DOCUMENT RESUME ED 211 839 CE 031 187 Essinger, Patrick J ... · 05/01/2019 · DOCUMENT RESUME ED 211 839 CE 031 187 AUTHOR Essinger, Patrick J. TITLE Steelworker 1 & C. Rate Training

DOCUMENT RESUME

ED 211 839 CE 031 187

AUTHOR Essinger, Patrick J.TITLE Steelworker 1 & C. Rate Training Manual and

Nonresident Career Course. Revised Edition.INSTITUTION Naval Education and Training Program Development

CenteF, Pensacola, Fla.REPORT NO NAVEDTRA-10654-EPUB DATE 81NOTE 246p.

EDRS PRICE MF01/PC10 Plus Postage.DESCRIPTORS Administration; Behavioral Objectives; Building

Trades; Construction (Process); *ConstructionManagement; *Correspondence Study; Independent Study;Job Skills; Learning Activities; Metal Industry;*Metal Working; *Military Training; PostsecondaryEducation; *Programed Instructional Materials;Quality Control; Recordkeeping; Self Evaluation(Individuals); Skilled Occupations; SupervisoryTraining

IDENTIFIERS *Navy; *Steel Construction

ABSTRACTThis Rate Training Kanual-and Nonresident Career

Course (RTM/NRCC) form a self-study package that will enableSteelworkers First and Chief to help themselves fulfill therequirements of their rating. (These positions direct and coordinateefforts of individuals and crews in cutting, welding, placing anderecting rigid frame and other pre-engineered buildings, structures,and tanks; lay out, cut, bend, and place reinforcing steel; maintainrecords and reports on job progress and material estimates; andsupervise and coordinate all tasks assigned to a unit.) Designed forindividual study and not formal classroom instruction, the RTMprovides subject matter that relates directly to the occupationalstandards of the Steelworker rating. Topics covered in the eightchapters of the RTM include administration; supervision; shop wldconstruction site organization; construction inspections and qualitycontrol; advanced base planning, embarkation, and project turnover;planning, estimating, and scheduling; metals identification andtesting; and company chief. An appendix contains an illustrated listof hand signals used in this occupation. The Nncc provides a way ofsatisfying the requirements for completing the RTM. Assignments inthe NRCC include learning objectives and supporting items designed tolead the student through the RTM. (KC)

***********************************************************************Reproductions supplied by EDRS are the best that can be made

from the original document.***********************************************************************

L

NAVAL EDUCATION AND TRAINING COMMAND

"RAlf 1RAINI1NG MANUAI. AND NONRESIDENT CAREER COURSE

U.E. DEPARTMENT OF EDUCATIONNATIONAL INSTITUTE OF EDUCATION

EDU ATIONAL RESOURCES INFORMATION

CENTER lERICI

This document has been reproduced asreceived from the person or organizationoriginating rt

n Minor changes have been male to improveeproduction quality

Points of view or opinions stated in this document do riot necessarily represent official NIEposition or policy

/

Although the %Nord, "he", "him", and "In",are used sparingly in Om manual to enhance,....,,,,,,,,:::,-,-. c.: :: nn! vortdeci In 1:e

:lender dm en nor to affront or diwriminateaganw am,one reading Sfrelvvorker I & C,NAVEDFRA 10654-1'.

.xle..,Nve.NWIMN.:NNN.\,\NVONX\ \\Wi

Vragram

STEELWORKER 1 C

/ NAVEDTRA 10654-E///e./____..........// 0,N7 OF 1 ./4 A/ I

., . e ,,, (.,,,, ......... ,,I A-. ,/ li 1'111 .,t. 41,/ 4YII i$'4,A ..... *Ir/

u

I/1981 Editior. Prepared by

1 SWC Patrick J. Essinger/111/// I

1I1 11 1,

T%.06,,,m,,,

.,......".,...............N......wrol"....43.v. 44.W. ." NINN"NiNI" e 6" N. xv434:12"NIN4NN:14"11k:Wb

Ncatipvt. - 0 yllip4.....

Ifillert,..:A0641,tIttMWilk AIMS tt

PREFACE

The ultimate purpose of training Naval dersonnel is to produce acombatant Navy which can insure victory at sea. A consequence of thequality of training given them is their superior state of readiness. Its result isa victorious Navy.

This Rate Training Manual and Nonresident Career Course(RTM/NRCC) form a self-study package that will enable Steelworkers Firstand Chief help themselves fulfill the requirements of their rating. They directand coordinate efforts of individuals and crews in cutting, welding, placingand erecting rigid frame and other pre-engineered buildings, structures, andtanks; lay out, cut, bend, and place reinforcing steel; maintain records andreports on job progress and material estimates; and supervise and coordinateall tasks assigned to a unit.

Designed for individual study and not formal classroom instruction, theRTM provides subject matter that relates directly to the occupationalstandards of the Steelworker rating. The NRCC provides a way of satisfyingthe requirements for completing the RTM. Assignments in the NRCCinclude learning objectives and supporting items designed to lead the studentthrough the RTM.

This RTM/NRCC was prepared by the Naval Education and TrainingProgram Development Center, Pensacola, Florida, lbr the Chief of NavalEducation and Training. Technical assistance was provided by the NavalFacilities Engineering Command, Alexandria, Virginia; the' NavalConstruction Training Center, Port Hueneme, California; the Naval.Construction Training Center, Gulfport, Mississippi; and the CivilEngineering Support Office, Port Hueneme, California.

Revised 1981

Stock Ordering No.0502-1.P-053-2710

Published byNAVAL EDUCATION AND TRAINING PROGRAM

DEVELOPMENT CENTER

UNITED STATESGOVERNMENT PRINTING OFFICE

WASHINGTON, D.C.: 1981

THE UNITED STATES NAVY

GUARDIAN OF OUR COUNTRYThe United States Navy is responsible for maintaining control of thesea and is a ready force on watch at home and overseas, capabie ofstrong action to preserve the peace or of instant offensive action towin in war.

It is upon the maintenance of this control that our country's gloriousfuture depends; the United States Navy exists to make iVso.

WE SERVE WITH HONOR

Tradition, valor, and victory are tne Navy's heritage from the past. Tothese may be added dedication, discipline, and vigilance as thewatchwords of the present and the future.

At home or on distant stations we serve with pride, confident in therespect of our country, our shipmates, and our tamines.

Our responsibilities sober us; our adversities strengthen us.

Service to God and Country is our special privilege. We serve withhonor.

THE FUTURE OF THE NAVY

The Navy will always employ new weapons, new techniques, andgreater power to protect and defend the United States on the sea,under the sea, and in the air.

Now and in the future, control of the sea gives the United States hergreatest advantage for the maintenance of peace and for victory inwar.

Mobility., surprise, dispersal, and offensive power are the keynotes ofthe new Navy. The roots of the Navy lie in a strong belief in thefuture, in continued dedication to our tasks, and in reflection on ourheritage from the past.

Never have our opportunities and our responsibilities been greater.

ii

6

CONTENTS

CHAPTER Page

I. Administriition 1-1

2. Supervision 2-1

3. Shop and Construction Site Oiganriat ion 3 -I

4. Construction Inspections and Quality Control 4-1

5. Advanced Base Planning, Embarkation, andProject 1 urnover 5 -I

6. Planning, Estimating, and Scheduling 6 -I

7. Metals Identification and 1 est mg 7 -I

8. Company Chief 8 -I

APPENDIX

I. Hand Signals Al-1

INDEX I-1

Nonresident Career Course follows Index

iii

1

CREDITS

The illustrations listed below are included in this edition ofSteelworker 1 & C, through the courtesy of the designated sources.Permission to use these illustrations is gratefully acknowledged. Permissionto reproduce illustrations and other materials in this publication must be

obtained from the source.

....-1Source

Air Reduction Sales Company 7-12, 7-13,

Figures

7-14

Baldwin Locomotive Company 7-6, 7-7

Bullet Manufacturing Corporation 3-11

Magnaflux Corporation 7-11

The Associated General 6-14, 6-15, 6-16, 6-17, 6-18, 6-19,

Contractors of America 6-20, 6-21, 6-23, 6-24, 6-25, 6-26,6-28, 6-29

United States Naval Institute 7-5

Wilson Mechanical Instrument 7-1, 7-2Company

iv

CHAPTER 1

ADMINISTRATION

As an SW1 or SWC, you will have manymsponsibilities added to those which you had asa seLond class petty officer. You have acquired alot of valuable knowledge and now it is yourturn to pass on the technical know-how of yourjob to others. In addition to supervising andtraining lower rated personnel, you must be ableto perform various administrative duties, such aspreparing offiLial correspondence, maintainingcompany records and reports, and administeringa company accident prevention program.

The type of activity to which you areassigned will determine just how you carry outyour administrative responsibilities. But, theability to plan and organize your work, to applyeffective techniques of supervision, and getalong with people will help you succeed in theNavy no matter to what activity you are assigned.

RECORDS AND REPORTS

As you advance in rating, you can expectyour job to require an increased amount ofpaperwork. If you have to spend a lot of timedoing paperwork, you may want to assign anassistant to handle part of it; you will be respon-sible, however, for seeing that the work is doneright. Keeping all your records and reports up todate will enable you to keep a close check oneach job, each crewmember, and each piece ofequipment under your supervision. Records andreports provide a means of checking the ac-Lomplished job progress against the planned-jobpi ogress. They summarize the experience gainedon the present project, and are valuable in plan-ning and scheduling future projects.

our activity will have standard forms forkeeping some of the required records and for

making certain supply transactions; for exam-ple, job orders, work requests, and requisitions.In addition, forms used for records and reportsoften are designed locally and are likely to differfrom one activity to another. At most activities,you will find it advantageous to maintain logs,notebooks, charts, and so on, of your owndesign to met specific needs. Sonic of the com-mon types of records and rcpoih with w high y oumay be concerned, as a supervisor, w ill be

discussed in this chapter.

WORK PROGREsS LOC

A work progress log is a record of all currentand completed work accomplished by your shopor crew and each person assigned to it. You candesign your on work progress log or it an besupplied by your activity. In any event, it shouldcontain the following information for each job:

1. The job order number.2. The date the job order was received.3. The name of the unit requesting the work.4. A brief description of the job.5. The names of the personnel assigned to

work on the job.6. The total number of man hours required

to complete the job.

JOB PROGRESS LOG

A job progress record sheet is used to presentthe status of all wort. being performed currentlyin the shop. At some activities, a progress recordsheet like figure 1-1 is made up at the close ofeach working day and submitted to the divisionoffice; a similar record sheet may be submittedto show progress on projects in the field. On the

STEELWORKER 1 & C

JOB ORDER PROGRESS RECORD SHEET ....1tee-l-huat SHOP

22.,

JOB ORDERNUMBER

DESCRIPTION OF JOB DATEREC'D

PERCENT COMPLETEREMARKS

10 20 30 40 50 60 70 80 90 100

/43 761 R...r.L., 2 ./..4.A, 4/11

.

,

1 #a a.c.v, .4-7

145 To 7,4 I. .¢ 1.0-ekgr Os/- .

146 70Anehxt

ladiatia 4/4y-7:1...i... sh,74

.4.aat..;... c pa cz..4

IR 70 '"h . eAtr.A.,,va, 1/4/6/2/-

p, /4,,, sky/Sit 7,144tifrgait

1 S G - 10A tgerA4 ,, e..ttiYatifto

duche,

/.5~, p _1' at4w46.44 ,64L

476 i" 1414 4116 443*in. chy07044t,

/59 7d 7n18 . /z al gpg/- if+ 10.2Aderrnt)

4.A ' As,7

18.3

Figure 1-1.--Job order progress record sheet.

record sheet, all uncompleted job orders arclisted by number. A brief description of each jobalso is given, together with the date the job orderwas received. A chart is provided to indicate thepercentage of work completed on each job.

MATERIAL EXPENDED RECORD

A material expended record is used to keeptrack of the status of materials. However, such arecord is worthless unless faithfully maintained.This record can best be kept in a notebook !las-ing a separate section for each type of materialyour shop uses. The information on a materialexpended record should include the datematerial is received, the amount of materialreceived, the date material is expended, theamount of material expended, the order numberof the job on which the material is used, and the

balanLe of the material remaining on hand.Figure 1-2 shows a suggested method of loggingthis information.

EQUIPMENT LOG

As the shop supervisor, you should keep anequipment log listing all portable tools for whichyou are &countable and showing where they arelocated (shop, storeroom, or toolroom) or towhom assigned. An equipment log, kept up todate, with adequate tool descriptions (make,model, and serial number) will help you in mak-ing periodic inventories.

DAILY MAN-HOUR REPORT

At some activities, you may have to submit adaily man-hour report. This report gives an

1-2

10

Chapter 1 ADMINISTRATION

STEEL, SNP; C,4 LI/ - 20 CAW (0151)- /63-6 LB PER SO. Fr.

RECE/1/4c0

DATE AMOUNT

RXPENDE,0

DATE AA/tau/yr Jo$'fr

At-/3' fp Sti. FT

Ro 5NeEFS .r by%oveRED #-.2/-70)

Ago Ca

-/7

11-4if

4 SW. Pr

s-

140 sQ. PT

/0 -7O

SIIPPIMMEP

17-74

54LANCE

DATE A M uNr.21/.0 50. Pr

Figure 1-2.Page from 3 material expended record.

overall picture of the way in which the M.orkingday is spent. A sample of a daily man-hourreport is shown in figure 1-3.

In fieldwork, you will probably have to sub-mit project reports to show completion of con-struction projects. The report in figure 1-4

illustrates the type of information generally re-quired in a project report.

OFFICIAL CORRESPONDENCE

On occasion, you may be expected to com-pose official correspondence, perhaps only frombrief notes or oral instructions. Official cor-respondence in its true sense encompasses allrecorded communications, including messages.

In general, official outgoing correspondenceis prepared only in the rough at the departmentlevel and is "chopped" to the executive officeror the administrative assistant for approval andpreparation in the smooth for the commandingofficer's signature.

1-3

1j)

/q2 54. Prre shIrs. y64v7)

/ SO. pr

6 7 SR. FT

307 SG? Er.

135.47

DAILY MAN-HOUR REPORT

SHOP 1?-117 411-DATE 7-3-//NUMBER OF MEN TOTAL MAN -HOURS 2g?

MAN -HOURS EXPENDED:

JOB ORDERS

TRAINING

SPECIAL DETAIL

SICK BAY

SPECIAL LIBERTY

SHOP UPKEEP

TOTAL MAN-HOURS EXPENDED

Figure 1-3.Dail) man-hour irport.18.4

STEELWORKER I & C

XAMPLE OF PROJECT REPORT

AOPK I-EmSIZE OFCREW

DAYS TO

COmPLETE

WORKINGHOURS PER

DAY

.OTALMAN -DAYS

TOTALmANNOL)RS REmAw.

' P PE LINECOUPLING 6INCH P'PE...ELD,Nr.:,...,NcH PIPE

4

39

1 ;

1

10

10

6

39

60

390PER 1 -MILE P PE -N,PER T.AR LE PIPE L NE

2 P_EmPING STATION 5-INCH P, PE LINE 8 11 7'; 88 660 COMPLETE wari mArNE0' D.', PI PINGAND FUEL TANK

TANK ERECTION250BARREL 6 4 7 24 168

1 300BARREL 6 II 9 66 544

3,000-BARREL 16 8 9 128 1 15210,0 00BARRE,. 16 18 9 288 2,542

4 A,RFIELD DISTRIBUTION sYSTEm 24 102 12 2,448 29,376 50 NAR:"AN; C,, 'I F -:,5 AIRciELD TRu:K F'LL SYSTEM . 5 3 10 15 150 3 ...t. ND STATIONS6 of A TERT EST NG LINE . 10 10 9 100 900 PER IC v ,ES

AORK Sk..C'EqSCPC ARE NOT INZLJDED 'N CREW SIZE OR mANNOURS

Figure 1- 4. Example of a project report.

STANDARD \A\ AL LETTERS

ligut es 1-5 and 1-6 illustrate the standardnu\ al letter in thushed form. When preparing,orrespondeno: in the rough, always doublespaLc the text to allow for corrections or in-set wit, by ro, iew mg officers. Before startingthe letter, find out from the drafting officer (youma) physrLally prepare the draft, but the officeris responsible for the finished product) whetherit is to be classified. If so, the classification mustappear near the top and bottom of each page.Note the identifiLation and indentation ofparagraphs and subparagraphs. The drafting of-ficer will haze to determine who the "via" and"Lop) to" addressees (if any) are to be. Thereare two important rules of thumb: (I) referencesshown in the heading of the letter should bementioned On Lhronological order) within thetext at least once, and (2) unless they are veryLlosely r elated, do not Loker two subjects in oneletter. The latter praLtice can result in ad-

rustrat Re contusion w hen replies are required.

W, hen preparing correspondence, bear inmind that the usual purpose of Navy mail is toprokie the reader with concisely stated infor-mation, If you turn out a confused, rambling,

petitioth, or needlessly lengthy masterpiece ofwmantik. punt), you only create an editing chorefor the drafting uffiLer and you may wind updoing the whole thing oer.

1-4

145.3

Before starting the fetter, be sure you under-stand exactly what the letter is to accomplish.Then, its organization becomes essentially sim-ple. The first paragraph should state the purposeof the letter; the following paragraph(s) explaincircumstances and state the aLtion (gi es orders,make requests, gre consent, or refuse perrmssion).

When the letter in answer or Llosely relatedto another letter, the first sentence should referto that letter. For example: "I. ReferenLe (a) re-quested information about the allowance listsfor the next 3 fiscal years. ReferenLe (b) pointedout that such information is a% adable for onlsyears in advance. .

The usual causes of Lonfusion and !amblingin a letter are

I. Failure tj..) follow the basil pattern (pur-pose, circumstances, action).

2. Inclusion of more than a single idea in asentence, more than one central thought in aparagraph, or more than a single subject in aletter.

3. Failure to consider the readers (can theletter be misinterpreted?).

In letters of axerage length, eaLh signifiLantunit may be one paragraph, although there is norule about this; explaining the reason, whysomething should be done may take more thanone paragraph, while other letters arc so simple

1 '2

Chapter 1ADMINISTRATION

*AIRMAIL

DEPARTMENT OF THE NAVYHEADQUARTERS NAVAL MATERIAL COMMAND

WASHINGTON, D.0 20360 *1J REPLY REFER TOPBX:ABC:PLM

*52165 Jan 19

*From: Chief of Naval Material

To: Commander, Portsmouth Naval Shipyard

*Via: Commander, Naval Ships System Ccemand

Subj: Correspondence practices; recommendations of NAVMAT team

concerning

*Ref: (a) NAVMAT ltr PBX:ABC:PLM of 1 Jan 19 to CCMONE(0) FONECON between Mr. Dial, HAVMAT, and Mr. Davis,

Portsmouth, 3 Jan 19

*Encl: (1) NAVMAT survey team report of Portsmouth Naval Shipyard(2) (SC) Department of the Navy Correspondence Manual

(2 copies)

1. In response to reference (a), the findings of the Headquarters,

Naval Material Command survey team are provided in detail in

enclosure (1). The information on correspondence practices in this

letter and in the accompanying material are submitted at the request

of the Administrative Officer of the Portsmouth Naval Shipyard.

2. The copies Of the Department of the Navy Correspondence Manual

(enclosure (2)), which are forwarded under separate cover, may be,

retained for your use.

3. This letter 4e epecifically designed to be ueed as a guide to

the procedures contained in the NAVMAT team report, and in

accordance with reference (b). Few letters will contain as many

parts as this one; however, the general arrangement is the same,

regardless of the number of elements in a letter or its length.

,a, The identification symbols, and, if any, the postal

instructions, the classification, and the "from" line, are fixed

in their relative position's.

b. The positions of the other headings depend on the number

of lines required for each entry:

(1) Between the "from" line and the "to" line, and the to

line and the "via" line, if any, there is no blank line.

r. I .40 iC A TCS ITEMS THAT MAY NOT OE REQUIRED

Figure 1-5.Standard naval letter.

1-5

STEELWORKER 1 & C

PBX:ABC:PLR

*5216*5 Jan 19

*Subj: Correspondence practices; recommendations of NAVHAT Z.eamconcerning

(2) Between all other heading entries, and between the lastheading entry and the body of the letter, there is a blank line.

4. The month may be abbreviated or spelled in full. The date may

be either typed or stamped.

PETER L. MURPHY*By direction

*Copy to:

CNCCCHON1

*Blind copy to:(List of information addressees not shown on the original)(Appears on copies retained in department or headquarters only)

Prepared by:(Drafter's name and organization, *room number, and telephoneextension, and date of typing)(Appears on file copies only)

2

IINO.CTeS t.104 1,41 4V NOT et MCOUIPCO I

95.17

Figure 1-6. Standard naval letterContinued.


that a single paragraph makes up the entirebody. iThe important thing for the writer is to(1) arriange the units in what seems the mustsatisfactory order, (2) complete each unit beforemoving on to the next, and (3) maintain con-tinuity by providing transition from one unit toanother.

When you prepare the first draft, do notworry too much about the finished product. Getsomething on paper. You can go over it later forerrors, clarity, and good order. If possible, letthe firs: draft cool for awhile and occupy yourmind with other matters before going over itagain. This practice tends to make you more ob-jectiveyou will find flaws not apparent to youearlier. Delete unneeded words, cut down the bigones, take out the intensives (very much, ex-tremely), eliminate unnecessary introductoryphrases such as "it is to be noted" and "sse callyour attention to the fact that," and avoidrepetition.

MEMORANDUMS

Although there are variations or the form titnaval correspondence called a memorandum.the one most frequently utilized is the simple"From-To" type between subordinates withinthe same activity.

A preprinted Department of the NavyMemorandum (short or long) form is available,or you may use a plain or letterhead (when thememorandum is addressed outside the organiza-tion) sheet of paper. When using other than thepreprinted form, type "MEMORANDUM" incapital letters at the left margin. Two spacesbelow that type "From:" and proceed as youwould for a naval letter. For verb informal com-munications, memorandums may be hand-written.

Variations of the "From-To" style includethe "Memorandum For" and "2-Way Letter-Memo" types. The former is used between high-level officials within the Department of Defense.The "2-Way" incorporates the et tmenues of apreprinted format and premserted carbon, it is

employed only for communications that requirea reply.

1-7

SPEEDLETTERS

A speedlettei is used for an urgent com-mumatron that does not require electricaltransmission. It is prepared on a standard,preprinted form pi omin;:ntly marked across thetop with NAVAL SPEEDLETTER in large let-ters. Unlike other types of correspondence, anestra copy is provided the addressee so that theymay reply on the speedlettei (copy) itself.

The main purpose of the speedletter formatis to tall attention to the communication so thatit will be gis en priority handling by the ad-dressee. .r0 this end, a special speedletterenvelope is available to insure that mail handlersgm: the speedletter immediate attention. Ifa regular envelope must be used, it shouldhe conspicuously marked with the word"SPELDLETTER" in capital letters.

ith some variations, a speedletter is

prepared in much the same way as a naval letter(except that if time is critical, the speedlettermay he handwritten). Identifying blocks takes,ot of 1110lt of the information nor malty placedat the top of a standard letter down through the

o" Brie Therefore, unless "Subj" and'Ref" lines used, the writer places nothing

in the testual portion of the speedlet ter I orm ex-cept the text itself, the signature. a list ofenclosures, if any, and, if needed. downgradingand classification data.

MESSAGES

A message is a written thought or idea. ex-pressed briefly and to the point, and preparedfor transmission by the most suitable means oftelecommonwation.

The originator of a message is the commandby w hose authority the message is sent. Thedrafterusually the communications officer ora department headis the person vs ho actuallyrumpuses the message for release. The releasingof filer authorises transmission of the messagefor and in the name of the originator. Usuallythe commanding officer is releasing officer, butmay delegate the releasing authority.

STEELWORKER 1 & C

Basic Message Format

With few exceptions, military messages sentby electrical telecommunications are arranged ina basic naval message format. See figure 1-7.

Communications requiring expeditiousdelivery are prepared for transmission as brief,concise messages with a message heading and amessage text.

Heading

Figure 1-7 shows which parts of the headingmust be Lompleted. Although you do not fill inthe date/time group block, you need to under-stand how to read this information.

The date/time group is expressed as six digitswith a zone suffix, plus an abbreviated monthand a two-digit year. The first pair of digits

4

S

a

My ig:iALUOLAIMCIWT 0.41.4.11r.

UNCLASSIFIED

715....._

..,, c.SWAM we

MaaiiKI WI OQ fK I Pc* .4 61.94 0.1..C.......0.11 Croon*ACT OO

i 11111111 I

-1 1 501 1.4 am:_...1. *

1

' u' C N 0

m.CINCLANTFLT

UNCLAS //W1 S2Lb //

MESSAGE FORMAT

4 SECNAVIMST 5216.16

(TEXT)

2. {TEXT)

3. (TEXT)

.

-1

_J

tlh

ACTION 11

00 .01 .03 CWO111111 TYR mull. MU. 4111.404,. P.M .* WI

N.B. JONES, LT. '13C. 55999 1 FEB

..MC IAL esera.1.4.

/

I

Irv. NYS. Mil. 1/. f va 040 0.6011M.K. SMITH. CAPT. 43 59995

614410K HU." f S.C..UNCLASSIF

WI V.If ii.

DD.T.f1.1 734-----asszsgas.

Figure 1-7.--Formal for naal message.31.47


(080005Z AUG 81) denotes the date of themonth, the second pair (080005Z AUG 81) thehours, and the third pair (080005Z AUG 81) theminutes, followed by a capitalized letter whichindicates the time zone. For standardization, allnaval communications use Greenwich (Z) time.Duplicate date/time groups should not be usedby the same originator during any one 24-hourperiod. Normally, the time included in the date/time group is the time at which the originatordelivered the message to the communicationscenter for transmission. All numerals in ab-breviated titles used in naval messages arespelled out.

Text

The text of a naval message is prepared asshown in figure 1-7. Notice that the messageparagraphs-are numbered, except for short, one-paragraph messages. Subparagraphs are in-dented and lettered or numbered as appropriate.If the message is classified, it is marked with theproper downgrading/declassification markings.The number of characters and spaces on a line issixty-nine.

Short titles or abbreviations are not used inthe text if the message is addressed to a Memberof Congress, a commercial concern, or a non-military address.

The following punctuation marks or symbolsmay be used to enhance clarity within themessage text:

Hyphen (-)Question mark (?)Colon (:)Dollar sign ($)Apostrophe (')Ampersand (&)Parenthese% (left and right) ( )

Period (.)Comma (,)Vergule (or slant) (/)Quotation mark (")Number symbol (#)

1-9

Symbols that may NOT be used in a navalmessage are:

"At" sign (@)Percent (%)Fractions (1/2, 1/4, et cetera)Asterisk (*)Underscore (___)Cent sign (c)

ADMINISTERING A COMPANYACCIDENT PREVENTION PROGRAM

Each command is required to establish asafety organization to develop, organize, anddirect a comprehensive accident prevention pro-gram and to provide for the promulgation andenforcement of safety precautions and safe con-struction techniques. The safety program is

usually tinder the direction of a SAFETYOFFICER, designated by the commanding of-ficer. The safety officer has the authority to takeimmediate steps to stop any operation wherethere is impending danger of injury to personnelor damage to equipment 3r material.

The safety officer lays out the safety pro-gram after conducting job analyses and con-sultations with the supervisors in charge of thevarious phases of construction.

Under the direction of the safety officer, andzith the assistance of the safety chief, each com-pany is required to administer an acciqntprevention program. As an SW1 or SWC, youmay be appointed to administer C or D Com-pany's accident prevention program.

