kept busy, but make sure they are realistic. During an emergency, most people will make a tremendous effort to meet a deadline. But people are not machines, and when there is no emergency, they cannot be expected to achieve  an  excessively  high  rate  of  production continually. In planning, you must also allow for things that are not  considered  direct  labor,  such  as  safety  training, disaster control training, leave, and liberty. To help ensure that a job is done properly and on time, you should consider the method to use in doing the job. If there is more then one way, make sure the method you select is the best. After selecting a method, analyze it to see if it could be simplified and still save time and effort. Plan material requirements so you will not have a lot of leftover materials. But do not make material estimates so low that you might run out of necessary items and cause the job to be delayed. At times, you may have to use more materials than anticipated, so it is better to have some leftover materials than to run short. Consider the tools and equipment you need for the job and arrange to have them available at the place where the work is to be done and at the time the work is to get under way. Determine who is to use the tools, and make sure these individuals to whom they are assigned know how to use them properly and safely. Determine whether special permits are required to operate special tools. Plan to have the materials in an accessible place that will not pose a safety hazard. SUPERVISING WORK TEAMS After the job has been planned properly, it is necessary to supervise the job carefully to ensure it is completed  properly  and  on  time.  Some  pointers  for supervising work teams are provided below. Before  starting  a  job,  make  sure  your  crew members know what is to be done. Give instructions clearly, and urge them to ask questions on any points that  are  unclear.  If  they  do  not  understand  the requirements, they will be unable to do their job properly.  It  is  also  important  to  ensure  the  crew members  know  all  pertinent  safety  precautions  and wear safety apparel as required. Check all tools and equipment before use to ensure they are in a safe condition. Ensure electrical tools are marked with the current safety color code. The color code for any given month will be uniform for a 30-day period or less, according   to   COMSECOND/COMTHIRDNCBINST 5100.1. Ensure all electrical power tools are protected by  GROUND  FAULT  INTERRUPTER  (GFI)  before use.  Do  not  permit  dangerously  defective  tools  and equipment to be used; see that they are turned in for repair immediately. A job can be done without a specific tool by substitution, but people are not as expendable. During construction, check from time to time to ensure  the  work  is  progressing  satisfactorily. Determine if the proper methods, materials, tools, and equipment  are  being  used.  If  one  of  your  crew members is doing a job incorrectly, stop and point out what is wrong. Then explain the correct procedure and check to see that it is done. In checking the work of your crew, make sure they know that the purpose of your inspection is to teach, guide, and direct, rather than to criticize and determine fault. Ask questions to show  interest,  and  praise  good,  sound  ideas  and judgment. When time permits, rotate the crew members on various jobs. Rotation gives them varied experience and helps to ensure that you will have a person who can do the work if someone is hospitalized, transferred, or goes  on  leave. A good supervisor should be able to get others to work together in getting the job accomplished., The supervisor should maintain an approachable attitude toward the crew, making members feel free to come and seek advice when they are in doubt as to any phase of  the  project.  Emotional  balance  is  especially important; a supervisor cannot become panicky in front of the crew. A good supervisor should use tact and courtesy in dealing with members of the crew and not show  partiality  to  certain  members.  The  supervisor should keep crew members informed on matters that affect them personally or concern their work. The supervisor should also seek to maintain a high level of morale, keeping in mind that low morale can have a definite effect upon the quantity and quality of work being turned out by the crew. The information above is only a brief treatment on the subject of supervision. As you advance in rate, you will  be  spending  more  and  more  of  your  time supervising others, so make a continuing effort to learn more about the subject of supervision. Study books on supervision, as well as leadership. Also, read articles on topics of concern to supervisors, such as safety, training, job planning, and so forth, that appear from time to time in trade journals and other publications. Additional planning and estimating can be located in the NMCB Crew Leader’s Handbook and the Seabee 1-17