supervisor expects you not only to meet production requirements and to conduct training but you must also learn the process of "paperwork." Be

patient. If you plan well, you will succeed. The following section contains information to assist you in planning, organizing, and coordinating work assignments. You must master these skills to meet the production schedule.

PLANNING WORK ASSIGNMENTS

Planning is the process of determining the requirements and developing the methods and schemes of action for performing a task. Proper planning saves time and money and ensures that the project is completed in a professional manner. Remember, "proper planning prevents poor performance." When planning various assignments, you must consider many factors. The following paragraphs highlight some, but not all of the factors you should consider during this planning stage.

When you are assigned a project, whether in writing or orally, one of the first things for you to do is to make sure you clearly understand just what is to be done. Study the plans and specifications carefully. When you have questions, seek and find the answers from those in a position to supply the information you need. Also, make sure you understand the priority of the project, the expected time of completion, and any special instructions to be followed.

In planning for a small or large project, you must consider the capabilities of your crew. Determine who is to do what and how long it should take to complete the assignment. Also, consider the tools and equipment you will need and arrange to have them available at the jobsite when the work is to get under way. Determine who will use the tools, and make sure the crew members to whom they are assigned know how to use them properly and safely.

To be certain a project is done properly and on time, consider the way it is to be accomplished. When there is more than one way of doing a particular task, analyze the methods and select the one most suited to the job conditions. Listen to suggestions from others. If you can simplify a method and save time and effort, by all means do it.

As a crew leader, your goal is to get others to work together to complete their assignments. Always balance is especially important; you must neither panic before your crew, nor be unsure of yourself in the face of conflict.

Be tactful and courteous in dealing with your crew. Never show partiality to certain members. Keep your crew members informed on matters that affect them personally or concern their work. Also, seek to maintain a high level of morale because low morale will have a definite negative effect upon the quantity and quality of their work.

Establish goals for each workday and encourage your crew members to work together as a team to accomplish them. You should set goals to keep your crew busy, but make sure they are realistic. Discuss the project with your crew members so they know what you expect from them. During an emergency, most crew members will make an all-out effort to meet the deadline. However, people are not machines, and when there is no emergency, do not expect them to work continuously at an excessively high rate. The importance of teamwork cannot be overemphasized, and neither can the importance of daily crew briefings. Daily crew briefings provide for a vital communication link to the quality completion of the project. You do not want to keep any member of the crew "in the dark."

As the petty officer in charge of a crew, you are responsible for time management of the crew member and for yourself. You must plan constructive work for your crew. Always remember to PLAN AHEAD! A sure sign of poor planning is when crew members stand idle each morning while you plan the events of the day. At the close of each day, confirm plans for the next workday. In doing so, you may need answers on the availability and the 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? Sins idleness may breed discontent, have you arranged for another job to start as soon as the first one is finished? Is every crew member being fully employed?

2. Equipment. Are all necessary tools and equipment on hand to do the job? Is safety equipment on hand? maintain an approachable attitude toward your crew, so each crew member feels free to seek your advice when in doubt about any phase of the work. Emotional

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?