conlvent 1~ olLJIC T, 1
IUI f.1I.C' S 3. Con~plirison01 of Monthly Opc-ratiolial Rezidiiicss Ra teCs
5-4
100 ~~
70- --A ~~21~--
60..
S~ 0.
40 % v~ I
30I
Ap i i r)nao i .I C
Vea i i-ness 5- oj rs)I fMnll Oe a in lRedns ae
LII ~ N\
74.
j79.6
[ 54.8CH-47
-- 66.7
714.617-V-_ _ __ 66.5
ri g i i'~ _ - r - - r - - - v - T ,, 1a~'~ o 83 .6
Apri]I 1966TIFL91 a 1967
Figure 5-6 summarizes the results of thetrend analysis on the monthJly relationshipsbetween the readiness rates for detachmentsupported aircraft and those for aircraftsupported under the other two concepts.
Thus, the aircraft supported by the detach-
ment not only had a higher average readinessrate than those supported by the other twoconcepts, but over the time period shown,had consistenly higher rates on a month-by-
month basis.
NOT OPERATIONALLY READY SUPPLY
(NORS)
In using readiness rates as a measure ofthe operational effectiveness of mainten-ance units, it is also necessary to investi-.gate the impact of those NORS aircraft.Accordingly, the NORS rates for each ofthe 12-months through May 1967 are presentedin Figures 5-7 through 5-10 by maintenanceconcept and types of aircraft being studied.Averages of these rates for the 14-monthperiod through 31 May 1967 are shown inFigure 5-11.
As can be seen, there was no particular signi-ficant difference among t'he concepts. TheDetachments had better ratc. for two air-craft, the Conventional concept one, and
-the Airmobile concept the other.
To determine the interactive impact of Opera-tional Readiness and NORS on the Readinessrelationships between concepts, these twoparameters are combined in Figure 5-12.The results disclosed no significant changein overall relationships among the concepts."Therefore, this study can properly compare
. r NORM rates without further regard to the
NORS rates.
5-.1[ 5-7
IjIi "'jItcr T ai I11 1')1hI 'jf.C I Ii I 1;oj t] Lov cr Tha nTIyu) I( xa I i()11.1 ;kni' C(A)1i\Yýi Ii (iii .1 (lf CunclivC t iowi: or
Ail'I-.A i Ariad~I)j I c I\ A inna'i 1-eAi'wic
UI! -1 k/C I1~n I n- 1Mjtl IMon~t h
till- ))] Mon In-; 3 Month
CII-17 ] 0 Montli mu 2 itiwi1
OV-] 9 M()lt -i -s 3 Mont jiiW
Fi-,r 56 Ralcdivis.-ý Rates of Poctac-htncn Stipjcr,)tcd UnitsR0lattCd to C011%L'vti01iona mnd A.irmoble~ Conc-eptF
Junow ]966 Ti roiqgh May 19(67
5--S
Si 0
C~)
40 ... .. ..-
-S
25.____
2 0
NOR")
" 11
Si J A S
. ......... C......... ............
V '~2 -- ... .. / V• . ........
-d S l S uppRae
-\ .A io i "t.. ":j ...... "
J J ReSady Supl (NRS -- "---c
•'5-, _ _ __ q
Hz ____
I( c lit -
311L1 -- --or
A5 _ _ ____)i
I
1 xccn 2(1 t- -[ -1.1
YI 11Y 5-i87 CC11)'-i soil OfNit o p rtoa l10d upl NRS ao
2.~
NOIZS
140-
20 A 8
Ready Suly (OS IR
-- ~5- -- - _
s"' 71k P ,7
2!
"'ply (N I;" : jte
5- 12
L i I
1:, C - ]
15.
_____~1 ___1
10.8F00%7.6
0510 35 201
}iu 5-i .Coiliparivioii of Avcraýýe NORiS ]\httv.S - j
Api'11 1 966 3i1Uli~lul Mly 196(7
7 '1 Coijvk~i, 77.4l I
73Dt aoch-t' 88.4
C~i~~ ii i oiai7G.2
8.'-' 1 Air-iiuhil 79.
KA } UJJtacim1t'1t 87.0
15.-3 Aimhlc 70. 1
ý1.0DvlachinicjJ 85.0
308ConvjIlt iona: 85 .4
I A i niob I Ic 75.6
r// /1 U Du t ach ci i t i
0 10 20 30 40 5 0 60 7~ D 80 90 10'0Pcrcciii ago.
Fii-lr 5-I 2. Copri~of Ctu:iu I j;j t I ý u"VCvagc' Rxada nosy Ra IZtosPus INORIS -April 1 ]966 '1iir'Ough~ Ma'y 1967
5-14
NOT OPERATIONALLY READY MAAINTENANCE(NORM)
The NORM parameter studied included indivi-"dual and combined comparisons of Organiza-tional and DS Field Maintenance downtimerates.
The first part of the NORM evaluation isa comparative evaluation of the downtimerates resulting from NORM at Organizationallevel. Although this study deals primarilywith a comparn.tive evaluation of the DS con-cepts, the Organizational level is parti-"cularly sensitive to the relative effectivityof the DS elements. This reaction is re-flected in both the extent to which Organi-zational level is workloaded and the rela-tive NORM rates.
Figures 5-13 through 5-L6 depict the monthlyOrganizational level NORIM rates by mainten-ance support concept for the year ending31 May 1967. For the UH-l helicopters, theOrganizational level. NORM rates were signi-ficantly higher for the Conventional conceptwith not too much difference between theDetachment and Airmobile concepts. The Con-ventional concept also resulted in signifi-cantly higher NORM rates for the OV-l Mohawk.The Detachment Supported Organizational NORMrates for the CH-47 and OV-l were substan-"tially lo,-er than the rates in the Airmobileorganizations. A summary of these resultsare illustrated in Figure 5-17.
It appears that both Airmobile and Detach-ment Supported concepts produced lower down-time rates for Organizational NORM than theConventional concept. As discussed in Chap-ter 2, the Airmobile concept provides for alesser workload at the Organizational
I5-15
t
zso
NORM 0. -2- 0, -"
a tOlrg.
100
10 . . . .. ... -- .. ... .9. .
. .... .. . . . . . . . .. .. . .. .
4 a*
SII
J J A S 0 N 1) J F Mq A lI1966 2 967 7
Fi tiruc S-,13 Coimp;,rj. uii of ,moiIthly Not O rort i ona] IyRekilyd)" OJu t"'1i zot i onal 0Iliin i lnnce Rates
5-iG
2 S.
4 0 ... .. . . .. . -7 . . . . . .. .. . . .
"4 5 .. . . .. . . . .. . . . .. . .. . . . . . . . .
• . 30. .. . .-- . . . . . . . . . . . -- . . . .
20
NOhMitOrg. 15 - -- -
-?L
-II
D .
Air il I c-
O ....... O 'e.I
>7.: " 7.2
""I 1
• • .l 3 A S 0ON lU J 1 qM.
'196(6 1967 'i -. • Dct . Stuppont
,igirce 5-34. Ciomparison of Monthly Not Operationally"-- Readky Organizational Maintenance Rates
'! 5-17
H,*
4
I
SI S)( 61 6
40 -..... -. ....... ..........---
A i -1 1)iIL
25 ............
P lerccit.INORMA 2 1) ... --- . .... .. ..... . . .- --
0z"g. .• " sI \• 1 5% /1
'-- - ---....- --"- -... .. .......- /-
/i
//
1966 1967
S..... (,nven qt_ 2 n Cl~
Fi gnrc 5-] 5. Coi:ipairi son of . onchlh y Not Operat ional ly
1k ady' Org•an i zatioja] Ma;initeiiancc Rlates
C-1-8
4/ 5IR
NORMI 20 -.. ...... . . . . ..
Org,
a10*. ... .
A i n ri9 i I c,
S .r n I M - t
. 9... .. . .. "_/.. .
'" ".*\ -/1 0*_
9: ..: .. F.--..,J J A S 0 N ] J F- M A Jd
S1966 :19(7"
---- lik' t. Suppo't."; .. ~.. i'll,.~ 1
• } ~.......C(oii\wn t i Oln~ul
"i ~Filui'tl 5-16. Coiliparison of iMhnthl)y NOt Operationally -i Read)" Oirgani zcut ionail Mla nteiiancc 1Rate.s
5-19
_. ...._t
7, ~A j nnob I c
4.69
15.6
1.8
0 5 1 5 2 5 3
1'igvurtc 5 - 17 .Coiipa -ison ofAver'age NOR hOs(Oip1.an izat ionalt M~i i lt .minice Only)
Aprij 19,56 'Throu,-,h May 1967
5-20
Maintenance lcvcl than the other conceptsdiscussed. The Detachment concept, opera-ting under direct control, of the aviationunit coimmander, also tends to reduce the"Organizational level workload.
Field maintenance level NORM rates for theyear ending 31 May 1967 are reflected inthe trend charts in Figures 5-18 through5-21. The averages of these data for a14-month period are presented in Figure 5-22.The downtime rates for Detachment supportedaircraft were consistently lower than thosefor aircraft maintained by the other twofield maintenance concepts. Otherwise, forthe UH-l helicopters, Conventional and Air-mobile concepts produced similar overalldowntime rates at the field maintenancelevel. For the OV-l, the NORM field main-tenance rate under the Conventional conceptwas only slightly higher than under theDetachment concept, but the rate under theAirmobile concept was substantially higher,(three times the rate realized under theDetachment Support concept). As discussedearlier, the higher NORM rates of the Air-mobile concept reflect its requirement thatmore maintenance be accomplished at fieldmaintenance or DS level.
Figures 5-23 through 5-26 present overallNORM rates for combined organizational andfield maintenance, with a summarizationaveraged for a 14-month period in Figure5-27. These data verify that the highreadiness rates for the Detachment supportedunits were directly related to the mainten-ance effectivity of the maintenance detach-ments. Additionally, these data provideindicators that the Airmobile concept re--sults in availability rates superior tothose experienced in organizations supported
5-21
2S..
45 Id
NOE J- ) 1 1
Dct 111 I I
A 1 Lik c 7
C 0 N1 V 1 0: 1 A I
I x goi nS-I S. (:OIII.,1]-i sol of -Molithly Not Opei at i onally1)IFead). Fiulkd Mai ht clianic Rates
*4 S
40
Fic(Id ( ...
J A S 0 N 1I M1966 16
- - .- ik A i 1 i11o i I (
..... Cov ;i. CViyvsoI f Mut i' ot
Iopl-" l of ýIoII(l No- Oj'c'rationall jField Ma CiKiteli~c, ac
5 -. 2
t 20
J (I IN
-fe
J- 1- 1I
at 20 11 S -? -oipilý) ofM m iy N t0-iij nil
P)viIdV Il l
5-2-
0. -
D1! ',Stipp,
. . . .. .. . ........ ..... . .. ..." I C ,
-" I ..,i . . I' i...
I I'', ,-.-.-I
"* • ' -' I -1 .... I." .. . . .t . .:I... ¢ # . . . li .. .I; ..
Is -I/\.--'i, 7 -
I . . . . . .. . . . .-. _
- ' . ,! A 0I. I. J *l A bL'l1V16 \967.,- . . . lc . _ _ 1'
.11f...:.__*
(1.. ____ -.-- ___
~J J0 N ) J 967
* Jt lpp - N A M m
Cc-v I tJoli
JA rmobi 1. c
8.3 6
_ 15.4
F 1~8.8
OV-i _1 20.6
C,. 7
0) r 15 20 25 30
Pt'1c r(c 1)1 t a v
Fi gu IA' 5-: 22. Cowrar i.s-un of' Aver) "NORiM Ra os(Fi el d Ma i nt(I er cv Only)
AnApi I I9Gf Thlrougl M~ty 1967 :
7j0
IF I I
20 -%1
i A S 0 N 1) I I.,11
..... Coprct i Of11Al Ay D/Ca
Or'111:'aionl ad YeldMaintenance (NOR"1M) 1Ritc5
5-27
80 -- - -
70.- -
40__NOR~M
and Ore1.)
30-
20 {> '
.1 J A S 0 N 1) J M 11 A m19o6 1967
Dt. Sipur
! -2-1. coulp:? ri soil of Monthly Not Opcrat ion~i1ly ReadyOr~iuizatjofal l01d FLi old M"IllitflialiCC (NOPZ\I) izitcs
70 -
601
NOWM(Fio I ( 40 -__ __ __
andl~ Or.1.) 30-
20
101I
SA S 0 ~ Nv 1) 1 1 A MI1- 6( 6 3967
A- ie I-i b
.... Con ol I (11 1
Ii n r 5- S.Coip aiis on of Nonthliy Not Ole rational] y Rcac1'ýOrgali :at ian l Fdie ld C! aintenaince (NO),hMN) Pa teC
, 0.__
NORM 4 0 -
30 - ---
%%
]966 1907
A\j riioh I Ic.....Coll X-011t i ojli iI
Figur 5- 2o Cm~ipari son of MNOnithly Not Opc-rat ional ly Ready
Orgaili zat ioiill anld Yield Maji at can'ce (NORM) Ratos
2.G
V-- --- A~ii 22.6 bi
-- ~~ J1).(EAaciuhillon117
23 .4
* UI--IP z722I~fH1QI9±~:+7:20.2
CII-17_
15.0(
0V- 1 24.3
0 )1 1 20 2.5 30
Flglc5-27. C0iip 1 5O-I-isl of Avcrafle 101fl4 R.a tcs(Orgý-I i za t i onla. an i l.liiel d Ma 1111 C liace Coaii~~ icI)(1
April 1966 ThivU;,h May 19G7
5 -3 1
under the Conventional conce~pt. Through-out these comparisons, the OV-l rates forthe detachments were based on an averFageof about 32 aircraft but, on the other hand,the OV-I data for the Air'mobile and Convention-al concepts wvere based on an average ofonly five or six aircraft supported undereach. These comprise the total aircraftavailable at the Divisional level, andrandom variations duc to a non-averagesituation affecting one or two aircraftare mirrored in the averages because of thesmall number in the total population.
UTILIZATION
A further analyses was made of aircraftutilization rates under the three concepts.Maintenance workload, at the flying hourrates attained in Vietnam was found tobe almost directly related to utilizationrates, i.e., an increase in utilization often percent will normially increase main-tenance wvorkload by about ten percent. There-fore, it was necessary to verify that thehigher readiness rate did not result fromlower utilization with a correspondinglylower maintenance demand.
A comparison of monthly utilization rat':sfor the period of one year is presented inFigures 5-28 through 5-31, and summarizedin Figure 5-32, setting forth average ratesby concept for a 14-month period. Fromthese data, it can be seen that the detach-ments have the highest flying hour ratesfor three types of aircraft and the secondhighest for the fourth typo. To more clear-ly relate the utilization rates among thethree concepts, a weighted average of alltypes of aircraft evaluated is also shown in
5-32
80 ... . . . .. .. . .
7 0 .-- .- - . . . .. ......... ...-
iA
S,• /-
F 0 t/' '-
70/
A/ C
""•Y -. I
/.. .... •f --" _-..1./Ilq1 ' I
20 .. ..... .. . .j.~
10
J J A S 0 N i) 3 "1F M A NI196C 1967
Pet.1 SupporitA i 1-r1i1Ob i I L
... . Convent io ,,1
1:ig lro 5-28. Comparison of onthily Utilization Rattcs
5-33"I
"_ _ _ _
7 0 - -- ----- . -- -'
01 f.Pv.
01
A i no I c-(,(ý11 vý-1 t i1oil
Iit~c -29). Comp~irisoni f~ FMOnthly 11t iIj!zatioll Rlates
5 - 3 4
7 0 . ... .
60
1:/II
5 0 . . .. . ... .
A/C_ '4L 7L4 i,,
1966 1967
5 - 5-
) 47
_ _ _ _ _
i ' I
9 -. -.... . .. . . . . . . . .
II -
20
* ... .**'.
"1 '1 A" s 0 II i Mm A
~~ 9 6 '-i
205- - -G
("( + I ,&~ - ....
* -. I 1-)1 i '
i 5*(~b i . .. ... ,. -" . . . ..J""--"
__ _ . 17.8 j
CII-C .1 4
Of5- I,'
S
Figture 5-32. This clearly shows a 12 per-cent higIhcr flying rate supporLed by theDetachments, as compared with the almostidentical flying hour rates experienced inthe Conventional and Airmobile Organizations.
EFFECT IVEIINESS SUMMAIAY
The results of the analysis of aircraft sup-port concept effectiveness measured by readi-ness, NORM, and utilization are set forth inFigure 3-33. Each of the three concepts isgiven a Figure of Merit reflecting its rank-ing in the respective areas. Thus a rankingof ++ is better than a ranking of 4, and + is,in turn, better thanO,
Figure of
Concept Readiness NORM Utilization Merit
Conventional 0 0 T 0Airmobile + + 0 1-
Detac hment ++ ++ ++ ++
0 = Norm + = Better ++ Best
Figure 5-33. Comparative Figures of Merit of MaintenanceEffectiveness Concepts by Prime Indicators
The Detachment concept is clearly superiorin each area, followed by the AirmobileoThe Conventional concept attains the sameutilization as Airmobile, but with lowerreadiness and higher NORM. This relativeranking is consistent across the differenttypes of aircraft, and the relationship isapparent from data covering a year of opera-tions. Moreover, the supply factor is ir-relevant for the comparison because there wasno warked superiority of NORS, across theunits studied, under each of the concepts.
5-38
r CHAPTER 6
IIo
I
'Iii
I j
L..
'L9
L
ii
!
CHAPTER 6
RESPONSIVENESS OF SUPPORT
The effectiveness of maintenance performanceis reflected in the responsiveness with whichmaintenance support is rendered, i.e., thelength of time that ensues between the recog-nition of the requirement for maintenanceand the return to the user of the aircraft inserviceable condition. The action is, ofcourse, triggered by a maintenance request,and the time that elapses between the main-tenance request and the return of the air-craft in serviceable condition is composedboth of administrative and technical pro-cesses. Thus, the analysis of responsive-ness includes:
1. Time from submission of the maintenancerequest to formal rect.ipt and entry inthe maintenance register in the DS unit.
2. Time from receipt of maintenance requestto the start of work on the aircraft.
3. Time from start of work to final inspec-4. Time from final inspection to acceptance
of aircraft by the unit.
The fourth factor was found to be widelyfluctuati ng. +t appcared strongl~jJy dependU-ent on command emphasis, i.e., units whosecommanders insisted on the prompt inspectionand return of aircraft showed acceptancetimes lower than the average./ For thisreason, the analysis covers only the firstthree factors above.
I/ The ir irtance of command emphasis isshown , the fact that excessive periodjof time frequently occurred, even though
?! the finished aircraft might be on the-- same ramp or airficld of using unit.
A.'I 6-1 _
i
p
The evaluation covers the UiI-1 and CH-47.Support of the OV-1 aircraft, particula-lyI in the two Aerial Surveillance Companies,was highly integrated into the organiza-tional structure, and DS maintenance isnot readily defined as a separate function.Moreover, back-up support is provided bycontract.
Figure 6-1 presents the results of thisanalysis, showing the percentage of UH-1Job orders that fell into groupings oftime intervals (days) for each of theechelons of maintenance and each of theconcepts. Figure 6-2 shows similar infor-mation for the CH-47 helicopters in theAssault Support Helicopter Companies ofthe 1st Aviation Brigade and the 1st Cav- -"
airy Division. To facilitate comparisonof maintenance responsiveness to operation-al requirements, these results were furtherstratified in Figures 6-3, 6-4 and 6-5.
