how  it  was  marked,  cut,  and  joined;  and  why  that particular  joint  was  necessary.  The  strikers  understood and  easily  proceeded  with  the  job. There are as many examples of OJT as there are contacts  between  personnel  in  the  Seabees.  In  a Seabee  organization,  OJT  is  important  because  of  the continuous  changes  in  equipment  and  personnel.  OJT provides  continuous  opportunities  for  new  and  better methods of doing construction work. In the Seabees, as well as in private industry, the term on-the-job  training  means  helping  an  individual acquire the necessary knowledge, skill, and habits to perform a specific job. This definition implies that the job training applies not only to the Constructionman or to the new personnel in an organization, but also to any  other  person  who  is  assigned  a  new  job.  It indicates that iob training is a continual process in the Seabees. No one is completely trained. Performance can  alway  be  improved.  It  is  by  keeping  interest  high and   by   sharing   directions,   suggestions,   and information  that  we  increase  proficiency. Bear  in  mind,  however,  that  OJT  is  an  active process and requires supervisors who are aware of the needs of the trainees and who can motivate them to learn. Use methods that add meaningful experiences to the trainees’ storehouse of knowledge. A  supervisor  who  does  a  good  job  of  training personnel  benefits  in  many  ways.  For  one  thing, well-trained   crew   members   brag   about   their supervisor,  especially  to  their  buddies  in  other  crews. If you have a valuable skill, knowledge, or attitude and impart  that  skill,  knowledge,  or  attitude  to  10 others—you   have   multiplied   your   effectiveness considerably. Setting Up a Program In  setting  up  an  OJT  program,  one  of  the  first things you should do is an administrative analysis to determine the training needs. One of the training needs may be for advancement in rate for your personnel. Few things will make you as proud as seeing Constructionmen that you have trained make third class petty officer. Do you know what they are thinking? Their comments may be, “Oh boy, no more mess cooking.” But their real thoughts are probably that they cannot wait until they can sew on the next stripe. In preparing a program, keep three things in mind: . The subjects to be taught . Your broad knowledge pertaining to the training objectives . Ways you can best share your experience When  breaking  the  subjects  down  into  lessons, consider  the  length  of  time  to  be  devoted  to  each subject, and determine if you are going to teach these subjects in a classroom, field, or shop. You may have to  determine  lesson  objectives,  establish  lesson sequence,  analyze  reference  materials,  prepare  lesson plans, and so on. Remember that in any type of training program, the objective is to help the trainee learn the most  information  in  the  shortest  time  possible. Implementing a Program You should consider various courses of action in implementing an OJT program. To the supervisor or trainer,  some  of  the  most  important  are  as  follows: — Survey unit assignments and be sure each as- signment fits an individual’s classification and specific skills  background. — Determine the exact need for training. To deter- mine this need, establish two things: (A) the specific job requirements and (B) the individual skills of the trainee. when A and B are known, the OJT required can be stated in a simple formula. A + B = OJT required — Determine the most effective method or meth- ods  of  training.  The  number  of  people,  time  available, facilities required, nature of the training, and individual capabilities are factors that will affect your decision. — Select the individuals who will actually con- duct  the  training.  You  should  remember  that  the  end product will be no better than those who conduct the training  program. — Procure  all  available  materials  that  may  help supplement  the  program. — Monitor the program continually. You need to be sure that the OJT does not lag, that training records are  kept  current,  and  that  newly  developed  skills  are properly  applied. This is truly a large order. But now, more than ever, our Navy depends upon quality training. It is an important job, and it is one that never ends. 1-9