Introduction
For a commander in the military, the first thing they do when they take command will be to meet with the property book officer and account for all equipment they will sign for. And, the last task a commander has to do before the change of command ceremony is to account for all the property they had signed for and meet with the property book officer and the incoming commander to sign over all the equipment. For the incoming commander, the process of inspecting and signing for equipment is an opportunity to establish himself as an organized leader that values equipment maintenance and accountability.
Signing the hand receipt for the equipment belonging to the unit is no less than a huge responsibility for the incoming commander. The commander is also responsible for sub-hand receipting equipment to members of his command. Again, this is an opportunity to establish him/herself as a commander that values accountability. For some commanders, this means selecting and assigning multi-million dollar equipment to subordinates.
Company-level commanders arrive at the command after advanced class within their specialty. For example, in an engineering company, the commander assumes command after completion of Engineer Officer Advanced Class at Fort Leonard Wood, Missouri. In the advanced class, these soldiers learn about accountability, property, and hand receipts.
Tasks that the new commander must do to take command include opportunities for the commander to get to know the command and equipment.
Purpose of Accountability
The main purpose of accountability is to assure that the unit has the appropriate equipment that has been properly maintained to complete the mission assigned to the unit. Accountability assures that equipment is in possession of the assigned sub-hand receipt holder and ensures that equipment does not ‘walk away’ or disappear from inventory. In addition, a commander that insists on proper accountability of equipment puts forth the sincerity of the person taking command. According to the “Platoon Leader’s Guide to Inventory and Accountability – From The Field” (Herd, 1) accountability of equipment permits the commander to:
- Establish themself as organized leaders with a thorough inventory.
- Learn about and employing the equipment that they are becoming responsible for.
- Avoid the pitfalls, which could jeopardize their accountability.
- Accept responsibility before, during, and after inventories.
- Possess the resolve to account for equipment on a regular basis.
It is the responsibility of senior non-commissioned officers within the command to assist the incoming commander with inventory and sub-hand receipts. Senior NCOs have years of experience in the accountability and maintenance of assigned equipment. The Senior NCO is also charged with training his subordinates in accountability of and maintaining equipment. The Senior NCO knows that subordinates, platoon leaders, and new commanders have little experience in inventory and accountability. The Senior NCO can make the difference between the success and failure of the unit when it comes to accountability.
Often, the Senior NCO must be patient and creative when teaching superiors and subordinates the intricacies of accountability of equipment. The Senior NCO is familiar with the idea that the equipment and whether or not it is properly maintained could mean the difference between life and death in combat operations. You are only as good as the equipment you have available to you.
The Inventory Process
The Department of Defense has issued an “Instruction” (Number 5000.64, November 2, 2006) that outlines the accountability and management of DoD-owned equipment and other accountable property. This instruction is designed to instruct Department of Defense-wide on accountability issues. It is written specifically for those individuals tasked with documenting the management of, and accountability for, DoD–owned equipment. This instruction goes into great detail about the responsibilities of those tasked with the identification, classification, and reporting of property. This instruction “encourages and promotes the use of best practices for property accountability and management” (Number 5000.64, November 2, 2006). This instruction covers:
Accountability and Management Policy
Applicability – who the policy applies to
Definitions – specific definitions unique to accountability and inventory
Policy – as it pertains to different individuals at each level of accountability
Responsibilities – who is responsible and what they are responsible for
Procedures – how inventory and accountability should be conducted
In short, this Instruction gives a ‘by the book’ accounting of the responsibilities of individuals who are assigned the responsibility of inventory and accountability.
Six Sigma
The Armed Forces of the United States have a history of inventing ways to handle operational tasks. Oftentimes the same task conducted by two different branches of service would be written in different manuals, each specific to that service. The Armed Forces are undergoing changes that incorporate all branches. The Armed Forces are focusing on how the civilian sector deals with similar problems or operational requirements. Six Sigma is being adopted as a tool by the Armed Forces to “take measured steps to control costs and ensure resources are applied to the most critical requirements.”(Office of the Georgia Department of Defense)
The Army is adopting Lean Six Sigma Army-wide. “The idea is to observe processes and figure out how to do them better” (Office of the Georgia Department of Defense). For the Army that means applying Lean Six Sigma methods to logistics and supply. The Army will use Lean Six Sigma to work on process improvement. With Six Sigma processes will improve and costs will be cut. In essence, the Army is learning how to operate like a business and businesses don’t like to lose money.