The first two time intervals studied (datesubmitted to received and date received towork started) were actually the administra-tive processing of the maintenance requestand initiation of maintenance work on theaircraft. Sameday action was considered adesirable and achievable standard to beobtained. Therefore, the percentage ofmaintenance requests submitted and receivedthe same day were compared for the threemaintenance concepts in Item 1 of Figure6-3. Similarly, under Item 2 of Figure 6-3,a comparison was made of the percentage ofinstances where the work was started thesame day the maintenance request was re-ceived. Additionally, Item 3 shows the per-centage of instances where work was startedthe same day or the next day after themaintenance request was received.
6-2
C>~0 r) 0 o,. 1 s
C.))
P'4-)
-0
'A~ Cfl1 r44 C") 4- (d)(D '0
CD co C 0 0) 0 ,.1' 0C o 10 0C'J N4C l l C 0 -4
-r- r-4 :1H 4.
00 00 Q0 Gf o MO C COD 00)C) to cl cq (1 H(. C' 4-)
ePd 4-I )CO 0' CO Co 01)t-0)
'-' H H HII 4-) 0jq _) +1 Q)
NPA 0 mO HO C) -1 4-)
r-. H- Cl- H- H~ cr U2 1
CO Nl) - 0Th Cl Cl H) 0 4-Jt- CO CD CO t1 o 00 00 c' bflc v.0.
Q)0
0O~ __) N 0 0 - 4-'*()C
0q N' OC C 13 Co pH
0 () co C") v- C- ~Cl
I> co) t- oo (D0 00 r- 'I O 'PH
C) 4- CC 4 H r 010- CO 0) N Cl 0 4- 0) 0 3 Cd4)COO 0 )0 CO H COj Q) U) -HO 4- H
H1 Ij H -H ,-I U
00U 4- wS 0 ;A
4- 0 4-' 4O C~-3
cl 0~ 4-1 01H -~-r.o 41 0. :DCW f
V 4-) :3 0 10 0 0 .t 1 ) ý 0 ;. -HL__- 0 0f CIV l l,6-3I
f CO*31 cq 0
HW 0
0 Lfl N4 F-I V..
f:) cq C- 0 4-4 0)
4-' --- -- - 4-)
0 C l) 4--0 4-J O
oo CO) LO CU) .'j
W -4 1-4 4-)Qo 00 :1 HV, . H
00a) cl, Pl~C)
co10 0p ir .~pC)U
Pq U) 0Y 0) p-a -' ~ cCHi LI) r-4 1- 11) A.4 4 'r-f V,~
E0 C) 0 Nq (n r E> U) 0 >1
U ) 0 )'-
0 ~4-) 1
4-'0 0
U. (n U t
C-) C)V) H) 4-1 w
6-4
CO1
0 oc
c '-i
440
0 C)
ILI -
N\ 4ý r
-H
VCl U)
r-4
rzi
Cl)0$. ;41-
c- 41 ) '-4 4- -c) : J4
t- .4q 2.4 L)- 4 - )
o1 C 0 V 00 C) 0 0 u 0 u 0 0 C) 0>. EHu C;) 1 c-4 F-, 2tr C -4 C) >r- In. u-C)
:-4-. : 4' 4J 4J-H C F ~ H .61H
U- C-l L% -- I HuI2-
tIIV
43*-j
4.4
oca
CdC
4
"EM
fl.-
4JC
CC
C~~IO C- C
1-4 v.
C)
. . .' or)
C4.2
COD'
G.1
6--7
These rcsu1.t s shmow (iF' :guvc 6- 33., that thCDeta chmient con~eljt !' 1 Q thc ]1)pglulSt PerCent--age-, of same-day process i-n' u!:.~ri~i~ crequests submitted (Item 1) It was closelyfol lowed by the. Airmuo'ilc conccpt , but wassubstantially better than thc ConventionalConcept.
The Airmobile and the Detachment coincepts'rates for same-day induction into work(I temn 2) of the U11-1 we,,re essentially thlesameo, and both were significantly hig-hcrthan the Conventional concept rate. For theC11-47 , the lletachment had a hig-her percent-age than the A irmobile Concept.
For work, started onl the second day (Item 3),thle r-ate for the U11-1 suipported by the Do-.tachmeuit concept w,,as slightly lower than theAirm~obile concept, but higher than the Con-ventijonal1 concept. Howeover, for thle CH-47,the Detachment rate was bettor than theAirmobile rate.
Figure 6-4 show:s the comparative dijstri.bu-tion of thle days that aircraft are in workat a D)S Maintenance element. For the UiI-1,for work completed the same clay as started(Item 1) , or wvork completed by the seconddhiy (Item,. 2) , the Conventional and Detach-ment concepts had similar rates. These wereappreciably higher than that experienced inthe Airniobile Division for thle same-i catogo-ries. For the C1I-47, the Detachment reac-tion rate ý','as substantially better than thatfor the Airmobile concept. In Ite!, 30, (thlepercentage of ai.:craft in work over fiveday';), a low" percen~tage' is, of course, do-sirable. Thle Conventional and Detachm!,entconcepts showed considerably lower ratesthan the Airm,.obile concept.
6-8
Figure 6-5 portrays cumulative indicatorsof rleaitivc DS rcsponsiveness. This figureclearly shovws a bctter overall reactiontime for the Detachments on both types ofaircraft, with the Conventional concept
showing a slightly better indication thanthe Airmobile concept on the UH-1. Thedifferentials in these cumulative indica-tors are considered sufficient to concludethat the Detachment concept is more respon-sive in this regard than the other twoconcepts.
6-9
ri -•
SI CHAPTER 7
V~ I _
ci
I I !
'K'
IiH\
CHAPTER 7
DISTRIBUTION OF DS AND GS WORKLOAD
GENE'RAL
To assess the effectiveness of each of thefield maintenance concepts, detailed analy-ses must be made of the workload structureof each concept. The interaction amongthe various support maintenance leve ls with-in each concept (workload at each level)must be carefully dissected to establishthe interrelationship between the personnelskills and equipment at each level, of sup-port maintenance and the aircraft mainten-ance requirements filled by those samelevels of maintenance.
Two parameters were studied to evaluate themaintenance workloads of the three conceptsconsidered. The first parameter analyzedwas the distribution of workload among levelsof maintenance for each of the three concepts.
Under the Detachment concept, three mainten-ance levels were studied, The first was theDS Detachment; the second was the Corps Back-up DS Company, and the thi:rd, the GS Company.
For the Conventional concept (ROAD Division),three maintenance levels also were studied.The fiM'st was the DS Company within the ROADDivision. The second level was the CorpsBackup DS Company which supports the ROADDivision, and finally, the GS Company.
7-1
In the Airwobile concept, only two mainten-ance level.; werc studied. The first wasthe DS Company vithin the Airmobile Divi-
sion. The second was the GS Company in sup-port of the Airmobile Division. No CorpsBackup DS (,ompany was studied for the Air-mobile concept because it does not use any
in actual operation in Vietnam. The four
DS Companies within the Airmobile Division
provided all Direct Support field maintenance
requirements. Discussion of General Supportmaintenance (GS) includes any maintenanceperformed at that level by contracted
f civilian personnel.
The second parameter studied in evaluatingmaintenance workloads ivas the distributionof workload by maintenance category. Forthis study, the workload was stratified in-to nine separate categories:
I. Airframe repairs which include sheetmetal, welding, spot painting and re-pair or replacement of airframe struc-tural components, parts, bracketry, etc.
2. Componnnt removal and replacement, otherthan armament, avionics, and airframestructural components.
3. Inspection and inspection assistance
to Organizational units.4. Avionics repair and component replace-
ment.5. Armament repair and component replacement.6. Back shop component repair, not related
to a serial numbered aircraft.7. MWO installations.8. Processing aircraft in and out of the
theater.
9. Other maintenance on aircraft.
Because of the special circumstances concern-ing the maintenance of OV-I aircraft in, Vietnam(as discussed elsewhere in this Report), onlythe UII-1. and the CH-47 aircraft were studiedin this analysis.
7-2
UIlf--I WOJ XLOAD RIlQUIRJEMEN'1S
Echcl onimelnt A comparison of the percentage of total sup-of port maintcnince performed by the DS Detachmcnt
Main tence C with that pcr:Uormed by the DS Companies
within the respective Divisions under thoset;wo maintenance concepts is as follows:
Percent FieldMaintenance
DS Deta.chment 90.0
DS Co Airmobile 83.6Division
D S Co ROAD 82.0Division
The Detachment fills 90 percent of the main-tenance requirements, leaving only 10 per-cent to be filled by the Corps Backup DSand GS Companies which support it. TheConventional ROAD Division and the AirmobileDivision DS Companies fill 82.0 percent and83.6 percent of the field maintenance re-quirements respectively. The DS Detachmentsperform six To eig-ht percent more of themaintenance requirements than either ofthe two Divisions. Thus, a higher percent-age of maintenance is performed in the ini-mediate vicinity of the operating unit underthe Detachmen-t maintenance concept thanunder the two Divisional maintenance con-cepts. However, the total impact of thisdifferential will be even more significantwhen considered in relationship to the per-sonnel, supply, and equipment investmentcosts (discussed in Chapter 9).
7-3
The following table presents the distribu-tion of the residual field mai-ntenance per-formed by the Backup DS and GS Companies
under cach of the three conccpts.
Percent Residual Maintenance
Airmobile ROADDetachment Division Division
Backup DS Co. 99% 0% 95%
GS Co 1% 100% 5%
In .the case of the Detachmcnt, 99 percentof the residual support maintenance, or 9.9percent of the total maintenance re-quirements, is performed by the DS Company,while only one tenth of a percent is per-
formed by the GS Company.
For the ROAD Division, 95 percent of theresidual maintenance is performed by theBackup DS Company, but since the residualmaintenance for the ROAD Division repre-scnts a total of 18 percent of the totalsupport maintenance, the result is that 17.1percent of the total field maintenance re-quirement is performed by the Backup DS Com-pany for the Conventional maintýnance con-cept. Ninc-tenths of one percent of thetotal maintenance requirement forthe Conventional ROAD Division is performedby the GS Company. In the case of the Air-mobile Division, 100 percent of the resid-ual maintenance is performed by theGS Company. This is obviously the resultof the GS Company being physically closerto the Divisional I)S Companies than theyordinarily are under the other two concepts.Because of this proximity of the GS Company
7-4
to the Airmobile Division, no use is madeof its Backup DS Company.
A summary of the distribution of the totalmaintenance workload is presented inFigure 7-1. Those data emphasize the dif-ferences in the level at which work isactually accomplished under each of thethree concepts. During the time periodstudied, only 18 percent of the total air-craft assets in the theater were being pro-vided field maintenance by non-divisionalcompanies. The remaining 82 percent of theaircraft were being, supported by DivisionalDS Companies or DS Detaclhnents. Thus, therelationships shown in Figure 7-1 representthe support distribution for the majorityof the UH-I aircraft since they representthe largest population of any type in thetheater.
The most important finding to be madefrom these data for the UH-I aircraftis that the Detaclunent concept is superiorto the others since a greater portion offield maintenance is performed in the for--ward area. That is, 90 percent in thecase of the Detachment coni-ept and approxi-mately 83 percent in the case of the twoDivisional concepts.
7-5
4-)-
4-) C 4J) ~C)Q.00 r-4
0) '-0
C)0 r0)0
'-14
rJW C,
IL- ~ 4' .
Mi 1tenancc Figure 7-2 presents the distribution ofWork workload by category of maintenance at each
Categorics level for the three concepts. The DS De-tachment and the DS Company within the Air-mobile Division distributions are very simi-lar, but in the levels of supporting main--tenance, the differences become quite ap-parent. In the case of the Detachmý::nt con-cept, the Backup DS Company performs themajority of maintenance on separate compo-nents, apparently the primary purpose forwhich it is used. At GS level, the Con-ventional maintenance concept and the Air-mobile Division concept are approximatelyequivalent, with one major exception.There was no work recorded on separate com-ponents under the Airmobile Division con-cept. In this case, most component main-tenance apparently was identified to aserial numbered aircraft.
The Conventional maintenance concept employsthe Backup DS Company and the GS Companydifferently from either the Detachment orthe Airmobile Division. For the ROAD Divi-sion, the Backup DS Company provides a rela-tively well-rounded support, with no onecategory of maintenance outstanding. TheGS Company, in this case, plays a role simi-lar to that of the Backup DS Company of theDetachment; that is, the GS Company primari-ly provides component repair support forthe Detachment. The 63.8 pecent separatecomponent maintenance rate for the ROAD Division.
7-7
EOr H
Q r\J C) ') C) C
() 0 )'
00 m~ 0
C) 0 -4 (D q - o c
ul
4-- C) [LC'
; o C)-'4 UN 4-4 4 0 4~(
c-' cs
~) 4-3
mO C) C1C-: (N * I 4-'
0 OD v O 00C.)
4- 0' r- * i,
0 -4ý; 0 w 00 t- r " -4
(1 q C ) (N
C/) Pr: - -l -'0 0l +-O C)) (vCILo -
Cl ~ ~ C 0 ) O Cv 0- ClEi c *-
4-S
GS Company compares well with the 71.1percent rate for the Detachment BackupDS Company. At the DS Company level, theROAD Division accomplishes a greater amountof its component replacements and airframerepair work. From Figure 7-2, it can beseen that the higher level of performanceof the Detachment can be attributed to thefact that component repair and extensiveairframe work are performed outside theDetachment. While the Conventional main-tenance concept performs its separate com-ponent maintenance at GS, it does performa high percentage of its airframe work at itsDS Company. The Airmobile Division performsa large percentage of its airframe repairwork at GS maintenance and a higher percentof its component work at the DS Company level.
It should be noted that armament maintenance ondivision aircraft is accomplished within thedivision. This can be compared in Figure 7-2with the Detachment Concept in which a signi-ficant percer- (2.3) of maintenance of theGeneral Support company is armament.
CH-47 WORKLOAD REQUIREMENTS
The following chart presents the distribu-tion of field maintenance for the CH-47in both the Detachment concept and the Air-mobile Division concept.
Percent Field Maintenance
De tachment AirmobIeI Division
DS Detachment 96.1 96.0or Company
Backup DS Co 3.1 0
GS Co 0.8 4.0
96 percent of the support maintenance re-quirements was filled by the DS Detachmentand a DS Company respectively. The remaining
7-9
four percent falls primarily to the Back-up DS Company under the Detachment con-cept, and totally to the GS Company inthe Airmobile Division concept.
Though the percent of field maintenanceperformed at the lowest level of mainten-ance is approximately the same for bothconcepts, the capability of the AirmobileDivision DS Company is far superior to thatof the DS Detachments. These greater capa-bilities of the Ainrmobile Division are fur-ther demonstrated in Chapter 9, in whichequipment, supply, and personnel investmentsare analyzed. The conclusion might be thatthe DetaChment is performing its field main-tenance mission more effectively and econom-ically thsn is the DS Company of the Air-mobile Division. In both cases, however,it must be remembered that this aircrafthas been receiving special support in theway of supply, technicians, etc., whichprobably accounts for the same workloaddistribution for the Detachment and the Air-mobile DS Company. The distribution of theresidual maintenance follows the p.frternof the UH-l.
Maintenance Figure 7-3 presents the results of the workWork category analysis for the CH-47 aircraft.
Categories The largest percent of workload occurs forthe airframe category in both the DS De-tachment and its Backup DS Company. Thislevel of airframe repair work in the forwardechelon is an important, factor in the supportof these aircraft.
7-10
o 00 H -
-4-
C)
02 Hq v1 0 0
(1) cq C:) r-A 0q
Cd
o (.0 0 (D M~ N' t'- 0 (D
En) H- H- H Hl ce)0O *ri
14-
1C) Q CO H Cr to 04 0m ~ *r4
0 VýU ~ t- C~C) H CO C
Q 00l 4. +)
0 w 0 9 .
CdC 0-H,.
a) 2 43 .0 0
0 ILI Ul)
0d Ud W)*" ". 1 9 0 Vd C)1 4
c- "-40.0i C) C) Uo o 0 -4~ > 4.
7-11
The GS Company of the Airmobile Divisionprovides primarily component repair ma in-tenance support (73.4 percent of the resid'u-al maintenance) and MWO installation support.In the case of the Detaclmient, the GS Com-pany provides a ,vell-rounded ,•a.ntenancesupport. Long term jobs in nearly everycategory of maintenance are evacuated backto the Backup DS Company, and to the GSCompany, leaving the Detaclhnent free toperform the smaller, quick turnaroundmaintenance tasks.
7-]2
1I
IF
I
II
ILii
II I4 tI
CHAPTER 8
SUPPLY PERFOMANCE
The evaluation of operational effective-ness parameters in Chapter 5 of this Re-
port indicated no significant differencein NORS performance among the various con-
cepts being studied. It is of interest to
determine how this highly comparable NORS
perforinanc.e was accomplisbed under each
concept.
Starting from the base point developed in
NOMS Rates Chapter 5, Figure 8-1 is a time trend analy-
sis of NORS rates experienced by specificunits operating with the Conventional main-
tenance concept and compared to the othertwo concepts. Although in Chapter 5 it was
noted that average NORS rates in the threeconcepts, were similar, it is obvious fromFigure 8-1, that there is a real differencein the NORS rates among specifically identi-fied units. Field investigations indicatethat the primary difference in NORS ratescan be attributed, not to the particular main-tenance concept itself, but to the distancesbetween the maintenance units and the mainsupply activity, and the total time requiredto deliver aviation spare parts from the cen-tral supply to the maintenance units. Thedelivery time of aviation spare parts to unitswhich have additional intermediate supplysources (e.g., UHI-l detachments) are alsoprimarily determined by their distance fromthe AMMC, since it is the ultimate supplysource for all units in Vietnam.
It will be noted from Figure 8-1 that theAirmobile Division DS Companies have had ahigh NORS rate over the entire time period
covered. Field investigations indicatethat the order-ship-time for requisitionsfrom the Ccntral Supply Agency (ABMMC) tothe Airmobile Div'ision is from three to
8-1
1• 1 I I ,i.S),(,' A D)].JIV 1ION"
] '3 ._. .. .. .. .... .. Airm b l
. -. - i - - -v1 -. :
•,/ /l• .j, !~/i I \ ,{ // I 3 .. 2,,,,•
10 I .. 'j Suppor ted
9-./ R ji I, • i : ",{% . ,
Wits
N Jv Not.O. er ! .. . . __11-- d. ,
... \ /117i___ _A _ _:(__ ,-. ....
-I-
I .." __•} • t t- .
i 19.6619 7
i'ig ~v(, 8-1. UI- l'icoj~tcr Not Oprtin ll had: SUpFly
8-2
five days, usually closer to the five-day
mark.
The NORS rates for the various ROAD Divi-
sions (Conventional cone-t) are also a
function of distance. )ýCýAD Division No.1,located a distance of 20 miles from the
AMMC, has a maximum requisition delivery
time of 24 hours. ROAD Division No.2, at
a considerably greater distance has a de-"livery time of three days. Although thisdivision had an exceptionally high NORS-rate for October 1966 through January 1967,the initial months of operations in the
* theater, its NORS rate has now stabilizedat a point equivalent to those units, asimilar distance from the central supply
point. ROAD Division No,.3, has a deliverytime of one to two days, and is lower inNORS than the average. ROAD Division No.4has an average delivery time of two days.
Reviewing the trends in Figure 8-1, it isnoted that ROAD Division No.1 is extremelylow with ROAD Division No.3 next, which re-flects the short order-ship-time of requi-sitions, regardless of whether they are EDP
or routine. On this bac;is, it might beconcluded that the time required to fillEDPs is not a function of the particularmaintenance concept employed by the activ-ities,, but is a direct function of distancefrom the point of supply.
