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CMF 91 Maintenance NCOER Bullets
Click on the appropriate link below or scroll down for general, non-specific maintenance bullets.
- MOS 91 General
- 91A - M-1 Abrams Tank System Maintainer
- 91B - Wheeled Vehicle Mechanic
- 91C - Utilities Equipment Repairer
- 91D - Power Generation Equipment Repairer
- 91E - Machinist
- 91F - Small Arms/Artillery Repairer
- 91G - Fire Control Repairer
- 91H - Track Vehicle Repairer
- 91J - Quartermaster and Chemical Equipment Repairer
- 91K - Armament Repairer
- 91L - Construction Equipment Repairer
o completed over 130 critical annual and semi-annual services on HMMWVs, LMTVs, 5K, 30K, DRASH and ECU systems; sustained critical operations under austere conditions
o repaired over 50 shortcomings and deadline faults found on equipment assigned to Brigade and Battalion elements; restored 50% of response capability in less than 7 days
o performed quality control inspections on all unit LMTVs, 5K, 30K, and DRASH; ensured compliance with safety standards and accurate and satisfactory repairs
o maintained 10 Light track vehicles and sustained an operational status of all vehicles at over 90%; kept the unit operational
o mentored two Soldiers to increase their promotion points by 100 points; resulted in one promotion to sergeant
o trained 11 Soldiers on the MSD-V4 (ACERT) program; increased turnaround time by 10% on all C7 engine jobs
o developed a comprehensive training program; resulted in cross-training one 91C and two 91D Soldiers on wheeled vehicles
o performed duties as a senior mechanic during BSA1, BSA2, and NTC rotation 22-10; led teams completion of 500 maint tasks
o always placed the Soldiers needs first; put forth the extra time to cross train his team on difficult maintenance repairs and tasks
o consistently made himself available before, during and after duty hours to coach, train, and mentor Service Members
o increased maintenance efficiency by 80% to eliminate overdue service backlog; established framework for future success
o displayed paramount maintenance knowledge and always made the best decisions based upon his and his personnel's experience
o processed, led, and conducted over 150 services within the battalion; ensured proper inspections prior to completion
o led 60 Soldiers in a deliberate effort to clean and organize the motorpool as the Maintenance Control Sergeant
o synchronized lines of communication between five companies and 170 pieces of equipment to maintain OR rate above 90%
o enforced standards and discipline IAW CMDP guidelines to ensure 417 operators and TCs maintain safety
o ensured 50 Soldiers were trained on wheeled vehicle equipment and updated 50 licenses; increased company readiness 90%
o brilliantly managed 40 Soldiers to execute 426 scheduled services and 289 unscheduled work orders prior to NTC
o replenished $400,000 by turning in CLIX and saved the Army $200,000 by divesting equipment beyond allocated repair amount
o led 28 Soldiers to ensure 103 vehicles passed MPA, DRRF, rail, and line haul in preparation for NTC 22-10; zero towed vehicles
o demonstrated unparalleled proficiency in GCSS-Army; trained six NCOs which resulted in increased work efficiency by 90%
o assumed responsibility for HHC BDE's failed maintenance program; resulted in 32 vehicles T/I'd in one month
o mentored 12 NCOs and 28 Soldiers resulting in four NCOs and three Soldiers attending the board and earning promotable status
o completed MTRCS and Fire Suppression Refill System training; trained 22 Soldiers and enhanced BDE capabilities and readiness
o trained automotive and GSE section on part verification process; increased throughput, saving the Army $100,000
o handpicked over three SFCs to be the Motor Sergeant; increased productivity, efficiency, morale and quality of work
o participated in the GREAT Inspection; received accolades and set a new Division standard for the Publication Library
o maintained responsibility and accountability of all assigned property valued at $2,236,487 with zero losses
o implemented a challenging PRT program to push subordinates to better themselves; achieved highest Unit platoon average of 242
o conducted personal training sessions during lunch for two APFT failures; Soldiers improved to 70 or better in each event
o confident leader that made decisions based on the best interest of the Unit; one of the most trusted leaders in the Battalion
o made higher echelon repairs to engines and other major assemblies; his outside the box thinking saved Unit over $450,000
