Proper planning saves time and money, makes the
work easier and more pleasant for your crews, and
expedites the work. It can eliminate friction, jealousy,
and confusion. Good planning can free you from many
of the details of the work, thus giving you time to carry
out other important duties. Also it eliminates
bottlenecking (remember that the neck of the bottle
is always at its top).
As the petty officer in charge of a crew, you are
responsible for crewmember time management as well
as your own. You must plan constructive work for
your crew. Always remember to PLAN AHEAD! A
sure sign of poor planning is crewmembers standing
idle each morning while you plan the days events. At
the close of each day, you should confirm plans for the
next workday. In doing so, you may need answers on
the availability and use of manpower, equipment, and
supplies. Keep the following questions in mind:
1. Manpower. Who is to do what? How is it to be
done? When is it to be finished? Since idleness may
breed discontent, have you arranged for another job to
start as soon as the first one is finished? Is every
crewmember fully utilized?
2. Equipment. Are all necessary tools and
equipment on hand to do the job? Is safety equipment
3. Supplies. Are all necessary supplies on hand to
start the job? If not, who should take action? What
supply delivery schedules must you work around?
Have a definite work schedule and inspection
plan. Set up daily goals or quotas. Plan to personally
check at intervals the work being done and the
progress toward meeting the goals. Spot check for
accuracy, workmanship, and the need for training.
Seabees must be trained to do a wide variety of
jobs. The rotation method, OJT, and classroom work
require you to plan training time. Allow time too for
handling personnel problems and military duties.
Your planning must include time for records, reports,
and other paper work necessary for the control of
personnel and materials under your charge.
As a Seabee Petty Officer First Class, you must be
able to organize. This means that you must analyze the
requirements of a job and structure the sequence of
events that will bring about desired results.
You must 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 that
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?
Before assigning work, carefully consider the
qualifications of your personnel. Are they
experienced, or do they need training? 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. If 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.
A supervisor must be able to coordinate. When
several jobs are in progress, you need to coordinate
completion times so one can follow another without
delay. Possessing coordinating skill is also very
helpful when working closely with your sister
companies. Coordination is not limited to projects
only. You would not want to approve a leave chit for
a crewmember and then remember a school during the
same time period. Nor would you want to schedule a
crewmember for the rifle range only to find the range
coaches unavailable at that time.
The primary responsibility of every supervisor is
PRODUCTION. You and your crew can produce best
by doing the following: (1) planning, organizing, and
coordinating the work to get maximum production
with minimum effort and confusion; (2) delegating as
much authority as possible, but remaining responsible
for the final product; (3) continuously supervising and
controlling to make sure the work is done properly.
Safety and production go hand in hand, since the
only efficient way to do anything is the safe way.
When your personnel are absent because of injury,
your shop equipment is down because of damage, or
completed work is destroyed by accident, production