Demand The next area of research consisted of anAccommodation evaluation of the Demand Accommodation and
and Demand Demand Satisfaction rates of the activitiesSatisfaction supporting the various units operating
8-3
under the three maintenance concepts.Figure 8-2 presents the avcrages of thesupply performance for these DS units foran eight to ten month period up toDecember 1966. For this study, 24 11-1Detachments, 3 CII-47 DS Detachments, 2
OV-l DS Detachments, 1 ROAD Division DS
Company, 4 Airmobile DS Companies, 7 CorpsDS Companies and 1 General Support Companywere evaluated.
Figure 8-3, thc supply performance reportof the 58th Battalion, AMMC, is includedfor comparative purposes only.
It will be noted that the comparison of thenumber of lines on the ASLs among the vari-ous units (and maintenance concepts) isnot really suggestive of any correlationwith type and/or number of aircraft beingsupported. This, of course, has been veri-fied by many other studies in this samearea which indicates a requirement for fur-ther investigation into the basis for thedevelopment of ASLs. However, the supplyperformance of these units may be measuredon the basis of the degree to which theASL actually satisfied their requirements.
The Demand Accommodation rates of the UH-lDS Detaclhuent, the Airmobile DS Companies,and the independent (Corps) DS Companieswere approximately the same at 75 to 80 per-cent. The ROAD Division DS Company had aDemand Accommodation of 60 percent. TheCII-47 and OV-l DS Detachments had the lowestDemand Accommodation rate of all the DSactivities, 52 percent for the OV-- and 60percent for the C01-47. Of course, these
8..4
a
VIIl I CH[ .17 ( - I ku.%D l II -rl(I I I
A~I'S 1IL-1 PS )s Pk !I-S 1i.-t 0,'; Co I'S Cu I'S co Cu
Ac I t.1/4 1 b52 21 1 "'G8 653
A m 21- J - 1IS0 310 12 18 -
Avc129 2 1.) I d",9 7 43 2:.34 3 7 -
!Au Ikt l•lcl I•l t 978, 4' It 15 5' 2 48 - 35 92'18
A m 281 D5) -1 1 G - 961 -
Aviic 111'1 290G3 231 t9 C /8 - 233G -
YZcvo 13 0Acl t 109. 159 ] 11)1 1097 520 2 245 209Anim 127 19Q - 216 2 56G 5 89 -.
Aviic 3 b 3G0 974 2 ' 7 62 798 -
Rcq Rccc CL)
Ac'I 1 7] 2",2 857 3,16 2175 2378 653] 924Arm 89 - - :170 1 C05 527 -
Avilc 2 5 233 284 103 126 742 -
thiatch Abl,Acft 543 513 1-48 1314 3710 510 200
A ri 78 - - 170 104 465 -
Avi'c 25 14 2'52 13 60 4792F.II~c 0 ASJ,
AcMt 309 334 5 09 9 1097 944 2844 100"Ar-m 39 - - 109 60 220 -
AvI c 16 12 5 8 32 432 9
AcIt7 5. 2 59 .9 412. 8 G0.4 75.3 78.7 21.6A rin 87.6 - - '15.9 63.0 88.2 -Avnc 300.0 6.0 88.7 12.6 47.6 64.6 -
IDcl. Sat.
Ari 50.0 - - 64.1 57.7 47.3 -
Avitc 64. 0 85.7 23.0 61.5 53.3 90.2 -
Vecro I".1 1Acf't 22.49 420.00 17.72 29.03 24.08 37.28 32.01
t, 309 52.2 20. 09 7.47 20.6 47204 10
Avnc '4.97 32.50 65.41. 391.59 26.50 22.43 -
No p11 17 55 40 511 467 306 223-
A i7.- - -4.9 _ 3. 88.2~~1 -
*lhvncd on 8 to 10 o.0 th period.el diit" P8c'.7 1 b. r 1966
Figurye 8-2 . Avcra g1Di rect Support Supply Perform ncc*
V- 5
OU'dhi--
L h J ti A i-,w A vian_ To tta Ihi ',lj l •
linto': on ASI, ' ,12 1, ,0 t,•. 0, ii-
NO. 34TI•. SU|•l. 20,420 1 .7,1 S;, 08-1 :i0, .m44
No. at V.t-vu Ital. 4,-m )' 588 1,61,15 C, 672-
Tot oI No. Fl- iILI'.(' 0 1. 14,261. 46-1 1, :06 1. C,0'/.ý -
Tota]I No. Re'q. Ic G6,0(7,1 4,140 4,51 5.1,767
No. M;',,Ich ASI, S'1,2 14 3,(676 34,708 4 4,60GOO
No. F"j I I c'd A SI 28,078 2,811 3 , 2 34,1.41-
No F i l~' {.'qu. 8,8."9 40 8 46 10,167-
NL). 1"1lC(d F'inll',U 6, 918 16G7 629 7,714-
No. I'kL-qi. Subm.h 11 ,598 - 11I , 598-
No. 1lDI's 4,746 - -4,746 1 9
02 (Non E)-:)1) 4,379 - -4,379 ,51
0 5 2,O0521 - - 2, 05.2 69
S]2 42). -- 421 81
S17 - 21).
] PcrccnIt Zcro Bal, 21.8 3•3. 8 20.6G 22.1 "
Dllm. Ace. 80.8 88.8 8].4 81.4-
Dvllc . 'St'.. 75.5 7 6. 4 87.7 76.5
Slrn[• 0• 11. 47.2 28.6 16.9 40.5
Fig-ure S--3. AM:.IC Supply Performaii(:, D., 196G
-~~~~1 - G
two aircraft types are the most complex ofall in the Army inventory. However, they
.1 have also had the support of specializedteams, tech reps, special supply procedures,etc., which have the problems of complexityto a degree. This is particularly apparentin the Demand Satisfactioi-. rates for theseaircraft.
Demand Satisfaction, a measure of the degreeto which the supply activity can satisfydemands that are placed against its Author-ized Stockage Lists (ASL), reveals a some-what different picture from that of DemandAccommodation. The CH-47 and OV-I DS Detach-ments had the highest percent Demand Satis-faction, 65 percent and 74 percent respec-tively. This was accounted for by the rela-tively low zero balances for these units
* which probably resulted from the special sup-ply support given these aircraft. The.ROADDivision DS Company also enjoyed 72 percentDemand Satisfaction. All other activities
varied from a low of 50 percent to a highof 59.9 percent Demand Satisfaction, a verysmall differential. In each of these in-stances, the percent zero balance had aspmoothing effect on the Demand Satisfactionwhich resulted in approximately the same"level results.
"From Figure 8-3, it is noted that the DemandAccommodation and Demand Satisfaction wassomewhat higher for the 58th Battalion thanfor the DS units being supported. The per-cent zero balance was approximately equal -othe supported units.
Supply Stud), From the above, it is evident that no con-in Depti elusive decision could be made as to the
relative merits of any of the maintenance
8-7
'A
concepts with regard to their supply per-fornance. Therefore, the evaluations werecarried to a greater depth of detail in theevaluation of the UII-1 DS Detachment supplyperforiance to determine whether there wereany distinguishable trends which might beused. Figure 8-4 shows the results of ananalysis on the correlation of number ofrequisitions filled from the ASL and thenumber of items on the ASL. Needless tosay, the scattering of these data indicatesthat there is no definite pattern which canbe distinguished.
The NORS rates were then correlated with thenumber of requisitions filled from the ASLin Figure 8-5. Here again, it will be notedthat a wide scattering of the data permitsno definite correlation without an extreme-ly large degree of error.
The NORS rates were correlated with DemandAccommodation (Figure 8-6) and Demand Satis-faction (Figure 8-7). No distinguishablecorrelation factors could be developed ineither of these instances.
The final evaluation in this area was tocorrelate the percent NORS rates with thenumber of ASL lines carried. These resultsshown in Figures S-S through 8-11 for air-craft, armament and avionics indicate thatno positive correlation can be developed inany of the areas. The sample in the caseof avionics is much too small to develop anyconclusion with the data from aircraft itemsand arm'ament indicating that an expansion ofthe avionics will probably result in a scat-tering of data with no positive correlation.
8-8
7~4--C
o 0)
00
cc)>
I__ __ -
0
00 4-J
* O--i 4A +-4'-
0d 0.i-0
_o
-P Q.O
OLq Q., 0
-~~~- -- -* )lq 4.
C) 0
S 4 - J)
C) 0)
--C
0C)- .-
C) C) 0
C) 00 t- C1
*~~ -~ -.- P
4J'.T-).'[V rIV 1TL 10 'O
0 q
0)04 U)
r. -4~
04C: --- -- - - o V
___~q 0_ _
d H 0-I
H -- -H
I eU)
ý -4o0Co H
S I I
00
00
8-0
1 -10
:1C -1
__~C bp -ý- q
*C) 0 U
r 0
la)U
C 0
ý11o CdCD
VT~~L -------- -
w
--- I _____ _____ ___0
cq H-~ --J4q-~
C4
8-11
tt
r4-(
4-3
00
8-12
D Cd r
D -) X4
) o Q) d
* C) 4- t
:~) cd__ * __ ~ U)
r-4-
8-13. 4~s-
0,,
I A -1 1 c1 J I•
cl
I 0 0 )
o Cr
0 0
l0 0
II do
- -- ---- 0/'
0 0- - .. ...7... ..._ -- __ _ _ -- - p
00 0
*.. . .. . . .- . . . . .4 0.0
00
•P4
8-14
0
Q) -
0ý 0
0
f-I (d
r-q'
W ~
_0
0. 0
0 >
004-0 -
VZ ~
RcsuIts The results of these analyses indicate thatof there is a definite requirement to reassess
Ana lys is the present procedures used in establishingASLs for DS Detachments, since it has beenshown that there is.no definite relationshipbetween the supply performance of a unit andthe size of its ASL. The very rccent supplycapability appraisal of the 15th TC Bn.(AM&S) ist Cavalry Division and of otherunits under "Project Counter" should providethe needed guidance of such an assessment.
The primary measure of supply capabilitiesappears to be the time required for the Cen-tral Supply Agency to react to a requisi-tion (although this has only been shown ona rather limiited basis in an environmentwhich is peculiar to Vietnam). The CII-47and OV-i DS Detachments are chronicallyless responsive in the area of Demand Ac-conunodation, because of the complexity ofthe aircraft. At the same timethey have amuch higher Demand Satisfaction rate andlower zero balance rates because of thespecialized supply and support given theseaircraft. The UH-I DS Detachment, on theother hand, enjoyed a higher Demand Accom-modation rate, but consistently had a lowerDemand Satisfaction rate with a higher zerobalance level. This was particularly truein the armament area and to a lesser degreefor avionics. These factors were also re-flected in the supply performance of the58th Battalion, AIMMIC.
The supply performance achieved by the DSDetachments and the DS Companies under boththe ROAD and A.rmobile Divisions had indi-cated no significant differences for thesame type of a:Lrcraft. However, it must bepointed out that this supply performance
8-17
,,#!u~r- --
has been achieved, in most cases, by theunits WiLh a Very limited supply manage-ment capability.
The Airmobile Division does have an ade-quately staffed supply activity assignedto the DS Battalion. However, the DS De-tachments and the Divisional DS mainten-ance Activities have been inadequately
staffed (in accordance with their presentKrrOE) to accomplish the supply functionefficiently. In at least one instance, a
completely separate aviation supply pla-toon has been established within a ROADDivision support battalion, using aviation
maintenance personnel for the supply activ-ity spaces (reducing their wrench turning
maintenance capability).
It has also been reported that the proce-dures presently being used in the mainten-ance of the ASLs is far from adequate toperform the tasks at hand.
In spite of all of these problems, thesupply performance of these DS units havemore or less stabilized at an acceptablelevel with regard to the influence thatthey have on aircraft readiness. The po-tential increased capability of these units,with an adequately organized and staffedsupply activity, is a matter of conjectureand should be made a subject of furtheranalytical study.
8-1.8
\U
, i! CHAPTER 9
I-.
I1I
li -
a,,U
:5U
Aa
C'IA })°fElR 9
IREILATIVE] JNV1J;s'rIj1VNT ANDEIPMSONNLL IE:QU11I-ZE:N'S
lcquPipnent cos•ts, :1Ln)oW0,,cr an11d supply a1'c thethriee invesli mhont areaat coiisid(,red in thisport.ion of the awinlysis. M8iinienanco equi-valents have becn developed fJrom the evalua-tion in Chaptei" 3, based on Vietnam experi-ence, to provide a common basis for the coin-parisoui of re]a.t ive investment and p(rsonnclrcquiemtql( tlllaong thi \'valiouis types oforganizations, (Figure 9-1)
Unit TOE Eqi.Equiv.
DS Co, 34th GS Gp 55-457L 33.3
DS Bn, 1st Cay Div 55-405T 164.8
DS Co, Inf. Div 55-89E 23.1
DS Det, CII-47 AB Team, 10.355-510T
DS Det, UII-1 KD) Team, 9.355-500R
1Go Go, 34t1h G' Gp 5- 5-Ar 11 A0
Figure 9-1, Avcrage MaintenanceEquivalents Supportedby Types of Field Main-
tenance Units in ViLetnam(as of 1 May 1967)
As previously noted, the concept of themainteonance equivalents in this analysis,has an application somewhat different
Irom 1he ordinary. Instead of developing
9-1
the equivalents for items of equipmentwithin a single maintenance echelon, thisstudy applied equivalents to the totalsupport required across all echelons, andassigned a value of unity to the U1--1(largest population) total requirements.These total equivalent requirements werethen redistributed among the various main-tenance echelons. In this manner, theworkload requirements for any one aircraftcan be compared on the same basis, re-gardless of workload distribution amongechelons. The development of these fac-tors were set forth in Chapter 3.
TOE EQUIPMENT INVESTMENT COSTS
The equipment authorized under TOEs ap-plicable to the field maintenance unitsin Vietnam were costed to produce totalinvestment costs for each type unit asshown in Figure 9-2.
In Figure 9-3, these investment costswere normalized by maintenance equivalentsupported for the various field mainten-ance organizations. These data illustratethat the cost per maintenance equivalentsupported is closely celated to the com-plexity of maintenance performed. Asmight be expected, the Detachunent support-ing the CHI-47 has a considerably higherinvestment cost than that supporting theUH-l because of the more sophisticated
9-2
o~01
0 I* < .n
0_ _ _ _
u,
-~ ~ E .. L.
C)l.. ... 4-4
~, 0 00" 0)
-K 0 01
0 ... 0
H . .. a) -'A.O ; t C 0 - - r4-
if d L OD0 toC C
F-4 0 0 -4
V)) 04W
H w p 0l
dl rl H' C) 0 N 1 4q- -
101. C. Ci. P C) (710 L i.N 4 C) u0 4- W. 00 4- -
Nl " 10 4- 0 C. ) V e±wo ~ ~ ~ t 1-4 0 ~ E4. i
0 LT n 0
10) 4i) 11.
&4) c) c'0.I C )
4~) .4~ *d0 0 -3 - ~
4Jl
10
4-)
U) 0
V 0
to,
4,O V., 0 It)
tn -1
Inm 0
0 w. Q4
00
E-4 0
co. P.
C ell rq)<-,t
C4-0(.
4-' ** .* coU) *HrH
9-4
equipment required for test and cali -brat ion of the comlplcx stabilizationand uonirol E;ystems in the C11-47 hell-"copter. Similar investmnicnt costs fortie Airmobilo Division and the Conven-tionial ROAD Division might bc expectedsince the savings which might be antici.--pated by the muaich higher density oi air-craft in the Airmobilc Divisions aremore than offset by the inission profileof the ROAD Division with its normalrequirement to operatu highly dispersed.The separate m;iintelnancc companies mustmaintain a high degree of air mobilityto accomplish their mission v"hcreverrequired. Furthermore, the TOEI of the
Airmobilc Division provides for a highorlevel of maintenance than that of thiROAD Division maintenance company whichdepends upon both the Division's DS Com-pany and its backup.
The principal difficultly in evaluatingthe cost of equipment in a unit, or pro-rating these to their maintenance work-loads (as indicated by maintenance equiv-alests), is the need to determine the ex-tent to which the units rely on their ownequipment or use equipmeitL available toother elements of the same major organi--zation or support elements. Particularlysignificant in this area is the use ofhu icuptvzcs, feu; the maintenance mission.To normalize the prorata equipment coststo a grcater degree, the cost of anyauthorized helicopters was deducted fromthe total and prorata costs. As indicatedin Figures 9-4 and 9-5, the relative fa-vorable position of the CHi-47 Dctac)hnentresulted in a higher prorata cost than theDS Companies of thu Division. However,the DS Detaclhiucts with UJI-I were not toodi fferen,.
9-5
|l
C)q 0 -40
I. r.C l --, v -- *-v
... ... ..
0• .. . .'.'.'.. U
U ... 7 7. .... --
</" I '.-. ... .... 0
0- . ... .. 0
I/i ..... 1.-. .,
H 0 +.
S' .2 2.2. .2
U ,, ,U)- 0 1 0
0, _ - _ _.. . _ ..... 00. ... ... if) -)H - 4 . ',. .'.', -.0
LO,, to to i I o
I • .• __- ___- I
to w0 0 w0
U) - . •. ,--.4• ' 0"0 . H••• A
C)J LO > -. ) 0 t
4t C• f'(j _ *-0 "-
"> 0
C. C. - 4 C-- E- _ _ - -
>|
4.) V)
~~ H
00
o, U)U
t-. 0- > f I U
0 0 i- W)~CU0 0 - u m
S C-) -C.) Er
Ino
viOi0
(o o t. . ... . . . . - o
C) CL
4-)-H H ",
040 0 cI Ip.0
I - -4- -1
C) '' • - - I- 0 ,.
4- "! C *tC)U) 7 )
LC)
I- LO C)-
I I o 4-
o ~ 0
*,*4 4.' 0 H C
0)
00L!) u.-n
H -* 9 -7
It, would nppuar (:,i mi ght be CX)U(t•t ud) -
that thu ru];ttivc costs of Cquipiuiiil arcIpropo' J ona tc to thc compiexity of theanilcraft supported or to tile level (fwork accompii. hcd. Thes' costs were aprime considorattion in dcvuloping the21CCO111111('"lld Ol'allizatTiOlilal StruCtUlre
to in:sure thilt ])MrtiC1u l0l-y hiiihIl c:t;low utilization itclils •vr.not assit',p"
to a ma intenance level whei it wouldnot have seriously affected aircraftreadincss by scndinF the aircraft to abackup support. Equipmnent costs mustbe kept in j)Cpisl)octivc, rocognizi gthat the total cquli)nent for a Division-al D)S Company applioximates tlhe cost ofa single, fully equipped CII-47 or OV-1.Any savings contemplated in onetimc in-vOstment costs or equipment must c0on1sidel'the potential degradation of supportcapability across the entire servicehistory of the unit.
II
9-8
PERSONNEL INVESTMENT COSTS
The personnel authorizations of six typesof field maintenance units are compared inFigure 9-6.* The three categories of per-sonnel considered arc defined below:
"Maintenance MaintenanceDirect Indirect Overhead
Repairmen Production Control Company OfficersMechanics Quality Control Platoon Leaders"Helpers Inspectors First Sergeants
Supervisory CooksClerical MessService & Equipment Radio & TelephoneToolroom keepers Company DriversTruck Drivers Company ClerksARIE
Of the six types of units, the Detachmentshave the lowest number of direct personnel,ranging between 37 and 55 direct mechanicsper unit. The DS Companies of the 34thGroup and the DS Company of the ConventionalROAD Division are next in size with 114 and129 direct personnel respectively. Theseare more than twice as la.v:ge as the Detach-ments; The last unit is the DS Company ofthe Airmobile Division. Taken together,theDivision has a total of over 700 directlabor personnel in four DS Companies and aradar repair section, an average of 182 per-sonnel per DS Company.
