ENGINEMAN 1 & Cnumber of people who can work EFFECTIVELYon a job or on part of the job at the same time.Doubling the number of personnel will not cutthe time in half; instead, it will result in confu-sion and aimless milling around.The best way to estimate the time and thenumber of personnel needed to do a job is todivide the total job into the various phases or stepsthat will have to be done, and then estimate thetime and the personnel required for each step.Estimating the materials required for a repairjob is often more difficult than estimating the timeand labor required for the job. Although yourown past experience will be your best guide forthis kind of estimating, a few general considera-tions should be noted:1. Keep accurate records of all materials andtools used in any major repair job. These recordsserve two purposes: first, they provide a meansof accounting for materials used; and second, theyprovide a guide for estimating materials that willbe required for similar jobs in the future.2. Before starting any repair job, plan the jobcarefully and in detail. Make full use of manufac-turers’ technical manuals, blueprints, drawings,and any other available information, and find outin advance all the tools and materials that will berequired for the accomplishment of each step ofthe job.3. Make a reasonable allowance for wastewhen calculating the amount of material you willneed.TRAININGBy the time you have reached the E-5 or E-6level, you have acquired many skills and a largeamount of theoretical knowledge. Among otherthings, you have learned about—Construction details, operating principles, andoperating characteristics of all types of navalpropulsion plants and associated engineroom aux-iliary machinery; propulsion plant layout and pip-ing system arrangement; theory of combustion,theory of energy transformations, and factorsgoverning engineroom and fireroom efficiency;nature and theory of engineroom operations;operational troubleshooting; engineering casualtycontrol; engineroom maintenance and repair;characteristics of metals and alloys; tests andinspections of main engines; characteristics andtests of lube oil; and records, reports, and otheradministrative requirements.As you well know, this is only a partial listof the skills and knowledge you must have in orderto qualify as an expert Engineman. But even avery wide range of abilities and an extensivetheoretical knowledge will not, in themselves,guarantee your success as an instructor.TRAINING RESPONSIBILITIESYou must be technically competent before youcan teach others, but your technical competencemust be supplemented by the ability to organizeinformation, to present it effectively, and toarouse and keep the interest of your trainees.You will find excellent general information onhow to plan, carry out, and evaluate an instruc-tional program in Military Requirements for PettyOfficer 3 & 2, NAVEDTRA 10056 (current edi-tion) and in Military Requirements for PettyOfficer 1 & C, NAVEDTRA 10057 (current edi-tion). The present discussion does not includebasic information of the type given in thesereferences; instead, it deals with some of the dif-ficulties peculiar to the training of engineroomand auxiliary personnel and some of the ways inwhich you can overcome or minimize thesedifficulties.What kinds of things cause special problemsin the training of engineroom personnel? For onething, the interrelationship of propulsion plantoperations. Each person must be trained to per-form not only as an individual but also as amember of a team. Take for instance the dutiesof the watchstanders. They are very closelyrelated, and the actions taken by one person de-pend in some way upon the actions taken by otherpersons.From a long-range point of view,however, the teamwork required for engineroomoperations can actually be turned to a trainingadvantage. As a person is being trained for onespecific duty, he must of necessity be learningsomething about the other duties. As a rule,therefore, the first part of a person’s engineroom2-24
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