OPERATING WITH MINIMUM
EXPENSE AND WASTE
LEARNING OBJECTIVE: Describe the
supervisor's responsibility to operate with
minimum expense and waste.
As a work center supervisor, you dont actually
handle money, but you still must be aware of expenses.
Remember that not only will such things as a
misdirected effort, broken tool, wasted time, wasted
material, and injuries actually add to your expenses,
they also cut down on efficiency. You have the
responsibility for properly ordering and accounting for
spare parts and material. Impress upon your personnel
the need for thrift in the use of these materials. Train
your less experienced personnel to become
cost-conscious without sacrificing efficiency.
OPERATING FREE FROM
LEARNING OBJECTIVE: Describe the
effects of judicious delegation of authorty.
The success of this objective depends largely upon
the extent to which the work center, files, test
equipment and tools are maintained. Also, the skill
level and training of assigned personnel must be
considered in meeting this objective. Accurate
tracking of test equipment requiring calibration,
ensuring tools are in safe working condition, and
up-to-date files and publications are also important
factors. They contribute to an efficient job completion
with minimal interruption or difficulty.
Smooth functioning of the work center may be
further enhanced if you delegate authority to other
responsible petty officers. Delegation of authority
does not relieve you, as supervisor, of the overall
responsibility for work accomplishment. It is
primarily a means of relieving you of details. If you
become too involved with details, you can lose you
effectiveness as a supervisor. If your work center can
run smoothly and efficiently under normal conditions
without your personal directions and efforts, (for a
reasonable period of time) your delegation of authority
to other members of the crew has been successful.
Q5. Which of the three broad objectives are affected
by wasted materials?
Q6. Describe the primary purpose of delegation of
PLANNING WORK CENTER
LEARNING OBJECTIVES: Identify the two
types of maintenance that concern the
supervisor. Describe the purpose of the daily
It is entirely possible that you may never have the
opportunity to plan or assist in planning a work center
in a new facility. In almost every case, the supervisor
takes charge of an existing functional work center. If
your unit is moved to a new base or facility, you are
usually assigned to spaces already equipped or laid out
for your specific needs. In either case, as the
supervisor, you should evaluate the work centers
layout. This reevaluation of the work centers layout
should include researching applicable allowance lists
to determine if the work center equipment allowances
have been updated or changed in any way. If changes
have been made and the equipment is not available,
you should initiate efforts to procure it immediately.
There is no use in relocating work center equipment if
there are lighting, wiring, ventilation, or plumbing
changes to be made if improved replacement models
are authorized and available.
Purpose of the Work Center
A basic consideration in planning a work center
layout is the purpose of the work center. When more
than one working space is available, the supervisor
must decide which space is best suited for a particular
job. For example, if two spaces are identical in size,
one may be completely unacceptable for performing
hydraulic sample patch tests, yet may be perfectly
suited for a drill press, vise, and workbench.
The general function of the work center must be
considered in the allocation of space and equipment.
The ideal arrangement contains enough space to have
workbenches, special tools, parts and tool stowage
space, technical publication stowage, and ample space
for the workers. Since this is not always possible,
especially aboard ship, the supervisor must decide
which of these is most important and what can be
sacrificed. It may be decided that all of the toolboxes
and special tools should be located in a central
toolroom. At the intermediate level, the supervisor
may simply have to decide which work centers are to
be combined. However, the decision to combine
different maintenance functions should be based on