safety, economy, functional compatibility, and convenience. Arrangement The arrangement of the furnishings should be made on the basis of use rather that appearance. Moving shop-installed equipment into an out-of-the-way corner may improve the appearance of the space but greatly reduces the efficiency of the personnel using the equipment. It may also create a safety hazard. A good rule to follow is to locate the equipment where it can be safely used by the greatest number of authorized persons with minimum effort in the least amount of time. Work tables and benches should be positioned with respect to fixed equipment so that the equipment most often used is most quickly and easily reached. Electrical and compressed air outlets should be readily available to workbenches. Needless delays are caused by having to rig unnecessarily long connections from poorly located outlets. You should give special considerations to the installation of special lighting, such as explosionproof, vaporproof, or interference-free lights, near workbenches where specific or intricate work is to be performed. Another special consideration is that of ventilation. All work spaces should have adequate ventilation under all conditions that are expected to exist in that work space. The use of paint in various colors to emphasize portions of intricate machinery for safety and reflective purposes is known as dynamic painting. Painting in this category should be kept in an efficient state for maximum effectiveness; however, this type of paint should not be used for normal building maintenance. The work center layout plan should have a provision for an information or bulletin board. Safety posters, maintenance posters, instructions, notices, plan of the day (POD), and such other information as appropriate should be placed on this board. This board should be located in a prominent place in the work center, preferably near the entrance where everyone assigned must pass at sometime during the day. Material on the bulletin board should be kept current, expired notices removed promptly, the current POD posted early, and safety posters rotated periodically. If the same material is presented in the same format day after day, personnel begin to ignore the board. A new arrangement will arouse curiosity and interest. Scheduling and Assignment of Workload Your most important concern as a supervisor is the assignment and accomplishment of the scheduled and unscheduled workload. Scheduled maintenance can be defined as maintenance that is required by hours, calendar periods (days or weeks), and starts. This type of maintenance is always anticipated and planned. By tracking flight or operating hours, maintenance control knows exactly when a particular aircraft is due for a phase inspection. It is also easy to determine when an aircraft or piece of equipment is due for a 28-day inspection. Unscheduled maintenance is defined as maintenance that occurs on aircraft or equipment other than scheduled. For example, an aircraft develops a hydraulic fluid leak on preflight, or perhaps while performing scheduled maintenance on an aircraft engine, a worker discovers a cracked or chaffed line. The repair or replacement of that line is unscheduled maintenance. As the work center supervisor, you should attempt to coordinate the installation of technical directives (TDs) and correct minor discrepancies to coincide with scheduled maintenance. You may not be authorized to wait until the next scheduled maintenance period for the installation of a TD; the assigned category (priority) determines the maximum allowable time period for compliance with the directive. A directive classified IMMEDIATE ACTION may be issued with instructions to be completed "prior to further use of equipment" or "prior to next flight";   a directive classified ROUTINE ACTION must be accomplished within 18 months of the date of issue. The supervisors objective is the satisfactory completion of assigned tasks in a reasonable amount of time, using available personnel and materials as efficiently as possible. To achieve this objective, the supervisor must become skilled in estimating the amount of time required for each task and the number ofworkers required. To be able to estimate effectively, you, as the supervisor, must be familiar with the task and know the capabilities of your personnel. You must realize the importance of assigning qualified and unqualified persons to the same job, when possible. Allow for planned interruptions, and yet do not operate on so tight a schedule that minor, unplanned 6-4