SUPERVISION AND SAFETY

Safety and production go hand in hand.Supervisors should consider the safety, health,and physical welfare of their personnel as one oftheir chief responsibilities.

In teaching a new job or operation, alwaysemphasize the safety measures that apply. Inplanning your jobs, make sure you keep safetyin mind; do NOT wait until after an accident toteach safety. Remember that a lost-time injurymeans a nonproducer, and a high-accident ratecertainly will NOT reflect favorably upon yourability to supervise. To show concern over the

STEELWORKER 1 & C

health and physical welfare of yourcrewmembers not only will pay off in pro-duction, but also w ill enable you to earn theirrespect.

Some pointers that will be useful in pie-% enting accidents are outlined below:

A. Size up the job.I. Analyze the job and spot the hazards.2. Review the previous accident experi-

ence on the job.3. Get help, it needed, from your project

officer.13. Plan to control the hazards.

1. Weigh means for controlling thehazards.

2. Select the right methods and the rightpersonnel for the job.

3. Decide on the proper tools andequipment.

4. Check forneeds.

C. Work your planI. Make specific work assignments and

give instructions.Check to see that everyone under-stands what is expected of them andthat they do it.

3. Remove hazards or protect the crewagainst them.

4. Insist on safe practices.D. Check results.

I. Was the plan followed?'2. How could the plan have been im-

proved?3. What hazardous conditions or work

practices, if any. need furtherattention?

protective equipment

SAFEGUARDS ANDSAFETY EDUCATION

Many supervisors feel that it is onlynecessary to provide safeguards, then safety willtake care of i elf. Provision of safeguards is amove in the right direction, but it alone willNOT get good results. To maintain a goodsafety, record, you, as the supervisor, need toemploy a comoination of safety devices andsafety training. If all your crewmembers have hadsound safety training, they will be able to guard

against even those hazards 'Ai here safety devicesare impracticable. You must, however, trainthem in the use of safeguards, explaining why, aswell as how, they should be used. How manytimes have you seen a crewmember shut off thepower on a machine and then walk away from itbefore it has stopped turning? Such a personuses a safeguard, but does not know why. Byproviding the necessary training, you, as an alertsupervisor, must make sure that such carelessuses of safeguards do NOT happen again.

Standup safety meetings should be held inthe field once every week. The meeting should beheld at or near the work area. Instead of aroutine safety lecture, it is much better to hold agroup discussion on specific accidents that are tobe guarded against or that may have happenedin the unit. Crewmembers should be encouragedto express their ideas. A group conclusion abouthow specific accidents can be prevented shouldbe reached.

Another type of safety meeting is one inwhich you present a safety problem that hasdeveloped because of new work or new equip-ment. Again, crewmembers should be invited toexpress their ideas.

A third type of safety meeting is one in whichactual demonstrations and practices by thegroup are carried out. You might demonstratehow to lift, and then have the crew practicelifting. Also, to make the reason for lifting inthis manner more realistic, a little lesson on theclasses of tools and a little problem in ratio andproportion should prove interesting.

If you are demonstrating how to use aforkliftbring in a forklift and use itdo NOTjust talk about how to use it. Then, again, let thecrew practice.

Making these meetings interesting is of theutmost importance. You should not complain orscold, and the meetings, should be limited intime. The subject matter should be thought outcarefully in advance, and it should be timely.Considerable ingenuity is required to keep thesemeetings from degenerating into dull routine af-fairs. Some supervisors have the crewmembersthemselves rotate as leaders of the safetymeetingsan excellent way to maintain interest.Hundreds of good motion pictures and othervisual aids are available on safety subjects. Usethem!

Cha ter IADMINISTRATION

As company safety administrator, you are re-quired to submit safety meeting reportsperiodically to the safety chief. You must keep arecord of all meetings conducted vSithin the com-pany. Information required for this report willinclude the topics discussed, the number of per-sonnel attending, and the length of the meeting.

SAFETY INSPECTIONS

To do your part in the administration of thesafety program, you must know the safetypreLau lions hich apply to the various types andphases of construction involving personnel andequipment. Furthermore, you must carry out therecommendations of the safety officer, whichusually- include the following:

I. Promulgate and enforce all safety regula-tions.

2. Instruct and drill your crewmembers insafe practices.

3. Caution your crew with regard to occupa-tional hazards.

4. Inspect work areas regularly.5. Assign crewmembers to jobs that are -not

bound their technical and physical capabilities.6. Report accidents, analyze them, and

recommend appropriate action to prevent recut-rence.

ACCIDENT REPORTING

When an accident occurs in your shop, of-Ile, or within your crew, you must fill out an

OPNAV I-orm 5102, 1 Accidental Injury/ DeathReport (figures 1-8 through I-11). This formprovides a method of recording the essentialfacts concerning an accident, from which datafor use in accident prevention can be compiled.Item 33"Corrective action taken/recom-mended"is the most important part of thisreport. Your response to this item provides aclue to your attitude toward safety. Too manysupervisors respond with "The crew member waswarned to be more careful." Such a response isuseless since It does not tie in with the rest of thereport. If an unsafe working condition is thecause of the accident, you will NOT correct it by%k arm rig the clew member to be more careful.Study the rcport; analyze it; then take corrective

action. When properly used, this report is one ofyour best accident prevention tools. In manycases, the difference between a minor accidentand a major one is a matter of luck. Do notignore accidents that result is small cuts andbruises; investigate the reason for them and cor-rect the causes. If you do this, you will have asafe and efficient shop or office.

ACCIDENT INVESTIGATION

Before filling out OPNAV Form 5102/1, youmust conduct an accident investigation to getan ers to questions, such as those in the sixcategories below.

I. Unsafe conditions. Was the equipmentimproperly guarded, unguarded, or in-adequately guarded? Was the equipment ormaterial rough, slippery, sharp-edged, decayed,worn, of cracked? Was there a hazardousarrangement, such as congested work space,lack of propel lifting equipment or unsafe plan-ning? Was the proper safety apparel beingworn? Were the proper respirator, goggle,gloves, etc., provided?

2. Ty pe of accident. Did an object strike theperson? Did the person fall at the same level or adifferent level or get caught between objects, orslip (not fall)?

3. Unsafe act. Was the crewinemberoperating a machine without proper authoriza-tion or working at an unsafe speed, that is, toc5fast or too slow? Was a safety device made in-°pet ative, that is, blocked out or removed? Wasthe load made unsafe or were tools or equipmentput in an unsafe place where they would fall?Did someone fail to wipe oil, water, grease,paint, etc., fioin working surfaces? Did the in-jured crewinember take an unsafe position ofposture, or lift with a bent back or while in anawkward position, or lift jerkily, or ride in anunsafe position on a \ chicle, or use impropermeans of ascending or descending? Was the in-jury caused by failure to wear the provided safeattire or personal protective devices, such asgoggles, gloves, masks, aprons, or safety shoes?

4. Unsafe personal factor. Was the personabsent-minded or inattentive, unaware of safepractices, unpracticed, of unskilled, unable torecognize or appreciate the hazards? Did the

STEELWORKER 1 & C

ACCIDENTAL INJURY/DEATH REPORTOPNAV 5102/11S XI

REPORT SYMOOL OPNAV $702 -I

3m0107 LF051414 FOR OFFICIAL MI ONLY Am144/Poi------ - . _. _ _ ________ ___TO. COIERAFICK R. PeAVALSAFETV CENTER, NAVAL AIR STATION, NORFOLK, VA 13511 ..____....A CompIels oreleuelskos foe (alms ool Ous foni/4 conlasocd olOPHAVINST 1102 1 CAUTION &wire 0444,1110o 454110 041/ elepalmereles1 Moe

S The *MIN (on. nay be hind 15111411 L14311412 ....P..114.0 Preeocy Ail a 1074 peter 10 raserelros paelmooldeva(' wt.', Node er. gotersJed foe the snalmatua awrsatts of the data raki+ thete arks (Sae pen 204b 'FON imervaionl

Ill If IM entry II 14114n pl.. N. Tiro 141144 m the 14114tatol bio.S.121 II IN luncy n a rolrobor piste 11 to Met the last dew m the fight hand Nock

THIS SPACE

1V1 NT

FOR NAVSAFECEN

YR MO

USE

OAY

ONLY

LOG LINE VEHICLE

II

PERSONNEL FILE

ICI"" CI El 12113 11111 C1C1 1 III 13 13 T Inliarri- -.:_ _

SECTION A - GENERAL

I REPORTPTG ACTIVITY IA./ S AM (AV 3 SNIP TYPE/NULLNO

3

23

WC

NITS I 2111 27

4 REPORT SERIAL

ovjully OA TI II

r$T CO400100

AM CAM5010T11 I(,*,. N.. 4,

7 PAINT TYCOM SYSCOM A SUREAU Of PERSONA PERMANENT ONYSTATION

I tOCA INA AboA110 AC I lyi t V ono* ... mem..0.1.1.. i.e.,.. R....M.A.r3.1.1. INNET.N.T. I II

e II m40... fop:Me...dome, ,I O. x t .....,0410 STATUS

1.404044.44a ANCP.04.111C 00014113

IrriblIilie44 f11 M(0/ ....k,WM& ne,F3 A3w se. I ill *error. Is awn .11.4,.. ...Jr. MUNI npJer.I.ou.la"..10".UIP ...on 0 111.06.11.14.404 014 MCPt ONTIR 11./TO

_. -- .--. __ . _SECTION El - INJURY/Kt LIED PERSON

// .4mo, evon., err m...1.44 4 OPNAYIAll 110: I

II NO REPORT AST( ATAIRIEVOEATITS11415 ACCIDENT

13 MAN( 1 Leaorgrarlal 13 SOCIAL SECURITY MAMA II It A04

30 gi 37 33 pri III 31 311 opal in' 43 44 4 !MIMI If riri s., s, mei inIS SEA

HT/

IS 11)0(1441iNG OR CRACK AND 1011IIILI

1

II XPERIERKE

SIN A rem / .NTIP/T T.YRTE OTT.

CIV ST pew ectulmor SO tlIS TOO OR ACTIvdTT ACTUALLY ENGAGED IN AT 1011 Of r )(Mr 111..rr prothp krerlergsr r rell

Th /It becoo743 t xPiP,IsCE DI 10I/ 0/1 ACl/V/TI PO" IN 'TIM II

I 43 $4

10 14. 01411/41 511us0 ......a..L CIVIL...

,,,... I 1.444 NC* 414.004.411011.0.0414.0A4

C /0.41.44.4.1.(14.4. t WTI* IATT/vp

11 OUTS

OS

STATUS

0404,11II 134/ OW,

77 14104AL

47

14I Ann

04,10 0 A 0/0Ca 0014$110 t 140$4 Of I1448C NOtNIALItt 0

ICI

I dif.. ATEA INJURYb 144/404.44m1 11404.0.0 0..4

011,0e4. 100.111 10141.4.40

11.440144 MA. TOW1W109 i Ob./ A /1,.../.,Attle, 14.1 tO 40 we 41341

I 7! NO Of LOST *ORK0A15

44.4. 0404$0.44

S 141111/4010

0, 10 UACTIVIT 171.11±17

25 SOURCE Of 114/5/145 C. A. Ark onmo.... Ap bow.. ../. / 35 PERMANENT OUTS STATION CM INJURED PERSON eF NOT REPORTINGACTIVITY

TT

VA IMOTCAL DIAGNOSIS (ROM MEDICAL 0 AAAAA MEW di...0.k ANO IV.)

OW..C.0...0 I Pomite Provo& eo .nta4.51oe the folloenn4 otIonlubon es n

know. i I) 1444.41. tuna meow of peo.114,1 nuo4.145uevir I hilt numberaseesoCerEuetr's ettet oombor NON MILSEl 121 Type et eepoeeno bokeleel

11.1.N1 eat I 131 1....411% 44 cepoInfloc Inc SlowS/E Witco...tax IF portebk "worm. n1 14 tneol. .1 Vont) .1froo44.1.41/4Itounded

775 C35.515sre ,C1.4.,&.orp/444/1./

0 ne...44 ow IOIA

0 41114444141tAAVIA,

0 *c."ao====0.5 .._

FOR OFFICIAL USE ONLY

Figure 1-8.--Accident Injury/Death Report, OPNAV Form 5102/1 (page 1 of 4).

1-12

2

29.52A


ACCIUDITAL INJURY/DEATH RIEPORT (Continued)OPNAV VOW 1140MI ORMULISIREsS FOR OPPKIAL LOPE ONLY

SECTION C PERSONAL PROTECTIVE IMAM/ENT

WORT STIOSOL OVIIAV 03-1I17.I/I gar

NOT ArrerAsurjr. 010041ST Mbar. WAN. Mak(.NM liNAN 7K If embed"!

AyvOLYSO RI INAIRT

MOT 'ActonMOu0t0 INAPT

C *MOM° ~Ay

XI. NUO AND AVIJLAINLITY

NOT AMMO C Avmtm11 NOT WOAvAnA0.1 U010 0 MT AVARMILl. NITC0

77

ISILRNMINT AINIMIAcY

A MISOJATI C 01,060000/MMI04TI *MAO

SECTION 0 NARRATIVE

72 MOW TIM CNA1N W (VENTS Leap No uP To AND THROVOM Twt iNJUOY TO MO IN THE ANALYSTS OP PRAY KAMM% NON n NAmilsos AIDTREY IT KuNNTO ETHAILIO TETFOFFORTIOTT GWEN ILLIVIR1 RE IN THE A PORI NI ID NOT fl REPEATED MUIR a W REWIND FOR GUAM

COBASANDOM 04 f 'CI (. A.IMMN110.0). ( v. Ive ANO COMMENTSRECO...IRMO TOH1GH(N ARIROotoTy

COAAtLTIVt ACTION TMCIN LOCAli. y M0000 CORN TOME ACTION

If NAME 71711 T I The3NI NO /.10,..t*, 01 T0( Pt IISON OATS STGT4t0PRIPM010 THIS A ITOAT

COMMANONIG OFFICES 4, A.MywrN DONI'dNwerd mei

iTCLOSuR ES

OR* y (4011-

0 ()FRAY (403/21

0 FTTOTOGAAIATS

0FOR WFIRIAL USE ONLY

Figure 1.9.Accident Injury /Death Report. OPNAV Form 5102/1 (page 2 or 4).

1-13

21

29.528

STEELWORKER 1 & C

ACCIDENTAL INJURY /OfATh RIPOAT f ron.toested)COWAV 1102/1 MHO REPORT SY141101. OPHAV 5102-1

of 6741.40141 POW 11 0011..T hi. 1 14 ite.....1.144_

section I -CALU FACTORS

H. aufAim UAW (anon Its bent Seta& of the Memo ewe Its Illeterminetion of apeelfic decometancre repress:el nothing more than a poem of departure forfurther&tooled svudyial II n not enough to conclude that so Warr ma catosal by 'pax lemerseet"., "human wee- of an "Act of God" The sebdity of consloisone shoutan soreetkation most Ise Aced opus the "shy" of the *cry. the memo for the somotlems otslom. mocomes *brie error which may initiate or LonItibutc to IIrook* Itfitiwul Ow kectertedme. pecdocUene from the imenediele Misery to otter possibly deader situations memos be ramie amt injury penentson 'Hoc' will tsdegraded Anson to the ^Mry" of Welke may become resitable a the proper queatiOne we anted. TIM section monde+ thew ahrestroof

II INICIONNIL CAUSE FACTORS NOT A CAUSE FACTOR 0

- WISTROCT/OhS

A WHO' I eta item number from LIST A Mkt beel dowillses WHO one a rem Woe. Mate your thaw, toped on adte1 tb moon win doing and nut on hrs yobWM

I WHAT' liner the number floor UST 11 whicii heal encelbss WHAT the potion in hem A did not do which sac a cause facto; in itin sour,C WHY' I seer Itar noeitcrtal (up to 41 from UST C utak& bowl doicellie IIIIIY the penal in Hem A did not do the mica in Item 11

XI PERSON Hume( n I - Hsi ONJURIO FIRSOPINVOSILF IF HA HAS A CAUDI SAC

A VINTN S WAIT C MY? M. mail

:du'

0 10.4.14414k1 t (NO A001..14,1

n 14 21-1-12$ TT is n 241 ilnI IAM af rivbfri 0 NOON $s05 LAST

SIONIFICANT11.140

N ADDITIONAL coinetnet

5-4 17797 PINION MUMMA 2 - ANOTHER PERSON WHO WAS A GAUSS FACTOR

AL y0401 s *NAT/

1401411 I,

C NNW McA4I 0 JOS OR ACTIVITY ACTUALLYINGAGIO IN AT TININN OF OK *WRY

f NORTH'S felfILITIOCT AT JOB. ACTIVITYINONat IN (TEND

[7.1-d-43 441411414f 48111110 ISIF RAMA/RATING 011 CRACK AMO JON TITLI 0. HOURS SWOT LAST

VOSICKAMT NMIH ACIOIT/ONAL COMMENTS

4411rt63 PERSON NUNN 5 3 - ANOTHER PIRSCN NINOWAS A GAUSS FACTOR

A NNW II itereAlIt IC WNY IfIenJi D JOS OR PCTIV TY AMMAN, MIAOW IN AI THETo. OF THE INJURY

f MONTHS f anttliNCI AT JON to ACTIVITY**OWN IN ITEM 0

14 MITI In 1:11013013113 a _ MITIF ReeenteRATtliG OR GRAM AK/ JON MLR 0 HOURS idea LAST

WWI CANT $1110N ACIOITIONAL Coidagura

TTFT-45UST A - 0140 WAS A CAUSE FACTOR/

I I Supennor/Fors men 5, Nal chasm', r12 On raise 6 Offetory 'tottery lasso lor elf offehoy ..,,.soil13 liontscanss soft, r14 Qoutly ANneents A onlrui 1011(VC101 99 OffiCf Non*/

UV 1- WHAT DID HE FAIL TO DOt

Z1 Cosnilly opeeek evnIruhisnondot &miry, IS Plan selesnstelyII Perron. PSISJinatalLnente properlyieveapktely Z Made lash to nun'. sbdtty13 It ecconue hatecken ignition JO Coordinate trete -14 Um Nome cdellost fee loom nib 31 Provide prom eat /M1 Ode1% 1)., parka-N. ottepotent Icrompkvr Snrroir Cl 32 Sepettere promr of mot16 Us proper todkalutpmenf rue MANY..!!. Re hr. 10 33. lesiva* korept.tsd most17 Tate (ermin. mum More wes grolArhIel 99 Other Irprvily in Ikm III

US? C- WHY DID NE FAIL TO bOIT

Orhenseal Feensre Maid news 7) Fnlon. io dues I sown, sonalfinds nor41 Nol cum... alkeenfortelde Al helmet Cosies Fade."'42 Lot of ronerenbscrem 62 Akobstftempmer 111 Rettricteil moon43 Ihetreeteditnel tents,. 6). °nap leer Mote II 11 Inadequate work aoNt44 Tiede 64 Deus atom More I I 13 Personal evutprnenl net eleNOLS I, 1,1.01/ Of45 HOW 44 INNS Mom)/ hem III44 Oveconfidenor 66. rhylkol Nemdkaphoalteineerat 54 In..L.T4tuhiunrredted look4,1049oeRI'VINTLe47 Coef.o.1401114111011 CAINNIMACIPAIMB ?scurf in In. III44. Eiewsoonally amineri fowl . evened. err 1 AS Poor ilosen/locanot of conoishAlnplays71 Illanspeell communications

Testelosnaprelesere faenere 72. liminstentanslins 99 Other Irsplolm M Mom III51 111441441144e1460.4Are 0( OSCOMP499.64 a

51 1111161ffirbtfll topentaothadlittaba4,4

MOTS. i Dm, me. I 1 1 Pmseribed anseharallsier used el pet-write:4 or 11114oesperemiption drapifinedkme toed a dwmted any of Imo me ot ihmolsndssine bMum Ames

HON OSIFICtAL 1.111( OCH.V

29.52C

Figure 140.Accident Injury/Death Report, OPN AV Form 5102/I (page 3 or 4).

1-14


ACCIDENTAL INJURY /DEATH REPORT (Costissed)OPNAV S102/I 1117MsA=Asizzatuncs

X MATERIAL CAUSE FACTORS

REPORT FOWL OPMAV 1102-14 4

NOT A CAUSE FACTOR

NOM no wo we, ow be .444444, 114WA V .1107141144.4., Sikh. .forpikson I II I.A NM -MV 041.v 7. OVNA V1JTJ16t1 Lis si R.A. 4/ owartiMplintres.opompmrors 00010100 olic0 ~of w cominlhowl N Mi 6,07

A MAME MA/107:0.10301L. ETC OfMATERIAL/EOUMMEKT MOORCOVOCOMMTS

IICimigititlTIC If endabk1NATIONAL tTLICX NOtitotktor .A.* s ton/1

C NA NAM IQM IT CONRUAITIO TO THE AWN" APO. If APIVCAILLTHE NATURE AND CAME OF THE FMLIAMIAIALILINCTION.

37 PROCEOURE/PRECAUTION CAUSE ACTORS NOT A CAUSE FACTOR 0

A WHAT PROCEDURE/PRECAUTIONCONTRIIVTIO TO THE OtAIIIYI

LiA 0.1 Ammo acclovossa tog v POGGAMT.0.11C. MT OGOGIOG.1Ca MG.fil...Gli ..OGGOG.GO1 0.4 A el...(,)

t *NAT It MONO MTN III

H71A IGADIOUATI4 wcoolHIMC. mowoloo ocwszowo,t soot 001Mo1 oweto OrwO,

c ortoncAter WHAT MwRONO WITH ra KOw l* AWE bkonflurva dr krt. d pomkrelpereomem)

AMEMEmm.

31 ENVIRONMENTAL CAUSE FACTORS NOT A CAUSE FACTOR 0

A WHAT INvIRONMENTAL COMDITIOhtCPO RIM.rTIO TO THE INJURY/ /two .010 W

4E3130

II *HAT WERE THE MECHIC COTOtTiors ANO THEIR 17/1 ECM Halm., If Ow con4so wow ow ..."..rikmumst44.7,,,n4fro0spe.sr4)

70 REMARKS SM tio. woo N«MM w oteIoto Na woo Wows et moor*"

ans. anramemz

FOR OPTICAL U01 ONLY

Figure 1-11.Accident Injury/Death Report, OPNAV Form 5102/1 (page 4 of 4).

1-15

2')

29.52D

a

STEELWORKER 1 & C

person fail to understand instructions, regula-tions, or safety rules, willfully disregard instruc-tions or safety rules, have a bodily defect, suchas poor eyesight, defective hearing, or a hernia?

5. Type of injury. Was the injury sustained acut, bruise, sprain, strain, hernia, or fracture?

6. Part of body affected. Did the injury in-volve an arm, leg, ribs, feet, fingers, head, etc.?

These categories suggest some of the things(not all) you must investigate and report whenaccidents occur. Remember there are some ques-tions in these categories that request medical in-formation which can only be obtained from adoctor. Each accident is different, and eachshould be investigated and judged on its ow nmerits. Do not jump to conclusions. Start eachinvestigation with an open mind. The most im-portant reason foi any accident investigation isprevention of a similar accident.

THE PERSONNEL READINESSCAPABILITY PROGRAM (PRCP)

The Personnel Readiness Capability Pr )-gram (PRCP) is a management tool now usedthroughout the active and reserve Naval Con-struction Force (NCF). Its purpose is to providemanagers at all levels of the NCF with timelypersonnel information which will increase theircapabilities in plannn -, decision making, andcontrol.

Before PRCP was developed, personnel in-formation was kept on an "as requ;red" basisby various members of the unit in personalnotebooks, files, and records. This informationwas collected as management required it todetermine military and construction capabilities,training requirements, logistics support, etc. Thecollecting of this information was usually a time-consuming, laborious task that required a

piecemeal inventory of the command'scapabilities or requirements. Another way ofgetting this in(ormation was through the use ofrough estimates. Neither way, however,produced the accuracy or rapid response

desired. PRCP has helped to do so byestablishing standard procedures for identifying,collecting, processing, and utilizing this infor-mation.

1-16

The Personnel Readiness Capability Pro-gram requires each participating command togather and continuously update information oneach member of the unit. Most of this informa-tion concerns skills acquired through actual joyexperience or through some type of training pro-gram. Other information, such as expiration ofenlistment or rotation date, is required for ac-curate planning. The gathering of this other in-formation is called a SKILL INVENTORY.

SKILL INVENTORY

An accurate and current skill inventory is thebackbone of PRCP. Without it, the reliability ofany planning based on information stored in thePRCP DATA BANK is questionable. Presently,all PRCP skills and other data are based on re-quirements established by COMCBPAC andCOMCBLANT and promulgated in their jointinstruction of the 1500.20 series. Additionally,these skills have been conveniently classified intofive major categories:

(1) Individual General Skills. These areessentially nonmanipulative skills (knowledge)related to two or more ratings, such as construc-tion inspection, planning and estimating, andsafety inspection.

(2) Individual Rating Skills. These areprimarily manipulative skills associated vvith oneof the seven Occupational Field 13 (Construc-tion) Ratings. Some examples are: light frameconstruct;in for Builder, cable splicing for Con-struction Electrician, and shore-based boileroperation for Utilitiesman.

(3) Individual Special Skills. These aretechnical skills performed by several ratings, in-cluding those other than Occupational FieldI3's. For example: forklift operation, ham radiooperation, or typing.

(4) Military Skills. These are furtherclassified into two subcategories: GeneralMilitary Requirements and SEABEE CombatReadiness. Examples are disaster recovery train-ing and mines and booby traps, respectively.

24

Chapter IADMINISTRATION

(5) Crew Experience Skills. These are gainedhs working with others on specific projects.\1.0,t of these projects are related to advancedl'.1C construction, such as steel tank erection,pile dr iv mg. and SATS installation.

\ skill insentory has three pr;ncipal steps.I iv'!. each skill is closely defined so that eachper ,on s +ill gke it the same meaning. Second, a,tandard procedure for obtaininv the informa-tion is Lk% eloped. This procedure helps to insurethat the information, regardless of where it is011C. led or by whom, will meet certain stand

Aid cif acceptability. The third and last step isthe actual Lolle.non of the skill data and in-Judt, the proLedures for submitting the data tothe data bank

skill Definitions

\ manual ol standard SKILLDI I 1\1 I IONS, called Volume I PRCP SkillDel inition.., ,,,litains a definition for ever) skillidLiditicd in the Personnel Readiness CapabilityProrani. EaLli definition has been jointly ap-p ov (LI by CON1CBLAN COMCI3PAC, and

NR I (Chief of Naval Rcscrse Training) e.nd isapplkable to the entire Naval ConstructionI once

PR( P standards and Guides

1 he skill definitions alone do not containNuttidently detailed information to accurately

lassov, people, nor do they provide anyLla.silication procedures. Recognizing this, the( nil Engineer Support Office (CESO) con -ducted special SEABEE workshops where

ohm: I I PR( P Standards and Guides weredeveloped under the guidance of CESO. Thisolume consists ol seven separate manuals, one

for each SEABEE titling. The PRCP Standardsand Guides are the principal tools used in.AILLung and updating skill data. By followingThu. into v icw Mg procedures in the Standards and(mak,, a trained inter\ iewer is able to classifypLtipIL to a predetermined skill level within an

pt.iblL degree of uniformity. Also, by has-a thorough knowledge of the tasks required

t L.k.h ,kill, anyone so authorized can classifyio an appropriate skill level by actually

1-17

observing them pet I Orin the tasks. either mtraining or on the job.

