separate sheet of paper for each job or in the form of a chart using separate columns for each job. l Operation performed — Where performed — Knowledge required — Skill and experience required — Equipment and material requirements . Information required to perform — How obtained — Where obtained l Time required to perform . Frequency of operation . Disposition of completed work . Related jobs Another feature of job analysis, in addition to determining skills required to perform the various jobs efficiently, is the information to group similar jobs so that they may be assigned to the same person. After you have inventoried and analyzed the tasks to be performed, then match the personnel with the skill requirements in the job analysis. Simple? Hardly. You will seldom be in the position of having a group of people who possess all of the skills required. At this point, you are primarily concerned with assigning an individual to each job. Therefore, the job responsibility should be assigned to the person most nearly matching the skill requirements. Rate alone is not always the best way to make this determination. An AKAN may have more experience in a particular job than an AK3, or an AK3 may be more qualified in an area than an AK2. Another factor to be considered is the number of jobs and the number of personnel you have to fill them. The number of jobs to be assigned to a member depends upon the member’s experience. The more experienced person may be able to handle several jobs with ease; whereas the person with limited experience may be able to do only one job successfully. With all the inventorying and analyzing, don’t forget that you are dealing with people and not material. Try to find out something about the person you are assigning. An individual may have special aptitudes, interests, physical characteristics, or personality traits that make that person particularly well suited or unsuited for certain tasks. These traits should be considered when making assignments. This is not to say that personnel should be coddled, but individuals doing jobs that they like and are well suited for, will do a better job with less supervision. Your goal should be the timely, accurate completion of all jobs with the work equitably distributed among all personnel. Once you have assigned jobs to each of your members, don’t be misled into assuming that you have everything covered. Every person will not be on the job every day, you will have people TAD or on leave, and personnel being transferred. Some provision must be made to cover the tasks these persons were doing. One way to make sure that personnel are checked out on other tasks is by job rotation. As personnel become proficient in their jobs, they should be considered for reassignment to different jobs. They probably will learn faster if the new job is related to the old one, and, if possible, personal preference should be one of the factors in deciding new assignments. Job rotation should not become a periodic game of “musical chairs.” Each reassignment should be a progression from an easier job to a harder one, and the individual must stay in each job long enough to develop a sense of responsibility y for a job well done. Otherwise, you may end up with personnel who know a little bit about a lot of jobs but are generally confused about the purpose and procedures for any one of them. Everyone benefits when more than one person is qualified to handle each of the jobs in the department. Duty Section Supply operations consist of 24-hour service to customers. Most services are rendered during normal operating hours. The efficiency of any supply organization is challenged by its ability to handle urgent business during nonworking hours. After normal operating hours, the duty section mans the supply department. Duty sections, afloat and ashore, are normally under the leadership of a supply duty officer (SDO). Whether or not an officer is assigned, the duty section must have authority in equal measure with responsibility. When an emergency arises that can be alleviated by some action possible within the supply department, the personnel present in the duty section must be able to take action at once. A full account must then be presented to the supply officer or a cognizant assistant at the earliest opportunity. 1-6