Chapter   2—ADMINISTRATION,   SUPERVISION,   AND   TRAINING people.  When  possible,  however,  less  experienced people should be given difficult work to do under supervision so that they may acquire skill in such jobs. Be sure that the person who is going to do a job is given as much information as necessary. An experienced person may need only a drawing and a general statement concerning the nature of the job. A less experienced person is likely to require  additional  instructions  and,  as  a  rule, closer  supervision. 5. Keep track of the work as it is being done. In  particular,  check  to  be  sure  that  proper materials and parts are being used, that the job is properly laid out or set up, that all tools and equipment are being used correctly, and that all safety precautions are being observed. 6. After a job has been completed, make a careful  inspection  to  be  sure  that  everything  has been done correctly and that all final details have been  taken  care  of.  Check  to  be  sure  that  all necessary records and reports have been prepared. These  job  inspections  serve  at  least  two  very important purposes: first, they are needed to make sure that the work has been properly performed; and second, they provide for an evaluation of the skills and knowledge of the person who has done the work. Do not overlook the training aspects of a job inspection. When your inspection of a completed job reveals any defects or flaws, be sure to explain what is wrong, why it is wrong, and how to avoid similar mistakes in the future. Estimating Work You  will  often  be  required  to  estimate  the amount of time, the number of personnel, and the amount of material that will be required for specific  repair  jobs.  Actually,  you  are  making some kind of estimate every time you plan and start a repair job, as you consider such questions as: How long will it take? Who can best do the job? How many people will be needed? Are all necessary  materials  available? However, there is one important difference between the estimates you make for your own use and  those  that  you  make  when  your  division officer  asks  for  estimates.  When  you  give  an estimate to someone in authority over you, you cannot tell how far up the line this information will go. It is possible that an estimate you give to your division officer could ultimately affect the operational schedule of the ship; it is essential, therefore, that such estimates be as accurate as you can possibly make them. Many of the factors that apply to the schedul- ing of all maintenance and repair work apply also to estimating the time that will be required for a   particular   repair   job.   You   cannot   make   a reasonable estimate until you have sized up the job,  checked  on  the  availability  of  materials, checked  on  the  availability  of  skilled  personnel, and checked on the priority of the various jobs for which you are responsible. In order to make an accurate estimate of the time required to com- plete a specific repair job, you must also consider (1) what part of the work must be done by other shops, and (2) what kinds of interruptions and delays may occur. Although these factors are also important   in   the   routine   scheduling   of maintenance and repair work, they are particu- larly  important  when  estimates  of  time  that  may affect the operational schedule of the ship are made. If part of the job must be done by other shops, you  must  consider  not  only  the  time  actually required by these shops but also time that may be lost if one of them holds up your work, and the time spent to transport the material between shops.   Each   shop   should   make   a   separate estimate, and the estimates should be combined in order to obtain the final estimate. Do NOT at- tempt to estimate the time that will be required by  other  personnel.  Attempting  to  estimate  what someone else can do is risky because you can’t possibly have enough information to make an ac- curate estimate. Consider all the interruptions that might cause delay, over and above the time required for the work itself. Such things as drills, inspections, field days,  and  working  parties  can  have  quite  an effect  on  the  number  of  people  who  will  be available to work on the job at any given time. Estimating the number of personnel who will be required for a certain repair job is, obviously, closely related to estimating time. You will have to consider not only the nature of the job and the number of people available but also the maximum 2-23