Skill information obtained I I om niter v iew mgor observing is submitted to the I-at:timesSystems Office (FACS0). Pori Ilueneme,California on a special lot m known as a PRCPSKILL UPDATE RECORD (lig. 1-12). Thisfora., which consists of multiple sheets of car-bon sensitive paper, is preprinted with every skillidentified in the PRCP. Normally, it is onlynecessary to mark the appropriate skill levelsattained, then send a copy to LACSOw herethe data bank is mamtamedand retain adesignated Lop) at the unit level. Complete in-structions and information for using thetranscript master, as well as other PRCP dataprocessing information, can be obtained Iromthe training officer 01 units pailicipating in theprogram.

As a ciew squad !cadet, you are directlyresponsible tot using the PRCP Standards andGuides to nuetsicss ?.0111- personnel (of others)and to Imo\ ide the initial inlormation for thePRCP data bank. Subsequent UPDA I ING ofthis initial mlormation I or each nelson is basedon either performance on the job (which youobserve) 01 pelf urinal-ILL: at a sLhool. Ness Pel-sonnel, hossesen, and (oho, retuning fluor longperiods of certain types of shore duty, may re-quire Intel mew ing.

PRCP INTER% I ENN S

There ale two types of PRCP interviews. 1 hefirst and most important is the INDIVIDUALRATING SKII I INTERVIEW. The secondtype is simply called 01 IIER ERVIEWS.Both types requite the use of the PRCPStandards and Guides.

Rating Skill Inteniew,

in conducing an indiv !dual rating skill inter-view, the interviewer uses a discussion techniqueto classify other SEABEE. in the skill lev els ofthe various individual rating skills. Thustechnique requires a thorough understanding ofthe skills and tasks defined in the Standards andGuides. Since few individuals possess the talentrequired to interview in all the skills ol a

2

FACSO RPT/SYM 04040/82060R01 - PRCP SKILL UPOATE RECORDGEMS REPORT NO. 1200-0

RUCS 133 UIC 55451 DET COMPANY 0

FOR OFFICIAL USE ONLY80 JAN 15

PROSPECTIVE ACTY EDATRAPRODECPNCL OATE OF LAST SKILL UPDATE 80-01

SWC PNFC 0000 SNEC 9502 TNEC 0000

GENERAL CONST ELECTRICIAN ENGINEERING AlO STEELWORKER MILITARY

1 i 3 SYR 1 2 3 SYR 1 2 SYR 1 2 3 SYR t 2 3 SYR

0000 (X) 8 0212 ( ( ( 0400 ( ) ( ) 0610 ( ) (X) 8 0901 ( ) ( ) ( )

0030 (X) ( )N ( ) 6 0216 ( ) ( ) .( ) 0403 ( ) ( ) 0612 ( ) 0904 (X) ( )

0040 ( ) ( ) 0220 ( ) ( ) ( )0410 ( ) ( )

0615 ( ) (X) 8 0907 ( ) (X) 0

0050 ( )N ( ) 0231 ( ) ( ) 0420 ( ) ( ) 8618 (X) ( ) 8 0909 (X)

0080 ( ) ( ) (X)N 8 0234 ( )0440 ( ) ( ) 0619 ( )

0940 (x) 0

0090 ( ( ( ) 0237 ( ) ( )N 0620 (A) ( ) 8 0942 (X)

0240 ( 1 ( ) 0630 ( ) (X) 0 0944 ( )

0250 ( )0634 ( ) (X) 8 0953 ( ) (X) 0

0635 (X) 8 0954 ( ) (X) 0

0640 ( ) 0955 ( ) ( )

0958 ( ) (X) 8

0959 ( ) (X) 0

0960 ( ) (X) 8

WILMA CONST MECHANIC ErIPMENT OPERATOR UTILITIESMAN 0963 (X) ( ) ( ) 13

1 2 3 SYR 1 2 3 SYR 1 2 3 SYR 1 2 3 SYR 0964 ( ) (X)

0108 ) ( )N 0325 ( ) ( ) 0515 ( ) ( ) 0718 ( ) ( )0974 (2) 0

0110 ( ) ( ) 0332 ( ) ( ) 051? ( ) 072C ( ) ( ) ( )N 0978 (X) 8

0130 ( ) ( ) 0334 ( ) ( ) ( ) 0519 ( ) 0730 ( ) ( ) 0979 ( )

0132 ( ) ( ) ( 0345 ( ) ( ( ) 0521 ( ) ( ) 0740 ( ) ( ) ( ) 0980 ( )

0140 ( ) ( ) ( 0355 ( ) ( ) ( ) 0522 ( ) 0750 ( ) ( ) 0981 ( )

0150 ( ) ( ) 0365 ( ) ( ) ( ) ot,,23 ( ) 0760 ( ) ( )N ( )

0162 ( ) 0375 ( ) ( ) ( ) 0528 ( ) ( )

0164 ( ) ( ) 0385 ( ) ( ) ( ) 0530 ( ) ( )N0168 ( ) 0395 ( )N 0532 ( )

0167 ( ) 0396 ( ) 0536 ( ) SPECIAL CREW SKILLS0170 ( ) ( ) ( ) 0540 ( ) ( ) ( )

1 2 3 SYR 1 2 SYR

0190 ( ) ( ) ( )0542 ( ) ( ) 0800 ( ) (X) 1000 (X) ( ) 0

0190 ( ) (0544 ( ) ( ) 0001 (X) ( ) ( ) 6 1001 (X) ( ) 0

0546 ( ( ) 0802 ( ) ( ) 1002 ( ) ( )

0548 ( ) 0803 ( ) ( ) 1003 (X) ( ) 0

0549 ( ) ( I 0804 ( ) ( ) ( ) 1004 00 0

0585 ( )N 0805 ( ) ( ) 1005 (X) ( ) 0

REFER TO NAVFAC P-458 (STANDARDS S GUIDES) 0590 ( ) 0006 ( ) ( I1006 (X) ( ) 0

FOR SKILL TITLES.0591 ( I ( ) 0807 ( ) ( )

0812 ( ), ( )

( ) 1007 ( ) ( )

1000 ( ) ( )

0813 ( I ( )1009 (X) ( ) 0

SYR IS COMPUTER GENERATED AND IDENTIFIES YEAR 0014 ( )

SKILL LEVEL ASSIGNED.SHELF LIFE WILL BE tOMPUTED FROM 'SYR'.

1 CHANGES MUST BE MADE IN RED PENCIL.2 TO ADD OR CHANGE SKILL LEVEL, INSERT 'x' IN

APPROPRIATE BOX.3 TO DELETE SKILL LEVEL DRAW LINE THROUGH

APPROPRIATE 'X'.4 SKILL LEVEL REQUIRING NEC IS INDICATED BYAy.Pt'AND IS NOT UPDATABLE BY UNIT.

5 /fCHANGE IN SKILL LEVEL OR RE-ENTRY OF EXIST-ING SKILL LEVEL WILL REVISE SKILL YEAR (SYR).

6 FORWARD CHANGES TO CBC PORHUE (CODF 18112).

PRIVACY ACT STATEMENT. AUTHORITY TO REQUEST SKILLINFORMATION IS DERIVED FROM 5 USC 301, DEPARTMENTREGULATIONS. PURPOSE IS TO OBTAIN INFORMATIONCONCERNING YOUR SKILL DATA AND IS USED BY OFFICIALSOF THE DEPARTMENT OF THE NAVY IN THE MANAGEMENT ANDTRAINING OF NAVY PERSONNEL COMPLETION OF THIS

UPDATE IS VOLUNTARY. FAILURE TO PROVIDE SKILL DATAMAY RESULT IN NONASSIGNMENT TO DUTY BENEFICIAL TOADVANCEMENT OR MAY RESULT IN FAILURE TO BE CONSID-ERED FOR CERTAIN TRAINING,

26 Figure 1-12. PRCP skill update record.

143.278A

Chapter I ADMINISTRATION

rating, the interviewers must be mature enoughto recognize their own limitations and be willingto seek assistance from others in their rating.

Other Interviews

Otner interviews are used to classify peopleinto the individual general and special skills,military skills, and crew experience. With only afew exceptions, these skills do not require an ex-perienced interviewer; and in many cases, skilllevels can be assigned to individuals on the basisof their service or training record. This shouldbe done whenever possible to cut down on inter-viewing time. Then, when the person is in forinterviewing, it will be just a matter of verifica-tion or of updating.

USING THE STANDARDS AND GUIDESFOR INDIVIDUAL RATING SKILLS

When assigned as an interviewer, you mustobtain, read, understand, and use the PRCPStandards and Guides. The format is standard.After the SKILL TITI E, you will find the con-tents, SKILL DEFINITIONS and the TASKSwhich are broken down into TASKELEMENTS. (See figures 1-13 through 1-15.)

610Arc Welding (Structural)

CONTENTS

610 Arc Welding (Structural) SkillDefinition

.1 Skill Level I

.01 Prepare arc welder for welding.02 Arc weld mild steel plate up to and

including 1/4" thicknessSkill Level 2

.01 Read and interpret constructiondrawings

.02 Aro weld mild steel plate over 1/4"thickness

.03 Hard-Face (Ware-Face)

Figure 1-13. tole and ( (intents of the PRCP Standardsand Guides.

1-19

SKILL DEFINITIONS

Skill Level I: Individual must identify, set up,use, and care for items in theNMCB Electric Arc Welding Kit;clean, grind, or otherwise preparemild steel for welding; select rodand weld mild steelplate up toand including 1/4-inch thicknessin flat and vertical positions;chip, grind, dress, and prime(i.e., redlead, paint, etc.) welds;and perform operator's mainte-nance on welding machines.

Skill Level 2. Skill Level I plus read and inter-

Skill Level 3:

pret construction drawings, in-cluding structural and weldingsymbols; prescribe type and sizeof rod and specify welding pro-cedures, including hard facing;and weld mild steelplate of anythickness in all positions.

Not applicable.

Figure 1-14.Individual Rating Skill Definition.

Skill Title and Contents

The title identifies the skill. For example,figure 1-13 identifies the Individual Steelworkerof 610, ARC WELDING (STRUCTURAL).The number 610 is a numerical code for this-skill. The CONTENTS can be used to insurethat there are no missing pages. The skill defini-tion will always be listed first and directly underit will be .1 Skill Level I. The tasks are listedunder each skill level. You must interview eachcandidate to see if he or she is qualified for thatlevel.

Skill Definition

Figure 1-14 illustrates an individual ratingskill definition. This definition of Arc Welding(Structural) is a statement of tasks to be per-formed at each skill level.

2"

STEELWORKER I & C

610.2.03 TASK: Hard-face (Ware-face)

Apply these ACTION STATEMENTS to the TASK ELEMENTS listed below:

A. Describe the sequence of steps of this procedure and explain the reasons loteach

B. List significant tools/equipment used in this procedure.C. Describe principal materials used in this procedure.D. Describe indications that woulebe observed during this procedure.E. Explain results if this procedure is not performed proper!) of if

it is neglected.F. Discuss safety precautions to be observed.G. Perform the steps of this procedure when practical.

-TASK ELEMENTS:

.01 Prepare material for hard-face.a. Select electrodes.b. Clean.c. Position and secure.

.02 Perform hard-face.a. Flat position.b. Horizontal position.

.03 Clean and inspect.

.04 Perform final steps.a. Dress-up.

A B I- CC

N N

X X X X X

x x xX X X x

X X

x X X X

X X X X

X X X N N

X N

X X X X

Figure 1- 15.-- Typical Task with Related Action Statements and Task Elements.

There are one, two, or three skill levels,depending upon the complexity and number ofthe tasks. Each level within a given skill is moredifficult to attain than the previous one;however, it has no relationship to another skill.For example, a person having Skill Level I inArc Welding (Structural) performs com-paratively easy tasks; Whereas, at Skill Level I inArc Welding (Pipe) the person must performeverything required in that specific area.

The purpose of the skill definition in theStandards and Guides is to introduce the skillmaterial to the interviewees. In fact, you beginyour interview by reading the skill definition. Ifthe interviewees say they can do the relatedwork, ) ou may continue with the interview forthe skill level; however, if they say they can NOTdo the work, it is obvious that you should go onto some other skill.

i

Tasks and Task Elements

A TASK is a specific portion of the overallskill level. Some tasks cover relative!) broadareas; others arc quite specific and bffef. Eachtask is further broken down into several smallerjobs called task elements.

A task element is a basic part of each task.When interviewing, ,you will use the taskelements and their related ACTIONSTATEMENTS to determine the inlet v tewee'squalificat ions.

Action statements tell you the type of infor-mation you should get from the person being in-terviewed. Each action statement is identified inthe Standards and Guides by a capital letter (A,B, C, etc.). The number of statements varies

1-20

2D

Chapter 1 ADMINISTRATION

from task to task. A matrix is used to show howthe statements relate to the task elements.

To illustrate the matrix, refer to TaskElement .01, "Prepare material for hard-face."Extend a line to the right and enter the matrix.You will find an X under columns F and G, in-dicating that action statements F and G are to beapplied to this task element.

STEPS FOR INTERVIEWING

When interviewing, you should first try toput the interviewees at ease. A good way of do-ing this is to explain the purpose of the inter-view. For example, the interview will:

a. Let the interviewees know what they areactually expected to know and to do.

b. Determine what the interviewees can ac-tually do so they can be assigned to the right job.

c. Determine the interviewees':' deficienciesso that they can be programmed to receiveproper training.

Next, explain to the interviewees that theyshould discuss what they know of the skillhonestly and that they should NOT be embar-ra3sed if they do NOT know every item coveredin the Guides.

Tell the interviewees what skill and skill levelthey are being interviewed for. Read the skilldefinition, as suggested previously, to see if theinterviewees know thc. subject.

Task Interviewing

Begin interviewing by reading the skill defini-tion again. This helps interviewees to concen-trate. The task should be rephrased: "The firstthing we will discuss in arc welding is the setup,Lse, and care of items in the NMCB electric arcwelding kit." Then read the first TASKELEMENT, (.01 Prepare material for hard-face). Wheis applied to action statement F( Discuss safety precautions to be observed), itgoes something like this:

"Describe the safety precautions youshould follow when preparing materialfor hard-facing."

As you can see till's is not a question. It is a state-ment directing interviewees to tell what theyknow about the safety precautions used inpreparing material for hard - facing. There are noquestions in the PRCP Standards and Guides;therefore, no answers are provided. The Stand-ards and Guides point out the areas to bediscussed (in terms of task elements and actionstatements), and the interviewees' replies areevaluated by the interviewer on the basis of per-sonal experience, knowledge, and judgment.

It should be obvious now why all rating skillinterviewers MUST be experienced in all skillsfor which they will interview. The only way youGan determine whether or not an interviewee

snows the task element is to thoroughly know ityourself. If you are unfamiliar with, or "rustyin," any tasks in the Standards and Guides,study them thoroughly before attempting tointerview anyone. Also, if you do not under-stand how a particular action statement is usedwith a task element, find out before inter-viewing. Discuss the problem with others whoare familiar with the skill.

Only discuss the task element with the actionstatements indicated in the columns of ;..ematrix. For example, in figure 1-15 only actionstatements F and G are used with task element.01. And, in task element .03, only actionstatements A, B, E, F and G.

As an expert in the skill, you will probablyhave a desire to "ask questions" in tasks notcovered by the Standards and Guides. This mustbe avoided as then there will be no standard. Ifyou feel strongly that 'the Standards and Guidescan be improved, discuss your recommendationwith the PRCP coordinator.

Scoring Interviews

If interviewees have an NEC in the skill forwhich they are being interviewed, they areautomatically assigned to that skill level withoutbeing interviewed for any of the lower skilllevels. When interviewing, use a positiveapproach. The interviewees either do or do NOTknow the skill. The decision is left up 16 theinterviewer. ALL TASKS must be accomplishedfor each shill level. The results of the intervieware then introduced into the PRCP System.

1-21

3 0

STEELWORKER 1 & C

ON-THE-JOB-TRAINING:

There are many forms of on-tne-job training(OJT). It may be in the form of an especiallytailored, well-organized program, such as onedesigned to help welders acquire advanced skillsin welding. Then again, OJT may be in the formof simple instruction, like explaining and show-ing a person how to tie a certain kind of knot. Inother words, when one person helps others learnto do a job and makes-sure they learn the rightway, it is a form of OJT.

You may not have realized it, but in theSEABEES, on-the-job training.goes on about allthe time. For instance, two SW strikers wereassigned the job of fabricating a range hood of acertain design. Although they had performedmany comparable jobs, they had not done thatparticular one. Their supervisor assigned an ex-perienced crewinember to guide them. Thisperson exp4.ined the exact procedure for layingout the, component parts, how, they wereformed, how they were fastened, and why thatparticular design was necessary. The SW strikersunderstood and easily proceeded with the job.

There are as many examples of OJT as thereare contacts between personnel in theSEABEES. Its importance becomes readily apparent in an organization, such as theSEABEES, where changes in equipment, per-sonnel, and improvements call continuously for

andand better methods of doing things.In the SEABEES, as well as in private in-

dustry, the term on-the-job training has come tomean "helping an individual acquire thenecessary knowledge, skill, and habits to per-form a specific job." This definition implies thatthe job training applies not only to the Construc-tionman or new personnel in an organization,but also to any other person who is assigned anew job. It indicates that job training is a con-tinuous function in the SEABEES. No personshould be regarded as completely trained. One'sperformance can always be improved by keepinginterest high and by passing on directions, sug-gestions, and information which will increaseproficiency of the trainee.

Bear in mind, however, that OJT is an activeprocess and requires active supervisors who areaware of the needs of the trainees and who canmotivate them to learn. Use methods which will

add meaningful experiences to the trainees'storehouse of knowledge.

A supervisor who does a good job of trainingpersonnel stands to benefit in many ways. Forone thing, well-trained crewmembers brag abouttheir supervisor, especially to their buddies inother crews. A remark they might make proudlyis "I sure do enjoy working for Chief Murraybecause I learn so much." As you can see, thiswill multiply your effectiveness on the crew. Ifyou have a skill, knowledge, or attitude of valueto the Navy and can impart that skill,knowledge, or attitude to 10 othersyou havemultiplied your effectiveness 10 times.

SETTING UP AN ON-THE-JOBTRAINING PROGRAM

In setting up an OJT program, one of thefirst things you will want to do is to make an ad-ministrative analysis to determine the type oftraining required.

One of the requirements may be for advance-ment in rate for your personnel. There is nothingthat can make you feel any prouder than to seethe SWCN's that you have helped make theirfirst crow, with the beam and hook on it, that ofa third class Steelworker. Do you know whattheir thoughts are? They are not, as commonlybelieved, "Oh boy, no more mess cooking."The real thought of that person is "I cannot waituntil I can sew on the next one."

In preparing your program, keep in mind thebroad knowledge you have about the objectivesand how you can best utilize your experience.You will have to determine, of course, the sub-jects to be taught. It may be that you are goingto teach SW strikers how to put a combinationlock splice in a 1/2-inch wire rope. Or perhapsyou are going to teach them how to solder agalley steamboat.

You will have to break your subjects downinto lessons, taking into consideration the lengthof time to be devoted to each subject andwhether you are going to teach your subjects in aclassroom, field, or shop. You may have toestablish lesson sequence, determine lesson ob-jectives, analyze reference materials, preparelesson plans, and so on. Remember that in anytype of training program, an objective should be

"231


to help the trainee learn the most and in theshortest time possible.

IMPLEMENTING AN ON-THE-JOBTRAINING PROGRAM

You should consider various courses ofaction in implementing an OJT program. To thesupervisor or trainer some of the most importantarc:

1. Survey unit assignments and insure thateach assignment is in the best possible accordwith the individual's classification and specificskills background.

2. Determine the exact need for training. Todetermine this need, establish two things: (A) thespecific job requirements, and (B) the individualskills of the trainee. When A and B are known,the on-the-job training required Lan be stated ina simple formula:

A B = on-the-job training required.

3. Determine the method dr methods oftraining which will IN: most et fective. Number ofpeople, time available, facilities required, natureof training, and individual capabilities are faL-tors which will affect your decision.

4. Select the personnel w110 will actuallyconduct the training, remembering that the endproduct will be no better than those who con-duct the training program.

5. Procure all available materials which maybe helpful to supplement the.program.

6. Follow-up. You should continuouslymonitor the program to see that it does not lag,that training records are kept current, and thatnewly developed skills are properly applied.

This is au!) a large order. But now, morethan ever, our Navy is dependent upon qualitytraining. It is an important job, and it is one thatnever ends.

METHODS OFON-TICE-JOB TRAINING

In OJT, you must be prepared to use a com-bination of training methods, depending upon

1-23

the nature of the subject, time available, and thecapabilities of the 'trainee. The followingmethods of training are basic to any well-planned unit training program.

No other method of training is as effective asintelligent, interested COACH -PUPILINSTRUCTION. In addition to being a quickway of fitting a new worker into the operation ofa unit, it serves as one of the best methods oftraining. Without specific directions andguidance in learning to perform the necessaryduties, a worker is likely to waste time andmaterial and form bad work habits.

It happens that many organizations in in-dustry have apprenticeship courses which aredesigned to train workers in a trade or skill.Their training consists of poach -pupil supervi-sion under skilled workers with periodiL groupinstruction when it is advantageous.

SELF-STUDY should be encouraged.Skilled and semiskilled jobs require a con-siderable amount of job knowledge and judg-ment ability. Even in simple jobs there is muLhbasic information that the worker must acquire.The more complicated technical jobs involveboth basic and highly specialized technicalknow ledges and related skills, which must betaught.

GROUP INSTRUCTION is a practicaladjunct to direct supervision and sell.-study. It isa timesaver when sLveral workers are to be in-structed in the same job knowledge orprocedures. It affords an opportunity for Ciesupervisor or trainer to check training prog'essand clarify matters which are difficult for thetrainees to understand. Group instruction, if in-telligently used, can expedite production. Forexample, suppose you have six trainees learningthe same job. Four of the trainees are havingtrouble with a certain job elemeni, while theother two have it "knocked." The four ,peoplehaving trouble can be brought over to th othertwo, and in a short time the difficulty will prob-ably be solved. In OJT, this is called group in-struction; and, as you can see, group instructionis not the same as classroom or so-called."academic-type" instruction.

3 9

STEELWORKER I & C

Another type of OJT is PIECEMEALINSTRUCTION. For instance, a crew emberasks you for information and you supply it.That is piecemeal instruction. \ supervisor'sorders are, in a sense, a piecemea..nethod of in-struction because they let others know what,when, where, and, perhaps, how and why. Otherexamples of piecemeal instruction are: explain-ing regulations, procedures, and orders; holdingspecial meetings; indoctrinating a new person;and conducting organized or unorganizedmeetings.

DEVELOPMENTAL ON-THE-JOBTRAINING

In any type of effective training in which oneindividual is working directly under the super-vision of another, it is important that thetrainers and trainees understand he objectivesat which the training is aimed. Fa tors deservingcareful consideration include determining thetraining needs of the trainees, defining the pur-pose of training, and explaining or discussingdifferent points concerning training with thetrainees.

In determining :raining needs, it is often agood idea to interview the trainees. A summaryof previously acquired skills and knowledgesrelative to the job they are to do can be learnedby proper questioning. Compare the jobs thetrainees know how to do with those they will bedoing. Determine training needs (requiredknowledges and skills minus knowledges andskills already possessed). Training needs shouldbe determined for each job pertaining to thetrainee's position assignment. Analyze the job tobe done and have all necessary equipment andmaterials available prior to each job trainingsituation.

In defining the purpose of training, thetrainers should clearly explain the purpose of thejob, duty, or task to be performed by thetrainees. Point out to the trainees their place onthe team and explain to them how they assist ingetting the unit mission accomplished.Emphasize the importance and advantages ofdoing the job well, and how the tra'aing benefitsthemselves, their organization, and theSEABEES.

The trainers should also explain facts aboutthe job to be done, principles that are provedand workable, and directions on how to accom-plish the job safely, easily, and economically.The trainers should explain, too, the techniques )that will improve the skill of the trainees. Theimportance of each operation in a job should bestressed. The technical terms relating to the jobshould also be explained.

The trainers and trainees shokild discuss theproblems that arise in doing a job-Nnd endeavorto clear up any questions of the trainees concern-ing the job. Point out to the trainees anysimilarity of different operations of the jobWherein transfer of knowledge or training maybe utilized. The relationship of procedures in aparticular job to things with which the traineesare acquainted, should also be discussed. Thisallows the trainees to learn through associationwith past experiences. It also is important todiscuss the progress of the trainees.

Developmental training in any situation is aprocess which aids an individual in progressingfrom what one KNOWS to what one NEEDSTO KNOWfrom the KNOWN to theUNKNOWN.

The end product of peacetime military

operations is TRAINED PERSONNEL.Regardless of your unit mission, you must havetrained personnel to carry it out. It is the respon-sibility of every petty officer in the Navy to trainthe personnel under their immediate supervi-sion.

SYSTEMATIC TRAINING

Effective training requires a great dea! ofplanning and directed effort, organization ofmaterials into a logical sequence to prevent ahaphazard approach to the job of training, andaccurate measuring methods for evaluationresults. There must be some results if any learn-ing takes place. If you push as hard as you canon an object and there is no resultif you fail tomove itno work has been done regardless ofthe energy expended. If no learning takes place,you have NOT trained. Three steps that may

1-243 3


help you in planning and carrying out yourtraining programs are:

I. Insure learning by use of correct trainingmethods;

2. Measure achievement at regular intervalsto assure that learning is taking place; and,

3. ,Record results where interested partiescan check progress; records in the open cancreate competition which often is a greatmotivating factor.

Evaluation)It is nice to know that you are doing

something worthwhile and that your efforts areappreciated. You and the trainees will want anevaluation of the work each does. Generally, themost valid trainer evaluation can be obtained bytesting the trainees to see how much they haveachieved under your guidance. If they havelearned to perform in a highly satisfactorilymanner, there is an indication that you are doinga good job of training. The effectiveness of thetraining is determined by how much training hastaken place and the value of that training. Thepersonnel must be trained correctly. Impropertraining, in many cases, is worse than no trainingat all.

Performance Testing

Performance testing helps you do a betterjob' of conducting an on-the-job program. Youcan use performance tests to find how well yourtrainees are performing their jobs. However, it isdifficult to find a test that does its job well.

F'erformance tests should enable you toevaluate the work of subordinates accuratelyenough to accomr h the following objectives:

I . To help determine when trainees can ac-tually perform the tasks that they are beingtrained to do;

2. To aid you in evaluating the improvementof persons in on-the-job training;

3. To help locate strengths and weaknessesin OJT programs;

4. To determine the qualifications of per-sonnel entering OJT programs; and

5. To help assign new people to particularjobs.

1-25

Since it is a practical check on a work pro-ject, the performance test must be a sample worksituation in which the trainee performs some ac-tive piece of work that can be examined. The testis not designed to measure what a person knowsabout the job (a written or oral test may fill thatneed for you). Insuad, it is intended to help youevaluate that Orson's ability to actually do thejob. Do the_gest you can in organizing and ad-ministering the performance test. There willalways be room for improvement in most of thetesting that you do.

WORK REQUESTSAND JOB ORDERS

As a shop supervisor, your work will involvework requests and job orders. A workas the name implies, asks that work be e. Ajob order is issued primarily for the purpose ofspecifying what work is to be done and when it isto be accomplished. The job order also providesfor the accumulation of cost data. Since the joborder procedure will not be the same at all ac-tivities, learn the procedure for your activity andfollow it carefully; this will help insure that jobsare accomplished without undue delay.