“Six Sigma was developed by Motorola beginning in the 1970s as an approach to improving quality and effectiveness through statistical control. Its roots go back more than 150 years to a Prussian mathematician who introduced the concept of the normal curve.” (Reese, 1)
Lean Six Sigma is important to Army Supply and Logistics because it is a way for units to streamline inventory and accountability.
“Together, Lean and Six Sigma are powerful tools in transforming organizations, Army Materiel Command officials said. They said Lean Six Sigma enables a culture of innovation that continuously listens to customers, questions the status quo, and improves results through fact-based decisions”
It is believed that using Lean Six Sigma will allow the Army to run logistics and supply like successful businesses. The Army plans to train individuals from units up to the ‘Black Belt’ level (Lean Six Sigma uses martial arts designations to signify an individual’s level of training) and send these individuals out to units to train others. For those tasked with inventory and accountability Lean Six Sigma means streamlined reporting of equipment readiness.
Regulations
No one in the military has to guess how to handle accountability. There are many publications that can be used to guide the new leader through the accountability process. Again, conducting accountability inspections gives the impression that a leader is organized and values inventory and accountability. Some publications that can be used to conduct inventory and accountability functions (Herd, 1):
- AR 710-2 Supply Policy Below the National Level
- DA Pam 710-2-1 Using Unit Supply System
- Update 2-14 Unit Supply Update 14
- FM 10-27-4 Organizational Supply and Services for Unit Leaders
- FM 10-14-1 Commander’s Handbook for Property Accountability at Unit Level
- TB 710-5 Unit Commanders Supply Handbook
- AR 735-5 Policies and Procedures For Property Accountability
Those tasked with accountability inventory should have the above-listed publications on their reading lists. Using the above publications can help the leader or commander prevent inventory or accountability problems or assist the commander in dealing with lost or damaged property. Accounting for equipment on a regular basis helps keep equipment from getting into the wrong hands. Accounting and inventory of equipment also help leaders identify what equipment is missing after a combat operation. Certainly, the armed forces cannot let equipment get into the wrong hands so regular inventory and accountability can be used to keep track of equipment and its condition.
Regular hands-on inventory can assist in identifying equipment that made needs maintenance, repair, or need to be turned in for new equipment. Regular inventory can help the command ensure that sensitive items do not get into enemy hands. Familiarity with accountability publications is a must for anyone in a leadership position.
Property Management
Leaders must be aware that the inventory and accountability process needs to be ongoing rather than just a change of command function. Ongoing property management includes regular inventory, accountability, maintenance, or turn-in. Property management requires that the leader put together a resource management team (Powell, 1). This team should include sub-hand receipt holders from within the command. This team needs to be properly trained using the publications mentioned earlier especially AR 735-5. This AR lists the five levels of property management. The five levels are (AR 735-5):
- Command. A commander is responsible for all property within his command.
- Supervisory. A leader is responsible for the property in the possession of the personnel he supervises.
- Direct. The accountable officer is responsible for property not issued on a hand receipt, and the primary hand receipt holder is responsible for a property accepted on hand receipt from the accountable officer.
- Custodial. The supply sergeant, supply custodian, supply clerk, or warehouse person is responsible for the property in storage awaiting issue or turn-in.
- Personal. Each person is responsible for exercising reasonable and prudent actions to properly use, care for, safeguard, and dispose of all Government property issued for, acquired for, or converted to his exclusive use, with or without a receipt.
The resource management team needs to develop a standing operating procedure (SOP) that includes how the inventory and accountability process should be undertaken within the specific unit. SOP’s are written to meet the requirements of individual units. An SOP for a tank unit wouldn’t be appropriate for a signal unit. Both units have different equipment requirements and inventories. The development of the SOP should be a collaborative effort of the resource management team. The SOP should include what soldiers should do with equipment (including weapons) upon return from the field or combat operations.
There should also be sections concerned with garrison operations, field operations, and combat operations. The SOP should be written in a manner that is understandable to someone who has had to take command because of the death or injury of the commander or other key leaders.
