After returning from a 15-month deployment to Afghanistan, the 62d Engineer Battalion struggled to reestablish a battalion maintenance program. Junior leaders were not engaged in the motor pools, money was being spent to maintain excess equipment, and low productivity in the maintenance bays resulted in overtasked mechanics who were unable to complete maintenance. To increase readiness, the battalion worked to develop a maintenance program that used the experience of its maintenance warrant officers to assist companies at the grassroots level. At the same time, the battalion followed a strategy based on sharing knowledge, reducing costs, and increasing productivity. The strategy increased readiness by reducing inefficiencies, sharing knowledge, and creating synergies between organizations.
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