Wherever work requests and job orders areconcerned, it is important that a work controlsystem be established to designate who may re-quest work, what they may request, and whowill approve the request authorizing the joborder. In the Public Works Department, thecontrol and responsibility is usually designatedwithin the framework of the work classificationsystem. Public works uses eight classifications ofwork:

I. Emergency Work

2. Service Work

3. Minor Work

4. Specific Jobs

5. Standing Jobs

6. Supplements to Existing Work

7. Amendments to Existing Work

8. Rework

34

STEELWORKER 1 & C

EMERGENCY WORK requires immediateaction to accomplish any or all of the followingpurposes involving public works and/or publicutilities:

1. Prevent loss or damage of Governmentproperty.

2. Restore essential services that have beendisrupted by a breakdown of utilities.

:',. Eliminate hazards to personnel or equip-ment.

Emergency or service work authorizationsare limited to 2 man-days. When the work re-quires.more than 2 man-days, emergency workinitiated by an emergency work authorizationmust be superseded by a minor work authori-zation or by a specific job order, whichever is

appropriate.

SERVICE WORK is relatively minor inscope, can be accomplished within 2 man-days,'is noremergency work by nature, and does notexceed the dollar limitation which the WorkReception and Control Branch is authorized toapprove ($75 to $150, depending upon the size

of the activity).

MINOR WORK is work that is in excess ofthat authorized by an emergency or service workauthorization and less than that authorized by aspecific job order.

SPECIFIC JOB ORDERS authorize the ac-complishment of a specific amount of work for awhich individual job costs are desired forfinancial and performance evaluation.

STANDING JOB ORDERS include all workthat is highly repetitive on which accumulatedcosts are desired for a specified period, usually afiscal year. Some examples where standing joborders are used are: trash and garbage disposal,powerplant watch standing, public worksengineering, leave cost, and shop overhead.

SUPPLEMENTS TO AUTHORIZEDWORK are issued for any portion of the workunder a basic job order that is toj be initiallycharged to an accounting classification otherthan that shown on the basic job order. A

supplementary job order may be issued under aspecific or standing job order.

A specific, standing or supplementary joborder may use an AMENDMENT TOAUTHORIZED WORK for various reasons in-cluding:

I. To reopen a closed job order.2. To modify the technical pro\ isions.3. To increase or decrease the scope.4. To increase or decrease the dollar

estimate.5. To change the accounting classification.

REWORK is work that, in the judgment,ofthe Public Works Officer, is necessary to correctfaulty work of Public Wors Department per-sonnel.

Certain types of work require prior approvalof authorization of the commanding officer,management bureau, or higher authority, butthe issue of the job authorization to the publicworks shop is the responsibility of the PublicWorks Officer or a delegated representative.Although job authorization is, in effect, the ac-tual signing of the authorizing document, the act

presupposes knowledge and approval of everyitem contained in the work authorization docu-ment. Job authorization, therefore, presumes anunderstanding of the principles and workings ofcontrolled maintenance, as well as familiaritywith the action to be approved.

The PUBLIC WORKS OFFICER may ap-prove and sign any or all work authorizationswithin the limitations established by the cogni-zant management bureau or the commandingofficer. In actual practice, the Public WorksOfficer usually approves and signs only thosedocuments authorizing work that exceeds the

limitations for authorization established by himfor the director of the Maintenance ControlDivison. The ASSISTANT PUBLIC WORKSOFFICER may approve and sign any or all workauthorization documents when such authorityhas been specifically delegated by the PublicWorks Officer.

The DIRECTOR, MAINTENANCE CON-TROL DIVISION may approve and sign any orall work authorization documents not exceeding

the monetary limitations for authorization

1-26 35


imposed by the Public Works Officer. TheSHOPS ENGINEER may approve minor work,service work, and emergency work authoriza-tions. The DIRECTOR OF THEMAiNTENANCE OR UTILITIES DIVISIONmay approve minor work, service work, andemergency work authorizations. The WORKRECEPTION AND CONTROL BRANCH(MAINTENANCE CONTROL DIVISION)

pay approve and sign emergency work and serv-ice work authorizations within the limitsestablished by the Public Works Officer.

At time's, it may be necessary for you tomake up work requests or job orders. Request,for all work, except service or emergency aremade on a work request, NAVFAC 9-11014/20.

(Sec fig. I-16.) Job orders are prepared fromthese requests on a job order, NAVDOCKS2356 and a continuation sheet, NAVpOCKS2357. (See fig. 1-17.) For emergency or servicework, an emergency or service work authoriza-tion, NAVFAC 9-11014/21, is used; this form isillustrated in figure 1-18. The work requestbecomes the job order when it is authorized.

In making up a work request or a job order,be sure that a clear description of the work isgiven and all necessary drawings and details areincluded. An accurate description of the workrequired is necessary to insure that the propernumber and type of skilled personnel areassigned to the job.

You may be with a NMCB workingivith joborders dealing with Military Construction(MILCON). A typical job order from a NCR toa NMCB is presented in figure 1-19. The joborder form is explained below.

WORK ORDER NUMBER: An assigned ac-counting number used to control and accu-mulate charges of materials and labor againstthe project.

LINE ITEM: The MILCON line Itemnumber which identifies the particular project.

JOB TITLE: A short general title of thework to be performed.

DOD CAT CODE: The DOD Facilitycategory code under which the work is beingassigned.

1-27

QUANTITY: The scope of the facility beingconstructed in terms of DOD category units ofmeasure.

ESTIMATED MAN-DAYS: An estimate ofdirect man-days required to do the workdescribed.

ESTIMATED COST: Dollar Lost estimatedto complete project.

CUSTOMER ACTIVITY: The actRity orcommand for whom the work h to beperformed.

REPRESENTA [AVE: An officialdesignated to proside liaison between the Lon-struction unit and the customer.

TELEPHONE: The telephone -number ofthe representative.

eNDESIGNATED FOR ACCONIPLISH-NIENT: Construction unit whia is to performthe as'signed task.

AUTHORIZED BY. Name and signature ofthe authorizing official.

GENERAL DESCRIPTION ANDREMARKS: A brief, general description of thework and other pertinent data, suLli as speLialspecifications.

REFERENCE: laent;fiLation of referencepertaining to the construction project.

ENCLOSURE: Identification of drawings,specifications, etc., that are being forwardedwith the work order.

INSTALL TASK NO.: Numerical identifica-tion of sub-tasks to be performed by theconstruction unit Lompleting the assignedproject.

WORK CLASS: Indication of thepredominate ratings involed in the sub-task.

DESCRIPTION OF WORK A4.:-COMPLISHED: Short description of sub-task.

3('

STEELWORKER l Rc C

WORK ItEQUEST.101.4/0.11/

11.6.0004

(MANITINAKE IUJIAGFABN)140 //f1.310.002-7/16

lopross bar

IPW sow

N.41714C 11.0-71.1

owe berne...... &mews

PAC IREQUEST (Mod svi by IlagooDr)

1 Mar

Supply Officer

1 WOWS, NO.

12-711

10

Public Works Officer

Dot OF 1104111

26 1 tint1601.31 w0I6 S1A1T6 I101M 101

00M1 r111.41.0 Elteroo.o.:t a wow6. 101611111I 116014.110/4 CM

MVO L. Moore 814. C.Ext. 891

SAVON4/11 6.1116040

124-..

6 1100/00.4 Of WON NO ,11.0110CAn0.1 lbo6may ionadbm. tps. lle.1

Fabricate and erect extension to wood storage rack, southwest corner,

Bldg. 107. Start from the south wall and extend through bays 3-4 approx: 30' long2' deep10' high

Storage rack to be anchored to wall and have 5 shelves spaced approx. 2'

apart. Shelves should be capable of storage of material weighing up to 5 lbs.

per sq. ft. No paint required.

Extra storage space needed for small shop store items.

7".11.-14 00.1002.1 16,

17602 (say)PAST 11--COST ESIWATI

(Mot Do by M.., ,1. Gmenst Diriato M otamo. toqwool)

,. /O.

Public Works Officerwwevele. 60 MOM 0 00010 10.4 gm V .66, w. PW A"4et arek.11

NOCIDV1 000.

N 110120111

0 NM INN

LCDR USN

OWS 6106 0 N .11/01.10S 016661worts

B July 19 -.11..M /V ea 11.4.. SIM

117.294

Figure 1-16.Work Request. NAVFAC 9-11014/20.

1-283I

***ISIn (COM= CalltriaSNUI . PieX.f.e.r17//.

/zezt 41:4 4,2.424:41

ag

IP MNAe4-

011.1Irt

SA?55 5. / . true .

.Iv/MAO w. 1111

TES 0MOO. 111

07 piely/fanstrAfitriMou.sr, Abtr. ..,24,66 Mew alhiw arms (!ex..iteety4yzArdif//kip. fropow/I.1:,nu; Ova ow* ~kr °bon G4/14,ev/444w9ohif ordts; donates off coweworke if/iv*. .rn.r/r// Aeon, Aaf/oAvyfe.r.41/ 'Nebr. evolinv. ..rtrau iiKle.thisg atone, ../o.r4one' Avon Ay ma& Loy aroolo& onre,err.reo/ nom' floo/ben" etbk. exlereor.

IS r.1 1.00o. 01 1.0Nk .---=''....t*

It W11614111 01 ISMAIS

:=-1 ........ L.,. .6* S.I , wrr

02 arabooel erAlevre-160 /Afoot.4/ of 1.tifript /21//poreilionMove*" "IN figuerwr so&Awn? onloAkrikr, iireihser/ever /6ae. ..1- 2cusloonlmfliJ.400. 4POCA4h* JAW' aprooWyreblo 4v:two. .723.ve ate/my4.001,41, AMY/1-6xzt-e-

..eir.i Igoe) /;7 eenAro of

Arietrhhon 4-01ree en&4-Areixr/o/led on emr&

...........- _Z__f--

02* 308 647 46.4 (/3/as' 406

If840 296 ( /.f 46

07' 60 035 8 PS

/2° /51 129 1,172 470//4* el /3 7 20/ 41"4 74 ,, /7.f .6,,

DITIMMON TOT.. 976_4a5124/6, .1:27f

. /1 /2 . Me.. ON* ft*

0,...i

es.

1a. 04110 TOM XV,

/ 4-44...-**411, -2/AEIPt /f

4. AA 11110ANN S. SIA:1101161 W sale 1061.0.00

02 Loy 5300Jr Ai ot 9-z rar,c0a// bA 1/45f .

/Soar/Ad/ /2P// lease on eze:e/lev *nod /Vow:,E,rit/inf Awe Meer ..drodon. eb..4e /repel/el/awltough .A.noid iewArs, crorew&p, /5Ì/P /1 Au,docod ahoer mtw/O49 &be Awl won erow,okhonof 4h. go,o/eco/Ion.

05 Propons.,,oevor a///arohib, .re.r/fpeet.tClocanan.no old ,aoW/ ai//:nfereer orekw/..r4r/ot-rt 107 ofhi-e- A7/Van% &RA;12,YeAke ,00er COI 4;7 l.11.44:61; deCV; earthyesao iforrAvowd /Zs/ evie4r. Me& Woe& e:6-0/o,etnAny nsoulelinz X0/ _own. /bW/ obe26still entlew4;s9 /me eivrielocr/O: JAeeflzw.46:79 o'oerf, maickeon, cau:n, otal"//rop; eirf

/bn/ Aro& no//azrfoetts, Irk" M./o6erenel-.7/a.u. lbw/ ox/freir A,/if/ii'one coo/ of exAV,Wo 406

Znik/loodeassooc/ S.2./kws nyoonko 1/viefe-kto rtet1 Afrowetcew/ /44/ h>/o/r....r 1 /2o'eobtox evnoweOwee //u.of nroonoft/ co/.F /,tZgAer ither Afro/S1 /6"zirkw criky aVex,/A-4+Iv Arcifdierctforr /7oar. ' /yrfb/o4ez/fonlooro' Aaveu ety9ePer4 a/ral.6 tconterecAd aro"ettwobwr o /n,oiece.

rar/filicrxicvn.7er/kuo JerhOno/ km ear/h era:Mrs. .9vIii /Str,a, Av. .wof/troWv-.

07 .fix.r/o// 07o' c-twore//kro mak ecoo4ru. .9.19,,cffroof an now e work hnof oftlfrotv an new.:440/3/ Ans./.

iFemone emi,an,,err/y coare of c6er-Ai aro'er/nowity.4A4FAIAimrobo/in anoe.wdone/anoirAkIfoahnv o o ~of/ o//.fa work

/z

2113

/4

Figure 1-17.Job Order. NAVDOCKS Forms 2356 and 2357.

3

39

87.4

(-)

su

AP

STEELWORKER 1 & C

ES WORK AUTr,ORIZ4TIONNAVFAC 9 ,0,4,TF 2, RO., 260,

(-,RCLE ONE

Ell EMERGENCY NO.

El SERVICE

J0.3 ORDER NO ..,,S.,,..1 61 C DATE RECO

lI " ila,

H,,0 RECO

REPORTED .NAME ANC C TIE,F ,,,. F 0A 'E C...VP_Ekc

LI I I iFACILITY AILIVRAR I JCR LOCAT,ON

I I i I I i, ASSTG

WORK CTR

I i

0.0,,,,, '00E

I

'TO ',RSI

2 ASSTGWORK CTR

I. I

WORK CODE

I I I

S'0 ..R.

I

3 ASSTGWORK CTR

I I

_L_LPec,R.. ,'GCE

I I I

STD .435.

i

1 ASSTOWORK CTR

I I

WORK CODE

I I I

STO ',RS

I. tDEsca.,0,,,Or WORK REOuE STEC

PERFORA.T.0..voov cTo

,NNALS CErocec aFgaRoN

fTEMARKS,SMOP COMMENTS NON. p(itGuRIVET)dr CACCARFNT THAN REOLIESTED1

2

--,3

117.295A

Figurt 1-18.--Emergency or Service Work Authorization,NAVFAC 9- 11014/TF -21.

MAN-DAYS: Estimated or actual number ofdirect man-days required to complete the sub-task.

BEGIN DATE: Estimated or actual calendardate upon which N ork on the sub task will com-mence.

FINISH DATE: Estimated or actual calen-dar date upon whicn work on the sub-task willbe completed.

SIGNATURE AND DATE: Signature ofconstruction unit representative and date ofsignature.

When you,, a supervisor, receive a joborder, examine it carefully. Make sure you havea clear picture of what is to be ne, who is to doit,- and when. See that you also ha I the infor-mation necessary to do the job. If materiallistings and drawings are listed on enclosures,make sure that they have been included andcheck them for accuracy. If you have beendesignated as prime contractor or lead shop, seethat the subcontractors or other shops haveteemed the job order, prints and material list asrequired. Check the availability of the material.The material support will vary greatly. On somejobs, you may not receive the job order untilafter all the materials necessary for the job havebeen received. On other jobs, you may have toorder the materials yourself through the use of amaterial yard, shop stores, or the Navy SupplySystem. If you have any questions, get themanswered before starting the job.

See that all the material is properly chargedto the correct job order number and that thematerial is used on the job for which it is drawn.Make sure, also, that the required labor is cor-rectly charged. This will keep you from the em-barrassing position of trying to explain how ajob was completed without anyone working on itor why some other job exceeded by far theoriginal time estimate.

DAILY WORK ASSIGNMENTS

The assignment of work is an importantmatter. On a rush job, you may have to assignthe best qualified person available to insuremeeting the deadline. When time and workloadpermit, however, rotate work assignments sothat each person will have an opportunity to ac-quire skills and experience in different phases ofthe Steelworker's job. When assignmentarerotated, the work becomes more interesting forthe workers. Another good reason for rotatingwork assignments is to prevent a particular per-son from doing all the work of a certain type. Itwould be a disadvantage in case that person is

1-30

4 0

r.


THIRTIETH NAVAL CONSTRUCTION R& D4BST MD 2.000

WORK ORDER NUMBER

6PPP69901

JOB TITLE

TWENTY FIFTH MOUNTED POLICE BATTALIONCANTOtefENT, OTTAWA

DOD CAT CODE 699 QUANTITY 700 P.01

ESTIMATED COST

$26.000

LINE ITEM

C777

DATE

22 July 19__

CUSTOMERACTIVITY 25th MOUNTED POL/CH BATTALION

DESIGNATED FOR ACCOMPLISHMENT

NavaSPRESENTATIVEl Mobile Construction Battalion SEVENTY-FIVEFIELD COPPBOO BOO

TELEPHONE OTTAWA 4

1

AUTHORIZED BY:

GENERAL DESCRIPTION AND REMARKS

Construct the following facilities for customer unit in accordance with reference t

(1) Eighty-two (82) 16' x 32' Metal roofed strongbacks.

(2) Three (3) 8 Hole latrines.(3) One (1) 20' x 48' Shower with concrete deck.

(4) One (1) 500 Man Galley.

Sit, location as shown by enclosure (1).

REFERENCE:(a) 25th MOUNTED POLICE SN LTR DTD 25 MAY 19__

SER 0000.

ENCLOSURE:

(1) BASE DEVELOPMENT DWG 732

INSTALL I WORK DESCRIPTION OF WORK

TASK NO.' CLASS ACCCMPLISHED

DATE

MANDAYSI--- BEGIN FINISH

82 - 16' x 32' Stcon.backs 25 JLN 19

1073872

5 AUG 19__

5 AUG 19__

5 AUG 19

5 AUG 19._

1. SO2. EU

3. CE

3- 8 Hole latrines

Site PreparationErection of StrongbacksInterior/exterior Wiring

TOTAL 820

54

20 JUL 19

20 JUL 19

6 JUL 19___

1. IEU

1 - 20' x 48' Shower

Erect three structuresTOTAL

with concrete deck

54

10701010

1.

2.3.4.

1 - 500 Man

EUEUUTCE

Galley

Concrete pourErect buildingInstall pipingWiring

TOTAL

Site preparationConcrete pourBuilding erectionWiring

TOTAL

GRAND TOTAL

1'4

208085050

1.

2.3.

4.

BOBUBUCB

1000

1974

SIGNATURE Din

Figure 1-19.NMCR Job Order.

1-31

STEELWORKER 1 & C

transferred or hospitalized or goes on leave for along period of time.

Give special consideration to strikers in workassignments. They should be assigned pro-gressively to jobs of ascending levels of dif-ficulty. Strikers may be useful assistants on acomplicated job, but may not fully understandthe different phases of the job unless they haveworked their way up from basic tasks.

When assigning work, be sure to give theworker as much information as necessary. Anexperienced worker may need only a drawingand a general statement concerning the finishedproduct. A less experienced worker is likelyto require more instruction concerning the

; 1-32

layout of the job and the procedures to befollowed.

Often, you may want to put more workers ona job than it normally takes in order to get thejob done sooner. Remember that there is a limitto the number of workers who can put on a jobat a given time. But, do not overlook the advan-tage of assigning more workers to a projectwhen their services can effectively speed up itscompletion. For instance, to construct a SATSairfield in the shortest time possible, you couldassign two crews (instead of one) to lay thematting for the runway. Both crews could workat the same time, one crew laying in each direc-tion. Moreover, if taxiways or parking areas areneeded, additional crews could be employed atthe same time in laying these areas.

4)

CHAPTER 2

SUPERVISION

As a First Class or Chief Petty Officer, youwill have many responsibilities added to thosewhich you had at the Second Class level, Thehigher your paygrade, the more likely it will bethat y our main duties will consist of supervisingrather than doing.

At the First Class and Chief levels, you NOTonly must be able to meet the requirements ofyour rate, you must be familiar with those of theNavy Enlisted Classification (NEC) holders. Asyou probably know, the NEC holders are in-dir 'duals who hac special skills; therefore, youshould be knowledgeable enough in theirspecialties to be able to explain or supervise theirperformance on the job. There are other re-quirements you must meet, if you are to carryout your supervisory responsibilities effectively.You will need to know how to handle your crewsto get the most out of them; you must be able toplan projects, make estimates, and set up pro-grams to train your personnel; you must be ableto foresee difficulties and devise methods forovercoming them. You must be able to maintainrecords and reports; and you must be safety con-scious, insuring that your personnel observe allsafety precautions applicable to their jobs.

PRINCIPLES OF LEADERSHIP

Supervision or leadership is an art. It re-quires the ability to organize, delegate, andcoordinate operationstechniques, which you,as the supervisor, should employ in your dailysupervisory activities. Learning how to organize,delegate, and coordinate the various phases of aproject can be developed the same way as anyother art. The art of military leadership can be

learned, developed, and practiced in varyingdegrees by anyone motivated who has the mentaland physical ability, and the moral integrity ex-pected of either a commissioned or petty officer.Developing this art is a continuing process.

In the ultimate sense, military leadership isNOT inherent; it is based upon the developmentof traits of the individual personality and uponthe understanding and application of soundleadership principles and techniques. Certainrules or principles which have stood the test oftime appear to have guided the conduct andaction of successful leaders of the past.Throughout military history, these rulesknown as Leadership Principles, as givenbelow, have in varying degrees affected theaction of every successful leader.

1. Be technically and tactically proficient2. Know yourself, and seek self- improve-

ment3. Know your personnel, and look out for

their welfare4. Keep your personnel informed5. Set an example6. Insure that the task is understood, super-

vised, and "accomplished7. Train your personnel as a team8. Make sound and timely decisions9. Develop a sense of responsibility in your

sub ordinates10. Employ your crews in accordance with

their capabilities11. Seek responsibility, and take responsi-

bility for your actions

The ultimate objective of a sapery isor is thesuccessful accomplishment of an assigned task

2-I

43

STEELWORKER 1 & C

or mission. When properly supervised, thistask or mission is carried out with a minimumexpenditure of manpower and materials, andwith a maximum of harmony, cooperation, andefficiency within the entire work forcefromthe unskilled helpers to the management andcommand levels of an organization.

ORGANIZATION

As a supervisor, you must be able toorganize. This means that you should be able toanalyze the requirements of a project and planthe sequence of events that will bring aboutdesired results.

You should be able to look at a job andestimate how many man-hours are required tocomplete it; you will probably have been given adate by which the work is to be completed. Next(or perhaps even before making your estimate ofman-hours), plan the sequence of operations.Make sure that you also know the answers to thefollowing questions. What is the size of the job?Is the material on hand? What tools areavailable, and what is their condition?

Before assigning work, carefully consider thequalifications of your personnel. Are they ex-perienced, or will some training be required?Are any scheduled for leave? Will you need torequest additional personnel? After gettinganswers to these questions, you should be able toassign your crews accordingly and set up ten-tative schedules. If work shifts are necessary,make arrangements for the smooth transitionfrom one shift to another with a minimum ofwork interruption. How well you are able tocarry out these steps is directly related to yourability to organize.

DELEGATION

The ability to delegate is an important aspectof good supervisors. Failure to delegate is com-mon in a new supervisor. It is only natural towant to carry out the details of a job yourself,particularly when you know that you can do itbetter than any of your subordinates. Trying todo too much, however, is one of the quickestways to get bogged down in &tails and to slow

2-2

down a large operation. On some projects, youmay have crews working in several differentplaces. Obviously, you cannot be in two placesat the same time. There will be times when ac.ewmember needs assistance or instruction onsome problem that arises. If the crew has to waituntil you are available, then time will be lost. Itis important, therefore, to delegate authority toone or more of your crewmembers to make deci-sions in certain matters. Here, knowledge ofyour personnel is important. Some people canhandle responsibility well; others cannot, Youmust know who can make sound decisions inyour absence and who cannot. You must alsoremember that, although you are allowed todelegate authority, you are still responsible forthe completion of the project.

COORDINATION

The ability to coordinate operations isanother important aspect of good supervision.When several operations are in progress, it is im-portant to plan them so one can follow anotherwithout delay.

Keeping a good interface with your sistercompanies is also important. Planning totransport rebar cages from the prefab yard tothe project site at a certain time and day may bedifficult if ALFA Company does not have thetrucks, scheduled. Coordination is not limited toprojects only. You would not want to approve aleave chit for one of your crewmembers thenremember a school during the same time period;nor would you want to schedule a crewmemberfor the rifle range only to find out that the rangecoaches will not be available at that time.

SUPERVISORY RESPONSIBILITIES

In effectively performing your supervisoryactivities, you must be in direct contact with,and have direct control over, the individualswho produce the work. In this regard, the majorduties and responsibilities of a supervisor in-clude the following: production; safety, health,and physical welfare of subordinate.; develop-ment of cooperation; development of morale;and training of subordinates.

44

Chapter 2SUPERVISION

PRODUCTION

The primary responsibility of every super-visor is PRODUCTION. Production can best beobtained by (I) planning and organizing thework to get maximum production withminimum effort and confusion, (2) delegating asmuch authority as possible, but remainingresponsible for the final product, and (3) con-tinuously supervising and controlling to insurethat the work is done properly.

SAFETY, HEALTH, AND PHYSICALWELFARE OF SUBORDINATES

Safety and production go hand in hand,since the only efficient way to do anything is thesafe way. When personnel are absent because ofinjury, shop equipment is down because ofdamage, or completed work is destroyed by acci-dent, production will definitely fall. Therefore,you, as a supervisor, must be a constant teacherof safety; you must set examples by constantlyobserving all safety precautions; you must teachsafety as an integral part of each training unit;and you must plan each job with safety in mind.

Showing concern for the health and physicalwelfare of your subordinates will also payoffproduction-wise. Remember that a healthyworker is inherently a more efficient workerthan one who is not. Besides, concern for thesematters is bound to increase the respect withwhich your subordinates will view you andshould motivate them to produce more.

DEVELOPMENT OF COOPERATION

You can best get the members of your crewto cooperate by willingly telling them the whatsand whys of their work. It also helps to developcooperation among the crewmembers by train-ing them continually in order to prepare themfor increased responsibilities and to teach themnew skills.

It is essential that you cooperate with yourseniors on the project and in the battalion bycontinually informing them of circumstanceswhich (1) ,require their, decisions or otheractions, and (2) what would be unknown to

2-3

them unless you passed the word. It is often thecase that what you, and perhaps your crews aswell, imagine to be the indifference of yourseniors is actually a result of your NOT keepingthem informed.

DEVELOPMENT OF MORALE

Morale may be defined as an individual's, ateam's, or unit's state of mind. It depends upontheir attitude toward everything that affectsthemtheir fellow SEABEES, their leaders,Navy life in general, and other things whichseem important to them.

Morale is closely related to satisfying a per-son's basic human needs. If the training, ad-ministration, and everyday routine of a unit isconducted to assist in satisfying thecrewmembers basic needs, a favorable attitudewill be developed. High morale is a positive stateof mind which gives the individuals a feeling ofconfidence and well-being that enable them toface hardship with courage, endurance, anddetermination.

The state of morale does NOT remain thesame; rather, it is constantly changing. Moraleof the members of your unit is an importantindex to the effectiveness of your leadershipabilities. You can measure morale by closelyobserving the personnel in their daily activities,by inspections, by formal and informal inter-views, and by evaluating reports. Specific thingsto watch for include appearance, personalhygiene, military courtesy, personal conduct,use of recreational facilities, excessive quarrel-ing, harmful or irresponsible rumors, conditionof mess and quarters, care of equipment,response to orders and directives, job profi-ciency, and motivation during training.

When properly evaluated, administrationreports concerning the status of personnel aid inmeasuring morale. Particularly valuable arereports which concern the followirti: military orcivil arrest, damage to or loss of equipmentthrough carelessness, family problems, in-debtedness, malingerers, absence without leaveand desertion, requests for transfer, self-inflicted -wounds, sick-call rate, stragglers, andreenlistment rates.