The SOP should include proper management of the property book that includes a 10% inventory once a month that takes note of shortages found or missing equipment. If the loss of equipment is attributable to an individual (such as a lost gas mask) then the leader needs to be prepared to complete form 362, Statement of Charges/Cash Collection.
In the case of a change of command inventory and accountability, it is the responsibility of the outgoing commander to present a complete listing of all property and property missing with charges filed. It is the responsibility of the incoming command to arrange a joint inspection of all property before the incoming command can sign for the property and sub-hand receipt the property to the appropriate individuals. “The outgoing commander typically prepares an inventory plan well in advance of his leaving. The plan addresses major requirements of the inventory, lists the schedule to be followed, and incorporates this plan into a coordinated unit training schedule.” (Powell, 4).
While in charge of inventory and accountability functions there are some ‘don’ts’ that need to be mentioned. Most of the ‘don’ts’ keep the person tasked with inventory and accountability out of trouble. The “don’t list includes (Powell, 6)
- Don’t delegate a physical inventory.
- Don’t extend the inventory past the allotted time.
- Don’t delay an investigation of responsibility (financial).
- Don’t issue property unless the person is authorized to have it.
- Don’t let temporary hand receipts expire.
Issues With Maintaining Inventory in Wartime
The importance of keeping inventory and accountability up to date is even more vital once a unit has been sent into a wartime situation. The Iraq war and the War in Afghanistan have are good examples of why inventory and accountability functions are important. In both wars, equipment is used daily by troops conducting assigned operations. Leadership within organizations at war needs to keep a close eye on the status of the equipment being used.
When those in leadership positions account for the equipment they must also take time to evaluate the equipment’s functional capabilities and ensure that equipment receives maintenance and upgrades as they become available or according to the maintenance schedule for that piece of equipment. The command needs to know when a piece of equipment is ‘deadlined’ and needs repair or replaced. The availability of equipment required to complete missions assigned to a unit is very important. The unit leadership must be informed of equipment not functioning properly.
A recent article in USA Today pointed out the problem units are having with equipment wearing down. The article ‘War wearing down a military gear at cost of about $2 billion a month’ focused on the Army and Marine Corps problem with equipment wearing out in units still tasked with combat operations. According to the article (Kelley, 1):
That’s equal to about a quarter of the $8 billion per month in military war costs. The wear and tear may lead to future equipment shortages and cutbacks in more advanced weapons, such as the F-35 Joint Strike Fighter being developed with allies around the world and the Army’s new, high-tech family of weapons and equipment, says William Cohen, secretary of Defense from 1997 to 2001.
Correct, up to date, inventory and accountability give the Armed Forces a better picture of its ability to continue on as a fighting force. If a unit has not correctly completed their inventory and accountability they may receive tasking for combat operations that they are not able to complete. The higher command needs to know as much about a unit’s ability to conduct combat operations as possible. It is not recommended that leaders falsely report inventory or readiness. Equipment wear and tear need to be promptly reported so that it can be either replaced or the unit deemed unready for combat operations.
Although there are many stories written that report that deployed units are having equipment problems senior military officials report otherwise:
“Army officials emphasize that units currently deployed to Iraq and Afghanistan and other areas are equipped, trained, and ready. The problem resides with the units located in the states, who are threatened with equipment shortfalls and a shortage of deployment eligible soldiers.” (Powers, 1)
During Vietnam, War units deployed and drew equipment upon arrival in-country. The 21st Replacement Battalion supplied new soldiers to units as ‘replacements’. Equipment replacements were much harder to receive but eventually, a replacement was provided. In the Iraq War and the War in Afghanistan units are deployed with assigned personnel and equipment. The units are responsible for maintaining assigned equipment while in the theater. When the unit redeploys back to the U.S. they bring their equipment back with them. Oftentimes units that have deployed once are not ready to deploy again because of inventory and accountability issues.
“Army Chief of Staff Gen. Peter Schoomaker and Lt. Gen. Steven Blum, chief of the National Guard Bureau, have both testified that the primary reason for their readiness concerns is equipment which has been worn out, damaged, or destroyed by deployments in Iraq and Afghanistan. Much of this equipment has not been replaced. pointed to equipment worn out or destroyed by the missions in Iraq and Afghanistan and never replaced as the source of their component’s readiness problems. An additional problem is equipment left behind when units rotate back to the states.”(Powers, 1)
Conclusion
The military has come a long way from the accountability system in place during the Vietnam War and earlier. Movies depicting that era often have supply sergeants using all kinds of tricks and deceptions to acquire property (equipment and other supplies) for their units. Many can recall a Korea-era program called ‘MASH’ where characters ‘Klinger’ and ‘Radar’ spent much of their time making deals with other units to acquire the 4077th MASH’s much-needed supplies.
