You must set a definite work schedule and
inspection plan, and set up daily goals or quotas. Plan
personal inspection to check at intervals the work
being done and the progress toward meeting the goals.
This will involve a spot check for accuracy, for
workmanship, and the need for training.
As a crew leader, you must ORGANIZE. This
means that you analyze the requirements of a job and
structure the sequence of events that will bring about
the desired results.
Develop the ability to look at a job and estimate
how many man-hours are required for completion.
You will probably be given a completion deadline
along with the job requirements. Next (or perhaps
even before making your estimate of man-hours), plan
the job sequences. Make sure you know the answers
to the following questions. What is the size of the job?
Are the materials on hand? What tools are available,
and what is their condition? Is anyone scheduled for
leave? Will you need to request outside support?
After getting answers to these questions, you should
be able to assign your crews and set up tentative
schedules. When work shifts are necessary, arrange for
the smooth transition from one shift to another with a
minimum of work interruption. How well you do so is
directly related to your ability to organize.
In addition to organizing, you must DELEGATE.
This is one of the most important attributes of a good
supervisor. The failure to delegate is a common
weakness of a new supervisor. It is natural for you to
want to carry out the details of a job yourself,
particularly when you know that you can do it better
than any of your subordinates. When you try to do too
much, you can quickly get bogged down in details and
slow down a large operation. On some projects, you
may have crews working in several different places.
Obviously, you cannot be in two places at once. There
will be many occasions when a Builder needs
assistance or instruction on some problem that arises.
When your personnel have to wait until you are
available, then valuable time may be lost. So, it is
important that you delegate authority to one or more
of your crew members to make decisions in certain
matters. Remember that although you delegate
authority, you are still responsible for the job.
As a crew leader, you must COORDINATE. When
several jobs are in progress, you are to coordinate the
completion times so one follows another without
delay. Your coordinating skills also play a very helpful
role when you work closely with other companies.
Coordination is not limited to projects only. You
would not want to approve a leave chit for a crew
member only to find that person is scheduled for
school during the same time. For example, you would
not schedule a crew member for the rifle range only to
find the range coach unavailable at that time.
The primary responsibility of every crew leader is
PRODUCTION. You and your crew will be at your
best by practicing the following guidelines:
Planning, organizing, and coordinating the work
to get maximum production with minimum
effort and confusion.
Delegating as much authority as possible but
remaining responsible for the final product.
Continuously supervising and controlling to
make sure the work is done properly.
Be patient. Seabees are flexible and
Safety, Health, and Physical
Welfare of Subordinates
Safety and production go hand in hand since the
only efficient way to do anything is the safe way.
Production is sure to fall when your personnel are
absent because of injury, your shop equipment is down
because of damage, or completed work is destroyed
by accident. Therefore, you must teach and stress
safety constantly, and set examples by always
observing safety precautions yourself. Teach safety as
part of each training unit, and plan each job with safety
in mind. Safety will be covered later in this chapter.
Daily Work Assignments
The assignment of work is an important matter.
On a rush job, you may have to assign the best
qualified person available to meet the deadlines. When
time and work load permit, rotate work assignments,
so each person has an opportunity to acquire skills and
experiences in the different phases of their rating.
When assignments are rotated, the work becomes