personnel  better.  They  also  give  you  an  up-to-date account  of  task  progression,  tool  and  equipment conditions, and the amount of supplies used. PERSONNEL.  —When you assess your worker’s performance, you will look at three areas: 1. Attitude 2.  Knowledge 3.  Work  habits When making your rounds in work spaces, assess  the  knowledge  of  the  personnel  working  in each  space.  Observe  the  attitude  and  work  habits of  your  people,  how  they  handle  their  equipment, and  the  order  in  which  they  complete  jobs.  Ask subordinates  questions  about  the  job  they  are doing.  Knowing  your  people’s  experience  in  each area  will  allow  you  to  make  decisions  more quickly  to  achieve  task  accomplishment  in  case of  personnel  setbacks. To  keep  abreast  of  the  knowledge  and  experi- ence  of  your  personnel,  randomly  review  each member’s  training  records.  Ensure  records  are  all current  and  ensure  each  subordinate  member  is afforded  the  proper  path  toward  advancement. MATERIAL. —Make a daily inventory of each work space to determine the amount of materials  being  used  so  that  you  will  know  when to draw more supplies. Also make a weekly inventory so that you will know when to order additional supplies for your division. Division  Supply  Inventory.  —Each division or department  uses  the  operating  target  (OPTAR) log to make a formal supply inventory. The OPTAR  log  shows  all  supplies  in  your  division. Log  all  division  orders  in  your  division  or department  OPTAR  log.  Also  log  (1)  when  an item was ordered, (2) its stock number, (3) the cost, (4) and the OPTAR balance. At the end of each  work  week,  or  on  whatever  day  you designate, prepare an inventory sheet of all materials and supplies in your division. This inventory sheet will give you a running account of  all  supplies. Division Tool Inventory. —Maintain your tool inventory  in  much  the  same  fashion  as  your  supply inventory  with  the  following  exceptions: 1. Maintain a daily power tool log. List the name of the tool that is out of commission and the  nomenclature,  stock  number,  and  price  of  the broken part. Also include a check-out and check- in list of power tools in the log. 2. Maintain a daily hand tool log. List the name of the tool that is out of commission and the  nomenclature,  stock  number,  and  price  of  the broken  part.  Include  a  check-out  and  check-in  list of hand tools in the hand tool log. 3.  Ensure  all  hand  and  power  tools  are assigned serial numbers; enter serial numbers into each log for easier tracking of tools. Division Damage Control Space Inventory or Inspection.  —Every division or work center should already  have  a  log  on  hand  that  describes deficiencies  and  missing  equipment  in  each  of your  spaces.  That  log  is  called  the  equipment deficiency log (EDL). The EDL contains informa- tion such as (1) the space, (2) space location, (3) the  problem  or  deficiency,  (4)  when  it  was discovered, and (5) action taken. For missing equipment  the  EDL  will  contain  information  on (1)  nomenclature  of  missing  equipment,  (2)  stock number, (3) when it was placed on order, and (4) the form or forms used to order the missing equipment. Work Center Requirements and Personnel  Deficiencies For  a  work  center  to  accomplish  its  goals  and maintain  an  effective  degree  of  operational readiness,  it  must  maintain  its  most  valuable resource—its  personnel. Just as you have a supply inventory for your division,  the  command  maintains  an  inventory  of people  available.  That  inventory  is  called  the enlisted  distribution  verification  report  (EDVR). From this report a division can better enable itself to  fulfill  any  TAD  requirements  without  an adverse effect on its work force. MANNING   REQUIREMENTS.   —The EDVR is a computer printout of the number of personnel  in  each  rate  aboard  the  command.  The EDVR lists personnel by order of rank and the amount  of  each  rate  allowable  aboard  the command. TAD  REQUIREMENTS.  —Commands   have a set amount of personnel it can provide for various  TAD  requirements  and  different  schools. The  TAD  requirements  are  usually  divided throughout  the  various  departments  based  on  the ship’s  overall  manpower. 2-2