ENGINEMAN  1  &  C picked up and brought back to the ship by the ship’s force. The pump is reassembled, inspected, and tested by the ship’s force to make sure that it is operating satisfactorily. An important thing to remember is that while the repair facility is responsible for ensuring that its personnel repair or manufacture this shaft to the  manufacturer’s  specifications,  perform  all tests required by Quality Assurance (QA), and fill out  properly  all  the  required  forms,  it  is  your responsibility to witness any test required by QA, to monitor the status of the job at all times, and to  reassemble  and  test  operate  the  equipment properly, so that the end results will produce a reliable operating piece of equipment. EQUIPMENT TESTS.—As an EN1 or ENC, you have the responsibility for scheduling and per- forming various tests on your equipment. The purpose of those tests is to determine how your equipment  is  performing  and  if  there  are  any equipment  malfunctions.  These  tests  are  per- formed at various times, such as (1) before going to the shipyard for overhaul, (2) after post deploy- ment, (3) during a tender availability, or (4) as required by PMS. The tests are performed by the ship’s force, IMA personnel, shipyard personnel, or by an inspection team (such as the Board of Inspection   and   Survey   (INSURV   Board)). Detailed  types  of  inspections  are  described  in COMNAVSURFLANT  Inst.  9000.1  or  COM- NAVSURFPAC Inst. 4700.1A. Scheduling Work Careful  planning  is  required  to  keep  up  with all  auxiliary  maintenance  and  repair  work  in  the enginerooms. You should already have in your work  center  the  necessary  items  which  can  help you in scheduling your work. These items are (1) the Quarterly PMS Schedule, which is the visual display of your work center’s PMS requirements for  a  specific  3-month  period;  (2)  the  weekly schedule  (taken  from  the  quarterly  schedule), which  displays  all  your  work  center’s  PMS schedule for completion in a given week; and (3) the  Maintenance  Data  Collection  Subsystem (MDCS) forms, such as the OPNAV 4790-2K, OPNAV  4790-2L,  and  OPNAV  4790-2Q.  Of these, OPNAV Form 4790.2K is used to show completion  of  specific  PMS  requirements;  to request  repair  of  equipment  or  services  from IMAs or shipyards; or can be used to describe equipment malfunctions. OPNAV Form 4790/2L is a supplemental form which you use to provide amplifying information relating to a maintenance action described on a corresponding 4790/2K. The OPNAV 4790/2L may also be used to list: Multi- ple item serial numbers and locations for which identical maintenance requirements exist from an outside activity; and Drawings and sketches. OPNAV Form 4790/2Q is an automated work request  produced  by  an  IMA  with  computer capabilities.  The  “2Q”  is  produced  from  the original 4790/2K which is in your Current Ships Maintenance Project (CSMP) suspense file. For more detailed information about these forms and schedules, and how to fill them out, review OP- NAVINST 4790.4, volumes I and II. Some of the proven uses you should follow when scheduling maintenance and repair work are listed  below: 1. Size up each job before you let anyone start working on it. Check the applicable Maintenance Requirement Cards (MRCs) so that you will know exactly what needs to be done. Also, check all applicable  drawings  and  manufacturer’s  technical manuals. 2. Check on materials before you start. Be sure that all required materials are available before your personnel start working on any job. Do not overlook  small  items—nuts,  bolts,  washers,  pack- ing and gasket materials, tools, measuring devices, and so forth. A good deal of labor can be saved by the simple process of checking on the availabil- ity of materials before a job is actually started. An inoperable piece of machinery may be useless, but it can become a nuisance and a safety hazard if it is spread around the engineroom in bits and pieces while you wait for the arrival of repair parts or materials. 3. Check the priority of the job and that of all other work that needs to be done. 4. When assigning work, carefully consider the capabilities and experience of your personnel. As a rule, the more complicated jobs should be given to the more skilled and more experienced 2-22