43

STEELWORKER I & C

TRAINING OF SU3ORDINATES

The training program of each battalion isformed to provide the personnel with the skillsneeded to accomplish the battalion's current andmobilization mission. The program is crafted inaccordance with the pattern, priority, and tempoestablished by the commanding officer. The pro-gram coy as many phases,from orientationcourses to special technical courses. Extent ofthe trainn g depends on operational com-mitments, policies, and directives from higherauthority, experience and previous training ofthe personnel; training facilities available; and

t

2-4

other factors. Although much of the construc-tion training will be provided by class A or Cschools, as well az special SEABEE trainingcourses, additional skills and experience must beacquired in the battalion.

As a supervisor, you must emphasize the im-portance of training to your personnel. At thesame time, impt ess upon them the importance ofusing the correct terminology and 'or technicallanguage common to the Steelworker rating. Inso doing, your personnel should learn morereadily and also retain a more detailed picture ofthe functions and operations of their jobs.

4G

CHAPTER 3

SHOP AND CONSTRUCTION SITE ORGANIZATION

In the Steelworker rating, you have theopportunity to learn and to become proficient inmany skills. You can work toward masteringthese skills by attending Navy formal schools,taking SCbT courses, and through on-the-jobtraining. Now as a first class or chief pettyofficer, you are expected to become theteacherto pass your knowledges and skills onto the younger Steelworkers. You are now theplanner, the organizer, and the supervisor. YOUhave become the THEY everyone has talkedabout and still do.

No one expects you to be the expert inall phases of your rating, but you are expectedto be able to find answers or solutions toproblems when they arise. This chapter describesways of setting up shops and fabrication yardsand gives helpful suggestions in the supervisionof crews engaged in construction opera-tions.

SHOP LAYOUT

You should be able not only to direct andcoordinate the various operations within yourshop, but also to plan the layout of equipmentand materials needed to set up a new shop fromscratch. You will find that certain factorsapplicable in setting up a new shop can also heapplied basically in taking over as a supervisorof a shop already in existence. When taking overa shop already set up, you may often find itworthwhile to make a study of the layout ofequipment and materials to determine if somechanges would help provide a smoother work-flow and higher production.

3-I

PURPOSE OF SHOP

In planning the layout and organization of ashop, carefully analyze the purpose of the shop.What kind of work will be done here? Howmuch work must normally be turned out? Is theshop a specialized shop or a general-purposeshop?

Next, consider the particular advantages andlimitations of the proposed shop space. Hovelarge is it? How many personnel will be expectedto work in the shop at the same time? What kindof tools will be available? Where arc the poweroutlets located? Can good lighting be arranged?What type of ventilation will be readily avail-able?

The function of the shop will have an impor-tant bearing on the equipment needed and theminimum space required. At times, you mayNOT get the amount of space desired and haveto do as best you can with whatever space is

available. In some instances, two spaces may beavailable but one is unacceptable because ofmajor problems that would be encountered. Forexample, the ideal location for a welding shopmay not be used for that purpose if the struc-tural design of the building would cause exhaustduct installation difficulties.

ARRANGEMENT

Good arrangement is required in all shops,regardless of their function. The arrangement ofequipment, layout tables, and so on in a shopshould be in the order of the workflow cf theproject that is most dominant in that shop.

47A

BARFOLDER

STAKEBENCH

EDGINGMACHINE

CRIMPING &BEADINGMACHINE

SQUARINGSHEARS

f-1SLITTINGSHEARS

L---1

SLIP-ROLLFORMINGMACHINE

STEELWORKER 1 & C

so._

NEWSHEETMETAL

CUTPIECES

STORAGEBEADINGMACHINE

DESK

OFFICE

FILE

LOCKERS

GROOVING

I

MACHIN E

LOCKROLL ERS

LAYOUTTABLE

FlBENDING

BRAKE

I I1

Figure 3-1.Layout of a sheet metal shop.

in planning the arrangement of equipment,consider such factors as sequence of operations,working space, clear shop entrance and exit,adequate workbenches, and safety. The posi-tioning of equipment, layout tables, and so onmay NOT be the same in one shop as another.The layout in figure 3-1, however, may be usedas a guide in laying out a sheet metal shop.

Try to phce stationary machines so that thework will flow in an orderly and logicalsequence. It is probably easier to do this in aspecialized shop than it is in a general-purposeshop where the work differs considerably fromone day to another.

In shops where there is a series of operationsto be performed, the relative position of thevarious; pieces of equipment has an importantbearing on efficient operations. Not only shouldthe equipment be accessible, it should also bearranged to save wasted motion and to reducewalking distance. This will enable your per-sonnel to turn out more work in a shorter time.

3-2

SOLDERINGBENCH

SPOT

itWELDER

145.1

People unconsciously produce more work whentheir equipment is close at hand. Clearancebetween adjacent machines should be such thatthe operators will NOT get in the way of oneanother. Allow plenty of space for operations,such as feeding large sizes of sheet metal or barstock into a machine.

Adequate worktables and workbenches are anecessity for the protection of both personneland materials. Most shops, especially sheetmetal shops, require plenty of flat working sur-face. Try to have the workbenches positionedwith respect to fixed equipment so that theequipment most often used can be quickly andeasily reached. Electrical outlets should bereadily available to the workbenches. Needlessdelays are caused by having to rig long connec-tions from poorly located outlets.

Your plans should include adequate meansfor stowing tools and materials. If considerableamounts of mate i Is must be kept on hand, andIf space permits a special storeroom may beused for stowag of materials; where desirable, a

48

Cha ter 3SHOP AND CONSTRUCTION SITE ORGANIZATION

III Illo

I

29.202

Figure 3-2.Vertical rotor-bin for shop stowage of fittingst

and miscellaneous items

portion of the.storeroom may also be used forstowage of tools and equipment. When astoreroom is available, however, it may still beadvantageous to stow certain materials in theshop near the machines or equipment on which

they are used.

The amounts and types of materials stowedin your shop will depend largely upon the spaceavailable and the intended purpose of yourshop. In most shops, you will probably needfacilities for stowing such items as bolts, nuts,screws, and spare parts. In a sheet metal shop,you will need a rack for stowing commonly usedgages of metal. In a welding shop, you will needhot lockers for stowing electrodes; the use of hotlockers will help insure that the electrodes arekept dry and that the coated surfaces do NOTget chipped.

Lockers, drawers, bins, cabinets, and thelike, are suitable for stowing various types of

3-3

tools and materials. A vertical rotor-bin, likethat shown in figure 3-2, can be used to stow fit-tings and miscellaneous items in the shop.Whatever the type of shop, make an effort to seethat your stowage facilities are arranged to givethe greatest possible amount of free workingspace.

You will also need space for an office. As arule, try to locate the office in an area of theshop where you will be least disturbed by noisefrom machines. The shop layout plan shouldmake provision for a bulletin board upon whichmay be posted safety posters, maintenanceposters, instructions and notices, plan-of-the-day, and such other information as is

appropriate.

The bulletin board should be located in aprominent place in the shop, preferably near theentrance where personnel will be likely to passduring the day. If necessary, artificial lightingshould be provided so that material on thebulletin board can be read with ease. Material onthe bulletin board should be changed frequently,expired notices promptly removed, the currentplan-of-the-day posted early, and posters andother material rotated periodically. If the samematerial is presented in the same format everyday, it will not be long before the bulletin boardwill be ignored and the purposes for having itwill be defeated. New arrangements are noticedand interest is stimulated with variety.

SHOP SAFETY

Consider the shop layout from the point ofview of SAFETY. Use nonskid flooring in criti-cal areas. Allow adequate space for aisles andpassageways. Equipment, storage racks, and thelike should be arranged so that the entiance andexit to the building can be kept clear and will beaccessible in the event of fire or emergency.Locate stationary machines so that the movingparts will NOT constitute a hazard to either theoperator or to other shop personnel. Be certainthat your shop layout will allow easy access to

fire-fighting equipment, electrical controlpanels, and junction boxes. Remember thatvarious physical factors, such as lighting andventilation, also have an effect on safety.

STEELWORKER 1 & C

PILED MATERIAL

FLOW

11 10F000.1I WORK

1211z

o. r--7211IimD.511

If

I, Ng+,

AREA FOR OFFICE. TOOLSI ACCESSORY SHOPS, HARDWARE '8 STORAGE. ETC. t PILED MEMBERS

T -1WORKING AREA ii

Ii1,,

ce<

II U"2

LL

I 2ADDITIONAL LANES AS NEEDED it i5

0llI I

II I I

FINISHED)MEMBER ,

'STORAGE'I AREA

LANE FOR MOVEMENT OF MATERIAL

WORKING AREA

I STOCKI MATERIAL

STORAGEAREA I

Iiw

Iwz

WORKING AREA

Figure 3-3.Flan of typical fabrication yard.

LAYOUT OF FABRICATION YARD

In addition to planning the layout of shops,you must also be able to plan the layout offacilities for construction projects in the field.This phase of our discussion will introduce youto some of the major factors to be considered inplanning the layout of a fabrication yard. Youmay often be called upon to plan the layout of afabrication and erection of steel structures. As auseful hint, remember that the control offabrication operations depends largely on theplanning and organizing that go into them.

A major requirement for jobs concerning thefatrication and erection of steel structures isthat the fabrication yard be set up in a mannerthat will insure a smooth flow of work. The yardshould be laid out to suit the fabrication pro-cedure and the size of the operation. If possible,the yard should be located next to the construction site. The ground should be firm and leveland ample working space should be provided. Aplan showing various subdivisions of a typicalfabrication yard is given in figure 3-3.

145.2

The layout and arrangement of a fabricationyard may not be the same at one site as atanother. A typical fabrication yard, however,would normally include the following maimareas:

1. A tool and equipment storage and repairarea

2. A material storage area3. A working area for various operations,

such as laying out, cutting, drilling,punching, fitting up, reaming, andbolting

4. A fabricated member storage area

For maximum efficiency, the fabricationyard should be arranged so that work can becarried out in assembly-line order. The arrange-ment should permit moving heavy pieces ofmaterial as little as possible and in a straight line.

It is a good idea for each crew to be heldresponsible for fabrication of one group or classof member You should try to provide a system

i)of handling that avoids back-tracking or

3-4 43

Chapter 3SHOP AND CONSTRUCTION SITE ORGANIZATION

crossing-over of the material in flow. Lanes formovement of material, cranes, and machinesshould be located so that materials will passthrough each operation with the minimum ofhandling and he shortest haul. Operation plans

and layout should give primary consideration tosafeguarding personnel from injuries.

TOOL AND EQUIPMENT AREA

Numerous types of tools and equipmentgenerally, are required in steel fabrication anderection operations. Plans for the layout of afabrication yard should include adequate spaceallowance fen storage and repair of tools andaccessory equipment. An ideal location for suchan area is adjacent to the working area. It is

suggested that the minimum space .equirementslisted below be provided for the storage, repair,and maintenance of tools and equipment, as

indicated:

Hand tools and hard- 1/2 square yard perware storage worker, one-half of it

under cover

Pneumatic tool storage 1/-1 square yard per

and maintenance shop worker

Machine, blacksmith, 30 square yards or

and pipelining shops, moreincluding tool sharp-ening

Rigging Ion 20 square yards ormore

Heavy -equipment stor- 50 to 200 square yardsage and maintenance

Tools and equipment requirements may varyfrom one site to another, depending on factors

such as the methods used and the length of timeallowed for fabrication. In fabricating typicalstructures by usual procedures, and under nor-mal site conditions you generally will need a

wide variety of ordinary handtools and equip-ment, for example, C-clamps, center punches,drills, hoists, wrenches, and slings. Often youwill need safety equipment and improvised orexpedient equipment, such as drill presses, roller

3-5

tables, push cars, and special lifting hooks. Inaddition, a crane probably will be needed in thefabrication yard at all times for unloading steel

and for moving and turning heavy pieces duringfabrication and assembly. For some projects,you may set up small derricks at principaloperating sites, or else have additional cranes onhand.

MATERIAL STORAGE AREA

Careful planning shOuld be given to the loca-tion of the material storage area. An ideal loca-tion is alongside an access road or railway sidingthat is on the end of the fabrication yard where

the material can be delivered without interferingwith other operations. The layout and arrange-ment should permit easy movement of cranes,trucks, forklifts, and handtrucks in unloadingand piling material and in picking it up fortransfer to fabrication operations. Insofar aspossible, plan for each class of material to be

stored in line with the place of its fabrication. Arule of thumb for estimating storage arearequirements is one square yard of net area perton of material. Obviously, hardware, smallparts, and tools should be stored under coverand as near the point of use as possible.

When considering the outside storage ofmaterial, make sure they will NOT become un-duly damaged or deteriorate from exposure toweather. Also, make sure the material will berelatively free from ignition by flying sparks. Ina temporary emergency, it may be necessary thatmaterial normally requiring inside storage be

stored outside. In such cases, see thatt thenecessary precautions are observed and have thematerial moved inside as soon as possible.

WORKING AREAS

The working areas of the fabrication yardshould be arranged so that all operations of the

job will run smoothly and efficiently from startto finish. Areas should be designated for the.operations of laying out, cutting, and drilling orpunching of individual pieces. Other areas willbe needed fcr fitting up, reaming, bolting, andwelding assembled members. Still others, such as

a painting area may be necessary, dependingupon the requirements of the particular job.

5i

STEELWORKER 1 & C

The layout of any particular fabricatidn yardwill depend largely on the size of the structure.For instance, a small structure for which itwould not be ecoi.omical to provide muchequipment would probably call for fitting up ofmembers at the point of drilling the mainmaterial. But for a large structure, separateareas for drilling main material and for fittingup would appear practical. Incidentally, whenan assembling area is required, you probably willfind that an ideal place for it is adjacent to thefabricated member storage area.

FABRICATED MEMBERSTORAGE AREA

An area for storage of finished membersshould be provided adjacent to the last fabrica-tion operation. It should be arranged so thataccess for cranes and trucks is facilitated. If thisarea can be located adjacent to the constructionsite, then the members can be sorted into properorder for erection and stored accordingly, toavoid any extra handling. If necessary torehandle members before erection, they must besorted into the most convenient piles for loadingon delivery vehicles. An ample access road andturnaround facilities must be provided.

MATERIAL AND EQUIPMENT

To keep operations running smoothly, youwill have to see that the proper materials andequipment are available at the time they areneeded. You must try to avoid a big excess in thesupply of material. At the same time, make surethat supplies are NOT exhausted beforerequest"tg new material. If material or equip-ment are NOT on hand when needed, it mayresult in personnel having to stand idle, whichcould cause delays in meeting productionschedules.

SITE DEPLOYMENT OF MATERIALAND EQUIPMENT

As a supervisor of construction work, it isimportant that you be able to handle the deploy-ment of material and equipment at the jobsite.Make it a point to see that the right material and

3-6

equipment are at the right place aural the righttime.

The bill of materials should be checkedduring the planning stage to make certain thatall material is available or is on order. Ben withthis check, there is sometimes danger of runningout of material. This could happen when the rateof nrogress on the job has been considerablyfaster that anticipated or when the material hasbeen unusually slow in arriving at the jobsite. Ifeither of these conditions occur, notify theofficer in charge (01C) of the project. The OICmay appoint an expediter to see that materialgets to the location when it is needed. Occa-sionally, you or one of your personnel mightserve as expediter; in this case, you might hand-carry a requisition through the supply chain tospeed up delivery. Careful advance planning willcontribute to an orderly flow of material. Makea special effort to plan deliveries of material tocause the least possible congestion, with aminimum of shifting after it is unloaded at thejobsite.

Where equipment is needed to accomplish ajob, make sure in advance that it will beavailable; and see that it is on hand at therequired time. In some .:ases, you must firstdetermine the method by which a job will beaccomplished before determining the types ofequipment you will need. This means, for exam-ple, determining whether connections for a steelstructure will be bolted or welded, or whetherlayouts will be by template, by scratching, or bymarking directly on the metal.

Machine-powered hoisting equipment. is abig advantage on jobs that involve the liftingand moving of heavy materials. There may beoccasions, however, when you will NOT be ableto obtain powered equipment, such as a crane orforklift. In such cases, you will have to use a ginpole, tripod, or other hand-powered hoistingdeviceone suitable for the job concerned. As aword of advice, remember that you may savetime in getting the job dove, and also preventsomeone getting injured, if you see that thehoisting device is erected at the spot where it willbe needed and insure it is properly rigged. (Theerection and use of hoisting equipment will bediscussed later in this chapter.)

5 2

'AChapter 3SHOP AND CONSTRUCTION SITE ORGANIZATION

At the jobsite, 'you may have to arrange forthe stowage of material. In doing so, tryto havethe material as close .as possible AO the placewhere it will be used. From previous experience,you should have acquired a knowledge of thesafe methods of handling and stowing varioustypes of material commonly used in steelwork.Make sure that your personnel also know anduse the safe methods of handling and stowingmaterial used in their work, and see that propersafety apparel is worn on jobs where required.

SHOP STOWAGE OF MATERIAL

A main objective in stowing material is toput things where you will know where they areand where you can get to them easily. Assign aspecific place in which to keep each particulartype of material. Whenever possible, materialthat is used most frequently should be located inthe most accessible places.

No matter what type of shop you are super-v ising, make it a practice to identify all material.A piece of carbon-molybdenum steel looks justlike a piece of mild steel, but you cannot use thetwo materials for the same purposes. Materialsshould be identified by labels for each bin orrack, by shipping tags attached to the material,by color code markings (when applicable), andby stock number. Keeping the stock numberwith the material will save you time and troublewhen you need to re-order material.

Various methods may be used to control thesupply of parts and material which will be keptin the shop. One suggested method is to preparea set of file cards showing the minimum amountof each item needed, the amount on hand, andthe location of the storage area. As the materialand parts are received, they are stored in theplaces designated for those particular items, andthe amounts received are added to the inventoryon the file cards. When the parts are used, theitems are deducted from the inventory.

In determining the minimum number ofrepay parts to be kept on hand, take into con-sideration the length of time needed to get theseparts after the requisition is forwarded to theSul dly Department. At some overseas locations,this period could be from 3 to 6 months.

3-7

SHOP STOWAGE OF TOOLS AM)EQUIPMENT

Proper stowage of cools and equipment is animportant factor in the management of any typeof shop. You should have a place for each toolor piece of equipment, and each should be keptin its place when NOT in use.

Lockers, drawers, cabinets, and the like aresuitable for stowing various types of tools. In::electing a place of storage for a given type oftool, you will often have to consider such factorsas the size and shape of the tool, its frequency ofuse, and its value.

To avoid breakage or damage to tools duringstowage, you must see that the personnel con-cerned are familiar with the proper method ofplacing certain types of tools in stowage. Drillbits, torch tips, combination squares, files,gages, and the like must be stowed so they areprotected from contact with other tools. Edgedtools and pointed instruments, such as scribers,dividers, and compasses require special stowageto prevent damage to their cutting edges orsharpened points.

Precision tools, such as micrometers, depthgages, surface gages, and squares, must be pro-tected against SHOCK and PRESSURE. Alltools made of steel must be protected againstCORROSION.

A special bin should be used for the testingequipment. Testing instruments are verydelicate, and any rough handling may throwthem out of adjustment. Do NOT stow othertypes of tools or equipment in the same place astesting instruments.

A system is usually set up for checking thetools in and out. The shop personnel shouldknow, or be able to find out from shop records,where all tools are at all times.

Tools, such as screwdrivers, chisels, andhammers, should be checked regularly fordamage and wear, for example, dull cuttingedges on the chisels and mushroom heads orbroken handles on the hammers. Examine alltools w hen .hey are issued and again when theyare checked back into the shop. Any tool foundin bad condition should 1':e put aside until it canbe repaired or replaced.

50 ''

-1

STEELWORKER I & C

35.45

'Figure 3-4.Clamp for handling heavy plate,

If your supply permits, all petty officersshould be allowed to have their own toolkit,made up of common handtools ordinarily usedin their work. Nobody likes to we a drill bit thatsomeone else has itizked or burnt. Most are bet-ter satisfied working with their own tools, andthis encourages them to take a special interest inkeeping their tools in top shape.

HANDLING MATERIALS

In supervising the handling of material, youmust see that practices are follow,zd which insurethe safety of personnel and of the material.Heavy plate is usually handled with wire ropeslings, straps, or with an approved plate clamp,such as the one shown in figure 3-4. Note thatthis clamp should NOT be used for handlingbundles of sheet, since the sheets in the middlecould slip and cause the entire load to drop.Bulky items, such as reinforcing bar, strap iron,and structural shapes, are usually handled with

3-8

80.155

Figure 3-5.Choker for handling pipe.

slings or straps. The choker, shown in view A offigure 3-5, is an effective device for handlingpipe and other material which must be grippedtightly. When the hooks are used in pairs, thepull should be from opposite sides of the load,as shown in view B of figure 3-5.

When bundles of reinforcing bars 30 feet orlonger in length are being hoisted, it is necessaryto use a spreader bar so that the bars will notbend excessively. The length of the spreader barshould be at least one-half the length of the barsin the bundle. The spreader bar may be afabricated truss assembly, a piece of heavy-dutypipe, or an I-beam.

When bundles of reinforcing bars are beinghoisted in congested or limited areas, it may benecessary to apply a tag line to one or both endsof the bundle for the purpose of guiding the loadas it is hoisted.

It is very important that chokers and a slingof sufficient strength be selected to lift the load.The stress or tension on each choker depends on

54

Chapter 3SHOP AND CQNSTRUCTION SITE ORGANIZATION

the number of chokers, the angle of the choker,and the total load. The total weight lifted isdivided among the supporting chokers and actsstraight downward. The greater the angle of the..hoker from the vertical, the greater is the ten-sion in the choker.

To help prevent injuries to their hands, per-sonnel piling lumber or handling reinforcingsteel should wear gloves. Hard hats, safetyshoes, and other safety devices should be wornon all jobs where required. In fieldwork, rough-terralh forklifts, cranes, gin poles, and the likeare often used in handling heavy constructionmaterials. See that all personnel assigned to jobson which such devices are used not only know,but also carefully observe, safety precautionsapplicable to rigging. When materials are movedby hand, warn personnel to use their leg musclesrather than their back muscles. A serious injurymay result when an individual attempts to lift ormove a load that is too heavy for one person tohandle.

When structural steel is stacked or piled,make sure the stack or pile does NOT slidelaterally or tip over. Corrugated or flat ha pesshould NOT be stacked Inure than 4 feet high.Stacks of pipe are particularly liable to lateralsliding; therefore,, such a stack should always beapproached from the end, NEVER frc-,:n theside. Pipe should be segregated by sizes andstacked NOT higher than 5 feet.

Material stacked or piled around the con-struction site should be located where it willinterfere as little a§ possible with traffic and pre-sent the least possible danger to personnel. Bar-ricades and red flags should be placed during thedaytime, and red lights at night, on any materialwhich constitutes a hazard to traffic.

WELDING SHOP

Welding shops may differ in the kind ofwork being done; one shop may be concernedwith vehicle repairs, another with generalmaintenance, and still another with repairingand fabricating metals:. A shop may preparemetals for welding and' weld them or it mayspecialize only in the actual welding operations.Nevertheless, each shop must have on handmaterial, tools, and equipment needed to do itskind of work.

3-9

Whether a shop is permanent or not will alsodetermine the type of tools and equipment in it.A permanent shop, like one that serves as apublic works shop, should hate a wide variety oftools and equipment. On the other hand. a shopset up by battalion Stee:workers at a construc-tion site is temporary. It should be equippedvv ith only the tools and equipment that arenecessary to complete the project.

MATERIAL

Any well-organized welding shop w ill haveon hand a variety of welding supplies. These in-dude tanks of oxygen and acetylene, electrodes,fluxes, pipe, angle iron, and round, solid rods.Also, standard plate sizes of sheet steel that maybe stored in the shop or at the Material LiaisonOffice (MLO), until needed.

TOOLS AND EQUIPMENT

Welding shops are equipped with a variety ofwrenches, hammers, clamps, screwdrivers andtiles. Ever} welding shop regardless of size, must

Luttin-4 equipment needed to accuratcltshape metal before it is welded. This metal maybe cut to size and beveled to specifications bydifferent means. Power hacksaws, metal shears,and power cutoff saws are used to cut standardsize stock to the lengths needed. Standard angleLuts are made with either a reciprocating powerhacksaw or a band power hacksaw. The portablegrinder is used extensively in preparing andfinishing the weld areas. It is especially usefulfor grinding welds on large Weldments that can-not be brought to a grinder. Welders wearclothing of leather or other heavy material forbody protection and to protect their clothingfrom molten metal sparks. Appropriate protec-tive clothing, illustrated in figure 3-6. is requiredfor any welding operation. The clothing willvary with the size, nature, and 'location of thework to be performed. Arc welders wear helmetsor fare shields with approved lenses to protesttheir eyes from radiation.

CUTTING AND WELDING

In directing crews engaged in gutting andwelding operations, you will have certain tasks

STEELWORKER 1 & C

LEATHER APRON LEG APRON

SLEEVES COAT

Figure 3-6.Protective clothing.

to perform. First, decide which welding processis best suited fo:- a given job. Then select yourcrew leader and go over the specifications for thejob. This means reviewing drawings, sketches,or any other available information. Drawingsand sketches convey, by means of welding sym-bols, all the information needed by the indi-vidual who will be fabricating or assembling.Then prepare a bill of materials that will beneeded for the job, and submit your requisitionsin time to permit delivery so the job can start on

CAPE AND BIB

GLOVE

145.369

time. Depending on the size of the job, you may,vant to delegate to a crew member the respon-sibility for delivery, unloading, checking, andstowage of material.

Before actual welding operations get under-way, insure that your crew is preparing for thejob. Check the condition of the equipment, andsee that it is set up properly. Be sure that all con-trols are properly adjusted, that all connectionsare Lorrectly made, and that all safety precautions are being observed.

3-10

56


4

A

C41

MrWORK

.. , .......

GOOD DRAG L'AES(SNORT, ALWAT VERTICAL)

B

kiNv

111

Mk \ 111(LOSSOP CUT )

POOR DRAG LINES(LONG, EXCESSIVELY CURVED)

CLOSS

"-1---OP CUT

1 I

11

GOOD TOP EDGESISN,,,RP)

(ROUNDED)

nrPOOR TOP EDGES

11.139

Figure 3- 7. Effects of correct and Incorrect cuffing

procedures.

You can control the quality of work bycarefully observing the welders. At intervals,make sure they are using the proper techniquesand that the proper operating conditions (arccurrent, arc voltage, and arc speed for each typeof electrode and weld size) are being maintained.

3 -11

Observe consumption of the electrode and howit melts downsmoothly or unevenly. Note thesize and shape of the weld crater, as well as itssurface appearance. Listen to the sound of thearc. Take a close look at the weld bead, noting inparticular, its size, shape, and fusion. Correctimmediately any faulty techniques that result ifidefects, such as slag accumulations or cracks; doNOT wait until the job is finished. The mostcommon troubles in welding and their causesand cures are illustrated in table 3-1.

On most Steelworker projects, a cuttingtorch will be used for beveling plate, cutting andbeveling pipe, piercing holes in steel plate, cut-ting wire rope, and the like. Therefore, learn torecognize a good oxygas cut. In general, thequality of an oxygas cut is judged by (1) theshape and length of the drag lines; (2) thesmoothness of thz sides; (3) the sharpness andsquareness of the top edges; and (4) the amountof slag adhering to the metal and ease of slagremoval.

