interruptions completely disrupt the maintenance effort. Q7. Describe scheduled and unscheduled maintenance. Estimating Time and Personnel Requirements Estimating times for completion of maintenance tasks will be one of the supervisors responsibilities. The quality and quantity of personnel assigned to perform these tasks directly affect the time required for completion. Other items that affect time are the type and complexity of maintenance, the availability and condition of materials, work center tools and equipment, and working conditions or job site (in-shop, cold flight deck, etc.). Probably the most important single aid in estimating time and personnel requirements for maintenance tasks is a JOB PLAN. Within an office, a work center, or on the line, job planning is one of the most important functions of the supervisor. The person who allows an organization to run haphazardly, who never thinks ahead, who is never ready for an emergency or extra workload, and who does not delegate work or trust subordinates is not a good supervisor. 6-5 Proper planning saves time, reduces cost, and makes the work easier, safer, and more pleasant for everyone. Proper planning can eliminate friction and confusion, as well as make better use of in-port periods for tasks that cannot be performed underway; it also frees the supervisor from petty details. Planning expedites the work, eliminates "bottlenecks," and makes the supervisor's job easier. The following hints can help you as a supervisor. In planning a job, use the BIG SIX—WHAT, WHY, WHERE, HOW, WHO, and WHEN. 1. WHAT is the task? What does it involve and what special tools may be required? 2. WHY is the work to be done? (This helps to establish priorities.) 3. WHERE can the job be done? (In-shop, hanger bay, etc.) 4. HOW is the job done? (Electrical or air requirements, etc.) 5.   WHO is affected? (Are there other work centers involved? Who is the best qualified?) 6.   WHEN is the job to be started and what are the time constraints? It is not necessary to have an answer to all of these questions; however, the more you can answer, the better plan you will have. As supervisor, start each new shift by checking over the work to be done; plan for maximum use of manpower, equipment, and material. Also, ensure that you attend the maintenance meeting with other work center supervisors. Periodically during the shift, make checks to ensure that work is progressing as planned. Daily Maintenance Meeting The daily maintenance meeting is one of the best tools for ensuring a smooth flow of information about maintenance between shifts and other supervisors. This meeting allows all the supervisors within your department or division to brief the maintenance chief on the status of equipment, components, or aircraft that currently have ongoing work or are scheduled to have maintenance performed. It also allows supervisors to coordinate time frames for sharing certain facilities, equipment, or electrical power requirements. In addition, these maintenance meetings may bring to the attention of the maintenance chief items of material that may be difficult to obtain. It may identify certain document numbers that require "hand massaging" by the supply chief. Q8.  What is the most effective tool for ensuring a smooth flow of information regarding maintenance between shifts, other work centers, and maintenance control? Personnel Work Assignments Rotate work assignments so that each person in you work center can develop skills in all phases of maintenance. Personnel in lower paygrades should be encouraged to get involved in many different types of maintenance. A worker who understands a system or aircraft will be a better troubleshooter. Additionally, when you rotate work assignments and encourage a wide range of maintenance skills, the work becomes more interesting to the worker. More interest, more quality! If one highly skilled mechanic performs all of the work of a certain type, the supervisor and the work center would suffer if that technician were to transfer, be assigned TAD, or even take a period of well earned leave; this is another reason for rotating work assignments. Assign less experienced workers to work with the skilled mechanics so they can become