It is noted that the ratio of direct tooverhead personnel is highest in the Detach-ments, i.e., the UH1-1 Detachments have 13.3
*OV-I Detachment iamintenance equivalentexcludes avionics.
9-9
4-' S-4 9: L
r~~~[C I I CC Cý~'
o ; Q I) C0 'lC)t-ri 4 CD 4 'AC L
V) ' -- r
w )
4-) P C -. >)t
V. C~ rco GcoC1
C.-: U'r CD C'~j t- VI
a) Ul
r~ I C) 9
;) CO r-4 0 C
-ý -'- 0
0 ;1 CH 0Q)
ý4C).* p' - Co 1 0 C-O d'*H3 Cd to Co 0 ~ Hf
C) C
4JS C)
(1 4-' 4-O
~~~CJF'C)- '0)- -H0 0 C ') *
0 '2.4'0 I -e 0 :a)
c-,_ I_ -- C))
*d . ..
C) 0H~1- >-CC)
+)-' > 0~ *
0-1
direct labor personnel assigned for eachoverhead person. The DS Companies have3.8 to 6.1 direct labor personnel to eachoverhead personnel, less than half theratio of the Detachments.
When the indirect labor personnel are in-eluded with the overhead, the differencesbetween the Detachment and DS Companies de-crease. However, there is still a some-what higher ratio in the case of the De-tachm;--nts. The direct labor to overheadand indirect personnel ratio for the De-tachm-ents range between 2°9 to 4.2:1; theratio for DS Companies is 1.1 to 2.6:1.
Figure 9-7 presents the ratio of manpowerto maintenance equivalents supported by aDirect Support maintenance unit. Consider-ing all personnel, the UH-l and CH-47 DSDetachments had ratios of 7.2:1, while theratio for the ROAD and Airmobile Divisionswas 7.7:1. This indicates that the Div-isions require one half a man more thanthe Detachments require to support one air-craft maintenance equivalent. This addedpersonnel authorization is in the non-direct productive personnel category. Acompar'ison of the differences between thetotal personnel and direct personnel ratiosshows that the Detachments have the lowestratio of non-direct personnel per mainten-ance equivalent. These ratios are 1.4:1and 1.9:1 respectively for the UH-1 andC11-47 Detacluhents, while for the ROAD andAirmobile Divisions they are 2.2:1 and 3.3:1respectively. Thus, the Detachment conceptis able to apply a greater number of per-sonnel to "wrench turning" supported byfewer "non-wrench turning" personnel thaneither of the other two concepts.
9-11
L)±
4C)C
0Cý
4' 'CI ) r'
4) C' C CZ 4-
') 4J
flI >~ C)
r 4 4j
44-
coot
9-7 H2
To establish a base from which to developrecommended organizations in the next Chap-ter, each TOE was further reviewed to iden-tify the administrative support by rankand/or gra&dý provided in each maintenanceconcept. These data are presented in Figure9-8, together with the total maintenanceand supply support personnel.
Figure 9-9 illustrates the percentage dis-tribution in each TOE. It is noted thatthe Divisional DS Companies have a consider-ably higher percentage of administrativesupport personnel than all others (25-30percent of the total TOE strength) . Thenon-Divisional TOE provides about 20 per-cent of the staff for administrative sup-port, while the Detachments have from 11 to15 percent of the total staff in administra-tive roles. Except for the Corps BackupDS Company, supply function personnel com-prise 5-10 percent of the total personnel"for the Detachment and 11-13 percent forthe DS Companies. The Corps Backup DS Com-pany, as constituted in the TOE, providesonly 2.21 percent of the staff in the sup-ply function since it depends on the con-solidated Battalion supply unit for support.As noted, the ist Infantry Division, underMTOE 55-89G provides for 18 supply spacesin the DS Company, which makes it comparableto the- DS Companies.
SUPPLY INVESTMENT COSTS
The Supply investment costs, for the pur-pose of this study, were analyzed in termsof the number of ASL Lines. The averagenumber of aircraft, armament and avionicsASL Lines per maintenance equivalent foreach type of field maintenance unit are
9-13
,-4 H ' 0U CO 4D -HNHC O ýi C7 to] - c~C, -'l CO) C) CO Hq to
uU 0
I4 IHq ~ '01- 4 VH H -4 C,4 t- C, I-- t- 00 t
H v H) C'
-1) C. H ' D
C)4 ') 14 ~ H N I C~L- N O C ~ '
0 1-- 4-)
-l" II- oN : q- H 10 N t -' LO a) -4Q I) O m' co) 4-)
10 I H~ ( H C10 0 ' )
IQL' I -IHI H IH MI I'- Z 'j 0 ' C'O INC)0 ) i) 0 Cqce v0
t- 4ý C)U)
Hq 0)
1:1f Io I I- L- 11111 N c') * 0
cnO 41) 0)
C:) L.1 f) II l- H C' 1 1 CD 3) C') t- mT a) -4
>~ 4-)I. ~~U)0)U
04. 4-4-0) 0
:3~ H HL) C
0. Q)0 0)0-4 F'- r-' -
4- 4-) +3 0)
COO~- 4-' C,)c ~ U-pE0 0 0 .
U 0c0 WU) U 9' -140
OcO) 1*- C") 0
w)C I - CSO 0)
LOi
En 0 t- 1QL, -"(.C1 U Ir.) H
0 U)UIfQ) V-' V)
.- t--10 0 00 N~
*d0 1 ~ 1 H1
RO10' c'q ( )
01) Q 10 0 a000) Lo 'LJ c1:)0 to -
0 mt~4-) 0 CO c'4 ) CJH 0c t t- 0
to 0>n 4- -)H
S LO * 1- .
4-C'L) 0 fcc) -
0 1 0 C 0 r
4-)
40) ) 10 viOf
to 0)) c
QC C
> 0)
-H V H 0) :
U)0 4-3 V,
rQ. 0 H 0
9-15)
presented in Figure 9-10. For armament and
avionics, the ASL Lines were averaged over
those units which had an armament and avi.-
onics ASL. If a unit did not have an arma-
ment or avionics authorization, it was not
included in the analyses.
Aircraft ASL The ranking of the units in terms of aircraft
ASL Lines per maintenance equivalent results
in four groupings; the first and lowest is
that of the 58th Battalion with eight ASLLines per maintenance cquivalent. This rate
is low since it is developed from a broad
maintenance equivalent basis. The 58th Bat-
talion supports all aircraft in Vietnam and,
in calculating the maintenance equivalent,
the total aircraft population in Vietnam was
considered.
The CH-47 Direct Support Detachment, the
most complex aircraft considered in this
study, has the next lowest ASL Lines per
maintenance equivalents, approximately 80.
This ratio is low since:
1. These complex aircraft would have com-
plex components requiring special capa-bilities for installation and thus would
be installed by the Backup Direct Support
Company or General Support Company.2. This aircraft has a high ASL per main-
tenance equivalent in the Avionics area.When all types of lines are consideredin calculating this ratio the totalCII-47 ASL Lines per maintenance equiva.-lent are approximately equal to allother maintenance units.
The next group includes the UH-1 and O\ 1DS Detachments, the ROAD Division DS Cc.-pany and the Airmobile Division DS Comjuny.These four units group closely together be-tween approximately 120 and 1.50 ASL Lines
9-16
Cd Q. 00 0C) C0 v 0) C'q+j 0 0 %H L- UO CM Ho C14 c'q H- H H C.) 0)
V. C") CD I H- qrl 1- Ceo ' ~ c' Co) r-q C) 0
.HH H- C/)
U) 1!4 0)v Cd
4-) >4-
0) 0E: CD ' I t) 0n t- H r.-4
dJ cqI N H Co )C
4-4J
cd t- 00 0C) 04 H 00 c s 0' ) H4S- O t- N4~ c'l C' 05 4-4 4.)
C)
r-4 C)
IH H '
u- )C 0 *A 0 %-,W Cd
S bfl.44-3 4-d 4-
a) C ) 0 0 0
C) ~ ~ E C) C ) C ) 00 *
poriimiitimn-c quva ]eut. The iatios of
tlic,, fOAi) uni.- VlSI Oii alue(d bth iriiihil
COI('L'111.tto~ ofU1-1alosrviat wichl typeayrbut Sppot II te eases of the Ai11-1l Divi
sion, thie mforeC complex CII-47 ,iircra ft. Be-cause of the simpli~city of the observationaircraft, a lower ASL Line per maintenancecequi valenit would be expected. Thercf ore,due to the influeci'c of thec type of aircraftsupportedýc, these? units can be considecred on -
equa'.l par in this ratio.
The laIst grolup includes the non-divisiona]DS Coim.paniies (backvp DS niiiits) with 195 ASLsper maintenancec equivalent. This factor isvery high because this group supports theDetachimcnt and DS Companies of the Divisions,and consequently, will stock many itemsthat are not normally required by the sup-ported units because of the workload (bytypo) distributions.
Armament AS], Similar patterns occur for the Armanment ASLLines per maintenance equivailent with the&,58th Battalion being very low since is sup-ports the entire theater. The 34th Gi -)upis very high11 as it provides close supportfor the I'S Detachiments and the DS Companiesof the DiLvi.sioni. The DS Detachmeiits aiidthe DS Companies fall. in a low or mei(-Iumrange. The DS of tlhe Airinobile and Conven-tional ROAD) Division can11 again be consideredas being on ain equal par with the Till--i I)SDetachmient.
""AvMj(1i C ASI, in thc Avionics arca, the variltion is be-.w, i. Ia' i'ld uiitc halict lniit;, .vhiicl iS.t4t ll t0 lIt Ml()e t (I iec F lC iI ].a le('d to tIle
type of[ kiicl-aft l :t1pclirtvcd. The CII-4i DJS-)CtikC]'ml'it liW S very hi, -h valucs of AS],S
I)C1" Ilifl iite'l:tlc2C Cqtli di\ utni- , apprloxai ately
125 3 inuc,<i l iiu" I imini equliiva' cqll iV:a ent.
The next hi•-hc,;t ratio !. that of the D)SCompa nn(s of thie 34th (iC Grotip at 107 ASLLines per m:i ii atenzinec (qu ivaI]lnt. Thisrepres•nts a jrott] .bod mixture of aircraft,ineludillng thec Coiplex CII--47 and OV-1, is
We 1i as many iteim.s of avionics which simplyare not inciluded in the ASL of the unitsthat the 34th Group supports. For the samereason that this ratio was higiher underaircraft and armament ASLs, the avionicsratio is also high.
The lowest group is the same as that foundto be grouped in the two previous types ofASL lines. They include the DS Companiesof the Conventional ROAD, Airmobilc Divi-sions and the U11-I DS Detachmcnt. The widerange is a result of the type of aircraftsupported. In the case of the AirniobileDivision, there is a large mixture of air-craft other than the 1il4-1. This is alsotrue, but to a lesser degree, for the Con-ventional ROAD Division. In the case ofthe U1i-i LS Detachment, the populai.ab.on ii.;pure, that is, it includes only UH-1 air-craft which frequently use numerous itemsof avionics. The lowest ASL Line per main-tenance equivalent ratio is that of the58th Battalion, as cited previously.
91
: ~9-19
Total AS•I. h,'3lc.m.- o.f t. r',l ~i\,C dtu I i.' irbution ofASI, lii t' f hor ail'cil" , a. 'iim;tlm.'i and .avi-OlhiC.4 it cis 111. lohjlt h le Var'Jo\l, types of
units,, thei cumnl vi"jn;oji; can be dratwn byIy pe of asiuppCft'dt stl~or't but not re-la ted to lhC Cntir1 CWork]eOPd. The , suwmn -Lion cf total AS, lins, also showin oilFi guI'2l' 9-10 pi't'stnit'd a much IbeCtter corr'i-latin on. The IhA achmc'nts range from 206-208lines per AS,, the I)ivisiona1 1)S Coiiipa ni =Sfrom 1G4 to 1.78, and the Corps B3aekup D)SCompanfly with 339 l.ines per ASJ,. Howevcr,the dcl''uie of correlation which should beexpec ted among the various unlits leave much -"
to be dcsircd. The CII-47 Detachment ASLshould be much higher than the UII-1 becauseof the additional complexity in both air-frame and avionics. The Airmobilc Divi-sion, because of the higher populati.on ofaircraft, should have a larger ASL thanthe ROAD Division. Therefore, a furtherdetailed evaluation was initiated to dte'r-mine the total number of supply lines as-signed in the theater to support each main-
tenance equivalent.
It was considered possible that the varia-tions of workload distributions between thevarious maintenance levels might manifestitself in changes in ASLs at the DS level.This would require the summation of thePLIs of tlh operation units with the ASLsof the supporting units. Figure 9-11 pro-scnts the average PLI, lines per maintenanceequivalent for each of the units concerned.It will be noted that the U11-1, CII-47 andOV-1 Aviation Companies are cited becausethey r,'prcsent the units to which the DSIDetachme(nts will be satellited for support.In the case of the OV-1, no field data were
available at the time of the evaluation onithe number of PLL lines authorized the two
9-20
OVi. Comp,1,1sin Viel. nam. The IROAD andAii'mobjlc ])iviýýJi<n JIM, linos COnI-;titIItC a
,-uimisx lion of the tota] number of PJLL linesauihorizcd to the individual kinits assignedto 1t. h)J1vj.s ions•. Sinlcc the re]ationshipof ] ll'; p)li . m lliei na 1 cc c(' llequiva lent iiOl'rm1a1-izes the data base to individual aircraft,there Nvas no I'e(uirent to fultlthcr assess
the diAtribution of lincs by the DS Comn-panic.s within the Divi sions.
PLL Lines perMaintenance Maintenance
PLL Lines Equivalcnts Equivalent
UII-1. Avn Co. 935 9.3 101
CII-47 Avn Co. 355 10.3 34
or-1 Ava Co. Not Avail - -
ROAD I)ivision 2479 23.1 105
Airmobile Division 8195 164.8 49
Figure 9-11. Average PLL Lines per MaintenanceEquivalent
The relationships of the number of PLL linesper maintenance equivalent between the Do-tachments and the Divisional concepts appearto have no correlation. However, when thesedata are summed with the average number ofASL lincs per type field maintenance unit,per maintenance equivalent, a very signifi-cant result is obtained. The following
9-21
__ __
constitutes the com,iplete summation of allASL and PLL lines per maintenance equiva-lent by the maintenance concept:
Total Lines per
MIaintenance Concept Maintenance Equivalent
UH1-1 DS Detachment 307
CII-47 DS Detachment 242
Airmobile DS Company 213
Conventional Divi- 283sional DS
The Airmobile DS concept now has the lowesttotal lines per maintenance equivalent, afact which would be expected in the casewhere support is being provided to a rela-tively large population of aircraft. Itmight be expected that as the populationof aircraft being supported docrea.ses, thetotal number of lines would decrease, butthe number of lines per maintenance equiv-alent would increase. Thus, the ROAD Divi-sion, supporting approximately 100 aircraftas opposed to 400 in the Airmobile Division,has an average of 283 lines per maintenanceequivalent. The U1H-1 DS Detachment concept,supporting only one company of UII-is, hasan average of 307 lines per maintenanceequivalent. The differences between theUH-I Detachment and ROAD Division are notas significant since the ROAD DS units aresupporting a multiplicity of aircraft type,model and series, whereas the Detachment issupporting a single type aircraft.
In the case of the CMI-47, an average of242 lines per maintenance equivallnt isrelatively low in comparison to the UH-l,
9-22
U
40"
"particula ]y sincc this lh aula',l;iicnt ,;upports.: a siiy'.1 type of aircraft in compallny siz11i t z;. 10VoweVer', j t IMil' 1t he rl' e'lmlelr' d that
tilL C01--47 ha,,, U-cn Irovided ai specializcd,btpply sopport paocclur( , and althiougli theIc tuak '. J1 umt of Ioc'l; i jn not rLflcctedin this , the total lnu.II"br Of Iiines of sup-porl have apparcnily been reduced by theSupply sy.-stelm.
OiOn 1ti ba'i,,j of the evaluation of totalhulie . required to support a maintenanceequivalent , there were apparently no si.gni-ficaiit differ'et,,e; in s-pply requirementsbetwcen all)y of the mainiClca nco conceptsover wha.t might nor.'rmally be expected ofroutine procedures. In othe."r words, theadoptlion of the Ictachmcn L concept. did notsignificantly reduce the total number oflines rcquiocd in the support of the air-craft from what might be expected for the
normal reduction in the actual size of theaircraft population. However, the veryimportant fact that the distribution ofthese supplies might be changed among thevarious levels in accordance with local-procedures rather than a concept itselfis validated. As an example, the UtI-1B is ssupported at the Organizational level with101 PLL lines per maintenance equivalentand 206 ASL lines at Direct Support. Alter-natively, the C11-47 is supported with only34 I'LL lines per maintenance equivalent atthe Organizational level and 208 lines AST,for maintenance equivalent at the DS level.This infers that in the case of the U1i-I,the PLLs at the Organizational level. con-tain many similar types of lines that arenow being provided at the Direct Support.eve) . Insofar as the principal techlnica,.
assistance is provided the Chinook at DS
9-23
a sql~i toJVoU that the work-Ioad ( di j si I) tit ion iiin I h~se a reas t have beenI-dli ft ii! fi'u)IIiOg 0t-mia I jo2IaI luvel) to thleDS 1 (L~~i
SUMM\N hY
On the i)L-~8Of ths~al5 it appe)~ ars-that there- is no sign' ii ea-.nt diifference inlth liispply po-A ure., or1 x-cqoiremeonis amongthe 1k Iac(illacielt co-cepI , the Conlvenýt. onlalMa] Utc(Wan fleconcept , or the Ai i'iiobila 10con-
ep.Of couiYsu, 110 at teiqpt has been madeto eval~ualu( the quia nt ly of each line10 itemwhi ich is autbor i :'oo the var-ious ma nlie na 1100c
I n it,,. However. s'ince t he fl01rilala proceduresare foillowod wilth rvgard to establishing anauthori zed stock. ge i~temn wol the basis of dle-mand , i t mil be. aissumc~d thalt the totalquilnt ii-y aliLd dollar inlvcsýtmc'nt will be qppro:ximal.ely equivalenit. To go bcyond thispoint into the actu-,l do) lar value1 Of thestochag-cs would require a depth of investi-gat ion which) is beyond the scope and intenit
of this analysis, Hlowev Cr, it is Conceiv-able that a niarrow penletration into thisinvest ig ition mijht reveal the cons-iderableJ-1 at on tl.la) dollars riiedfor tho
suport of the concept and is rcicolluacndedas the subject of future stud-Ins.
9-24
CHA913TER 10
CIIAPT1I; ]i 0
11IECOMMEI-)EI) CONCIP i'S
CONCEI'T SUMMAIIY
The rc.su] t of thi:s study have displayed
the superiority of the Det achmient DS main.-tenance concept over the Conventional andAir,,obile D)S concept}s. Based on theseresults, the following concept is proposed:
1. The proceduel'C of assigning D)etachmentsto non-Divibsiona] "COIpa"y-strength'aviation units for the DS maintenancebe conwinuecd as a gcneral policy ratherthan as, an exception to the general rule
2. The administrative support and supervi-sion of the Detachment be provided forby the parent organization (augmented asrequired) upon which it is satellited.Since the DS Detachment would not be re-assigned to another parent unit, itscapability should, in fact, be integratedinto the basic company thus eliminatingall Detachment overhead.
3. The current DS maintenance provided theAirmobile and Conventional Division main-tenance concepts be reviewed to providethe Detachment type support to companysize aviation units within the Division.