DRAG LINES are the line markings whichshow on the cut surfaces; they are probably thebest single indication of the quality of an oxygascut. Good drag lines are almost straight up anddown, as shown in view A of figure 3-7. On theother hand, poor drag lines are long and irreg-ular or excessively curved, as shown in view B offigure 3-7; they indicate a poor cutting tech-nique which may result in loss of cut (view C offigure 3-7). Also, a grooved, fluted, or ragged-cut surface indicates a cut of poor quality.Where the drag lines are short and almost ver-tical, you can rely on the sides being smooth, thetop edges being sharp and square, and the slagbeing easy to remove from the rr.?tal. Compareviews D and E of figure 3-7. Rounded top edgesare caused by incorrect preheating or removingthe torch too slowly.

REINFORCING STEEL

The steel used to reinforce concrete struc-tures is hot-rolled in several different strengthgrades. Most of the reinforcing steel (rebar) ismade from new steel billets, but some is rolledfrom used railroad-car axles or railroad rails thathave been cut into rollable shapes.

STEELWORKER 1 & C

Table 3-1.-Causes and cures of common welding troubles

minis welds .

WHY....-

,,1. Short arc with exception of

low hydrogen and stainless2. insufficient puddling time3. Impaired base metal4. Poor. Alectrode5. Improper shield coverageWHAT TO DO '

1. Check impurities in base 4. Weave your weld to elirrimatemetal ' pin holes

2. Allow sufficient puddling time 5. Use proper electrode for jobfor gases to escape 6 Hold longer arc

3. Use proper current 7. Check shield gas

cracked weldsWHY1. Wrong electrode2. Weld and parts sizes

unbalanced3. Faulty welds

0-..,...,--4,-.....w.

,,r

rts6 8VIks eV'-,

4. Faulty preparation5. Rigid jointWHAT TO DO

,5. Make sound welds of good

1. Design structure to eliminate fusionrigid joints 6 Adjust weld size to parts size

2. Heat parts before welding 7 Allow joints a properand3. Avoid welds in string beads uniform gap4. Keep ends free to move as 8. Work with amperage as low as

long as possible possible 6

poor penetrationWHY1. Speed too fast2. Electrode too large3. Current too low4. Faulty preparation

poor appearanceWHY1. Faulty electrode2. Overhang ,3 Improper use of electrode4 Wrong arc voltage and current

_".%

I:019) ' )) 1)°'

WHAT TO 10 2. Select electrode according to1. Use enough current to obtain welding groove size

desired penetration-weld 3 Leave proper gap at bottomslowly of weld

WHAT TO DO1. Use a proper welding tech- 3 Use a uniform weave

nique 4 Avoid overly high current2. Avoid overheating

warpingWHY1. Shrinkage of weld metal2. Faulty clamping of parts3. Faulty preparation4. Overheating It jointWHAT TO DO 5 Use proper sequence1. Peen joint edges before 6 Clamp or tack parts properly

welding -back-up to cool2. Weld more rapidly 7 Adopt a proper welding3. Avoid excessive space procedure

between parts 8 Use high' speed, moderate4. Preform parts before welding penetration process

poor fusionWHY1. Wrong speed2. Current improperly adjusted3. Faulty preparation4. Improper electrode sizeWHAT TO DO1 Adjust electrode to match 3. Select proper current and

joint voltage2 Weave must be sufficient to 4 Keep weld metal from flowing

melt sides of joint away from plates. /

undercutting -.:, '0WHY

--1. -Faulty electrode or gunmanipulation ,

...-

2. Faulty electrode usage - .',3. Current too high

brittle weldsWHY .-1. Wrong electrode2. Faulty preheating3.,Molal hardened by airWHAT TO DO1 Preheat at 300° to 500° F. if 3. Stress relieving after welding

welding on medium carbon 4 Use low hydrogen processessteel or certain alloy steels for increased weld ductility

2. Make multiple layer welds

WHAT TO DO 4 Use moderate current, weld1. Use a uniform weave in butt slowly

welding 5 Hold electrode at safe2. Avoid using an overly large distance from vertical plane

electrode in making horizontal fillet 6

3. Avoid excessive weaving weld

spatterWHY rairtlinWAMA1. Are blow .N. "c..:444' .0 C. C4022. Current too high .6 -r.

3 Arc too long4. Faulty electrodes

WHAT TO DO1 Clean parts in weld area 3 Adjust voltage2. Adjust current properly 4 Pick suitable electrode

magnetic blowWHY/1 Magnetic fields cause the arc ..

to deviate from its intendedcourse

WHAT TO DO 41.1111111.kia.d._____

1. Use steel blocks to alter 4. Use a short arc lengthmagnetic path around arc 5 Locate the ground properly on

2 Divide the ground into parts the work3. Weld in same direction the 6 use AC welding

arc blows

3-12

58

127.379

Chapter 3SHOP AND CONSTRUCTION

Reba' may be round or square. Its surfacesmay be smooth, or deformed so that the con-crete will adhere better to the bar. The round-deformed bar is produced in a wide range ofdiameters sarying in increments of 1/8 inch. Thestandard method of calling out a round bar is to1..tise the number of one-eighths contained in thediamettr. For example, a 5/8-inch-diameter barh called a No. 5 bar. All rebar must be placed'inaccordance with a placing plan of the structurethat shows number and length of the rebar aswell as the spacing and exact location of eachbar.

The la.out of reinforcing steel is essentiallythe process of accurately measuring and markingthe steel for cutting, bending, and placing. Youwill depend on two principle sets of drawings,engineerIng and placement, to provide themeasurements of the reinforcing steel in a cast-tn-place concrete structure. The engineeringdrawings, show the design of the structure,including dimensioned locations of members,sizes of 'mils idual members, reinforcing ofmembers, and related information. These draw-ings are similar to the design drawings preparedfor steel structures. The placement drawingsslims shapes, sizes, and locations of the rein-toicing bars in the structure. Also, informationon the method of placement and schedules forbeams, columns, girders, joints, etc.

SCHIA LES

The reinforcement of floors and many otherpark of structures can best be shown in tabulartoim commonly referred to as a schedule. Theschedule h a compact summary of all the bars inthe structure in't he order of their use, completewith the number of pieces, sizes, lengths, marks,and bending details from which shop orders canhe easily and readily written.

I here are many %ariations of theseschedules, but all of them can be included in twobasic types which are termed the horizontal typeand the s ert ical type. In the horizontal type thestraight or hooked bars, ben( bars, and stirrupsto eth. h member are listed in a horizontal line

3-13

SITE ORGANIZATION

127.281

Figure 3-8.Ironmastir portable h)draulit rod benderand shear.

while in the vertical type all bars and stir( ups are::sted under each other.

CUTTING AND BENDING

After layout, the rebar is cut to the givenmeasurements with power shears or bolt cutters.Be sure that the crewmembers.; who use thesetools, wear the proper apparel, such as satetyshoes, gloves, and goggles. Rebar is bent witheither a power tool or handtool. A power bender(fig. 3-8) works best where many bends have tobe made. In the field, a tool like the one shownin figure 3-9 can be used to bend or stimghten

Figure 39. (tending tool.29.183

STEELWORKER 1 & C

BENDING PIPE

TABLE 3%2" X 10'-0" X 3'-2" HIGH

/4" STEEL PLATE

3" X 3" X 3/8" L

\\-- 3" PIPE

Figure 3-10.Bar-bending table.

rebar. Another tool that works well in the fieldfabrication is the bending table (figure 3-10).When secured to the table, a vise makes shortradius bending easy. Since all bends must bePRECISE and EXACT (according to specifica-tions and bending schedules), it pays to have awell-qualified power bender operator doing thework and a crew that does NOT hurry whenbending rebar.

After the rebar has been cut and bent, it mustbe bundled and tagged according to size, length,and shape. Using metal or fabric tags or a colorcoding system will make it easy to identify thebundles. After tagging, the bundles should beplaced on cribbing to help keep the rebar clean.For a small job, tagging is not necessary.

PLACING

When assigned as supervisor of a crew forplacing reinforcing bars in structures, you willhave your share of responsibilities. One of yourmajor objectives will be to see that bars areplaced carefully and accurately to the exactrequirements called for on the placing plans,schedules, typical details, and notes, and as sug-gested by standard practices. You will also haveto check the placing schedule and compare itwith the bars on hand.

2" PIPE 6%0" LONGTHREADED AT ENDSSO THAT COUPLING

IS TURNED FORFULL LENGTH

127.76

All reinforcing bars, stirrups, hanger bars,wire fabric, spirals, and other reinforcingmaterials should be prodded as indicated on theproject drawings at as required t-). the projectspecification, together with all necessary wireties, chairs, spacers, supports, and other devicesnecessary to install and secure the reinforcingproperly. All reinforcement, when placed, mustbe free from loose, flaky rust and scale, oil,grease, clay, and other coatings and foreignsubstances that would reduce or destroy thebond. Reinforcement which has bends notshown on the project draw ings or on approvedshop drawings or is reduced in section mustNOT be used.

Reinforcement should be placed accuratelyand secured. It must be supported by approved'chairs or spacers or by metal hangers. When theends of metal chairs, clips, or supports will beexposed on the concrete surface, this should bepermitted only where the surface will NOT beexposed to weathering and where discolorationwill not be objectionable; elsewhere, concrete orother approved noncorrodiable material, orother approved means, should be used for sup-porting the reinforcement.

In many structures that have failed,the primary cause was incorrect placement of

3-1460


reinforcing bars. Failures cause damage to prop-erty and often cost lives. Failures also costmoney and time, and cause the job to be doneover again. When failures occur, inquiryimmediately arises as to whether the placingplans, with all notes and details, were properlyfollowed. Sometimes, what looks like a verysmall difference in the location or arrangementof bars is the difference between safety and astructure's collapse.

Before starting to place the bars, it is agood practice to make sure you have the latestapproved placing plans. Study the placing plansin advance and, if necessary, check them againststructural and architectural plans and discussthem with the project officer so as to be quiteclear on what is to be done.

After all steel is secured and tied in place,assign a crew member to check that no bars weredisplaced during placement of the concrete.Displacement of reinforcing bars happens quiteoften in floor slabs; this is caused bycrew members walking on the reinforcing bars orpushing, pulling Georgia buggies loaded withconcrete to the pour area.

The proper tying of bars depends upon theamount of abuse to which the mats will be sub-jected before being buried in concrete. Theamount of tying adds nothing to the strength ofthe finished structure. it is NOT necessary to tieevery crossing of bars, NOR is it even necessaryto tie every alternate or third crossing. Sugges-tions for some of the more common cases aregiven below.

Tie slab bars that are assembled in place asfollows:

1. Sufficiently to prevent shifting.2. At least three times in any bar length.3. Perhaps every intersection around

periphery.4. At spacings according to bar sizes, about:

No. 5 and smallerNo. 6 to No. 9No. 10 and No 11

5 feet-0 inches to 6 feet-0 inches8 feet-0 inches to 10 feet-0 inches

10 feet-0 inches to 12 feet-0 inches

Tie wall bars that are assembled in place asfollows:

1. Sufficiently to prevent shifting, evendropping concrete.

2. At least three times in any bar length.3. Maybe every third or fourth intersection.4. At spacings according to bar sizes, about:

No. 5 and smaller 3 feet-0 inches to 4 feet-0 inchesNo. 6 to No. 9 4 feet-0 inches to 5 feet-0 inchesNo. 10 and No. 11 6 feet-0 inches to 8 feet-0 inches

For mats that are being preassembled, useat least the amount of tying called for above,increased, as necessary, to make the mats rigidenough for handling.

SAFETY

As a supervisor, you are responsible for thesafety of your personnel. Encourage them to besafety conscious on the job, and to observe andpractice safety in all phases of their work. Thefollowing are safe practices for personnel whoare working with reinforcing steel.

1. Unload bundles of reinforcing bars sothat both ends leave the truck at the same time.(The end of the bundle pushed off the truck lasthas a tendency to WHIP UP and seriously injureanyone on the truck.)

2. Stand clear several feet from any bundleof reinforcing bars leaving a truck.

3. Wear suitable clothing. Avoid unneces-sary belts or pockets, which could becomecaught on projecting objects.

4. Be careful at stairwells, unprotectedareas, openings, etc. Remove all loose, con-cealing coverings over or near them (or plankover holes securely).

5. Clean or cover with abrasive material allgreasy or oily spots on a floor.

6. Never land heavy loads of reinforcingsteel on formwork that has NOT been checkedfor strength.

7. Never raise bundles of reinforcing steelby the bundling wire; use wire rope slings.

8. Be sure that slings are attached to longbundles of reinforcing bars so that they tightenthemselves, and the bars cannot slip out of thebundle no ist w the bundle.

9. ever weld or u an oxyacetylene torchfor tting steel without oper safeguards. Be

ra careful to prevent s arks setting fire totarpaulins.

613-15

e/-

,ISTEELWORKER I & C

10. W, hen two .rew members are carryinglengths of reinforcing steel, both should releasethe load at exactly the same time to avoid aserious injury.

11. When lifting heaxy loads, flex yourknees, not your back, in a stooping position toavoid straining your back.

1.2. Watch out for concrete buggies thatcould knock a person off the edge of a buildingor into openings.

13. Think aheadturn oxer or bend downprojecting nails; report worn or frayed tackle;h,o,e e%ery thing in first-class condition, readyfor use, and use it properly.

14. It an injury does occur, get first aid ormedical treatment right away.

Although these safety precautions cannot beconsidered regulations unless they are issued bycompetent authority, most of them are commonsense measures that will prexent many anaccident.

PREENCINEERED STRUCTURES

Steelworkeis must be able to assemble anddisassemble the various preengineered structuresused by the Armed Forces. These structures arefactory built to conform to military specifica-tions. Each preengineered structure is shipped asa complete building kit. This kit contains all thenecessary material and instructions to erect it.

ERECTION PLANNING

Although a preengineered structure is

designed to be erected in the shortest timepossible, advance planning can insure thatthe structure is completed on schedule. Plan-ning involves selecting the best method oferection based on type and size of the structure,site conditions, probable weather conditions,capacity of available equipment, skill andexperience of personnel, time allowed tocomplete the project, and other factors. For5xfunide, the structure is studied to determinewhether or not available equipment can moveeach assembly or subassembly into place: Also,not having skilled or experienced personnelavailable will effect a change in the erection

3-16

procedure. Here a shortage of skilled personnelmight call for handling fewer assemblies thanplanned at first. Or a lack of personnelexperienced in working aloft might call forassembling some sections on the ground.

PREERECTION WORK

Before a preengineered tructure can beerected, the Equipment Operators and Buildersprepare and finish the foundation for it. Whilethis foundation is being constructed, yourerecting crew should be unloadine, the materialfrom the building kit. Make sure the material isunloaded carefully to avoid damage. At thesame time, check to see that all material on theshipping list was delivered undamaged to theproject site. Next, the material should be

uncrated. Look for a list of items inside eachcrate. Again, check off the items on each list tomake sure they had been crated and sere notdamaged. These items are then moved to thematerial storage site. Where practicable, theycan be placed around the project site, as shownin figure 1-11.

Make sure you have a sound foundationbefore starting to erect a preengmeered struc-ture, such as a tank, tower, or antenna. nenthe grade or finished foundation is well con-structed, problems that could occur in puttingup the structure wi:1 nor. Imagine those thatcould occur in erection and maintenance of awater tank, for example, if the foundation set-tles unevenly and throws the steel plates on oneside of the tank slightly out of line. Rememberthat the wall of the tank (consisting of steelplates bolted together) must act as bearing wallsto support the roof.

ERECTION PROCEDURES

Erection involves all the methods of rigging,hoisting or lifting structural members to theirproper places, as shown on the engineeringdrawings, and making the finished connectionsbetween members, as shown on the erectionplans.

When assemblies are ready io be erected,dings are used to attach the sections to thehoisting apparatus. They are attaLheil to the

Chapter .3SHOP AND CONSTRUCTION SITE ORGANIZATION

MISCELLANEOUS PARTS

000PANELS GIRTS

PURLINSEAVE STRUTSBRACE RODS

PANELS

Figure 3-I1.Ms:feria!

column sections near the upper end so thatthe columns will hang vertically and to thehorizontal sections so that they will be balanced.All sections must be guided with tag lines by per-sonnel on the ground. Only one member of thecrew should be assigned to give the craneoperator signals, and the operator should NOTtake directions from any other person, EXCEPTFOR EMERGENCY STOP SIGNAL.

After the assemblies are raised and con-nected temporarily, the structure must be

plumbed to bring all of its parts into the correctposition and alignment before the connectionsare finally completed. When all assemblies havebeen accurately fabricatxl, little adjustment willbe required.

Inspect every section to insure that each oneis placed in its proper position in the structureand that all the necessary fillers, shims, andwashers are properly used.

FIELD-ERECTED HOISTING DEVICES

The term FIELD- ERECTED HOISTINGDEVICE refers to a device, generally of a tem-porary nature, which is constructed in the field,using locally available material, for the purpose

3-17

MISCELLANEOUS PARTS

I27.122X

of hoisting and moving heavy loads. Basically, itconsists of a block and tackle sy,tem arrangedon some form of skeleton structure v.onsisting ofwooden poles or steel beams. The tackle systemwill requite some form of machine power orwork force to do the actual hoisting. Theskeleton structure w:th attached tackle is held inplace and supported means of guy linesanchored to holdfasts in the gt mind.

HOLDFASTS

Gin poles, shear leg,, and other riggingdevices are held in place by means of guy linesanchored to HOLDFASTS. In fieldwork, themost desirable and economical type of holdfastis natural' objects, such as trees, stumps, androcks. When natural holdfasts of sufficientstrength are NOT available, proper anchoragecan be provided through the use of manmadeholdfasts. These include single picket holdfasts,combination picket holdfast, combination logpicket holdfasts, and log deadmen.

Natural Types

When using trees 01 stumps as hold fasts,always attach the guts near 1;1 ound level. Of

STEELWORKER 1 & C

29.197

Figure 3-12.Use of trees as natural holdfast.

course, the strength of the tree or stump is alsoan important factor in determining its suitabilityas a holdfast. With this thought in mind,NEVER use a dead tree or a rotten stump. Such 'holdfasts are unsafe because they are likely tosnap suddenly when a strain is placed on theguy. Make it a practice to lash the first tree orstump to a second one (fig. 3-12). This will pro-vide added support for the guy.

Single Picket

Pickets used in the construction of picketholdfasts may be made of wood or steel. A woodpicket should be at 'âst 3 inches (76.2 mm) indiameter and 5 feet long (1.5 m). A SINGLEPICKET holdfast can be provided by driving apicket 3 to 4 feet (0.9 to 1.2 m) into the ground,slanting it at an angle of 15° opposite to the pull.In securing a single guy line to a picket, take twoturns around the picket anc: then have part ofthe crew haul in on the guy as you take up theslack. When you have the guy taut, secure it withtwo half hitches. In undisturbed loam soil, thesingle picket is strong enough to stand a pull ofabout 700 pounds (317.5 kg).

Combination Picket

A COMBINATION PICKET holdfast con-sists of two or more pickets. Figure 3-13 will giveyou an idea of how to arrange pickets in con-structing a 1-1-1 and a 3-2-1 combination picketholdfast.

6.13-18

In constructing the 1-1-1 combination, drivethree single pickets about 3 feet (0.9 m) into theground, 3 to 6 feet (0.9 to 1.8 m) apart, and inline with the guy. For a 3-2,1 combination, drivea group of three pickets into the ground, lashingthem together before you secure the guy tothem. The group of two lashed pickets followsthe first group, 3 to 6 feet (0.9 to 1.8 m) apart,and is followed by a single picket. The 1-1-1combination can stand a pull of about 1,800pounds (810 kg), while the 3-2-1 combinationcan stand as much as 4,000 pounds (1800 kg).

The pickets grouped and lashed together,PLUS the use of small stuff secured onto everypair of pickets, are what make the combinationpicket holdfasts much stronger than the singlehold fasts.

The reason for grouping and lashing the firstcluster of pickets together is to reinforce thepoint where the pull is the greatest. The waysmall stuff links each picket to the next is whatdivides the force of pull so that the first picketwill NOT have to stand all of the strain. Using12- t, 15-thread small stuff, clove hitch it to thetop of the first picket. Then, take about four tosix turns around the first and second pickets, go-ing from the bottom of the second to the top ofthe first picket. Repeat this with more small stufffrom the second to the third picket, and so on,

29.198

Figure 3-13.Combination picket holdfast. (A) 1-1-1

combination. (B) 3-2-1 combination.


127.62

Figure 3-14.Combination tog picket holdfast.

until the last picket has been secured. After this,pass a stake between the turns of small stuff,between EACH pair of pickets, and then makethe small stuff taut by twisting it with the stake.Now, drive the stake into the ground.

It you are going to use a picket holdfast forseveral days, it is best to use galvanized guy wirein place of the small stuff. Rain will NOT affectgalvanized guy wire, but it will cause small stuffto shrink. If the small stuff is already taut, itcould break from overstrain. Still, if you MUSTuse small stuff, be sure to slack it off beforeleaving it overnight. You do this by pulling thestake up, untwisting the small stuff once, andthen replacing the stake.

Combination Log Picket

For heavy loads or in soft- of wet-earthareas, a COMBINATION LOG PICKETholdfast is frequently used. With this type, theguys are anchored to a log or timber supportedagainst four or six combination picket holdfasts.(See fig. 3-14.) The timber serves as a beam andmust be placed so that it bears evenly against thefront row of the pickets. Since the holdingpower of this setup depends on the strength ofthe timber and anchor line, as well as theholdfast, you must use a timber big enough andan anchor line strong enough to stand the pull.

Rock Holdfast

ROCK holdfasts are made by inserting pipes,crowbars, or steel pickets in holes drilled in solidrock. Using a star drill, drill holes in the rockI 1/2 to 3 feet (75 to 90 cm) apart, keeping themin line with the guy. Remember to drill the holesat a slight angle so that the pickets will lean awayfrom the direction of pull. Make the front holeabout 1 1/2 to 3 feet (75 to 90 cm) deep and therear hole 2 feet deep (60 cm) (fig. 3-15). Afterdriving pickets into the holes, secure the guy tothe front picket. Then lash the pickets togetherwith chain or wire rope to transmit the load.

Deadman

A DEADMAN provides the best form ofanchorage for heavy loads. It consists of a log, asteel beam, a steel pipe, or a similar objectburied in the ground with the guy connected to itat its center. (See fig. 3-16.) Because it is buried,the deadman is suitable for use as a permanentanchorage. When installing a permanent dead-man anchorage, it is a good idea to put a turn-buckle in the guy near the ground to permitslackening or tightening the guy when necessary.

In digging the hole in which to bury thedeadman, make sure it is deep enough for goodbeari t so ground. The less earth youdisturb in diggin , the better the bearing surfacewill bCAs indic ted in figure 3-16, you shouldundercut the b k in the direction toward theguy at an . e of about 15° from the vertical.To increas the bearing surf ce, drive stakes intothe bank several point over the deadman.

A narrow, e trench for the guy mustbe cut through the bank and should lead to thecenter of the deadman. At the outlet of the

3 -19p.-

Figure 3-15.Rock holdfast.127.63

STEELWORKER 1 & C

127.64

Figure 3-16.Log deadman.

trench, place a short beam or log on the groundunder the guy (fig. 3-16). In securing the guy tothe center of the leadman, see that the standingpartthat is, the part on which the pulloccursleads from the bottom of the log dead-man. Thus, if the wire rope clips slip understrain, the standing part will rotate the log acounterclockwise direction, causing the log tdig into the trench rather than roll lip and out.See that the running end of the guy is securedproperly to the standing part.

Steel Picket Holdfsist

The STEEL PICKET holdfast shown infigure 3-17 consists of steel box plates withnine holes drilled through each and a steel eyewelded on the end for attaching the guy. Wheninstalling this holdfast, it is important that youdrive steel pickets through the holes in such amanner that will cause them to clinch in theground. You will find the steel picket holdfast

3-20

especially useful for anchoring horizontal lines,such as the anchor cable on a pontoon bridge.The use of two or more of the units in combina-tion will provide a stronger anchorage than asingle unit.

GIN POLE

The GIN POLE is a rig constructed from asingle pole, square timber, or steel beam. Itstands almost vertical and is supported by guys.Loads of medium weight can be lifted from 10 to50 feet (3 to 16 m) by a block and tackle sup-ported on the gin pole. The hauling part of thetackle leads through a snatch block at the baseof the pole to the source of power.

The timber gin pole should NOT be longerthan 60 times its minimum thickness because ofthe tendency to buckle under compression. If thepole is too short and you have to splice twotogether, place the sections so that the end ofone touches the end of the other. This is calledBUTT SPLICING. Join the sections together bybolting wooden scabs or metal plates onto them.Sometimes large spikes are used to fasten thewooden scabs. When there is a tendency on thepart of a spliced pole to buckle, fasten an addi-tional set of guys at the splice.

Guy lines, incidentally, may he either wirerope or fiber line, although wire rope is usuallyprefefied because of its strength and resistanceto corrosion and weathering. Generally, fourguys are considered a minimum, with 90° anglesbetween guys. If the pole or spar supported bythe guys is very long and slender, it may be

I \lop V \\

6U

Figure 3-17.Steel picket holdfast.

127.65

Chapter 3 SHOE AND CONSTRUCTION SITE ORGANIZATION

58.6Figure 3-18.Stress on after guy, gin pole.

advisable to provide support at several points onthe pole, in a tiered effect.

Guy lines should be anchored a considerabledistance from the base of the gin pole. Therecommended minimum distance from the baseof the gin pole to the anchorage of the guy line istwice the height of the pole.

The angle of the pole is especially importantin the matter of stress. For instance, if the pole isvertical, the stress on each after guy is practicallyzero. But, when the angle between the guy andthe ground is 45°, the stress on each guy isalmost one-half of the total load. That is whyyou have to figure on using a guy that will standstress of at least one-half the load.

The weakest point in the gin pole assembly ismost likely to be the after guy. If you studyfigure 3-18, you will see that as the gin pole isslacked outward, distance (b) gets less anddistance (a) gets greater. After the pole hasreached a certain angle, (a) gets greater than (b),and from then on the guy has a strain on itgreater than the weight. This increases so rapidlyas the pole approaches the horizontal that theamount of strain is theoretically almost infinitew hen the pole is lying nearly flat. Obviously,then, the nearer the gin pole is to the vertical, theless the stress on the after guy, and the polecannot be lowered very far off the perpendicularwithout setting up dangerous stresses.

3-21

The formula for finding the thrust on thepole itself is rather complicated, and involves avalue which it would be difficult for you todetermine without some knowledge of trigo-nometry. You can easily see that in the verticalposition the pole would be supporting a thrustequal to, but no greater than the weight. As thepole is slacked outward, the thrust on it, like thestress on the guy, increases, reaching fantasticproportions when the pole gets beyond a certainangle.

About the best thing you can do, then, is toremember that a gin pole cannot be slacked tomore than a few degrees off the vertical before itbegins to take a very heavy strain.

Rigging

The basic steps in the procedure for rigging agin pole are given below. Learn'each step listed,and study carefully figure 3-19, which Ql.)ws youhow a gin pole is erecte'd and the details of thelashings.

1. Place the pole so that the base is at thespot where it is to be erected.

2. Make a tight lashing of eight or nine turnsof fiber line about 1 foot (30 cm) from the top ofthe pole, with two or more of the center turnsengaging the hook of the upper block of thetackle. Secure the ends of the lashing with asquare knot, and attach cleats to the pole flushwith the lower and upper sides of the lashing, topresent the lashing from slipping.

