ENGINEMAN  1  &  C number of people who can work EFFECTIVELY on a job or on part of the job at the same time. Doubling the number of personnel will not cut the time in half; instead, it will result in confu- sion and aimless milling around. The  best  way  to  estimate  the  time  and  the number  of  personnel  needed  to  do  a  job  is  to divide the total job into the various phases or steps that will have to be done, and then estimate the time and the personnel required for each step. Estimating the materials required for a repair job is often more difficult than estimating the time and  labor  required  for  the  job.  Although  your own past experience will be your best guide for this kind of estimating, a few general considera- tions should be noted: 1. Keep accurate records of all materials and tools used in any major repair job. These records serve two purposes: first, they provide a means of accounting for materials used; and second, they provide a guide for estimating materials that will be required for similar jobs in the future. 2. Before starting any repair job, plan the job carefully and in detail. Make full use of manufac- turers’ technical manuals, blueprints, drawings, and any other available information, and find out in advance all the tools and materials that will be required  for  the  accomplishment  of  each  step  of the job. 3.  Make  a  reasonable  allowance  for  waste when calculating the amount of material you will need. TRAINING By the time you have reached the E-5 or E-6 level, you have acquired many skills and a large amount of theoretical knowledge. Among other things, you have learned about— Construction  details,  operating  principles,  and operating  characteristics  of  all  types  of  naval propulsion plants and associated engineroom aux- iliary machinery; propulsion plant layout and pip- ing system arrangement; theory of combustion, theory  of  energy  transformations,  and  factors governing  engineroom  and  fireroom  efficiency; nature  and  theory  of  engineroom  operations; operational  troubleshooting;  engineering  casualty control;  engineroom  maintenance  and  repair; characteristics  of  metals  and  alloys;  tests  and inspections  of  main  engines;  characteristics  and tests of lube oil; and records, reports, and other administrative    requirements. As you well know, this is only a partial list of the skills and knowledge you must have in order to qualify as an expert Engineman. But even a very  wide  range  of  abilities  and  an  extensive theoretical knowledge will not, in themselves, guarantee your success as an instructor. TRAINING   RESPONSIBILITIES You must be technically competent before you can  teach  others,  but  your  technical  competence must  be  supplemented  by  the  ability  to  organize information,  to  present  it  effectively,  and  to arouse and keep the interest of your trainees. You will find excellent general information on how to plan, carry out, and evaluate an instruc- tional program in Military Requirements for Petty Officer 3 & 2, NAVEDTRA 10056 (current edi- tion)  and  in  Military  Requirements  for  Petty Officer 1 & C, NAVEDTRA 10057 (current edi- tion). The present discussion does not include basic  information  of  the  type  given  in  these references; instead, it deals with some of the dif- ficulties peculiar to the training of engineroom and auxiliary personnel and some of the ways in which  you  can  overcome  or  minimize  these difficulties. What  kinds  of  things  cause  special  problems in the training of engineroom personnel? For one thing, the interrelationship of propulsion plant operations. Each person must be trained to per- form  not  only  as  an  individual  but  also  as  a member of a team. Take for instance the duties of  the  watchstanders.  They  are  very  closely related,  and  the  actions  taken  by  one  person  de- pend in some way upon the actions taken by other persons. From   a   long-range   point   of   view, however, the teamwork required for engineroom operations can actually be turned to a training advantage. As a person is being trained for one specific duty, he must of necessity be learning something  about  the  other  duties.  As  a  rule, therefore, the first part of a person’s engineroom 2-24