4. Where number of aircraft assigned to anorganization is insufficient to warranta Detachment, the organizational struc--ture of that element of the tactical armbe provided Direct Support capability ina Detachitient assigned to the next highercommand level, i.e., a Battalion LevelNX ýhment rather than a Company LevelDe,.,chment. In this case, the Dctate,.imcntwould be satellited on the Battalion Head-quariers with adequate augmentation toprovide administrative support. to the
Detachment.
10-i
5. A DSh Aviation 911tnaceSppor-L Un1itbe a, iiidto ca cii A i r'obil1e or Con-VeiltIiolia I ROADI D)ivi s ion ito provide back-up support to lthe IDir. et Support Detach-1nv"mt and to Support aii.Craft niot support-edi by a DS Dotachmeint . The organizationand strengthi of such a unit should berelated to the total anticipated US work-load for aircraft assigned to units in
lesthan COmPaniy.-Strcngthl n1u11bers. an1doven] ow Detachment workL
6. The af;signlucnt of a D)S Aviation Mai nte-.nance Support, Unit to the Corps area toprov'i do ma intcnalice support for noni-Divisional aircraft. assigned to units inloss than company--streng-th levels and toprovide for the a ecompl ishmenlt of resld-tial backlog worlk frow the D)etachmnents.The strengthi and orgýanizat.ion of thiscompany shoul d depend on Ilic. ant icipa ted
¾ workload in both areas.7. No consideration be given -0 the assign-
ment of a DS Avi-ation Mainltenance Comn-pany to handle any residual- backlog oroverflow from the Divisional DS3 mainte-na nce function. Experience indicatersthat the types of work being- sent to theBackup DS Comipaniy are extuwsive repairrequirements, or repair all.' test, whereequipment may not be available withinthe Divisional unit. This samec type ofmaintenance could be performed by aCorps level GS Ma intenancec Company.
8. General Support capability be providedin accordance with present procedures.This unit will also provide Backup DSmaintenance to the Divisional and nion-Divisional DS uniits;, as required.
9. To p~rovide for potential deficiencies inShill level availabili~ty or in rspecialprob~lem areas, tech assistance teams beorganized by the Divisional maintenlance
un~~to periodically review the accorn-
lO.-2
p] IiIshmc-n ( o e li Le 3 Pch aS lchiae.:t th I1roug;h
jiel1d vij" t.;ý The prijilmary tIrl).pse oW
the tech assist ance joints will bo toprovUideIC on-s;ite asst1ance iin problem
areas r vwhclre ieth; ])DachiXlnt im.y not have
the technic(al capability. They are not
to 92'ovido additional DS capability in
i1wih roidine workload of the units.
10. TIc direct exchange program prcsentl.y
bcin.i operated by the DS Companies Nvith-
in Vietnam be! maintained under the same
procedtres by the Divisional DS Conmpa-
nies, to thl exicnt feasibl.c, consider-.
ing their overall -workload and potential
capabilities No attcnipt should be made
to introduce tihe DX program, into the Do-
taclimeunt concpt due to the limited work-
load capabilities of the Detachments and
the relalive dispersion of these units
1i comparison to the DS Companies at the
vivisionlal level.
In general, the concept 0- the organization
recommended above i.•: to take advantage of
the superiority of the DS maintenance Detach-
erent where aircraft are assigned in adequate
numbers to warrant the adoption of the prin-
ciple. Provision is• also made for the sup-
port of those aircraft that are disperse-A,
i.e., assigned in very few numnberls to eachunit.
Tile next stop in the development of this
concept is to demonstrate its possible ap-
plication to maintenance units presentl.y in
existence in Vietnam. The staffing require-
ments of the Detachments required for the
support of the Divisional aircraft will be
compared to the present maintenance units.
Additions or deletions of personnel required
as a result of the application of this con-
cept over the present force structure will
be noted. The results of this analysis
10-3
will po)-tvay the actual advankto:.c. ei0 thel),'tatchiIRc t Colc(pt over 1lle Colvcll•n i()fll.
and Airmohil e coiiue1 •t s as ap)plied ill oper-atiounal coiiditiown-. The uait s to be usedas exa�mpill t•n h; devCOpICI. will bethe s•t; Cav;tlry (Airmobilc) D)ivsion and
till 1st Infantry D)ivision opcrat inj; ill
Vietnam| in July 1967.
EVk1,OI,,INT 0"]OF DS EITACID11NT CONCEPT
• ~~~Orgta nizat/ion..
The first steps taken in the developmentof the concep)t wore the detailed review ofthe organizyation of tile 1.st Cavalry (Air-mobile) Division and the 1st Infantry Divi-sion; the identification of the aircraftowning unit,; to which each provide support;and the total numubcr of aircraft by type,imodel and series assigned to each of thesupported units in July 1967. In the caseof the Ist Infantry Division, the Division-al aircraft NVUre distributed among scvenorganizations, in addition to two aircraft
Sthat were authorized E Company of the 701stas float and/or for their own use. These
units owned 99 aircraft of which three wereOV-1. 44 OI1-13s, 28 UII-1Bs and 24 UII-lDsas shown in Figure 10-1.
The 1st Cavalry Division support was identi-fied by the particular Maintenance Companyof the 35 TC Battalion. Company A of the15th BRittalion, afs shown in Figure 10-2,
supported a total of 65 aircraft assignedto six units. llowever, it is notewurthythat this unit was supplorting 57 CII-47s ouLof tho total of 05; of the remainder, four
were O-ls, one U-6, and three OV-is.
10-4
00I
0 (n 4-)
C) ri 4- c'- )
C11 I
C') C.) P )a
G ~ 0 0 )dH 0 CJ ' )
cl $1-V
ClO- QC) c- c) u
tD- a)' ID o o4-LO Hr H t Ho t-I G) H 004
C,0 0 0c coo0 0(D
U) . L
rti C %~C ) 4-1 4O
C')~C CcCO 00) uOH0
ccr ' O 00 to wu
CC'.
0H H4 >~*i
f ci 4J -j c
W,- V 0 'o. 0 U- V ) I2>
ds V c)'-. V l aN 4-1 N 0 > . *~ (
0' V Wd V 0 Q) (n0C) V) 0 C
cl ~ - -- I rl H ~ v
HC') C") m*
10-5
f. , i. )
d,.) C) r-4
C) V C) *
.H V) '01Z) 144 d
m c. cc '$4~~~4. r- ) 0
(__, 'Hi U- ) V)
IDI. -0 C') eIN cqCD a t 0NC t- H HCD 0 P4 )3-q
~~, HC U)0
CtJ P4 -1 C)
N- c-r~ C14- C')tC0D0V~~' H*00 1 o A c
- 0) . H . ( 0
-r v\CI cl 0 - v 0
Cý C to H <cl rl*0~
U) -,
.pH Ar) lit 0O >"C)'
(4-4r- 4- .0r--jC C 0
H
V)V0 4 riC rI43U
C)' Vý H"0' 4-1 C- C) It'v 0 ' 0 '- 0 C) H 94 t * 04 C)
"-I0 00 a~~'
10-6
~4- rd 0r rCd
-~C, 0) >~C
C,4
0- 0 0
0~ LO U) m
+- ) u SHU)-
o~ U-4 H C- 0~ 10- r- )1 0r acto . r-4
- - -C) +j
r-4C~ic>l '-0) r-q 0In1'i ) to
H H Cd
CH c-I E" r r)4);0c ) I I I I I i cI1)
04n
C.)0 HL' III
(D >- t
'14 -4 t )-
o 0) 0-C03 t-4c
H~~ 1 0
rf 7
r-1r
C) +1 r-4&) 4-*) r- (dCS U4JU a, 0) .
V- r0. H)
44 V-4 r-
0 V z44C- .-4 M4)0 0oC .. ~H 4J .)
Ed4 P0+
100
_;rs H1 H ý w4)C 1
(VL 4-)H
0C) C1S
C-i CO r- 0 00 Cd 9*0- .~1 4-'cSC: . -
IOLC~c [Q-)) r IL
V4- CrcI
N 4-) -) -- 0
'i-44- > *~J
0 C
-4 C
I~ III li rl0I
v- 4-I
W I- V-40)
0 W 0 r-q~ *41 FI -r W .
of o b o
IB
CoJI); y IN. o i Ih I ' I Sth 1 ,at ta1 n) I (as I how,nill gr "JO• ] 10-3) NLljp)01't'd a total o0 135
a i 'c tJ(1 I I Ili t .o O1•W ()Ig oni s. I IJ ) a111n ir-era. It compwi j,.- d 2ýU- 011[-.!3:4, 10 U11I-113;, 12
UI -- ] .I;, ,3 I 11-3.i1)i ; and 1: , li- ll;
Company C of the 15th lat Il U1ion (SeC rigttre10-4) sýupplirtmcd a total el 127 aircr'ift for15 oviii ng units. Thesc aJrcr'taft consistedof 12 Oil-.]z;, 33 UII--1Ilh', 20 UtI-ICs, 62UII-] h)•;,
Company 1) ol the 15th TC Bat-t lion (see-
F}'iure 10-5) supported a total of 127 air-craft for 1-0 owni.ng/ units. These ai rcraftconsi•sted of 52 Oi.-13s, 18 UII-113s,, 18 UlI-iCs,34 UJI-11)s and 5 UII--llls.
in total, lhe 1st C';valry Division had atotal oi 454 aircraft. These aircraft were
supportcd by f'our' DS companies, each ovgan-ized under the samo TOE. (TOE 55-07T).
The above fj gurus demons t rate the relativedenlsity of aircraft. assignments within the
two types of Division. It will be notedthat in maliy insi tnevs, full size company-strength units appear in the Divisionalst.ructuIce. Powevc'r, thcre are itally organi-zations Which have very few aircrafl , (fromone to five aircrait per -ompany). There-fore, to assess th(: Detachment confx.gurationor organization lwcc,.esary to support thelarger i unit, it was necessary to norm-alizethe total support requiremontUs on the basisof the number and type of aircrci ft beingSuppolrtvd. In Chapter 3 of Ihis Report,the concept of the "maintenance cquivalent"was developed, and the normalized values
pres(.ented for each type, model and seriesof aircraft, for each level of maintenanceby the particular concept, indicating the
10-9
c, 'A Cf)~.4-' C.,
C-) 4- (1r)4Jr
S., -1 C.
H
";r4 C 5
+1o----.-- ____- r-4 +
U) . C) I r
Ce4 (1 ) 4.
(n 0 ) or CD . .C) N Cf) 0)1 Y
dCi~ 0 D r- (. trff0 o 0C ACDNQ -
~4J
.1.0 LO.4-'~~~ HO HC~ ~ -
1- H Q---- t-. 4H C) PV H r4 (Dco c
M4 'n iii ri i ,
C)I X)CIi 0trC CO C
< 0
V C-4C'I)- Id ::III
CC0I o > I
C.)~~b C))0~ . f
G" cCY ) -'t4 Ul V C']j-VJC) G' l -:C) Q\H~ )
CQ ro~ ) 0 CC.i VC- N Cr: !% J C)4 \ 0 C)dC)~w * i )
:10- 30)
o C)
vJ C)
6U4~U~ V)U0 (fkC) 4) P-1--
U)~ C)) -
ý7;l -4 v -4-C\ Of) C)
r. --l H 0 C) C4L 'C~) c r
.1-~+ .00 0C. -
$4
C") U") -4 104 L) 4-
CNC'~4-) C'c'l
C0)
Piýc'' r- V-q (S) riCD0O co Go vT~- r-q m0)i0 Q~): t- ZU)L d
I- I0 * - 0U
:3 4-)f U) *s-4
co _ _ t- SL 0>
v C-) Wq 0
~fl IC)
C) I .) *r4
ON ~ ~ ~ ~ ~ ~ ~ ~ -v ) L -lQ V C1 Cl c .
4--I N I 0 4 -
0 fo C) r- w , -4 <
M. -110
00 r!I I I4- 0- 0O
LO -ri 0 43 r-A
0>
4.- > W
0 A C)
(L C U C) W) LOH -0 Sý
C, $i C' CO N C") C) O L)4# *-1 Cj 0
0J) 01v N CoI v COD0 1'-C'C NODC co 0 0on ODCO 0 -qc'4t1..
4. CD (Oi H IDH HO' L' a
10 +
0 rl d
I;- i i ' 0I Ij 00 r 0 -"" I IýVv4)ý
(-4 L- - - -- - IS I
C-) 00O to-') 02'N OC'9oI (v~ (i T.00
9111 1 . -P U) S-i
* N H r4
___ __1 00Ocr .
C;. ii O
k ID 4.3
fii P.C WJ 0 IN
(0 * -. ... -Q4 , u
VOOC r0- '. C'JH~~C) C)~o~.I0
0
o ) C) C)
-, ., g Cl
(I) *H C- cl
r.! ,. 01 w 4J
0 p-.C):: t, C))
0r4U 0) 0)0 0
ol pq 00
ch m Iz410 to N-v0 N'~ v o -4 un 0 Cd &H
or.10 *0- ODt * o Y 0c
4-) C) ce) QO d 4-)0 W z d
*r-4 r-A
cui
4-);.k P4
4~~~4 04C 1
-L) (D fL.0 Oc O f-00 tO)0 IN v 'l U). Z0-r- l -4 "3 00< w r
cjI .C 'H 0*H t-I 4J E') Hr-
I;H kH U)I.-C' - _ _ -- -U
00v G ( 0 to~r H- .4 0 '00L -it- to L- -4
-0 L) cC) cn U2
+) :TA CC) 4-i 0C3, 0 'l-4 v010 L.- 01 C) 11H- V 03 4-C o C) P, *OC) m 0 O0) r4 *0-) 4-) 0)P Q -4
CM 0 IC)P 0 Wl01
10:-33
0 ,- c-, rl
4-) C) r0 4-) 04''
*d- U) :1(4-1 -rq C) z -- i
X C) 0'- 0
.. -'C) S..-'1C/) 0
__~a - - CU)~
U) --q f) 4 '(cC(C ) ýHDQ t- vCo' (L) *
-i m0 CO N .to c)G ' d)P
H 0)0)
0 ~0+.
4-)~~ --A C)wC)0 l 0 ( v f ) dO
<__ c~d H
-c_ _ U) r-
PHcv CtoI I *' ;-4
1-i rL
liO 00) H )N U)2
N*Q0 H m ) LO
0 0 c0_______~~ ~~ ______>4 4- )
"0c~ C'(D 0 -'
Ill r910-34~*
0 C)
.1' .!2 -H r I
0 1 0 IIiic: i:~ i
__a)
C, ý- 0 t4-j C)r
4-3---4-41 C
rr4
H.O ~C) 4 q * r
-'5-r- CC0C4 HO q
__a 1j. It- U) r.
0) Cl
r" f.
C4 T3
.i-) r0 .0 ()-
Wo 0 -HI) 00 - 0 r,4 C)D.
(c 0 0C HOI a
*1N-' ri to H C) () 4- -
t-t' C")c c~~ XI 00
'A 0 G cDr-q jo r- r-1-Y cl C\i LII VN,. j . V I C
%H - 0I _
Ic9il 'l oc cto- t0 N ) Q l G Di
NH I CIDC 0)~ HcOC t- Do
J!H r H
U0
") t- O'Q C) (D IO O1
L) CV)
N 4 -4 3 So0 ;
1.0-C6
degree of backup being provided each of theconcepts. Using the maintenance equivalentscited in Chapter 3, the potential workloadfor the support of each individual companybeing supported wvas then established andrelated to the actual man-hours per monthwith these maintenance equivalents repre-sented. These data a"-- rnpear in Figures10-1 through 10-5 for the two Divisionalconcepts.
Once the total potential man-hour supportrequirements were developed, it was thennecessary to establish a basis for relativedistribution of DS maintenance personnel inaccordance with this distribution of main-tenance requirements. A review of the TOEsindicated that the DS Company assigned tothe 1st Cavalry Division had a total of 215maintenance function personnel of which 182were direct labor (aviation mechanics) .and33 were inspectors and supervisors withinthe maintenance function.
In E Company, the 701st Battalion (support-ing the ist Infantry Division), organizedunder MTOE 55-89G, 142 maintei-,ance person-nel were assigned, of which 129 were laborand 13 were inspectors and supervisors.
On the basis of these total personnel spacesauthorized the Divisions, a distributionwas made of the number of spaces, pro-ratedto each of the companies being supported,based on the man-hours required for the sup-port of the aircraft assigned to thoseunits. These data. presented in Figures10-1 through 10-5, reflect the total numberof maintenance-function personnel and thetotal number of direct labor men in themaintenance function per unit. The differ-ence between the two would represent the
10-17
numbcr of inspectors and supervisors which
could be likewise attributed to the support
of the individual units.
1st Infantry Division Organization
The a)p].ication of the Detachment conceptto units within the 1st Infantry Division
would be limited to only three of the total
of seven aircraft owning units: A Company
of the 1st Aviation Battalion, B Company of
the ist Aviation Battalion and Troop D of
the 4th Cavalry, a total of 70 aircraft of
the 99 authorized the entire 1st infantry
Division. (See Figure 10-6.) This break-
out is unique in that the aircraft owned
by the units, other than the three companies
referred to above, constituted the equivalent
of another full strength Aviation Company
with its 29 aircraft, all of which were
011-13 helicopters except for two ULH-lBs as-
signed to E Company of the 701st. (See
Figure 10-7.)
Applying the general concept above to this
organization, a separate Detachment would
be assigned to each of the three companies
above and a fourth Detachment assigned to
Battalion Headquarters of the consolidated
maintenance battalion, the 701st Battalion.
The primary purpose of this Detachment would
be to provide support for those 29 aircraft
assigned to the five units (four operational
units plus the two float aircraft presently
authorized E Company of the 701st). The
total implication in number of spaces re-quired in this concept will depend to an
extent on the organization of the Detach-
ments themselves. This will be dealt with
later, after a complete review is made of
the type of Detachments and number of air-
craft that each would be required to support.
10-18
4-)
C
~~ 4J
C; c ~ c) C. c-, C
0 C
o C C" C14
C\I p
aV-1
4.4-)
C,,
C4)
a4-J
4-) 1
'-41 C - 19
Uli t 0\'-- (I~1 O' . T111]i UII-]1D A/C
1st Bilvg;dQ 6 - C
Div. Ar1lr 0 - - 1
E/'/is 0 1 t 2
Tota 1 27 2 29
V~ircal'tin JuIl) 39G7f Fi uvc! 10-7. JIt Infantry Divisi on Airc(raft
I As~gntiin t~iNon-Comipany Sive-Aireraf t. UnIit.-;
le-L
ist Cavalry (Ailrmobile) Division Orfganization
Applying the Detachmeent concept to the istCavalry (Airmobile) Division, the basic in-formation in the organization of the Divi-
sion was presented in Figures 10-2 through10-5. However, to recap the application and
its potential implication, Figures 10-8 and
10-9 present a consolidated listing of theunits assigned to the Division, identifiedin Figure 10-8 for company size aircraftunits and Figure 10-9 -for companies withless than full company size aircraft units.It will be noted that there was a total of17 different or'ganizations which have suffi-.cient aircraft to assign a Detachment underthe current concept. The 17 units would con-tain 354 of the present 454 aircraft assignedto the 1st Cavalry Division as of July 1967.It will be noted in Figure 10-8 that someliberties were taken in the grouping of or-ganizations for purposes of investigatingthe Detachment concepts.