Inventory and accountability are some of the most important functions a unit must do. Often, inventories are conducted pre-change of command and consist of a unit looking in every corner for assigned equipment. This equipment is checked for accountability, condition (functional or deadlined), and assignment (who operates the equipment). Leaders at all levels are responsible for inventory and accountability. Leaders are responsible for making sure that their unit can perform the functions it is tasked to do.
The first task a new commander must complete is inventory, accountability, and sub-hand receipting equipment to the appropriate personnel. Commanders often arrive at their units with little experience when it comes to inventory and accountability. It is here that the senior NCOs perform their most important function. They must carefully guide and teach new leadership about the equipment assigned. The senior NCO must go through the inventory and accountability process with the new leader explaining the function and condition of equipment, as well as the unit’s readiness for combat operations. The role of the senior NCO is not exaggerated here. The senior NCO is tasked with making sure the unit, personnel, and equipment function such that they can complete assigned missions.
The purpose of accountability is to ensure that a unit has what it needs to do its job. Not only must the unit account for equipment it must also ensure that the equipment is functional and mission ready.
The initial inventory and accountability inspection for an incoming commander allows that commander to set the standard for their command. The new leader can use this process to establish himself as an organized and informed leader. The senior NCO and the new commander work hand in hand to accomplish the mission. Oftentimes it is the senior NCO that knows more about the unit and its ability to perform assigned tasks.
The inventory process itself is outlined in AR 735-2 (Policies and Procedures for Property Accountability). There are several other publications designed to assist the leadership to accomplish the inventory and accountability functions.
After years and years of the Department of Defense allowing the different branches of the service to write and implement their own policies and procedures for conducting accountability and inventory, the DoD is moving toward a service-wide system of accountability. The DoD has published a letter of instruction (Number 5000.64 dated November 2, 2006) streamlining the inventory and accountability process service-wide. This letter of instruction covers all aspects of accountability. The DoD has also adopted Lean Six Sigma as its business-like process that allows for observing processes and figure out how to do them better. The DoD is applying Lean Six Sigma methods to inventory and accountability.
The purpose of inventory and accountability is to account for equipment, determine its condition, and get an idea as to whether or not a unit is mission-ready. There are many regulations that instruct the command on the proper methods to conduct inventory and accountability. Senior NCOs, platoon leaders, and commanders should have these publications on their reading list.
Property management is not just a change of command function. Commanders are tasked with completing at least a 10% inventory once a month while they are in command. Senior NCOs and platoon leaders must continually inventory, account for, and report the readiness of their equipment. Improper reporting could have disastrous results, especially in combat operations.
There are five levels of property management: Command, Supervisory, Direct, Custodial, and Personal. The resource management team is tasked with writing an SOP outlining how the inventory and accountability process should be undertaken at the unit level.
Inventory and accountability are very important functions for combat units. These units can not allow any of their equipment to end up in enemy hands. Also, combat units must accurately report the condition of their equipment and its ability to function in a combat environment.
Works Cited:
Department of Defense Instruction (Number 5000.64, 2006). Web.
Herd, Timothy C. (2002). The Importance of Accountability. A Platoon Leader’s Guide to Inventory and accountability – From The Field. Web.
Kelley, Matt. (2006). Wars wearing down military gear at cost of about $2 billion a month. USA Today. Web.
Office of the Georgia Department of Defence. (2007). 23 Green Belts Graduate From Lean Six Sigma Course. Army Business Transformation Knowledge Center. Web.
Powell, Jaren. (2006). Property Management For Company Commanders. Army Logistician. PB 700-06-05 Volume 38, Issue 5.
Powers, Rod. (2006). Most Army Units Not Ready to Deploy. Your Guide to the U.S. Military. Web.
Reese, John. (2006). Army Adopting Lean Six Sigma. Army News Service. Web.