3. Lay out guy lines, each one about ff,tirtimes as long as the pole. Each line make. twoguys by using a close !Ina in the center which ispassed user the top of the pole abuse the tacklelashing. The guys lea' from the pole,opposite each other, to block and tacklearrangements v.hiLh are attached to an anchor-age. Thus, the length of the guy from pole toanchorage is approximately tssii..c the length ofthe pole.

4. Make another tight lashing (as abose)about 2 or 3 feet (60 or 90 Lin) from the base of

rJ,

STEELWORKER 1 & C

CLOVE HITCH

IN EACH GUY

GUY

CLEAT

I .441r GUY

MOUSING

DETAILS AT TOP OF SEIZINGGIN POLE

POLE

SEIZING

LASHING

CLEAT

6 "X6" POLE

SNATCH

BLOCK

2"X 4" CLEAT

PICKETHOLDFAST

MOUSING

CLEAT

TACKLEBLOCK

DETAILS AT BASE OFGIN POLE

4

AFTERGUY

TO SOURCE .OF POWER

A TERGUY

FORWARDGUY

FORWARDGUY

Figure 3-19.The gin pole.

the gin pole, and put a cleat above and belowthis to keep it from slipping. This is where thesnatch block is secure.

5. Now, reese your tackle so that the haulingpart passes from the head block, through thesnatch block, to the source of power.

6. To keep the pole from skidding whilebeing erected, and to keep it in place whilehoisting a load, set up a picket holdfast about

3-22

127.66

3 feet (90 cm) from the pole base, and tie a linefrom the holdfast to the pole base.

7. Before erecting the gin pole, make SUREthe lashings are made properly and that hooksare moused.

Erecting

Gin poles NOT over 50 feet (12m) in lengthmay be raised easily by hand, but longer poles

Chapter 3SHOP AND CONST.,KTION SITE ORGANIZATION

Musv be raised by supplementary rigging orpower equipment. About 10 or more crew-members may be needed to erect a gin pole prop-erly, the number depending largely on theweight of the pole. Use the following procedureas a guide in erecting the pole.

I. Dig a hole for ihe base, between 6 inches(15 cm) and I foot (30 cm) deep, depending onthc type of soil and the weight to be lifted.

2. Lay out each guy as far as its anchorage.If tackle is NOT used on the after guys, onecrewrnember controls the slack of each, withturns around the anchorage as the pole israised.

3. You can do one of two things to bring themovable block down within reach. You can tie aline to the hook of the movable block, or youcan overhaul the tackle until it is longer than thelength of the pole, and secure it to an anchorageopposite the base.

4. To raise the pole easily. start raising it byhand to about 3 or 4 feet (19 or 1.2 m) from theground. Then, round in the blocks of the afterguys. While raising the pole, keep tension on theforward guys. otherwise the pole may swing andthrow all the weight to one side.

S. When the pole is upright, make all guysfast.

6. You can move the top of the pole fromvertical to 15' forward Aithout moving the base.This is called DRIFTING and should be doneonly w hale the pole is NOT loaded, unless youcan regulate the tension of all guys by tackle thatis secured at the end of each. You will drift thepole forward when lifting the load.

SHEAR LEGS

The SHEAR LEGS is formed by Lrossingtwo timbers, poles, planks, pipes, or steel barsand lashing or bolting them together near thetop. A sling ts suspended from the lashedinter ,eLtion and is used as a means of supporting

3-23

rTh

1A.;

OETka. FORSHEAR LASHING its,.

Asi CLOVEHITCH

29.195wire 3-20.Nhear iegs.

the load tackle system. (See fig. 3-20 ) In addi-tion to the name SHEAR LEGS, this rig often isreferred to simply as a SHEARS. (It has alsobeen called an A-frame.)

The shear legs is used to lift heavy machineryand other bulky objects. It may also be used asend supports of a cableway and highline. Thefact that the shears can be quiLkly assembledand erected is a major reason why it is used infieldwork.

A shears requires only two guy lines and anbe used for working at a forward angle, 1 he for-ward guy does not have much strain imposed onit during hoisting. This guy is used primarily, asan aid in adjusting the drift of the shears and inkeeping the top of the rig steady when hoistingor placing a load. The after guy is a very impoitant part of the shears' rigging, as it is underLonsiderable strain when hoisting. It should bedesigned for a strength equal to one-hall theload to he lilted. The same principle, for (lutist

STEELWORKER 1 & C

on the spars apply- that is, the thrust increasesdrastically as the shear legs go off the perpen-dicular.

Rigging

In rigging the shears, place your two spars orpoles on the ground parallel to each other andwith their butt ends even. Next, put a large blockof wood under the tops of the legs just below thepoint of lashing, and place a small block ofwood between the tops at the same point tofacilitate handling of the lashing. Now, separatethe poles a distance equal to about one-third thediameter of one pole.

For lashing material, use 18- or 2I-threadsmall stuff. In applying the lashing, first make aclove hitch around one of the legs. Thu) takeeight or nine turns around -both legs above thehitch, working towards the top of the legs.Remember to wrap the turns tightly so that thefinished lashing will be smooth and free ofkinks. To apply the frapping (tight lashings),make two or three turns around the lashingbetween the legs; then, with a clove hitch, secure;.he end of the line to the other leg just below thelashing (fig. 3-20).

Now, cross the legs of the shears at the topand separate-the butt ends of the two legs so thatthe spread between them is equal to one-half theheight of the shears. Dig shallow holes, about Ifoot (30 cm) deep, at the butt end of each leg.The butts of the legs should be placed in theseholes in erecting the shears. Plicing the legs inthe holes will keep them from kicking out inoperations where the shears is at an angle otherthan vertical.

The next step is to form the sling for thehoisting falls. To do thjs, take a short length ofline, pass a a sufficient number of times over thecross at the top of the shear, and tie the endstogether.

Now, reeve a set of blocks and place thehook of the upper block through the sling; thensecure the hook by mousing. Fasten a snatchblock to the lower part of one of the legs, asindicated in figure 1-20.

3-24

If you need to 'no\ e the load holirontall% bmm,ing the head of the shears, you in 11g a

tackle in the after guy--neai its anchor age. .

The guysone forward guy and one afterguyare secured next to the top of the shears.

Secure the forward guy to the rear lc,,2 and the

after. guy to the front kg, using a hits2h rn

both instances. (See fig. 3-20.)

Erecting

Several Ci-C% members ate tor sale,efficient erection of the sheaf s. the numberbeing determined largel} by the sire of the in!.To help insure good results, the erection eroshould lift the top of the frame and alk It up byhand until the after guy tackle system take, tierthe load. When this point is reaL hal, completethe raising of the shears into final po,ation byhauling in on the tackle.

Remember to secure the for ard _!tiy to itsanchorage before raising the leg,, and maintaina slight tension on the line to ,ontrol themoement. Also, attar the heal ha beenraised, lash the butt ends \%Ith ,hain, line, orboards to keep them from spreadfml %, hen a loadis applied.

TRIPOD

A tripod consists of three legs 01 C,jlial lengthwhich are lashed together at the top tee3-21.) The fact that the tripod can ctnI he usedwhere hoisting is vertical places it at a distinctdisadvantage in comparison voth other hoistingdevices. Its use will be tnnited pi .111,1111\ to Johthat invaie hoisting oser wells. mine shatts, orother excavations. A major aLl'intage of the

tripod is its great stability. In acid-num, itrequires no imys or anchorage,. and its loadcapacity is approximately I I 2 t.rik 1_!reatet

than for shears made of the same IA !millers

The legs of a tripod generalk die Ellacic oftimber poles or pipes. Nlaterials u,t.d :or L1.1111ginclude fiber line, sire rope, and ,7,1J,[1.:\ fetal.rings joined 1,N, ith short chajn (ion- Alsoa%ailable for insertion over the top ot Lpocl

Chapter 3SHOP AND CONSTRUCTION SITE ORGANIZATION .

Figure 3-21.Tripod.

Rigging

29.196

The strength of a tripod depends largely onthe strength of the material used for lashing, aswell as the amount of lashing used. The fol-lowing procedure foi lashing applies to line 3inches (75 mm) in circumference pr smaller. Forextra heavy loads, use more turns than specifiedin the procedure given here; for light loads, usefewer turns than specified here.

As the first step of the procedure, take threespars of equal length and place a mark near thetop of each to indicate the center of the lashing.Now, lay two, of the spars parallel with theirTOPS resting on a skid (or block). Place the

....

third spar between the two, withathe BUTT endresting on a skid. Position the spars so that thelashing marks on all three are in line. Leave aninterval between the spars equal to about one-half the diameter of the spars. This will keep thelashing from being drawn too tight when thetripod is erected.

With the 3-inch (75 mm) line, make a clovehitch around one of the outside spars; put itabout 4 inches (10 cm) above the lashing mark.Then Make eight or nine turns with the linearound all three spars. (See view A, fig. 3-22.) Inmaking the turns, remember to maintain theproper amount of space between the spars.

Now, make one or two close frapping turnsaround the lashing between each pair of spars.Do not draw the turns too tight. Finally, securethe end of the line with a clove hitch on thecenter spar just above the lashing, aS shown in.,,iew A, figure 3-22.

There is another method of lashing a tripodwhich you may find preferable to the methodjust given. It may be used in lashing slenderpoles up to 20 feet (6 m) in length, or when somemeans other than hand power is available forerection.

First, place the three ipars parallel to eachother, leaving an interval between them slightlygreater than twice the diameter of the line to be

.., used. Rest the top of each pole on a skid so thatthe end projects about 2 feet (60 cm) over theskid. Then, line up the butts of the three spars,as indicated in view B, figure 3-22.

Next, make a clove hitch on one outside legat the bottom of the position the lashing willoccupy, which is about 2 feet (60 cm) from r!ieend. Now, proceed to weave the line o',..r themiddle leg, under and around the otLr outsideleg, under the middle leg, over and around thefirst leg, and so forth, until completing abouteight or nine turns. Finish the lashing by forminga clove hitch on the-other outside leg, as shownin view Bi fig. 3-22.

Erecting

3-25

In the final position of an erected tripod, it isimportant that the legs be spread an equaldistance apart. The spread between legs mustbe not more than tw o-thirds, nor less than

7 ;k

STEELWORKER 1 & C

CLOVE HITCH RAPPING

*AN, g %11,

elke.,`"qrlf4...... .. pno_:=,r,. Jo,V.,: ..,:s ',;04 0_ 0.,07:-. Or I

7.,..?..;;; ...... NO! ;'," 11°1 ....040.. .......4.4B11111111111tifte

ZZ4.11:100011"

WANCLOVE HITCH

LASHING

S8.10

Figure 3-22.Lashing% for a tripod.

one-hall, the length of a leg. Small tripods, orthose lashed according to the first proceduregiven in the preceding section, may he raised byhand. Here are the main steps \Ouch make upthe hand-erection pi ocedure.

Stan by raising the top ends ol the three legsabout lee t I 2 in), keeping ihe butt ends ol the

3-26

legs on the ground. Now, cross the tops of thetwo outer legs, and position the top of the thirdor center leg so that it rests on top of the cross.

A sling for the hoisting tackle can beattached readily by first passing the sling overthe center leg, and then around the two outerlegs at the cross. Place the hook of the upperblock of a tackle on the sling, end secure thehook by mousing.

The raising operation can now be completed.To raise an ordinary tripod, a crew of abouteight members may be required. As the tripod isbeing lifted, spread the legs so that when it is inthe upright position the legs will be spread theproper distance apart. After getting the tripod inits final position, lash the legs near the bottomwith line or chain to keep them from shifting.(See fig. 3-21.)

Where desira',._, a leading block for thehauling part of the tackle may be lashed to oneof the tripod legs, as indicated in figure 3-21.

In erecting a large tripod, you may need asmall gin pole to aid in raising the tripod intoposition. When called on to assist in the erectionof a tripod lashed according to the first lashingprocedure described in the preceding section, thefirst thing to do is to raise the tops of the legs farenough from the ground to permit spreadingthem apart. Use guys or tag lines to help hold thelegs steady while they are being raised. Now,with the legs clear of the ground, cross the twoouter legs and place the center leg so that it restson top of the cross. Then, attach the sling for thehoisting tackle. Here, as with a small .tripod,simply pass the sling over the center leg and thenaround the 'two outer legs at the cross.

BOOM DERRICK

rite, BOOM DERRICK consists of amastwith a hooii attached, as shown in figure 3-23.It may he used to move weight in any direction.You will find the boom derrick useful forloading and unloading trucks and flat cars whenthe base of weight-lifting equipment cannot beset close to the objects to be lifted. It is also usedto advantage on docks and piers for unloadingboats and barges.

For medium loads, the boom may be riggedto s44ing independently of the mast, as shown in

\t


GUYS

SOURCE OF POWER '-

WEDGES

GREASEHERE

DETAIL OF FORK

Figure 3-23.Boom derrick.

t !glue 3-23. For heavy loads, the boom may beset on a turnplate or turnw heel and it and themast rigged to swing a, a unit. On more perma-nent installations, it is good practice to rig themast separately and to strap another

127.67

pole or mast to 0. In such a case, one mast isfixed; the boom is rigged to the other mast,which h set on a turnplate. This provides rigidguying, with a swing of more than 180° on theboom.

3.27

";*/Li

STEELWORKER I & C

In case the proper size of line is NOTavailable, a set of tackle reeved with the samesize line as that used in the hoisting tackle maybe used as a guy by extending the tackle from thetop of the derrick to the anchorage. See that theblock attached to the derrick is lashed at thatpoint where the other guys are tied and in thesame manner.

Rigging

In fieldwork, you may be called on fre-quently to assist in rigging a boom derrick. Formedium loads, follow the rigging proceduregiven below.

The first step is to rig a mast, and lash thetackle on, which is used as the topping lift. if thehauling part of the topping lift tackle comesfrom the movable block, lash a fairlead block tothe mast 2 or 3 feet (60 or 90 cm) below the top-ping lift lashing.

For your boom, select a pole, timber, steelpipe, beam, or laminated plank of the samediameter as the mast, but only about two-thirdsits length. Attach two cleats to the butt end ofthe boom and lash them with small stuff to forma fork, as shown in figure 3-23. This fork is tokeep the boom from getting away from the mastwhile moving a load from side to side. Use cleatslong enough to extend from the butt end of theboom past the mast. About 4 feet (1.2 m) abovethe point where boom meets mast, attach twocleats into the mast, and place, a lashing of atleast four turns of small stuff above the cleats,keeping two ends free.

Using a sling attached to the topping lift,raise the butt end of the boom as high as youwant it. With the free ends from the lashing onthe mast, make a sling to support the butt end ofthe boom.

Lash the movable block of the topping lift tothe top end of the boom, and lash the fixedblock of the boom tackle at the same point. Theboom tackled is reeved so that the hauling partcomes from the fixed block and passes through afairlead block lashed at the base of the mast.

3-28

Erecting

Raise the boom into position after the aboverigging is completed. When working with heavyloads, see that the base of the boom tests on theground at the foot of the pole. When workingwith light loads, a more horizontal position maybe used, thus providing a greater radius. In nocase should the boom bear against any part ofthe upper two-thirds of the mast.

To swing the boom, push directly on theaoad, or pull the load with bridle lines or taglines. The angle of the boom to the mast isadjusted by hauling on the hauling part Of thetopping lift. The load is raised or lowered by thehauling part 1/4f the boom tackle. A fairleadblock (snatch block) is usually placed at the baseof the mast. The hauling part of the boom tackleis led through this fairlead block to a hand- orpower-operated winch for the actual hoisting ofthe load.

POLE DERRICK

Various types of light-hoisting equipment aresometimes used on construction projects. A

4"x6"

/ONE OR TWO

GUYS

.,,,,,-6-x6"

WINCH/ \/

6"x6"

i

ONE GUY

TACKLEARRANGEMENT

Figure 3-24.Pole derrick. or Dutchman.

71

127.72

liripter 3SHOP AND CONSTRUCTION SITE ORGANIZATION

typical example is the POLE DERRICK, alsoknow n as a DU TCHMAN, illustrated in figure3-24. This des ice is often powered by means of ahand-operated or engine-driven winch. It can besei up !caddy in the field and moved about fromjob to job.

1 be pole dem. k is essentially a gin pole con-structed with a sill and with knee braces at thebottom. Also, guys usually are installed fore andatt. Hie pole derrick is suitable for lifting loadsof I or 2 tons (0.9 or 1.8 ine:rie tons). Since it islight in weight and has few guys, the device canhe in,r.ed readily from place to place by a smallcrew

OTHER HOISTING EQUIPMENT

The two sources of power you will use inhoisting are your work force and machinepower.

195.11

cure 3-25. 'spur !vat- hor,t,

3-29

Of the two, machine power is !nor uniform. Ona single vertical line, a crewmemb of averageweight can pull with a force of 100 pounds(45 kg), while on a single horizo vat line thesame cress member can pull with a I ice of only60 pounds (27 kg). When you get se eral crew-members on a single line, there is n way tomeasure the actual strength each cress nembetputs into the combined pull. When sou have touse a lot of cress members, you will not h able toget enough persopnel on a vertical line becauseof limited space. In this case, you should changethe line to a horizontal pull by using a snatchblock as a fairlead.

Machine power is much more predictable. Infact, all cranes have ,lift tables that show youtheir lifting capacities on the basis of a single-line pull. The power from winches and otherhoists is also figured on a single-line pull.

As you already know, you can change youradvantage by reeving different types of pur-chases. Always make the mechanical advantagefit your source of power. With some purchases,you have the extra feature of being able toincrease mechanical advantage without a greaterloss of friction. A good e\ample of this is thelull upon lull, which has twice the mechanicaladvantage of a threefold purchase, while tlicfriction loss of 60 percent is the same witli both.Because the friction loss remains the same on a'tiff upon !tiff, the use of it sales wear and tearon equipment.

CHAIN HOISTS

Chain hoists provide a comment means forhoisting heavy objects. When a chain is used, theload can remain stationary without requiringattention. The slow lifting tiro clot a chain hoistis also advantageous in that tt permits smallmovements, accurate adjustments ot height, andcautious handling, of loads.

C'hain hoists differ widely rn then mechanicalads antav, depending upon their rated capacity.1 he mechanical advantage may s at s 110111 5 to

250that is, the ratio 5:1 to 250:1. IM.01),pes ofchain hoists genet ally used for seitreal hoistingoperations are the spur gear hoist and the dif-ferential chain hoist.

1 lie SPUR GEAR 110IS1 (See hg. 3-25.) isbest lot ordinary one! at ions that equit e

STEELWORKER I & C

195.11A

Figure 3-26.Differential chain hoist.

frequent use of a hoist and where a minimumnumber of crewmembers are available to operateit. The spur gear hoist is about 85 percent effi-cient. In other words, about 85 percent of theenergy exerted by the operator is converted intouseful work for lifting the load. The remaining15 percent of the energy is spent in overcomingfriction in the gears, bearings, chains, and so on.

The DIFFERENTIAL CHAIN HOISTS(See fig. 3-26.) is suitable for light loadsand where only occasional use of the hoist isinvolved. This Moist is only about 35 percentefficient.

A ratchet- handle pull hoist, commonly calleda COME-ALONG, can be obtained and willprove beneficial for making short, horizontalpulls on heady objects. A typical come-along,having a rated capacity of 1 1/2 tons, is show n to

3-30

127.69

Figure 3-27.Come-along.

figure 3-27. You will find the come-along to beone of the most useful hoisting devices available.The chain will NOT foul up because it is flexibleand cannot kink. The chain is kept in place inthe sheave by a hardened steel-load chain guide.

The load capacity of a chain hoist usually isstamped on the shell of the upper block. Therated load capacity of hoists runs from 1/2 ton(0.45 metric tons) upward to 40 tons (36 metrictons).

The lower hook is usually the weakest part inthe assembly of a chain hoist. This is intended asa safety measure so that the hook will start tospread open if overloaded. Spreading in a hookis a signal to the operator, warning that thechain hoist is nearing the overload point.Thus, close observance on the part of the


Figure 3-28.Single drum hand winch.

127.71

Figure 3-29.Using a vehicular winch for hoisting.

127.70 Hand-operated winches are generallymounted near the foot of the rig where they canbe operated efficiently; notice the location of thewinch on the pole derrick shown in figure 3-24.

operator is necessary to detect any sign ofoverloading in time to prevent damage to thechain hoist. Under ordinary circumstances, pullexerted on a chain hoist by one or two crew-members is NOT enough to overload the hoist.

Frequent inspection of chain hoists is

necessary to insure safe operation. A hook thatshows signs of spreading or excessive wearshould be replaced. If links in the chain aredistorted, the chain hoist has probably beenoverloaded. In such a case, see that the chainhoist is condemned and removed from serviceimmediately.

WINC/LES

Winches are frequently used as a source ofpower for operating hoisting rigs, particularlygin poles, heavy-duty derricks, and light-hoisting equipment, such as pole derricks. AWINCH, generally speaking, is a device havingone or more drums on which line or wire rope iswound and is used for hoisting or hauling ofmaterials or objects. Both hand-operated andengine-driven winches of various types areavailable.

A single-drum, hand-operated winch similarto the one shown in figure 3-24 is suitable forlifting light loads. Single-drunuhand winches areavailable in various capacities, including 2, 5, 6,and 15 ton (1.8, 4.5, 5.4, '2.5 metric tons)capacities.

In hoisting and moving heavy objects in thefield, engine-driven winches may be used withtackle. Vehicular-mounted winches are alsowidely used (fig. 3-29). Sources of power forpower-driven winches include diesel, gasoline,compressed air, or steam engines, as well as elec-

tric motors. When vehicular-mounted winches

are used, the vehicle should be placed so that theoperator can keep a close watch over the loadduring hoisting.

When setting up a power-driven winch tooperate hoisting equipment, make sure you givecareful consideration to these two factors:(1) the angle with the ground which the hoistingline makes at the drum of the hoist, and (2) thefleet angle of the hoisting line winding on thedrum.

In considering. the ground Ingle, rememberthat if the hoisting line leaves the drum at anangle upward from the ground, the resulting pullon the winch will tend to lift it clear of theground. In this case, a leading block should beplaced in the system at some distance from thedrum in order to change the direction of thehoisting line to a horizontal or downward pull.The hoisting line must be overwound or under-wound on the drumas may be necessarytoprevent a reverse bend.

As for the fleet angle, bear in mind that thedistance from the drum to the first sheave of thesystem is the controlling factor. Place the drum

mirmwmi

3-31

STEELWORKER I & C

29.65Figure 3-39.Crane rigged with boom and lifting hook.

of the winch so that a line from the lastblock passing through the center of the drum isat right angles to the axis of the drum. The anglebetween this line and the hoisting line as it windson the drum is ,,,referred to as the FLEETANGLE.

As the hoisting lin wound in on the drum,it moves from one fk to the other, causingthe fleet anglt: to Chang, Aring the hoisting pro-cess. Sec that the fleet angle does NOT exceed2'; and, where possible, keep it below this. A11!2° maximum angle is satisfactory and will beobtained if the distance from the drum to thefirst sheae is 40 inches (100 cm) for each inch(2.5 cm) from the center of the drum to theflange. The wider the drum of the hoist, thegreater the lead distance must be in placing thewinch.

Most winches, even those made by the samemanufacturer, differ from each other in theiroperation. If you are not familiar with theoperation of a winch to be used on a job, study

3-32

the operating procedure described in the manu-facturer's manual beforehand. The fundamen-tals of winch operation must be understood toinsure safe, efficient handling of materials. Theuse of hand signals in giving directions tooperators of winches is especially important tothe safety of both the crewmember and thematerial being hoisted.

CRANES

The crane is one of the most useful pieces ofconstruction equipment. It is also oneof themost versatile. For instance, by rigging the cranechassis with a boom and lifting hook, you havean excellent device for lifting and moving heavymaterials, machinery, and 'other objects. (Seefig. 3-30.) The capacity of ithe crane for liftingdepends on the boom length and angle. Thecapacity will be noted inside the cab of the craneand this capacity should NOT be exceeded. Youwill not be required to operate the crane, that isthe job of the Equipment Operator. But thereare other important jobs, such as that ofhook-on man or signalman, and you must beable to handle either of these.

MANIPULATION OF HOISTINGEQUIPMENT

The Steelworker's responsibilities do not endthethe hoisting device is rigged and in place.

The Steelworker must still be able to attach theload to the hoisting device and direct the move-ment of the hoisting mechanism in moving andpositioning the load.

HOOK-ON MAN

As a hook-on man, you will be responsiblefor hooking lines onto loads or slinging loads.Here are some pointers that will help you do thisjob safely and efficiently.

In using slings to attach lifts to hoistingequipment, always make sure that you use onlyapproved safe methods for fastening the slingsto the load and to the hook. There should be noquestion in your mind as to the load beingsecured against slipping. It is important, ofcourse, that the load be carefull calculated m

73


I.

FINGER POINTING-UPHAND MOVED RAPIDLYBACK AND FORTH -" UP EASY I" POINTINGDOWN, SAME MOVEMENT -"DOWN EASY" OR"SLOW DOWN, READY TOSTOP."

2.STEADY FINGER UP -"UP FULL SPEED"STEADY FINGER DOWN"DOWN FULL SPEED."

3.HAND HELD OUT FLAT -

"STOP"

4. FINGER POINTING INTO PALMOF HAND - "MOVE LOADOR SHIFT BOOM IN DIRECTIONFINGER IS POINTING."

Figure 3-31.Suggested system of hand signals to winchmen.

advance, and no attempt should ever be made tolift a load greater than the rated capacity of thehoisting device.

Remember that a load should never becarried on the point of a hook. Box hooksshould only be used for raising medium weightboxes and crates to a height to enable placementof slings or dunnage.

When "choking" a load, place the shackleso that the pin will ride in the eye of thependantnot in the standing partand notunscrew.

Always exercise special care in hooking up aload to see that wire ropes or chains are kept free

of kinks and knots. In addition, make sure thatchains or slings do not dangle or drag under aload.

Before a load is hoisted, always check to seethat it is properly balanced in the sling. Checkthe upper block to make sure it is directly overthe load to avoid swinging of the load.

When withdrawing slings from underneath aloadafter the load has been landedexercisecare to prevent the slings from flying loose and

3-33

127.73

striking someone or catching and tipping theload. For protection of slings, remember to usepieces of rounded wood or old rubber tires onsharp corners, especially ib cases where the sling

might slide.

The hook-on man should be thoroughlyfamiliar with the hand signals used to direct theoperators or hoisting equipment. Appendix Iillustrates hand signals which are used fordirecting crane and derrick operators.

In the case of winches, there is no standardsystem of signals as with cranes. However, youwill probably find the signals shown in figure3-31 to be clear and effective for all practicalpurposes. If you can improve on it, do so, but becertain in any event that you have some definiteset of signals familiar to all hands and neverdeviate from it. When winchmen get Lonfused,accidents can easily occur.

SIGNALMAN

As a signalman, you will probably be incharge of 'a rigging crew. It is a responsible joband should be filled only by experienced,

70

STEELWORKER I & C

qualified personnel. In addition to knowing thetechnical aspects of the job, the signalmanshould be a calm, cool-headed, nonexcitabletype of person. These characteristics are essen-tial because if something should gb wrong inhoisting or moving a heavy load, the safety ofperonnel, as well as the extent of damage tomaterials and equipment, may very well dependon the ability of the signalman to take properaction in a HURRY.

NOTE: An important phase of your job assignalman is to give hand signals to the operators ;

of hoisting equipment. Prior to starting the job,it is important that the Steelworker check with ,

the Equipment Operator to make sure that allsignals used will be understood.

