1. Manpower. Who is to do what? How is it to be
done? When is it to be finished? Since idleness will
breed discontent, have you arranged for another job to
start as soon as the first one is finished? Is every crew
member fully used?
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 realistic daily goals or quotas. Personally
plan to check the work being done at intervals and the
progress toward meeting the goals. Spot-check for
accuracy, for workmanship, and the need for training.
As a crew leader or supervisor, 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 the 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 questions such as the
What is the size of the job?
Are the materials on hand?
What tools are available, and what is their
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 is
directly related to your ability to organize.
In addition to organizing, you must know how to
DELEGATE. This is one of the most important
characteristics of a good supervisor. Failure to
delegate is a common failing of a new supervisor. It is
natural 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. Trying to do too much,
however, is one of the quickest ways to get bogged
down in details and to slow down a large operation.
On some projects, you will have crews working in
several different places. Obviously, you cannot be in
two places at the same time. There will be many
occasions when a crew member needs assistance or
instruction on some problem that arises. If he or she
has to wait until you are available, then valuable time
will be lost. Therefore, it is extremely important for
you to delegate authority to one or more of your
experienced crew members to make decisions in
certain matters. However, you must remember that
when you delegate authority, you are still responsible
for the job. Therefore, it is very important that you
select a highly qualified individual when you delegate
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 or shops. Coordination is not limited
to projects only. You would not want to approve a
leave chit for a crew member and then remember a
school during the same time period. Nor would you
want to schedule a crew member 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 attain your
best by doing the following:
Plan, organize, and coordinate the work to get
maximum production with minimum effort and
Delegate as much authority as possible, but
remain responsible for the final product.
Continuously supervise and control to make sure
the work is done properly.
Be patient (Seabees are flexible and