The aircraft assigned to the Headquarters,Headquarters Company of the Assault Helicop-ter Battalion are assumed to be supported bythe maintenance unit assigned to Company Dof the Battalion since, in actual operations,the two are usually located in very closeproximity. The troop carrying companies,Companies A through C, might well be dis-.persed. In the case of the 1st Squadron of
the 9th Cavalry, the Headquarters unit wasassumed to be attached to the same Detachmentas Troop A for purposes of the analysis. Thiswill be cntirely dependent on the proximityof the Headquarters to the other two troops.Since each of thr' three troops of the 1st
I: Squadron had roughly the same number in typeof aircraft, the inclusion of the -leadquartersunit with the Detachment from the troop
10-21
i U. 1. . 4
C; CJ C. a r
00~ w-0 (D cy .1) ~
t 412
df
4-J
4(1
I
C) (n
~~J cccccito 0 v.) V)
ý) 4 b
UU L-)
S10-2
""3 u: f : I F 1 C 1: C: r 4-
f, cl (-5 l 0 dC, CC; 0 0 0-C
I I 1 1. J. 1ý
-v u 1-0Nzi
0I I I I I q II ri I--I
CO U)~i C[ ) LO 0 :ro (.0 CD ý t. C
1--
'-4
I II I H C' \ qI C >
0- >1 -
H .0
I~~~~- 0 >)) 1 ) C 0 H H CCDIL r:H H
4-)0
___ ___ ___ __ U) z
o S
r. CI N IN 41v--I --- CD (0.DI CC.D C')ACl l > .
cJ --- '-4 5 IL0 C) t
0 M0 G) .) )
H -4-'F-4
I I I I I I I I I0-23
II
II
(U m
I I II I I C.) CO v I r-4 H I vV )
____~ ~ -.- - - - - --- 4 C)- N
H C H
c -U)
H ~ ~ CO co
HH * 0
I~~~ ~ Iz 0 ' ' 'j
4JQ
C) 0 0)H c! C C, : I. ci C9 C) I C ) C
-I - q c N V')
-1 __._ '-_ _ _ __ _ _ _ _ ", 'H 4J 4- V
I, I, I-1 a < r. I) n I I P ~
302
1,,
closest to the Headquarters could be an
on--site decision.
Application o:U the Detachment concept to the
Ist Airmobile Division affects approximately80 percent of the total maintenance equiva-
lent capability of the Battalion. From Fig-
ure 10-8, it was noted that the 354 aircraftrequired 132.27 maintenance equivalents for
their support, while the aircraft in lessthan company size (Figure 10-9) required33.93, a total Battalion capability of 166.20
maintenance equivalents.
It is now necessary to investigate the as-
signment of Detachments to these units, inlight of the distribution of aircraft to thecompany size aircraft units in the Ist Cav-alry and 1st Infantry Divisions.
Organization of Direct Support Detachments
The application of the DS Detachment con--cept to the 1st Cavalry and the 1st InfantryDivisions required that new configurationsof the standard TOE 55-500 series be devel-oped which would be adaptable to the alreadyexisting tactical units. In the presentTOE 55-500, provision is made for a Detach-ment to support 25 UH-ls (TOE 55-500R).TOE 55-500E provides a Detachment for thesupport of 16 OV-Is, in conjunction withTOE 11-500D for support in the avionics andelectronics. TOE 55-510T provides a teamfor the support of 16 CH-47s.
The initial step taken in the applicationof the Detachment concept to the Divisionwas a review of the actual aircraft
30-25 £
assignment by unit as previously set forth
in Figures 10-8 and 10-9. The units thathad less than 15 aircraft were consideredtoo small to warrant the assignment of a
Detachment, and would be provided support
by one DS Maintenance Company o-.ganized
undcr TOE 55-407T (the present DS Companies
assigned to the 15th TC Battalion of the
ist Cavalry (Airmobile) Division). The
other aircraft, presented in Figure 10-8,were considered authorized in units large
enough to be assigned Detaclhments.
A review of the number and type of aircraft
assigned to these units, together with thoseof the 1st Infantry Division presented in
Figures 10-1 and 10-6, indicated that UH-l
aircraft were normally assigned in three
ranges: 8 to 12 aircraft, 15 to 20 aircraft,21 to 30 aircraft. The CH-47s, with very
limited exceptions, were normally assignedin full company strength of 16 aircraft.
The 011-13 was assigned in groups of approxi-
mately 10 or 15 aircraft. The OV-l heli-
copters were assigned in full strength com-panies of 16 aircraft, or in units of 3 to6 aircraft each.
On the basis of the above, the TOEs for theDetachments and the DS Companies were re-viewed in detail, identifying the MOSs andgrade structure within each required tosupport the respective number and types ofaircraft, and a modified TO was preparedfor each of the above groups. The actualmaintenance function spaces recoimnended foreach of the DS Detachments is presented inFigure 10-10 for each type of aircraft bythe number of aircraft being supported.
10-26
(I)F' r C~l I H I ~) C ~C.) I I II II I I l\ - -
00
CI 4-)
-q I.' N- ) r ~ I I sI C l- I I I I I r- I I I I )
0 0
-I, 0.(j) -:a)
H H 4-1~~* I I ý I I '1 I I 0I I I I--I H I I I
u- I A 0 1 r4 - e1- H- H4
U) 4IJ 4~
C)~ CCI~.- U4c 1 -
-A -A 0" ) 1 1 1 r
co -
IC) r r-I' .) N Cl o - \ Cj N C4 v C) C ' -H QC)
00
C) c)) w C
0 u
*I ( I I I IL .. t CD II O CL tvI
10-2
14 -4 H - .C C
.1I i ' 4 14 -A N .4 I I 1~r 1- -4 w- a)(0r .
C) C'
00 0
UD b U
H 0
CS) C'l ClN .- iH r- Hr-4-I NC')' V~~ C ')N.H I I m 00C- I (D
I. ,)u H V V I 1
Cf) I ) l N H H H- IH -I~Ž I I II H 4
leH)
1 H r-4H H4 HI4 1 - r-I I HH I I 1I H
M 1- 114i' 10 %4I 'JLI V' VL i ., qLO-r 4- kl W~ W WN W 4W 4W
Q) 00 0 C) C 0 0 0 C0 bfl4 't C4 C14 cxi N' c' c' e '
C) c ý C') c0 co 0 C3 C0 0)
10--28
DS DETACHtMENT CONCEPT APPLICATION FACTORS
Application to .st Infantry Division
The units .ithin the 1st Infantry Divisionhaving sufficient numbers of aircraft towarrant consideration for Detachments wereset forth in Figure 10-6 above. Includedon Figure 10-6 was an indication of the rec-.ommended teams which could be assigned toeach of these units. Figure 10-13 presentsa summary of the total number of teams ap-plicable to the 1st Infantry Division. Itis noted that a total of six teams would berequired, containing a total of 170 mainte-nance function personnel. The administra-tive support required for these Detachmentsis a total of 21 spaces (Figure 10-11).
The supply support personnel must be addedto these personnel. Relating the aircraftauthorizations from Figure 10-6 to the sup-ply support requirements from Figure 10-12,a total of 19 supply support spaces are rec-ommuended, 17 of which are basic supply per-sonnel and two are signal specialists.
In the support of the aircraft assigned inless than company-strength units, Figure10-7 indicated that a total of 29 aircraft(27 of which were OH-13s), required the sup-port of a Detachment assigned at BattalionHeadquarters level. It is recommended that,for this number of aircraft, a compositeDetachment consisting of one 011-13 Team Aand one OH-13 Team B, be used in supportof these aircraft, augmented by a Detach-
S ment Commander with a rank of Lieutenant.
10-29
C;IpI
/CI I i Ac r.-,
0 t 11 l 1-11 i t -c 1
To t. 1 3 2 2
I/Jicr I 3d6d,(,tv Supr 3 o DS 3vahici - 3
~~~~~No. oj \ilt h~ .aai~Iiu
k- I .o ojt Ku. I .jm
I G 152 Sa,-_ Spil . Cik.-,.
*Aut Iio.i-i.cJ o C]-7CN-) Air( alft SLII)Jý]'t
I'illY 3uv' 0-12 . wqi jj1y sullump fu Iv.'i s I ot aci iuu t ifoains;
1 0-3)
M1~ i II cii:1i 1 ký~ A d in j I I 1i,, t I i xt,
T\T( 01j 'i'.,ý1 I1 No ol Tt-; i nt-; sp.1 cuý Sill qiur -I
Vli-] T'J;uii A 3 2
"TcY k II C 36
0 1 -17 Tt , tII
011 -13 'Pint I A 2 284'J ~t~a 1;
O)V- I 'J'-; A 1 19A 2
Tt) 1; 1 6= 1.70 2]
Slp I()- -1at i a 1i iol 1c lll'l
Total.Maintenance Admilnist rative
Typ-wo nTcl m No. of Tcaiws Space! Support
0:1-13 P-atm A 4:4 14 2T-aui ~ 1~{21
~ Inc Iudc-s oaf;- 011-13 'Ieutj A and 011- 133 Team 11 combi nation,a~ithiciby 1 I'd am; 1k Lchuun-nI, Co!niian11der
41 1A 3 D clt chulmcnt Comnum;mIvi,- Auý-memltatiou
1 t OI0- 1:1 !91S nit ry - D)S )e t adCiiA( n t Ploq a irc~incml is, for
(Bas;cd otAii jr t As>;ijtttlel7-lts of Jutly 1967 )
10- .-12
In total, the ist Infantry Division would
then require eight teams with a total of
205 maintenance spaces and 27 administra-
tive support personnel.
The supply support requirements of the Bat-
talion level Dctachment could be satisfied
by six basic supply personnel. These per-
sonnel, combined with the 19 required by
the Detachments, provide a total of 25 sup--
ply spaces in support of the 1st Infantry
Division aircraft. These spaces, added to
the maintenance and administrative spaces,would provide a total complement of 257 avi-
ation personnel required to support the 99
aircraft assigned in July 1967. It is -noted
that these spaces are in excess of the 181
spaces presently authorized the DS Company
assigned to the ROAD Division. However, as
pointed out earlier in this Report, E Com-pany of the 701st Battalion, 1st InfantryDivision, was authorized a modified TOE which
provided for aviation supply functions withinthe company, rather than the consolidated sup-
ply activity of the Battalion increasing the
total to 202 spaces (MTOE 55-89G). Thus, thecost of applying the DS Detachm,,ent concept to
the 1st Infantry Division would be an increaseof 55 spaces.
Application to 1st Cavalry (Airmobile) Division
The units within the 1st Cavalry (Airmobile)Division considered adaptable to the DS De-
tachment concept were set forth in Figure 10-8. Also indicated on this Figure were the
number and types of teams which could be as-
signed to the various units, in accordancewith the number and type of aircraft author.-ized. Figure 10-14 is a summary of the total
10-33
I
DS Detachment requirements to support the1st Cavalry (Airmobile) Division for thesespecified units. It will be noted that a Itotal of 23 teams are required which willprovide spaces for 859 maintenance person-nel. Applying the criteria from Figure 10-11 for administrative support, a total of119 additional spaces are required.
Supply support personnel required in thesupport of these Detachments, in accordancewith the criteria set forth in Figutre 10-12,would constitute an additional 90 basic sup.-ply spaces. Two additional sigi ,l special-ists would be required for the Ov-I aircraftand six signal specialist spaces for thesupport of the C11-47, resulting in a totalof 98 supply personnel.
The total staffing requirements, in the ap-plication of the DS Detachment to the 1stCavalry Division, would then be 1076 person-nel in the Detachments.
As previously pointed out, a DS Ccmpany or-ganized under TOE 55-407T, is still requiredin the support of those aircraft assigned inless than Company size units (as set forthin Figure 10-9). This DS Company is author-ized 331 total spaces resulting in a totalDS requirement of 1407 personnel within theIst Airmobile Division. Since the Divisionis now authorized 1428 spaces, this consti-tutes a potential saving of 21 spaces. Thissaving vas actually achieved by the ulimina-tion of the administrative support require-ments at the Battalion le-vel, which is cur-rently being provided th.• four DS Companiesassigned to the 15th TO Battalion. The DSCompany which is required at the Divisioncan be attached to the Consolidated Mainte-nance Battalion as a special unit in supportof Aviation.
10-34
Total,M.1t i Int m, I wc AdminJ ;;Aral ivc
TNT'c ol 'A':,j T i No. oI J'aw.. ,,.: Suppor t
1111-- Tc'I'ir A 2 42 6Ti;Ii 1 13 ]0 410 50Team C 2 ]22 34
C11-41.7 Tcm 3 189 36
011--]3 TI.,eam A 4 56 8Team B 1 21 3
OV-I Te;an A 1 19 2
Team D - - -
Tota:1 23 859 119
*SCe 1'iIgure 10-10 for Team Structure*4-13a;d on aircraft aP-:signmlcnts of July 1967
Foigurc 3-0-14. Summary - DS Detachment Requirements forist Cavalry (Airmobilc) Division**
10-35
Ch 1 1;1 S'ý ill a i 1(i'l t .a~iiiin ' will ,of
cmlr.E1''v COlail(' the~ total -q).ue rcquiiireiiit~s
10 1.1' 'W'ion of '-uppoi't leýilc y type
lilbecn obtained of Dltaihnatn: ceandiSupportn-
istrative and overhead personnel, oin theba-,is that stiipported units wvill provide sop-port inl the. areas. It is believed that addi-tiona]. savings could be obtained by actuallyintegralting the Detachmeont into the supportLed
unit organizational structure. Under thisconcept , the supported unit would be re.;poni-sible for providinig all Command, overhecad anctadminis tra tive support for the. integrated or-ganization. The precise amount of personnelsavings cannot be stated without a detailedanalysis of Tkhe specific job areas involved,but it is estimated that from 25",0 to 50"' ofthe administrative support personnel rc quire-Piient cited above could be eliminated. Appli-Cation of this concept to existing Detach-7
mnents as well as recoitimnendcld Detachments forDivisional Aircraft support would, it is be-lieved, reduce total personnol requirements,in Maintenance Uniits in Vietiina below thlenumber authorized at the time of this study.
An additional advantage to be gained from ap-plicationl of this Concept lies ini the area ofCommand and Control. Inite.grationl will resul~tin the operating Unit Commander hi,.ving completeControl of all of the resources required toaccomlplish Org1-anizat ioiiai and a high percentage,of the Difrect Support Maintenance required to
3.0-3 6
I ze, ( nc.s.1); 1y.-
. of Ar,:ra'ft zahl.•s Saved TotalA ri ¢;itft. I Di talcunci"t DO it.-ch- Air- PC 1 A/C Datys
']•']p SLlJplo)"tCd 01 hca, mntll InOhille A/C Saved :
U--C 1 -
OV- 1 3 - 83.6 66.5 62.42 187.3
01i-13 64 28 - - - -
UiI-) 15/uiI-1C 68 13 80.1 74.0 13.51 1,499.6
UII-- ])/UUl-111 164 22 79.6 71.1 27.38 5,092.7
CII--17 50 7 66.7 54.8 37.9G 2,1.63.7
TOTALS 354 100 - 8,943.33
(24.5A/C yrs.)
*PCr yc'ar**j3a.;cd on aircraft assignments of July 1967
Figure 10-15. Potential Impact of DS Dctachments on1st Cavalry Division A/C. Readincss**
10-37
' I
Pr,,
No. ol Aircraft I Iates Savcd 'Tota:l.A'irurafi c 11)c 'h11c'ji[ IIDOtach- Air- Pcr A/C Dayn
Tpe SUi1))or td 02 h0rth iweirt Inobi 1c A/C Savcd *:
OV- 3 - 83.6 74.6 32.9 98.7
011-13 17 27 - - - -
UIIlD 26 2 80.1 69.7 35.4 991.2
U11-11) 24 79.6 70.1 34.7 832.8
TOTALS 70 29 - - 1,922.7"(5.3 A/C
____ ___ __ ___ ___ Yrs. )
*PU1'u year1
**B3ased on aircraft assignmenits of July 19G7I
Figure 10-16. Potential Imipact of DS Detachments on1st Infantry Division A/C l1cadincss**
].0-38
support his aircraft. The major require-ments for establishing work priorities re-lated to aircraft mission requirements,control of resources, utilization of man-power and the most efficient use of Organi-zational and Direct Support tools, equip-ment and skills are centralized in one Com-mand.
IMPACT ON AIRCRAFT READINESS
The application of the DS Detachment to the1st Infantry Division resulted in 55 addi-tional maintenance spaces required. In thecase of the 1st Cavalry Division. it resultedin a potential saving of 21 spaces. However,the real significance of the impact of theconcept is in the potential increase in air-craft readiness rates which cannot be meas-ured directly in dollar value when the air-craft are assigned to a combat area. How-ever, for comparative purposes, the costfactors can be related to initial investment.
The potential impact of the DS Detachmentconcept application to the 1st Cavalry Divi-sion and the Ist Infantry Division are il-lustrated on Figures 10-15 and 10-16, asthey would affect aircraft readiness.
1st Cavalry Division
In the case of the 1st Ca.valry Division, 354aircraft out of the total of 454 can be sup-ported by Detachments. The readiness ratesthat were attainable for the various type,model and series of aircraft supported by Do-tachments are compared to those that wereachieved by the Airmobile Division as set
10-39
forth elsewhere in this Report. Assumingthat an equivalent readiness rate can beachieved by the units which have Detachmentassignments, the total potential annual im-plication is a saving of approximately 8,943aircraft days (24.5 aircraft years or 5.36percent of the total 454 aircraft). Thispotential saving can be translated to a dol-lar value by relating the potential aircraftyears saved to the pro-rated investment cost.Considering only the types of aircraft in-volved in the Detachment supported units,weighted by the relative population of each,the average cost per aircraft in the istCavalry Division, Detachment supported, wouldbe $283,867. Assuming, on the basis of pre-sent Army procedures, that the expected lifeof an average Army aircraft J.s nine years,the average weighted cost per aircraft cannow be attributed to an annual investment of$42,652 per year for the Ist Cavalry Divisionaircraft. On the basis of the 24.5 aircraftyears saved above, this represents an invest-ment saving of $1,044,974 per year for eachCavalry Division fielded under the Detachmeitconcept proposed herein. This representsabout 6.4 percent of the total annual invest-ment in aircraft for the Division.
Ist Infantry Division
The relative saving that could be attributedto the 1st Infantry Division would be compar-atively low because of the reduced number ofaircraft associated with the Ist Infantry, incomparison with, the Ist Cavalry Division. Ofthe total of 99 aircraft, 70 would be Detach-ment supported, and the other 29 related toa Detachment at Battalion HeadquPorters. Theaverage weighted cost of these aircraft (De-tachment supported) would be $268,470 per
10-40
aircraft, ($29,830 per year pro-rated over anine year life). The potential increases inreadiness rates of these aircraft are demon-strated in Figure 10-16 for the Detachmentcompared with the Conventional ROAD Divisionconcept. The potential impact of the DS De-tachment on aircraft readiness for the Divi-sion as a whole, represented also on Figure10-16, vould be a potential annual saving of1,923 aircraft days, or 5.3 aircraft years(5.35 percent of the total of 99 aircraftassigned to the 1st Infantry).
At the annual investment of $29,830 per air-craft per year, this would represent a poten-tial saving of $158,099 per year for eachROAD Division in this configuration, (8.56percent of the total annual aircraft invest-ment for the Division). Under the COSTARconcept, with the reduction of aircraft to55 per Division, this saving would be propor-tionately decreased, depending on the mannerin which the aircraft are assigned to theunits.
SUMMNARY
From the above, it is clear that the Detach.-ment concept could increase the aircraftreadiness of both Divisions from approxi-mately 70 to 80 percent. The impact of theDetachment concept on the ROAD Division,with its relatively few aircraft, is muchsmaller than the results attainable by the1st Cavalry Division. However, the increasedpotential combat readiness of 5.3 aircraftyears per ROAD Division is of real signifi-cance to the Commander.
