surface  must  be  sanded  (or  stripped,  if  required). Second, the surface should be cleaned of any residue from the sanding or stripping. Third, a primer coat and then the finish coat of paint should be applied. If any of these   tasks   or   steps   are   skipped   or   done   out   of sequence, the job will have to be redone. ASSIGN TASKS A good leader ensures each worker understands his or  her  part  in  the  job  and  can  do  the  assigned  task. Remember  the  job  of  painting  a  bulkhead  discussed earlier? Suppose you assigned a task in that painting job  to  someone  who  didn’t  know  the  proper  way  to perform the task. The entire job would suffer, and time and material would be wasted. When assigning tasks, you also must consider the danger   to   your   ship   and   your   workers   when   an individual  is  unaware  of  safety  rules.  Whenever possible,   pair   a   knowledgeable   worker   with   an untrained one; that way you get good results on the job and the untrained worker gets trained. If you have no trained workers available, you must conduct training. If the required training is beyond your capability, use your chain of command to get it from an appropriate source. When   evaluating   your   workers’   skills   and qualifications to perform a task, use past observations of work performance, training records, and Personnel Qualification Standards (PQS) records. As mentioned above, there will be times that you, as an experienced person for the job or a senior person in your rate, will be expected  to  conduct  training.  Be  sure  to  provide manuals, instructions, and hands-on experience when possible to train your personnel. It is a good practice to develop a schedule on paper for yourself and the workers. A good work schedule lists each step of the task to be performed; standards to be met (time, instruction, military standard, and so on); worker(s)  assigned,  by  shifts  if  applicable;  and  any other pertinent information needed to get the job done. The   schedule   should   be   concise   and   easy   to understand.  It  should  be  given  to  each  worker  or displayed  in  the  work  area  for  everyone  to  review. Some schedules are generated automatically for you and  you  need  only  fill  in  any  missing  information. Information on standards and other areas that will help you develop this schedule is presented below. COORDINATE MATERIAL AND SAFETY REQUIREMENTS Once you, the leader, have planned and organized events  needed  to  accomplish  a  task,  then  you  must make  sure  all  required  materials  are  available  and safety  precautions  will  be  observed.  Having  to  stop work while you track down a certain part or piece of equipment  frustrates  you,  your  workers,  and  your superiors and causes unnecessary delays. Do  not  trust  your  memory  on  technical  matters, especially when they involve safety. During this part of the  planning  phase,  refer  to  appropriate  checklists, technical manuals, technical orders, or instructions to make  sure  work  meets  all  safety  requirements  and personnel accomplish all required steps. Make sure all required safety checks are up to date on all necessary equipment  in  accordance  with  command  and  Navy instructions and policies. The 5100 series of OPNAV instructions provide detailed information relating to a wide range of safety concerns. When getting materials for a job, make sure items subject   to   shelf-life   restrictions   are   current.   A shelf-life item is one you must use or discard within a certain time. Shelf-life dates appear on the containers of  these  items.  Do  not  use  materials  with  expired shelf-life dates. THE PROPER TOOL FOR THE JOB As you train your workers, insist upon the proper use of the proper tool for any given job. A knife blade is not   a   good   screwdriver;   wrenches   are   not   good hammers; and screwdrivers are dangerous when used as chisels or pry bars. Using a tool in an inappropriate way can cause injury to the worker and damage to the tool and the work piece. You are responsible for the well being of the personnel assigned to you as well as 1-8 Q7. Not understanding the technical language of your rate results in which of the following problems? 1. Poor communication 2. Failure to advance in rate 3. Misinterpretation of official publications 4. All of the above REVIEW QUESTION