o regarded as an expert in the maintenance realm and is often sought after by Battalion leadership for guidance and input
o restructured Unit shop stock listing to be more effective; provided increased ability for FMT to be self sustaining
o conducted monthly scheduled services and repairs on 75 pieces of equipment; maintained the battalion's unprecedented 96% operational readiness rate
o maintained 60 equipment items during AT TY23; attention to detail and dedication to mission contributed to the success of the Company's ground maintenance effort
o processed over 90 Triwalls of out of date equipment due for turn in from as far back as 1991; prepared, scheduled, and turned in over $1 million in equipment
o maintained all unit tool sets and equipment while deployed; enhanced the Maintenance Company's technical capabilities
o hand selected to serve as a mentor for the 36th EN BDE Team Leader Academy; enriched new NCOs grasp of leadership roles
o developed subordinates to perform duties as AOAP and TMDE coordinators; resulted in 100% compliance with zero delinquency
o shared knowledge and experience; key to section drastically reduced the misdiagnoses of faults and maintained high readiness
o organized and conducted in-depth engine classes for BN mechanics; considerably expanded knowledge and abilities
o taught six maintenance LPDs to BN leadership; increased leader knowledge and understanding of critical maintenance tasks
o coached newly promoted SSG to excel in the duties of motor sergeant; ensured a transition with production of successor
o selected by Battalion staff to revive a failing maintenance program; raised OR from 65% to 100% within two months
o improved Unit physical security inspection score from red to green for installation inspection
o overcame manning constraints by training his Platoon Leader to perform GCSS-ARMY clerk duties; enabled mission success
o filled in as Shop Foreman for a total of eight months, maintained more than 327 pieces of equipment with a 98% overall readiness for the Battalion
o quickly developed skills and knowledge outside of primary MOS required to complete mission
o replaced 8 engines and 11 transmissions on site that would normally be shipped to depot
o took initiative and performed all required duties in the absence of the company motor sergeant
o instrumental in the transport of 14 Mine Protected Vehicles (RG31s) to Bagram Airfield for distribution to companies in the battalion
o managed the maintanence of all vehicles on a three day convoy from the FOB in Paktika province to COP Kushmand, covering over 500 miles through the worst terrain on the planet, with no mechanical failures
o displayed a dogged devotion to the safety and well being of his Soldiers and used risk management in analyzing all of the squad's daily activities to prevent accidents or injury
o drew 200 vehicles during NTC rotation
o his ability to read the situation allowed his Command to station his team the farthest from the rest of the Company
o his numerous critiques and suggestions are always intelligent and help the squad improve and prepare for ever-changing tactical conditions
o performed over 100 critical annual and semi-annual PMCSs on equipment
o her diligence resulted in zero accidents or injuries during eleven months of combat operations
o installed several upgrades to fleet including gunner platforms, route clearance lights, and generator modifications
o returned 3 vehicles to FMS status in one day--resourceful and knowledgeable mechanic
o served as wrecker operator during the battalion's deployment to Iraq in support of OIF 2009
o trained 7 Jr enlisted soldiers in their Warrior Task Training and technical fields
o dedication to duty and technical expertise contributed significantly to C Battery's maintenance success
o helped identify, inventory, and turn in over 1500 lines of PLL
o supported 3rd Engineer Bn as mission was assumed from rotating unit, recoverd over twenty vehicles during named opperations
o assisted in the inventory and turn-in of 5.5 million dollars worth of excess parts and equipment
o repaired contract truck while under fire on Supply Route Tampa so the vehicle could be recovered before night
o managed maintenance, service, shop support and recovery sections--the job of three NCOICs
o processed over 77 services, handled recovery for both military and TMP vehicles, shop support rosters, ensured service parts were properly and efficiently distributed