10-41
As a nominal result, the cost avoidance inincreased aircraft readiness for the IstInfantry Division has been shown as $158,099per year, or 8.56 percent of the total air-craft investment. However, the applicationof the Detachment concept will require 55personnel spaces ove.r the total number nowprovided for aviation maintenance support.The 1st Cavalry Division potential costavoidance is $1,044,974 or 6.4 percent ofthe total annual aircraft investment forthe entire Division. In addition, a savingof 21 maintenance spaces can be made throughapplication of the concept, as proposed.Parallel studies should be made of otherorganizational structures not currently sup-ported by Detachments to determine the fea-sibility of expanding the concept to suchorganizations.
1.0-42
* I
'I
ANNEX A
II
ii
Iii
*1IIi.11
ii
ii
Ii ]9II
ANNEX A
MA lNTEINANCE PERSONNEL, COMPAIl SON,ALTEIMIM NAT Vt MAI NTENANCE COKCE"]''
The primwary purposeC (,i 1his arca of iflvcsti-gation i.,; to identify the nature ol person-nel spalcL(s which are autho)-izud the variousDS ulit.s orani zed under the alternativeconicepts, in this study. Each oif the appro-priate TOEs were reviewed and all mainten-ance fuvct ion associaled personnel woreabtracted in accordance with their MOSand grade. Table 1 in this Annex includesthe detailed tabulation of these results.A summarization and evaluation of themaintenance perisonnel within each of thealternative concepts is included inChapter 4 to this Report.
A--i
"4, t) l Hcli
1-4 II i
Ito
0 0 CO
10
I 0Q ) I Io It ~ I II4t0 0
to to
C) 010 C)~a 010 0to 10 s., C) D to0 (D- uld~ CIL 41 N cN Wl W cqN P4 N 0-)N
u 0 0 -cli U)C NC N q Mcq Y e
C) '-4 4 -r4. d U
H *0G0
A-2
Ir c ) I clir) 10 0
iOC ) PIIII III
Cr) 00~
-I tD
1r G) C) II '
a) o n( o ,L -
p 0 C)0
P- Iq Il if P- tO Lo4-
'0 >
r4 E! 0,4-) p :t1 . S, F 0 -> 9r
Et-4 > > N alIC) <
- _ _ __ _ _ _ _ _ _ _ _ _A-3
I- cct ý oI N- C4 4Q9 ~ OD
1 0 1 1 I 1 1 ce q o( 00tU) at)
10 > toII III
1- 0 X I
I to
10 C) N.I I Nq r-I C4lC11 0it) 00 HN\
to 0
to
H 1
1(0 WI (D c co V. I w to C: 0 z )c
Mt toaL)CLt .
(nc +-I 4JII) I 4
it) L) L
I C- H C) CtA-4
1f 0 ':trU _ _e_ -
toII I IIIn00m q
to t
1 0 r-4 r4t
04HH
'0 v 1401
C)r F4 ~ r-.IV 01> .0 1-q bfI 4) t
.Pd a)0r 0C -
4-) 4 4J 414 bf) r--
u U)nU u>~ Hb-r *4OQ4 -)44-1r: a ) z .0r:0
H~:1 U1 )U
A--5
InI
In I I)C coc V 0to (J-)0 H
41 CD0M0 0 0
Ii C) H H -H O
r)G a C) C14 wr-I I (.0 cq± cq t
Lr) 0
Ito II 0 CD ~ C H e o0 0 C)t
u~0 H- 00 H 0cl'~ t) __Lo___n___Da)___ ___CD
II~4- Ob I j
0O
1010 H
A-64
!U
iiic
I0 I< I I - r ' I" I VH
1 0 w 4 q 1 0__
It--
o ,,1r) CO HHH H*54'
Ino N ,.. N -
IIo ~ I -,- " HH-HH c c'• , ' I0t- rI4 PH HH , %
I PH I- ,H H-' P-4 H• IVII I f) H cq
I _.N. C 1
a) to o V t0 . i4 0
C')) CqWW %
Si 0)1 i• i I I I
00 o C4 0 14-0 00)0 -
r- I-D to( . t ot
+ 0 H.• P "4" 0 .•u .,- .d.
A-7
C)c ~ c' C
to 0 0
to II c'
to-4 ec
~to Hn
C4 I- FI r- tn
C4004-
V).
0 d
-A-8
I ANNEX B
I r
[
I[
IL
IJIk
ANNLX B
COM],•ATIYVI EVAL]A'.\IJON, M,1IN''IXNCESUPPO'T m0U) PMEV " AU';IIOR1ZATiONS
In the evau]tat u i ofp ci alized resourcesarid c0lpahilitics oJ)ircc Support ti'ailuteri-
anlee u.i i, Chapter 4 to this hep)Ot , it wa slluccssaii'v to re'vieV, the appiJcable TO]h4. undelrwhich Ilil. Dircut Suppor[t hunlI; lth'Il Wlt'v csampleld during th. study were organizedAll I)S units samp]ccl were act i\,cJ ey nagedill the support of U.S. Army aircraft iJnVietnam.
The selection of items included in this re-view were only those directly associatedwvith the maintenance function of the unitsand/or required for its operations withinthis capacity. Fquipment required for ad-flinistrative, pQ-2'SOnnl1 suppori , logistics,etc., were not identified.
No attempt has been made to order the main-tenance items within any categorization,identification nomenclature, line item:, etc.Rather, this was an attempt to bring togetherin one matrix, a couploeto listing of mainten-ance equipment so tlat they could be relatedacross TOEs as a fimction of their particn-lar role in the support of Army aviation.
Included in this revicw are the nora•e.nlatureof the maintemance. itern, the line item nuni-ber identification, -lnd the particular TOEto which it is authorized. It will ba notedthat there is an ancillary code identifiedwith selected items. Tliis code, used as a
11- 1
"I~
'-11I
b it i for t hII' Cva 11:L t ion o I 0 he ma j or it- e1Sof rc]I;oJu)I('ri t '.'(-) 'ur ill Chapt' lr 4, ha sb ccn vs tab1.is hcd i n thle fol lo¢wi ng c'at cgor-
Code A - Ana .yzersCode B - liel copters:'Code C -Shkel tersCode J) - Shop Sets.Code E - Generators - SignalCode , - Maintenance Kits -
Code G - Tet SetsCode 1t - Tool Sets
Code I - Simulatorsn
The categorization of maintenance i Iems bythe above code permits the comparison ofthe number of typos of items on the basis .
of its primary function rather than thespecific line item number. Therefore, aparticular type test set in a DS detach- .
mcnt might be available in the Direct. Sup-port Compann as well, but identified by adifferent line item number due to the fact
that it might contain a fcw additionLlparts because of the level to which theequipment is authorized. It was considered --
that the availability oL a test set was moreimportaat to acknowledge rather than theavailability of a specifically identifiedtest set w~th a detailed specification of
its capabilities.
This information is presented inj its entiretyto demonstrate the depth of investigationperformed in this evaluaLion of relative
-quilnient as~signmne Ls among the variousmiaintenitnco concepts.
P-2
0>0 00 C) 0 C. 0 0 00 0 0
mCe) 0 C) 0.)0 0l C) 0 0 C) C0000
.1) CO 0 0ni ) C
0 LI ) 0 0C
toC ~ 0 C C) 0 C 0 C l00 0 -Lo r-4
I LifO~ 00 r 0 00N 0 tf)A c 0 00 0l
to I- Hr4 - 9r- -to 0
LO C) 0 HOC 0 Cl 0 l 00 C)
H) CC))
tIC) Cl CYY) to 00 Nl CY) C 00 0) if)0 00 (.0 (C) cq to (D) 1. C4 li NOD c
0- C C) Cl Cl C C-1 mO If) 0) 0) A H- '44 (CDxv 00 00 0C)C 0 0 H- H- H Hq4 to f.0() C (C) CL) (C) (C (0 C (V IO (CD
0ý 0
CD m ~ 4-)0 I
N ( TS' C) V- Wi c a 0 0-'-
c3'l Cl C0') 0 ) p) u C) p 12
Hq cl I cl H r- P4 *H4i E cist-C) ' . I I c) Q 10 4.) co
I~C),- II to, CL a(f Ci to czr: ct 0a) ~ 0:J) *HU) 1- z- 4-l C 0
NI N Lb r- N NW: 41 N t- C) 0 4j ý 0 S ý-If 4-' 4-' :. >, l r C ý, u~ Lto -, (D -, - D -int C) C) H- H O Q) H-f ;_4 r I H -1 -- 4 J - 4-
0 N '- E- : C' d E 4ý C', el I rdo 0 h I Cý H- )ý
co E r ~ .0 :C C: :e, C) C)H v 1 0 v -C) caji
C-4-'
B-3
10L 0 0 00 0 0 0 ) 0 0 0 0 0 .
IC) 00 0 0 0 00 0C'0 0
0 0) 0 C4C)0 0) cq 0 00 HO4
04 L ) C 0 C' H 0 0J 000 1-4 0 0If) -4)
Lr~ 0 HOHHH H H OH H H H 0to 0
Hnt 0 N~ - 0 -: c'q C1 C9I 0 0 C' 0 Noo
0 0 HOI HO H- c) H 0 0 0 0 0
it 0f o0 t- 0 0 m' vj C, D CD(V 4) ce) oD m' v v N) If) t- 0 c'q LO) (
r-I C F, Cc4 P-4 Ho H0 H O- rIr H P- H- 00 .-4c CD to t to 0 V~ 00 00 OD 00 H PH 00 C14
Hj H H- H- -1 H H- .4 I H- ri c' C14 H- C'J
b-4~~:; CD C D ( ( ( D ( D m0( Cd ( N
I1 ) L I I I m0 C
r.-4;.? :g - I " odp< --: t4 ~ -r N N V.) 0d I flcq 4) Fa N H 1-1)~ 0 C
S4J r-4 U) F-' 9 r- .Q ;?4*0 )
I- .c. ., r4 ., rq W C H 4-:R -H ZX H1 I,- w N 4 Y) 1:: wH V H
ofCd 4J 4-3 4-' ;q I-q k I:~> a)00 V0 0 0 0 0 0 0Z 0 r-
0 0 +J 4 4- 4J 4-P 4. 4-., 4.) 0 k
;i-4 4- 0 d c., 0 a C 0)o::If cs $0, k' P, 0 0 0 k +) 0 00
X 4-)' 1-4Cf CC) C4 ~ ~ t tt 0) cl.-H 0C11 -i 1 -4 1- 4 C; 0 ) 0C) 41) C) C, 0 g H 0 r4 .
.,j C) 11
B-.4
0 0 0 0 0 0 0 0 0000 C0 0
10~ ':l 0 7f. -0 -l -q -i -q -q 0 Q- -0-wwIr)CO --
Ir~w 0 0 000 000 0 0 v N 00
lot~-- 0 0 0l C 0 0 0 0 0 r-i tr. N 0 Cl
it~oo 0 -4 00 H- 00C)0 H- 0 0 v~ r-q H-H
Sr)H
IE-4
LO01- 0 0 0H H H- H 00 HO H 0 H Nl1O00
Ho 0 0 00 0 H 0 0 Ld) 00 0
Iii CC) to to '0CC (3) a) H- 0v0) r- H Oa0 I) OD t - t- t- t- t- CC) 00 cq 00 ce m~ H IfO (D
v~~9j H a) 0 )0 0) 0)0) to 0) Hlc Cl ) 0)0M040 0 H 1'' 41 vp lk %4 v If) -44 00 00 0000 00
-4- Nl cq Nl cli Cl 04 C C9 Nl Cl4 Cl cq C1 Cl Cl Cl4t-i IL UD CD tO~ t D 0 O t W O t o w to w. cr CD U:
000o HO- LO ) O
4-' 4-J H) If4 1) M N
d1 0)1 i-' C) c Cl) ma an)
0C r- HCe) rH NCl e) 0 ýr Cl 14 N ;z) m~ l~' /4-) 1 (0 c) ClC) COCC I) C) t-) ý. LO Z CD 0
H E 4-' I- ..1 O (D 0 -H (
0)~ ) *- 4-' 4-P -P4 4-) 4-) CS 4-P 0) 0) 0) 0 QE O P. * - 1- *-4 *d- *-4 *-H H) - 4-' 4-J 4-) U) E4)
~~41 W0 a) 0 E r
0)C 0) 4-Q 0 4 -P 4-) 4-' 4-' 4-) 4-' Cl 4-) -4 r-I *ri -p -iH"C). ýD z*-4 z r- C D Z + 4-3' 4-P *-H *-4
> " "e'- *H .,14 *- -4 ' H '4 * C11 *Hq H- H- H C) 0
d)) ~ d cl cl Lt 0. C3 Q)ttm cl :3 : U) U]
4-'0)
B- 5
wO C)00 00 0 00 0 00 000C
'0) 00
LO~ C) 0 014C 0 0 00 H0 0 000 C.) i.HH
INF-10Ct (D 1-- 0 ci 0 004 H 0 00 ci i 0~10 '0
0 t 0 90 040 N H 0 N HO CH NO CLO H
N 10 OH 0 N H 0 0 H r-4 H O
0) Clj4 OH C) 0 0 0 000CC4 it't- 0 0) CO L O CD t N- 0 ) N- C f)
0) 00 00 CV 0~. 0) 0- v1 .4 0104-J C9 N C' CII C) co) C*) mo () CDW ( (to
cD I t.V W D w t ID rD
N ~ ~ - --v N~ t- 0) C J~
CC I H 0.0 .0 0 n z 01 cq)10 Z C C3I I cd m~ W E-4 -V,
4J :;-In I Cu uci r- cn H- P-4 1-4 i
H3 Ci -H C)-*4 0 r( -r4 -r~ ~ 04 V4 C ) ~ c
k) 0 C) C C44)d
E 4-' W 0 0 0) 4) on00 IL C) 0 4- 4C i C (J.4) H + 4.
* .) P~H mi U - S C d i0- r,4 r4 : ~ S 4 -,-l * HC *.-4 (1 4 .~~
ý (in C)1t 0 cl M, IL C),. 0).~ C ) Q) (DO0- 0C~- aHP P4 P4 M C4 N 000 0
-4 r
+B-
ON0 0 Cý 0 0 0 00a0 0 C00 0
10 0 -0 o o 0 0 C
LO 0 00 00 0 00C)0 0HC 0 0 0
I wLrO~ 0
1O01- 0 0 0 00a 0 00 c'I 0' 0 0 0101
N~l Q0 0 0 0 0 0 00 H- - 0 0 0 0)0 r)HC
00 0 0 0 0 OHH 0 0 0000
m - 0 M LO0 t
HO 0t0 0-0 n 0 000 0 00 0q m
CD Q t wf m1 1010 w' 0'0 00 00 c
g~~Jt C o C11 :;r N, COI bID CO O 0 O
1- ) C CO) ?-I cc LO t- 0O C CO ) r-4 Q
ce) :ý I I N 1 a t
0 ctoI Zt ro r- I 0 vE:. -C 4-1 -4) :1 CD4i
Cd r_ (i) L) V, :iU I IN 0- 00 C/) 0 ~ cn H ) Hr- M O ;l k
L) 0 4 U ~ V) ri 0 /) *4U)= $4 k. . z *.4 to ~
H o q04 .4-4 06 U) 0 4J r- 4 ) * 4 U W S-C)0 +-) U) z r! 0 n 4J v-I 0ý a) I <C ý -
d~~c HC!O .00 u in ; N -)r:j -4 o>S-I 0 + 1 4 0 9
0 En 0) 0l bfl Q W 0 00 0 S-i 0o~ 4U) W ~ ~ 0 0 0 E-ý - 0 E1 U-C '*-+
CJ. 4-N~' 0 4 0 +
~N ~CJ > ~ S.~>e~ B-7 ) L )- 40 ~ 0
I 0 0 0 000Dl0 0 00 0 00 000
~~~~ 0 0 00 00 0 0 0
LO (.4 0 00 0 0 0 C N 0 ~ H '0 NOH
L~O
Ln t- :D 0 0000 NH 0
0000 HO OH
t-O~ 0 0 0 HH OH- C C' H O
0- 0 000 HO C 00
t-t oo V-I 4 H o H N N H CD Hý H m H H
HOC 0 0 o Dc 00 00 NO NO 0H H0 HO0 0 00
(D If) 0 o ID 00 CD to .CD C~D CD (D w~ (D to WD
C)Q co CO vI H CD w t O C - t - C ~
toI CO I 0) 1OC O C O C C O C O O C O
CD H
4J ;O E-4 w ID I ' ý H H. t- "1 to r-40)Cl H - V) co 1 0 "1 O v I I I p 0
04 <-' E-4 :j- Z 0ro E O o 04 rr4
c r~ dC ce IS N N, 0E 0 0 0 000 a)o 0) uf Z ;P, 4
0 C ~ * >. V 4-J -r41 4-' 0 0 cd < < w4- V-) W- cj i$ OU 4 ~ cl ;-j
g P. 6 r4. Q 0 00 Cd
>~ H r -. (10 C3 q-. 4-'). W) 4-) .C) >Vs 0) S-4 0- VZ r- S) d ) >
H ~ ~ ~ ~ ~ ~ 1 P40''P 4 44'I ~ ~H -H C4 P4 E14
Q ~ CO E-' 0ir2
Ol 0 0 0 C)0 0' 0 000 0
C)~) 0 0 0 00 0 00
ir) 00
to 1- 0 0 C-4 00 J4 0 0ON 0 00 N
to) C0C 0 H- H- 0 0 0 0 -1 0 000
t1~o r-1 0 H 0 O HOH 0 0 HO0too0
tot- 0 H HCIA H H H 0 O Hto o
HOo 0 H 00 0
to
i:00 0) C1 to 0 0 t ) t o r~0 C? ) C14 mf co 0 ) V~ N 0 00 HH~~~t tf ~ H i) C- w-C 00 t t.O m'
0- O 1 CID 00 004 0 m m
4.4- 00) 00) Ou C ; C C ) C)CnCr
4-' 0 l 0C0 0 ~ Z -
QO >C c 00 c) - 0< '-" t- I N N m0 w H H H4'- C.) N -to * l N N I I I I
C >i~ 4-' ,OUV) V1 I - I I wH f i 4) c4-) (1) M 0 H -
0 4-) V C,14N -~k $0 ~ 04 4J +)4 4 C) 0ej ce) 4-H +)' 41 Q) 0- "4- 0. " ~ I0 l C$ 4J +1 a) 0 H O 4- 0- 0. 4' ~ C 0
CDt U)4- C) p- s. 0 -4 F 0 0o04 O4Jr- - 0) .I ti) (1 4- 4J +( 4-) H. 0
W) U 1 0 1 0 -IZ r- 0Z IX H> H 4' H0 0 U) 0 2 0 0 &0~t clCt 0 r ON 0 0 t 0
4 -4E- ' E-E- E
4Pr; ~C)
rI~dOO O OOý
0'
1 0 L "1 Cl M (S N Cl) C N Nq C ) 00 0 0 0
'0 0~ - C
S0 (0 1 00 00 00 J4000r- 0 0N 0
In~i a ( ) CO) CD IIIJ to H 0 C) 0
tot-0 qt 00~ C4 m4 r1 100 0 0 C0 0Lo, to H ( .- 4H
C)10 CO N 0 C C 14 N 0 0 0 0 0
0 LO -4 C
too
tot-(D V 10 CO 04 ~ .4 ~ 4 O 0 0-
tot D t- t 000 v V C) C4) N1
0 0 0 0 0000 0 0 0)
41 0 0 0 0 t0 00 00 N1 to N toTjO. 0 O 44 to M~ 0) .I Nl 0 C 14 N -A r-4 t-.r- 0 ,o0 0 I' 10 1 o t t o01 0 0 LO t-o r4.) 'IV v4 v4 qw v4 V4 v4 V NO4 0 N N 10
4-~ CO CO 00 00 00 C0 00 00 00 Nq N CD N91-4 N N N N N N NO) 0) 0) 0
C) C) - U)0 (D2 '
0 H~ E-4 bH C.0~ 4)04 ~ ~ rz C9 C ) $~~
34 cp .0 0 & k
4-)4. k U) P4 ;1 0- 4)
.,I NN...dZvN IL) E- M $.iC) w-e <3: NCN 04N 0
J) ) U) U; (n U) ul ul U) 1 0~* )0 *H*4 *- .u-4 -H* * -I 4-) E- 0
X ý4 . . 4U) X. ~ U)C ) k0 ILI (D +; 4- +; (V4 D +)r4 -I. v-N r')i Z ' 4.4 .- 1 r. +J 0 CH b I 00
0 0 0< 0 0 V 0< w 0~ E I m m r4q *u -- IZ ;? :0 00 0 00"40 0 004 C) k " 0 Cd ) 0 0
E-4 et F-4P 4HE -4 E-A1: E4 P 0 00
4J
P-i -~ Pi P P-a P-i )r4d 4I- 0
ICJI l 0 00 0 0) 0 0 C) 0 0
Qcr o 00 0 0) 0 0 C) 0 0 0
LO0 X,0 0 0 0 0 0 C
V)C) L 0 00 0 0 H 0) 0 0
0 0 0 0 0000 0 0
0) 0~ 131 0- O (D 0 0 0) 0 40 H C
0 O H 0 -1C 0 w ' C'i H Q CID
0 0 00 00 0 )0 0'
0 I
.4-3 I 1*4 ,4 q( .- J ..Q) V.,O >t1 >' ~
4 ) E-4 0-ri H\ if O H O *
I-) V.C/ V- ) C1.H )-Hqc V.-1 0)., -)H 04 p .C+1:, - N i..2 cOO .I0cjH .#0 0 c Oq~ ~
C-4-) 0 000 1 0 ou 0 U0 -,5- ,vEJO - EX "
V) -4 I - li4 C
IOIL 000C0 0 0 0 0 00C 0 0
t4 00 00 0 0 0 0 00 0 C0
Wn 00 -- li 0
I 1N
to~c G-. C- n C 0 0 0 0 0 0 0 0 0
to
00
000 0-C0 0 0 0000 0 0
W1.0 0,100 0 10 0 0
HO 000 0- ) 0 H 0 0000 0 0Lo C
'00
C, 0 , C) o in 0 C, 0 0 0 00 tO
[0Co r- C4~ to t" ro N- t ~~r-40 a O V in t Cl~ v cq 1) oo 01 to~ N m C%l 10o ~C, (D to) U 00 00 00 00 00 0)00 H 00 to 1
H4 InI n w r t D W
Q) 0 0
:3 zd p4 cs 1op
cs . 0 w N Ul +' 0 44-.+ 0 C ci P 0 0O 00H
V t ci E r4 $ iCW W -4 V) 1-1 0 U) Oe) C: 4-' 4
E4 ' 0 $ 4- ' + 4-J ~4- +J - ~ 0 4-) 00CJ V E 0 C'2 00, 0ý ell 0 0 0 a)0
4-' W 4- 4) 4- J 4-) V Q40 HNi 4-j 4' ) .,I :E: .,-lrdUi týL 0- U) U)d '0 (I)H 04 1- 0 in U) k. ri r 0 .0 0rd .- C. C) O C) OC) c-, oI tr) 0 CA) 4. 0 0
H H ~ H EE--4W P, E-4 - ~E-
z C.)
