more interesting for the crew. Another good reason to
rotate work assignments is to prevent a situation in
which only one person is capable of doing a certain
type of work. This specialization could be a severe
disadvantage if that person were to be transferred,
hospitalized, or to goon leave for a lengthy period of
Give special consideration to work assignments
for strikers. They should be assigned to jobs of
gradually increased levels of difficulty. Strikers may
be useful assistants on a complicated job, but they may
not fully understand the different phases of the job
unless they have worked their way up from basic tasks.
In assigning work, be sure to give the worker as
much information as necessary to do the job properly.
An experienced worker may need only a general
statement concerning the finished product. A less
experienced worker is likely to require more
instruction concerning the layout of the job and the
procedures to be followed.
Often, you may want to put more workers on a job
than it really requires. Normally, the more workers you
use, the less time it will take to get the job done.
Remember, there is a limit to the number of workers
that can successfully work on one job at any given
time. You should not overlook the advantages of
assigning more crews or crew members to a project
when their services are needed or when presented an
opportunity to learn a unique phase of the rating.
Teamwork, versatility, and new skills can be learned
from a variety of work assignments.
In battalions, and at shore-based activities, your
duties will involve the posting of working hours on
time cards for military personnel. Therefore, you
should know the type of information required on time
cards and understand the importance of accuracy in
labor reporting. You will find that the labor reporting
system used primarily in Naval Mobile Construction
Battalions (NMCBs) and the system used at
shore-based activities are similar.
A labor accounting system is mandatory for you
to record and measure the number of man-hours
expended that a unit spends on various functions. In
this system, labor usage data is collected daily in
sufficient detail and in a way that enables the
operations department to compile the data readily.
This helps the operations officer manage manpower
resources and prepare reports for higher authority.
Although labor accounting systems may vary
slightly from one command to another, the system
described here can be tailored to record labor at any
Any unit must account for all labor used to carry
out its assignment, so management can figure the
amount of labor used on the project. Labor costs are
figured and actual man-hours are compared with
previous estimates based on jobs of a similar nature.
When completed, this information is used by unit
managers and higher commands to develop planning
The labor accounting system covered in this
section is based upon the procedures and guidelines
established by both Naval Construction Brigades
(NCBs) for NMCB use.
Time cards are the basis of your situation reports
(SITREPs) input; therefore, it is imperative that time
cards are filled out correctly and accurately.
is the instruction that governs time-keeping
procedures. Figure 1-4 is an example of a time card
used for the prime or lead company for keeping labor.
Subcontractors also use a similar type form for
accounting their time on a project. A sample of these
time cards can be located and copied from the Naval
Construction Force Crew Leaders Handbook.
All man-hours will be recorded under a specfic
code in one of three labor categories. There will be no
time-keeping requirements for Headquarters
companies and Details (DFTs) which perform
administration type functions. The categories are
Readiness and Training
DIRECT LABOR includes all man-days
expended (ME) directly on assigned construction
tasks, either in the field or in the shop, which
contributes to completing the project. Remember,
man-days are computed on the basis of an eight hour
day, regardless of the length of the scheduled workday.