-0 0 0 C)
0 Q)0C 0 0 0
00 V. Q) 0 0 C10 t)
[LG. C C) 0 C. Q Co
C)0 C) 0 0 ) 0 C)0
r. ) C0 0 C) C 0
In
I~)'. i4H PA .-I r-i H
co O0) C0 P- c' co ~t1~ Hr-1 p- N C') C') N
C) C) M) C ) C ) C
C' H+; 4-) U) 0 4J e
U) 0-~) *.-'C z r4 4C sz 4 C.Jýr- dPU) .,1 4) C) -Hý- cq Q -,- 0 ~ -1 4)I:z 1-1 0 -* n:;2
rý 0 0 ).-
V N11l~f 4-) -4C 0 ),. 4--), v 4J) 0 * ) 4U) <c Wf Lo _0 .0 0 (n g Coo0 cot 'ow
vI :z~ C'V 01 -00 0 M 0.~ c 0E> cý4 0..0.L C) .04
U) co ) V)~c w cou V)
LL)B-i13
tOl0 0 'C, 0 0 0 0 0 0111 0 -ý Cl___-C) 0 i00t)
1 o1Cf.)0 CS] Cj 0 0 0 N V C- Cý 0 KIit) V)
toL) 0 0 000 0 0 0 0 0 0 0
I()C)<1 C) 0- H C H H H H -
to I
to t- 0 0 000 0 0) 0 0 0 C00
pqC)0 00 0 0 0 0 0 0 0 0
(DC C) N' 0 H- 0i0 v to 00 M~0 C
o-c C') 0 0 0 0 0 C -
t.- 0D a) CD 1;1) )
:3 C) O. cz 4-J V) +l c- (f) w ~ H-41 ) S C'U0) , C~ ) a) 4) 11) Q~
r-) < 4- ~ ) -0 H
0t T 0 V) LoI4~ ~ a .4) *0 1 4) * X -U Cl U) w) 4
r- +J -4 < t- 0 00 t-) Of4 4 ) so,
4-) 4. 4 Cl $, n 0 1 . 1 -1) 1 1 1i = Id 4)r- 4ý 41 0 C 0 ) C4 x -x C.X cl - ý
4- f-' C4 V~ U ! L) ul ;-1 l) ;:. L () P
r- F C)--Q 40 CO ) ) -c
4-4 4L) -J- C)Si1C S 01 fl .0 1
43.1
F]~~~~~~ I0A0000 0 000
LO~ LIO
to(3 0 0 0 00 0 00 0 00 00 0
t-0 0 00 0000 00N000w
0 n~ 0 0 0 0 0 0 000 ; 0 C, 0 0 0 (
tDo 00 0 0 0 00~ 00 00 0
HO 0 0 H 00 0 a" 00rI 0
wk (D C1 Q0 V v 00 ci ) in "0 O0 00 00 v'~ Ic~ - cm cm LO ' Hq -i int
rq,4 E LO in inA If n-4 CD 00 0 0 it)- m0 0to in o 0 r- r- H-
I C%) I
E- I e 1 e N 00 C' q W.)%P4 04 (n m I 0 c
- ~ ~ ~ ~ ~ - 1- Nci CI~
4-) 4J 1 E ~ I ~ N 0 >b5-, M cl m r. C .4 C 0 -,q 0 ) (n E
r- a l) 1 r54 5i 'd i; o n > I .,0 l cl cl i c d54 d N ) E
P4 C4 C)2 -4 0 M4J +j ~ 4J +j 44+)4) - 0
o 0) 0 0 0 0 0* C 0 4-) -A4
V2 U 4 H 4- 1 W-)! W :
a) C)O 0) 0 ()m a ~ ) Q( 1 () 0 00 clP -1
1B-16
00 0 00 0 0 0 0 0 0 0 0i(*,,0 .l____j
t Cl a 00 00 0 00 0 0 00
0 0 0 0 0 0
'f0 0 H 00 0 0 0
ito, ( H r- H H H 4 -4 r- H - O
i "'0
IE-•
tOO t 0 0 0 0 0 0 0 00
HO 00 0 0 0 0 0 0 00L -"4 -.O)
00 O- 0 H) D to H to mc t- 0 0 Lf 0 0 0 H C0 t- 0 t-r- 1ý m , oo r to o0 C to r 0 (,1 0 oo- 10
,'.C H ( m) m, c? to to to tco 1 to II Cl) 104-) 0 • o0o0 00 00 00 00 00 00 oo 00 GO
* *N.CD te Q: f w~~~-4 ~ r4C 0NOs .
In IL4 0""
4)~ 4. ~EA. 4J (.D4 4 ~ 4) 4. -4-i 4.
P. l -P cc i24l cd 4-ccs H i- ) ( 0
H3 0 c 17) OC' 0Cj 13) sC) CC f 4 O-
0 Li cH cl 0 0 0 H 0 o
. 4 4J 4 4 O .J Q -4. 4-) 4J I 4-)
• -40I0 a 0 00 0 0 0 0 0 0 a)
B-15 1 L
I E ( ( ( ( t ( H (0 w u c i u
1 0 0 0 0 0 0 C0 0 00 C H .- 0 0 0
0 D 0 0 0 0 ___ 0_______
'0 OD
04 000 0~ 00000000 0 00
U)C 0 0 0 00 r- H HO H 000rir- -Ar 0 0ir-
O( - 000 00 0~ 0 01 H 01 0 0
U) 0
H Lt2 000000 0000 0 0 iN
to0
aI 0 r- 00
z)L 0v o00 0 0 0 0 0 0 0 0000 0 0ý1ý o()c)(0 L r
1( C) 00 0 C14 000 H to oto Hi 0 0 0- H4Jr 0 ) 0 ~ 04 H 0 0 t- t- - - t- (D CD to (D
M ) C Q0 Q0~ Q00 CO o t- - t t- t- 0 M ) 0
a)0CO 0 00 C ' 1 U )U ) ~ 0
0 0 00 q 000
ýq 0 :j ý :j C-1 > >
4J k- 0 $4 4J W/
cl 0 4- 4J 0 0 E~ HC (0 CDH N E-4 *HO W~ I I I . ' C' 0
4J 0 (/2 Cd g 0 0 0 (D r)-
0 O k 0 ;m ;4 4J -P 4 -P - (n r- EnrI4
0 0 U 4)2 C) C a 0 0 pH-0 w 000 w- 00 0 rn Q -
0 w>) > 4-3 0 4U -(n2
~ 0 0 .0 .0 0 .0 .. 0 .. 0 0 H HZ H~~~~~ 1-- 4i c0 / /2 (2 (2 4.
B- 17
1 0 P 00 0 00 000 0 0 O0 r- H- - H r-
0 00 00 000 0 0 0 00 0 00
I)00 a C 0 N00q 0 C14 0 000 0 0
10M H 0 00 N~00 0 0 0000 0
If0 0 0 0 C4 q N c.4 C-4 0 H H H H H H1
I E-'U%' 0 O H 0 00 0 00 0 0 000 00a0
In-
E-4
to t- 00 0 00 0 0 0 000 0
HO 0 00 00 00 0 0 000 0
N0 OC -c H 0 q( H tD -1 (N (N 14 (N (NHPi U)4 ri H) a) 0 04' C') 0P It 4' '~0-40 (N 00 00 v4 00 00 CO) c) If0 , LOto 10 If) U~4J CO 0 CD H- H- r- N co Ol C1 C00, - t-. t- t,- t-
v 0 H rt4 .
Ic I: in 00 :j
(N c ci p *.4 H
Uz 0b b 0 b 0 z 4 3 I- C 4 C e n 4 tHd I o CO uH bD *d I 4) 00 H- H O C C
C. CYo co cc Wc 041 -4-) 43 0 0I I I I I
v 0 0 00 0 ((A 414 4-), tO +- 3 4-) 43 4J0 4 4-34-34-3 0 0 0 0) I 0) 01 a 0 0) 0
Z Cd rl .. Hg -4 ccI coc c c4J H ;ý k <43 r- H0 : Q 40 0 a) .z d -4 -4 4J'. 43 04 P 0 0 4 0
9Z -d 0 0 0 t-Lf w) N, wC 00 0 . 0 .0 .0 0
0 0 r- 00 E ~~-4 U 0 E-4 U) W n U
Cd 000 00
IOw 10 0 0 0 0 0 000 0 0 0 0 0
j0 0 00 0 0 0 00 0 0 0 0 0
LI)c GO a Nqc N 0 0 0 00 OH H- H- H-
m) H 0 0 C1 H- H - q C1 N -HO 00 0
10 H- r 0 NO0 0 0 0 0 0 0 0 0 0
IE-4LO U0 0 0 00 0 0 0 0 0 0 00 0) O
0 In HI
E-4 L
u) Q 0 0 00 0 0 0 00 0 0 0 0 0In 0
IE-4kmt-a 00 0 0 0 0 000 0 0 00 0
In 0
(0O c 0 0 0 0 0 00 0 0 0 0 0
If)
It- OC - O C14 0 cl - 0 w. 0 0 m ~ C (.a)O t- H- H m~ o~ 0 ON cq I) IfO 10 If) IfO0 Cf) m H H- t~- 0) 0 0 LO IfO v "ti V qJO,-4 ) in) w (.0 CY V In to E-H C1 if) If) to 11)
4-).1 V~ "4 " 0 q Nl C1 Nq mf co t- t- El- t-(-4 n~ m" C D w tQ .0 (D0 CD E- l-. t-- E-
H N 1 I f)c0 0 :
0 4- V 1- :4N 4-) -4H- Q 9 1 I Cf) H ) 'Io
C) I -A4 Q) U2 0 C) H- to(0 rME- ) ) 0 cq 0 Q~ )
:: fn d 0) . ) (-) CI) r4 (1 r-4 En ~ .
4- C)M H=~ Au4
Cd -4 H, -l A0 0 04 ý o t
O0 ~-H .4 *r4 .H.-4 f U) I) In L+24 4-) 4-) 4.)J 4 41~ 1: 4.4 4 4J 4
0 (1) el a) di Z ) Z (1 ) C
4) H C)) V. r- . '- * a) (~- . 0cl0 0 0 4J - %Vj -'4(. t '0 ý: .14C 0 O 4 1 0 0 1ri 0 0 41 cl b) clN d N 0 0 citO In Ai =) J.0 .0a
CO2 E-4- H~ Cq4~~ .~ (n2 (A~ ' C
B- 19
0 0 0 00 0 0 -o-000--000 0ION --..--- - ------ -
IrO 00 000
0000 0 0 0a000 00 0
~ f0 0 0000 0 0 0000000a
u0 0 0000 0 0 00 00 00 0
I44
if. 0 00 0 0 0000000mH j0
HO 0 00 0 0 000 0 c L
1t j C- L- It. 00 0 0 0 0sC~C
t- E'. L' t- t- CD L0 0 0 0
00 C%1ww H c O4) 00 odN0 0 H CO
V. 0) 11 00 '1' t- vq.H d o C . P4 B; 0 L
Cd 0) 0 0 0 4- w 0P44 I- P-1 4 0k P4
4J00 0 0
P4 U) P4 >~ >) U
H0) 0 0 0)
0P 0 0 0 0 0 4 0 M 0 4.) cd 4J 4- +J 4J M)
4E202 000 j) 0 0 C 0)0 Z 4J 4-) V
4a .- -- -l co (n V) (n 4- -E-(n- ! - ,--- 4- __ 4_
B3-20 I
I OW 0 00 0 0 0 0 0 0 0 0 0
0 0 00 0 0 0 0 0 0 0
Lfn 00 4 '04 C'l C C'4 N C11 IN N' C14 C1 C4
Uq 0 0 00 0 0 0 0 0 0 0 0 0
0O' 000 0Q0 0 0 0 0U, 0(
IE.4n t-l 000 0 00 0 0 0 0 0or 0H
IE-40
It f)CDOf 00 0 0 00 0qt 00 0 0v
C-4 0 0 0 0O 00 0 0 0 0o 0o
z 0 0 0 0 00 00 0 00
H 4 Z) O 0 H H ,; I I) U O U t) I) i
cl a) 0 S ' ~ l C
Q H4O4 ) Cl 9 . w Il~ U, (
z 0 0 i rN CI 4J 4J +3 4
z0 .0 .. 4Il 4
+5 co 0 N+v .4 a
00 4- U2 0)c 0
44 4J~ C*H-ir- +
r- 0q() Z~ 0U2 cl tn 0 0 CO c 0. CS ;- ecl /2 dcl V
B--21
10A 0 0 0 0 0 0) 00CJ 0 4,
KN 0 - 4HHM0 0
,r 0 q 0 00 0 0 00a0 0 0 0
I2)0 0 0000 0 0 00 00 0
"'CA
t-~ 0 0 00Q0 00 0 0 0 0 0 00
SUO 0 0 0000 0 00000oo0 oo
I E.U) 0 00 0 0 0 0 000 0
toI~ 0 0 00 000o 0 0 00 0 00to00
r-I 0
* it H (N 0 mo t~- H- m CD (D0 to cl) C) -V adC) to o) vi w.0 H- H- c'l v to t' (N N' w
?-I4 N 0N q C11 m " t- t- t- t- t- t* (N 00 (N Ho0-4 4) 00 C4 C00 a0 0 0 0 0 vq v v to
1-4 4J4 w ~ j (4
vI I' VJ LO U it) ito 1/a) ) 0) xv vj v I4 '~ 4 I
(.D H a ) Cd C) ()400 CO 1 4iJ C02 4-; +J' .12 (/I Q)
(2 (2) 4-J Q) Q) -4
U12 H U V 0 ;r:.: f,4-*j 3r-4 ;1g -4
CA 4J 41 a) 0 r- k. f-- H- toW H *4 cl H- r-4 r.. 0 Q) -A (1) N1
H r4 w pq 0 1 n E-4 -1 ) e
RJ 0 - 4 A +J i +J 4.J 4 J +j 4 +. 4J + +J0~~~C r". C*Cl ) Q ) C) ) C) C) a
;e x ~t(D ýZ (02 w. 'A21(21 (12 En2(/E/2(M (n l ) En E
L,)I A~ J~ 0..... 0 0. H H HW, w a 0 0 00 0 4-sQ 0 0000
(1) P4 C) W ~ S .C J-- X. X: . O (1)Q -a 0 0 0 0E-"4 E-4- Eq 12 ( 12 d2 (n /2 V)(1 (n C 2 (12 En -4 E-- E-
M 4-) 0
B-22
I0O 00
t-c 0 a
t 00
LO o
H 0t 0 0
0 0 10 H A -4
0 0. 0 0
!)t 0 4 C4)
(1) 4-4 V100 0 4 -4 4)Nr 43
1G H) 1 90 1~ 0) I-
H H C-I 'Q--4 ) ;4 (1) C) 'I,~4 9-
0-1.- P4 E4Z 4300U)) 4 4-J oq 0J 0- 0 v 0 (.0
N0 W - 0 0ý 0r M ~ 4 .4) -rI(0o. 4JC4- o 4COGo 0 0 0 0 0
o z~ U)4 -) P', 4a; i -' 4-9-- +Jý1 4 4..r.4 .1 z~ .1 -. -4 r-- r4L 91 00
0 -03 -4 ;1 -r4 OH OH
0 0 cl cr .do c v elv l
9- r: 0) rN E: -N - - N -r4 a) E- V.c AO -JCA 0C 4rd P4~ .4QPIl4)0cl --
0 0~ ~ di ,~H~B-23*.4
0 r-4
LO 3PIH in
N ZHG if) _tI. M. I- l b
+) V. -1) H0 Q o 1 040M 04. ;fl A w 0) H , -
*,-4 *.- E- ~ 04_ p
4AJ 0 4-0tO4- Ci 0 01 0 En
I +j* - :!- j 1 :J C. P1 N
.,1 04 -4 k 5 E ID F- 0 -0V) Wn V) 00- )
Q o 00 W~C2(1M. 4.1 0J -- ~ +
(1) -OH H ~ H ~N ~ ~ *H13-424