One person only should be designated assignalman, and the Equipment Operator shouldaccept signals from that person only. One excep-tion to this rule is an EMERGENCY STOP,which may be given by any person and must beobeyed by the Equipment Operator. It is a goodidea that the signalman wear some conspicuousarticle of dress, such as a brightly colored helmetor an armband. This article of dress enables theEquipment Operator to easily distinguish thesignalman from other workers.

In addition to giving hand signals, thesignalman usually handles various other dutiesof a responsible nature. As supervisor of the rig-ging crew, a signalman is responsible for thesafe, efficient handling of the loads to bemoved, as well as the SAFETY of the crew.Here are some precautions that should becarefully observed in each instance whereapplicable to the job at hand.

Be sure the Equipment Operator knows whatis to be done. Before starting a job, have theEquipment Operator conduct a thorough inspec-tion of all safety devices, such as hoist controls,brakes, and clutches.

Make certain that each memberof your crev,wears the proper safety apparel.

See that dunnage is placed on the spot whereyou will place a heavy object. It will be easier toUnsling or hook onto again. This also protectsthe load from moisture and rotting. (Dunnage isscrap material used for temporary platforms

3-34

under heavy loads, for softening loads, and insorm cases for securing loads to keep them fromslipping.)

Remember that only a board or crowbarshould be used to adjust dunnage under a load,and insure that your personnel keep their handsand feet from under the load at ALL times.

See that tag lines are used to guide loadswhenever there is a possibility of the loadmoving out of control. Tag lines should be ofadequate length and kept free of loops andknots.

Before giving a signal for hoisting, check tomake certain all members of the crew haveremoved their hands from the slings, hooks, andthe load. In addition, see that all persons areclear of the bights and the snatch block lines,and that all loose parts or objects are properlysecured.

101011, the load capacity of the rig being used,and see that its capacity is NOT exceeded. Whenlifting a heavy load, first raise it a few inches andlet it hang a moment so you can see if the load isbalanced and whether the brakes of the hoist areall right. Also, keep an eye on the load as it ishoisted.

HOISTING SAFETY

Basically, every hoisting operation involvesplacing relatively few strength members underthe repeated strain of lifting and moving heavyobjects. One might think that the primary causeof accidents and injuries incurred in hoistingoperations would be material failures. However,analysis of accident reports shows that morethan 80 percent of hoisting mishaps and injuriesare the direct result of unsafe acts and practiceson the part of the personnel involved. Furtherscrutiny of accident records indicates that thehazardous actions summarized below have beenthe predominate causes in many of thesehoisting accidents.

1. Backing and turning machines, swingingbooms, lowering loads, and performing similaroperations without looking, giving warning, orsignaling.

Chapter 3SHOP AND CONSTRUCTION SITE. ORGANIZATION

2. Getting on and off hoisting equipment,such as a crane, while it is in operation, andriding on hoisted !gads when not authorized todo so.

3. Operating hoisting equipment with defec-tive brakes, clutches, or other improperlyfunctioning parts.

4. Working under loads hoisted or sus-

pended aloft.5. Operating cranes too close to powerlines

and without adequate watches or supervision.6. Failure to secure booriis or other movable

parts of hoisting equipment prior to repairing,leaving, or moving the machine.

7. Failing to use personal protectiv e devicesor clothing.

Lowering a hoist line and boom with loadon the hook at the same time is prohibited. Tiespeed of lowering a load should NEVER exceedthe hoisting speed. Attempting a sudden oremergency stop while lowering at high speedswill produce dynamic stresses on hoisting gearthat are far in excess of the normal static weightof the load. The force may bL. sufficient to causesudden and violent failure of the hoisting gear.

Steelworker riggers who work close to cranesshould be careful to avoid situations w here theymight be caught and crushed between some sta-tionary object, such as a wall and the rear of thecrane as it is turned.

Nobody should be rrmitted to ride on theload being hoisted unless unusual circumstancesrequire it, and then only with the permission ofthe Steelworker rigger in charge and with the ap-propriate safety belt, lifeline, or similar precau-tions being used.

Riding of the hoist block or hook shouldNOT be allowed.

All hoisting chains should be inspevted bythe signalman at frequent intervals for suchdefects as stretch of more than 5 percent originallength, wear of greater than 25 percent oforiginal thickness, gouge marks, open welds, orfractures as indicated 'by very fine surfacecracks. Any chain found with these defects mustbe removed from service. In a sense, chains arenot as reliable as fiber line or wire rope sinethey can break without any warning.

Brakes used on cranes and vv inches are of ten'subject to temporary failure w hen the linings

become wet due to rain or under certainatritospheric- conditions. Hoisting crew leadersshould have the Equipment Operatdfs checkbrakes and linings often during adverse weatherconditions.

All personnel should be kept clear of areasnear or under the boom or suspended loadduring hoisting operations. It should beremembered that if a boom fails, it will usuallyswing some distance laterally rather than fallstraight down. Therefore, it is NOT adequate tomerely clear personnel from the area directlybeneath the booin or load. They must be keptclear of areas to either side as well. Thus, riggersshould move w ell clear of the boom or loadbefore a strain is taken on the hoisting line.

If it can be avoided, crane booms shouldnever be operated near high tension powerlines.If work must be done in their vicinity, an effortshould first be made to has e the powerlinesdeen"rgized before starting wok. If deener-gizing is NOT possible, then a watch should beposted to make sure that the boom or hoistingcable NEVER comes closer than 10 feet (3 in) tothe high tension wires. Operators should not beallowed to depend on chains or other groundingdes ices dragging along the ground to give pro-tection against electrical current dischargesthrough the crane. Such devices cannot safelyground a crane, and they giv e the operator afalse sense of security. If a boom or cable doestouch a powerline, ground personnel must nottouch any part of the crane or touch theoperator until the operator has jumped clear ofthe equipment. Under ro circumstances shouldthe operator dismount from the machine byclimbing down the side, theieby permitting hisbody to come in contact with the machine andthe ground at the same time.

When hoisting with a boom derrick andwork is temporality stopped and the derrick isidle, make sure the boom is lowered to a hod-/ontol position or tied in place to prevent wind

. from blowing it out of control. See that all rig-ging gear is proper ly stored w hen not in use.

finally, Steelworker riggers must take car&towear the necessary protective clothing;spccifiLally,, hard hats, safety shoes, gloves, andwork shit ts with the sleeves rolled down, orjackets to protect as and torso from contactvv ith stings.

3-35

S

CHAPTER 4

CONSTRUCTION INSPECTIONS AND QUALITY CONTROL

As a Steelworker First Class or Chief, youwill be responsible for conducting constructionmaintenance inspections. This chapter containsinfoi matron that you can apply in conductingyour inspections of new construction, workareas, tools and equipment, welding operations,reinforcing steel erection, and prefabricatedstructures. Also, it provides technical adviceon construction ant'_ maintenance techniques,including the safety measures to be taken by per-sonnel engaged in steelworking operations.

RESPONSIBILITIES OF INSPECTORS

The alue of visual inspections dependslargely upon the qualifications of the inspector.If inspections are to serve as a tool of qualityontroi, they should be performed only by well-

quail fied persons. A main requirement of theinspectors is that they have a thorough knowl-edge of the materials, specifications, tech-niques, procedures, and so on, commonly usedin the work to be inspecta Another majcrrequirement, is that they have a keen eye fordetecting defects by visual-tptamination of thework. Besides knowing what to look for in theway of defects in the work produced, the inspec-tors must also be able to observe personnel per-forming jobs and to recognize any errors intechnique, operational conditions, or otherpnases of workmanship.

The prime function and responsibility of theinspectors of new construction is to assure thatthe work is performed in all respects in accord-ance with the drawings and specifications. Theserequirements are usuallybut not alwaysstif-ficiently exacting to necessitate high standards ofquality, both in materials and workmanship. In

the case of temporary or emergency construc-tion, quality requirements may be lowered inten-tionally. The inspectors, therefore, must becareful to ascertain that the work is of therequired quality, and they must also be equallycareful not to demand a quality of work superiorto that required.

In some cases, the specifications for a project.establish definite tolerancei over or under theacceptable measurements. Here the inspectorshave only to verify that the work is within thespecified limits. On most phases of the work,however, specific tolerances cannot be fixed, orat least are not fixed. Thep good judgment isnecessary in interpreting requirements, such asplumb, true, and level. The intention is thatworkmanship shall be of the most suitable gradefor the purpose. The inspectors, therefore,should have a comprehensive practical knowl-edge of the grades of workmanship appropriatein the various classes of structures and in thevarious details of the work.

The degree of the accuracy appropriate isdependent on many factors. Structural framingmay have to be true within 1/16 inch, or in somecases within 1/8 inch. Concrete work can seldombe held closer than 1/8 inch, and in some specialtypes of structures, much larger tolerances mustbe permitted and allowed.

The inspectors must assure themselves thatthe principal centerlines, column lines, and con-trolling overall dimensions and elevations arecorrect; that minor errors are not permitted toaccumulate but are coinpensated continuously;that exposed work is visually acceptable; andthat special care is taken when greater thanordinary precision for a type of work is

necessary for some special reason.

4-1Stir)

STEELWORKER 1 & C

It is important that the inspectors make clearat the outset of the work what will be expectedand make sure that the initial portions of the

ulfill these expectations. lt will invariablybe foun at the standards of accuracy estab-lished and enforced during the first few days ofwork will set the pattern for the rest of the work.The inspectors must be consistent in the stand-ards they exact. They must be reasonable, butthey cannot be lenient.

Inspection of temporary construction mustbe limited to that sufficient to assure that thework is adequate and safe for the purpose. Theinspectors should, however, be alert to note anydefective construction, unsound materials,possible weaknesses, or hazards and bring anydisLrepam,ies to the attention of their superior.

An extremely important and relatively dif-ficult phase of inspection is in the checking of aproject as it nears completion to make sure thatevery item required forcompletion of the pro-ject has actually been provided. It is essentialthat a checkoff system be used for this purposeand that the system adopted be initiated earlyenough that ample time will be available fordelicry and installation of any items o.,,cr-looked. This is particularly necessary in timesof emergency wheh long lead time betweenordering and delivery is being encountered formany critical items of material and equipment.The inspectors must maintain strict watch overcleanup items, particularly where portions of thework may be concealed in later stages. Becauseof the inherent tendency of construction projectsto drag out to a slow finish, the inspectors willhave to exert correspondingly greater pressure toobtain full and expeditious compliance with therequirements in this respect.

The inspectors may be responsible for main-taining accurate and detailed records of the per-formance of the work and of other pertinentmatters.

Since they work with contractors and otherpersons in private industry as well as withmilitary personnel, inspectors must understandhuman relations and behave accordingly. Thismeans being tactful, courteous, and absolutelyhonest, also trustworthy, loyal, diligent, andpunLtual. In addition, dealing with peOpierequires inspectors to be dignified, steady, andpoised. When inspecting their subordinates,.

rC.

le4-2

inspectors must be firm, but fair. They mustavoid showing any favoritism or partiality. Inparticular, they must also avoid making anystatements or taking any action that mightdiscredit another supervisor or foreman in thepresence of subordinates. A harmonious rela-tionship is better than one hampered by frictionand discord.

WORK AREAS, TOOLS,AND EQUIPMENT

When work areas, tools, and equipment areinspected, all necessary precautions must betaken to insure the safety of all personnel. Givenbelow are some pointers that should help you inmaking safety inspections of work areas, tools,and equipment and also in supervising construc-tion operations.

WORK AREAS

When making a safety inspection of workareas, watch carefully for potential hazards andunsafe conditions. Insure that equipment isarranged to permit working on material with aminimum of handling so that work can flow inan orderly an2. iogical sequence. In addition, seethat clearances around the equipment are ampleto prevent congestion and avoid interferencewith the operation of other equipment.

Make sure materials are properly stored andwalkways are kept clear. Materials should bepiled so that they cannot roll, fall, tumble, or beblown over.

Be especially watchful of housekeeping prac-tices in work areas and insure that potentialhazards to personnel or equipment are correctedimmediately. Work areas should be kept cleanand orderly at all times. Oily rags and other suchdebris should be disposed of in approved safetycontainers: See that small parts, tools, orequipment - -such as bolts, nuts, alt4 wrenchesare not left lying around where somR-me may fallover them.

Insure that planks, timbers, or blocks con-taining projecting nails are removed immediatelyfrom the jobsite or placed in orderly piles wherepersonnel are not likely to stumble or fall overthem.

Chapter 4CONSTRUCTION INSPECTIONS AND QUALITY CONTROL

Check carefully to see that individualsobserve all applicable safety precautions in per-forming their duties. In doing so, insure thatthey wear personal protective apparel, such asgoggles, safety belts, helmets, gloves, and safetyshoes where required. See that safety equipment,such as safety screens, is also used on operationswhere required.

Make sure that necessary warning signals areplaced to provide proper and adequate warningof hazards. These signals should be removed assoon as the hazards have been eliminated.

HAND AND PORTABLE TOOLS

When inspecting hand and porteble tools,insure that they are in safe and proper workingcondition, and that tools are used only for theirproper purpose and in the manner prescribed.

See that handles on handtools are free fromslivers or other defects.

NOTE: Defective handles should not berepaired by taping.

Check closely to see that the gripping sur-faces of tools are kept free of grease, oil, orother slippery materials.

Insure that defective or damaged tools arenot used or that they are repaired or disposed ofimmediately.

See that power tools are used only when theuser is in a secure working position and bracedagainst falling. Sudden cessation of operation,or kicking or bucking of the tool may result in afall.

Make sun, that operators of drills, reamers,and other rotating tools do not wear looseclothing, neckties, or gloves.

See that power machines are operated onlyby qualified personnel; that guards are kept inplace during operation of machines; and thathands, as well as tools, are kept clear of allmoving parts of a machine while it is inopeiation.

Tools left lying around on benches, nearmachines, vicl on floors and ladders can causeaccidentsind get lost. See that tools arereturned to their proper place of storage whennot needed on a job.

4-3

Mushroomed and burred heads on strikingtools can cause serious injurysee that theheads are ground down when required.

Insure that all hand-held power tools aregrounded. On three,-pronged plugs, this is doneautomatically when the plug is inserted into anelectrical outlet, PROVIDED both the plug andoutlet are wired correctly. Tools having, atwo-pronged plug and distinctively marked"DOUBLE INSULATED," are not required tobe grounded. Tools having a two-prongedplug not marked as double insulated must begrounded, either by connecting a built-in thirdwire to a known ground (cold water pipe, coverplate screw of a grounded outlet, etc.), or byconnecting a third wire between the frame of thetool and a known ground. In addition, all toolsof the grounded type must be used only on a cir-cuit which is protected by a ground-fault circuit-interrupter device.

FIBER LINE AND WIRE ROPE

In steelworking operations, such as hoistingand moving heavy loads, you must be concernedwith the strength and safety of fiber line andwire rope. Thorough inspections, conducted atregular intervals, are necessary to determinewhether fiber line or wire rope is in good condi-tion and of sufficient strength. Rules-of-thumbare used in computing the safe working load offiber line and wire rope.

The outside appearance of a FIBER LINE isnot always a good indication of its internal con-dition. Fiber line will soften with use. Dependingon the manner in which it is handled, it willdeteriorate more or less rapidly. Dampness,heavy strain, the fraying and breaking ofstrands, and chafing on rough edges, all weakenthe line considerably. Overloading of a line maycause it to break with possible heavy damage tomaterial and serious injury to personnel. For thisreason, inspect the line carefully to determine itsexact condition. Untwist the strands slightly toopen the line so that the inside can be examined.Mildewed line will have a musty odor, and theinner fibers of the strands will have a dark,stained appearance. Broken strands or brokenyarns ordinarily are easy to find. Dirt andsawdust-like material inside the line, caused bychafing, indicate damage. In line having a

8!

/

STEELWORKER 1 & C

central tore, the core should not break away insmall pieces upon examination. If this happens,it indicates the line has been overstrained. Sinceany weak point in the line weakens the entireline, examine it at a number of places. If the lineappears to be satisfactory in all other respects,pull out two fibers and try to break them. Soundfibers should offer considerable resistance tobreakage. When any unsatisfactory condition isfound, see that the line is destroyed or cut intoshort pieces. Make sure none of these pieces arelong enough to permit their use in hoisting. Theshort pieces can be saved for miscellaneous uses.

During an inspection of WIRE ROPE, youshould check carefully for fishhooks, kinks, andworn and corroded spots. Usually, breaks inindividual wires will be concentrated in the partsof the rope that consistently run over the sheavesor bend onto the drum. Abrasion or reverse andsharp bends cause individual wires to break andbend back. These breaks, as you perhaps know,are known as fishhooks.

Worn spots will show up as shiny flatttnedspots on the wires. Measure some of these shinyspots. If it appears that the outer wires havebeen reduced in diameter by one-fourth, theworn spot is unsafe.

Theie may be several points in the wire ropewhere broken wires occur. Inspect each point todetermine whether it is a single broken wire orseveral.

If individual wires are broken next to oneanother, unequal load distribution at this pointwill make the rope unsafe.

When 4 percent of the total number of wiresin the wire rope are found to have breaks withinthe length of one rope tay, the wire rope isunsafe and should be removed from service.

The wire rope is unsafe and should beremoved from service if three broken wires arefound in one strand of 6 x 7 wire rope, sixbroken wires are found in one strand of 6 x 19wire rope, or nine broken wires are found in onestrand of 6 x 37 wire rope.

A wire rope should be removed from servicewhen an inspection reveals widespread corrosionand pitting of the wires. Pay particular attentionto signs of wrrosion and rust in the valleys orsmall spaces between the strands. Rope whichhas had its diameter reduced to less than

4-4

75 percent of its original diameter should also beremoved frdm service.

The safe working load (or safe load) of fiberline and wire rope is an important factor.Manufacturers of fiber line and wire rope pro-vide charts and tables listing the safe workingload, abbreviated SWL, for different sizes offiber line or wire rope. But you may not have achart or table readily available every time youneed it, especially in fieldwork. In suchinstances, you can use a rule-of-thumb forcomputing the SWL.

For fiber line, the rule-of-thumb for SWL is:SWL (in pounds) = C2 x 150, where C is thecircumference of the line. When line is in goodshape, add 30 percent to the .'I., arrived at bymeans of this rule. When the line is in poorshape, subtract 30 percent from the SWL.

The rule-of-thumb for computing the SWLof wire rope, as recommended by NAVFAC is.SWL (in tons) = D2 x 4, where D represents thediameter of the wire rope in inches.

As a word of caution, remember that theserules for determining SWL are only rules-of-thumb. In computing the SWI, of old wire rope,or wire rope which is otherwise in poor condi-tion, you may have to reduce the SWL as muchas 50 percent, depending upon the condition ofthe wire rope.

CHAINS AND HOOKS

CHAINS are made up of a series of linksfastened through each other. Each link is madeof a rod of wire bent into an oval shape andwelded at one or two points. The weld ordinarilycauses a slight bulge in the side or end of thelink. Severel types of welded chain links areillustrated it figure 4-1. The chain size refers tothe diameter, in inches, of the rod used to makethe link.

Chains will usually stretch under excessiveloading so that the individual links will be bentslightly. Bent links are a warning that the chainhas been overloaded and might fall suddenlyunder load. Wire rope, on the other hand, willfail a strand at a time, giving warning beforecomplete failure occurs. If a chain is equippedwith the proper hook, the hook should start tofail first, indicating that the chain is overloaded.

f.:1) j

Cha ter 4 CONSTRUCTION INSPECTIONS AND QUALITY CONTROL

ACCO END-WELDUR TAYLOR HERO. -ALLOY

Figure 4-1.Types of welded chain links.

Chains are much more resistant to abrasionor corrosion than wire rope and, as a conse-quence, are used in applications where such fac-tors are a problein. An example is the use ofchain for anchor gear in marine work where thechain must withstand the corrosive effects ofseawater. Another example is the use of chainsfor slings to lift heavy objects with sharp edgeswhich would cut wire rope. A number of gradesand types of chains are available.

When inspecting chains, make sure thatdefective links are cut out and replaced. Everylink in a chain must be examined, since anysingle link may be defective in an otherwisesatisfactory chain. Small dents, cracks, polishedor worn surfaces, and stretched or distortedshapes are indications of possible failure inlink's. If several links in a chain have beenstretched or distorted, the chain should not beused, because there has probably been over-loading of the entire chain which does not showin all links. Sharp nicks or cuts in any link maylead to failure of that particular link. This linkshould be cut open and removed from the chain.Carefully observe the point where each linkwears.

Chains, fiber line, or wire rope, when usedfor lifting loads, can be tied directly to the load.However, for, speed and convenience, it is muchbetter to fasten a HOOK to the end of the liftingline. Blocks are ordinarily constructed with ahook. There are two general types of hooksavailablethe slip hook and the grab hook (fig.4-2). A SLIP HOOK is made so that the insidecurve of the hook is an arc of a circle and may be

YALE AND TOWNE

145.173

used with wire rope, chains, or fiber line. Chainlinks can slip through a slip hook so the loopformed in the chain will tighten under a load. AGRAB HOOK has an inside curve which isnearly U-shaped so the hook will slip over a linkof chain edgeways but will not permit the nextlink to slip through. Grab hooks have a morelimited range of use than slip hooks. They areused on chains when the loop formed with thehook is not intended to close up around theload.

When a hook is being inspected, the inspec-tor should pay particular attention to the small

0 SLIP HPO.K

4-5

8G

C) GRAB

Figure 4-2.Types of hooks.127.55

..1

I

STEELWORKER 1 & C

radius fillets at the neck for aideviation fromthe original inner arc. Also the hook should bechecked for indications of overloading orimproper hooking. Hooks usually fail bystraightening, and thus release the load. Anydeviation from the original inner arc indicatesthat the hook has been overloaded. Sinceevidence of overloading the hook is easilydetected, it is customary to use a hook weakerthan the chain to which it is attached. in thisway, distortion of the hook (See fig. 4-3.) willoccur before overloading of the chain itselfoccurs. Severely distorted, cracked, or badlyworn hooks are dangerous and should bediscarded. The safe working load, in tons, ofa hook can be determined by the followingformula:

SWL = 2/3 D2 tons

Examplc D = 2"

D2 = 2 x 2 = 4

2/3 x 4 = 8/3 = 2 2/3 SWL in tons

8/3 x 2000 = 5333 SWL in pounds

In general, a hook should always be"moused" as a safety measure to prevent slingsor lines from jumping off. Mousing is a tech.-nique for closing the open section of a hook.Mousing also helps prevent straightening of thehook but should not be considered as an elementin the strength of a hook. It serves principally asa safety measure.

SLINGS -,,l..

.

The term SLING includes a wide variety of. designs. A sling may be made up of fiber line,wire rope, or chain. The sling for being a sivenload may be an endlesis sling, a single sling, orseveral single slings used together to form a corn-

ibination sling. The ends of single slings usuallytare made up into eyes, either with or withoutthimbles, to go over the hoisting hook. How-

__ever, they may be made to with end fittings toprovide variable service. Spreaders may beadded to change the angle of the sling legs.Each type or combination has its particular

9SAFE

TOUSE

SURVEY

WATCH

80.42

Figure 4-3.Results of overloading on a hook.A.

"advantages, and these must be ciin:idered whena sling is being selected for a given purpose.Fiber line makes good sling material because ofits flexibility, but it is more easily damaged byany sharp edge on the material hoisted than iswire rope or a chain sling. wire rope is widely

-flied for slings because it has strength combinedwith flexibility. Chain slings are used for specialcircumstances where sharp edges of metal wouldcut wire rope or where pieces of hot ietal areVied, as in foundries or blacksmith shops. Fiberline slings are normally used for lifting com-paratively light loads. Properly designed andfabricated wire rope Slings are the safest. slings.They do not wear away as do slings made offiber line, nor do they lose their strength fromexposure as rapidly. They also are not suscep-tible to the "weakest link" ailment of chainscaused by the uncertainty of the strengths of thewelds. Wire rope slings show by inspectiorKrieirtrue condition. The appearance of broken wiresclearly indicates the fatigue of the metal and theend of the useful life of the sling.

. . 4-6

87 ;1.


Since all sling legs are subject to damagefrom cutting by sharp edges or abrasion, allsharp edges on objects to be lifted should becarefully padded to reduce possible damage tothe slings. Wood blocking, heavy fabric, or oldrubber fires can be used as padding. Slingsshould be condemned when they are no longersafe, Unsafe slings may seriously injure person-nel or damage equipment if they fail under load.

GUY LINES

Guy lines are lines attached to a gin pole orother structure and secured to an anchor on theground or to a nearby secured structure which ismore stable than the guyed structure. When aload is applied to the structure supported by theguy lines, a portion of the load is passed by eachsupporting guy line to its anchor. Wire rope isthe preferred material for guy lines because itcombines strength with resistance to corrosionand weathering. But fiber line can be used forguy lines, particularly on temporary installa-tions.

(The number of guys required for a given

point on a structure depends on the type andamount of load to be applied to the structure,the size and type of material available for guylines, and the direction of the pull caused by theload. Four guys are generally consideredminimum, with 90-degree angles between guys.(See -fig. 4-4.) In a long, slender structure, it issometimes necessary to provide support atseveral points of the structure in a tiered effect.In such cases, there might be four guy lines fromthe center of a long pole to anchors on theground and four additional guy lines from thetop of the pole to anchors on the ground.

The guy line should be anchored a con-siderable distance from the base of the gin poleso that the distance (y) in figure 4-5 will be amaximum. The guy line should i ever beanchored closer than a horizontal distance equalto the height of the gin pole. The recommendedminimum distance from the base of the gin poleto the anchorage of the guy line is twice theheight of the pole. Wire rope clips or clamps canbe used to make eyes or loops for securing the

ANCHORSTAKES

,

Figure 4-4.Typical guy fine installations.

4-7

.......49..2.D2....4,E4...?

ts

145.174

STEELWORKER I & C

TENSION, t

WHERE: d DRIFT

y PERPENDICULAR DISTANCE FROM REAR

GUYLINE TO BASE OF POLE

w WEIGHT Of LOAD + WEIGHT OF POLE

REAR GUYLINE

N

LINEOF LOAD

w

FALL LINE

d

Figure 4-5.Computing stress in single guylines.

wire rope to the anchorage. It is a very good ideato use a turnbuckle from the anchorage to theeye. If the wire rope is of any length, the turn-buckle can be used to take out the slack.

The anchorages and end fittings of the guysshould be checked for evidence of weakenedmembers. In ordinary service, wire rope guyswill last indefinitely unless exposed to damp saltair or corrosive fumes. A check should be madealso for broken wiles in guylines. Broken wiresindicate fatigue of the lines.

PIPE WELDING OPERATIONS

Continuous inspections by well-trainedinspectors are important to the production ofgood quality welds. A major advantage of con-tinuous inspections is that they enforce careful

145.175

workmanship on the part of the weldingoperators. Inspectors cannot examine each andevery weld 'during welding; however, carefulobservation of a selected number of joints willbe a great help toward insuring sound qualityCONTINUOUSLY in the work produced.

Thp visual inspection of pipe welds includesthree Phasesbefore, during, and after welding.The i ems covered by a visual inspection willvary omewhat, depending upon such factors asthe welding process used, operating cQnditions,and the type of job concerned. The discussionwhich follows is mainly concerned with some ofthe major items generally included in a visualinspection of pipe welding operations, wherethe metal-arc welding process is used. Proficientpipe weld inspectors will not find it difficult tomodify the inspection procedures to meet the

/ .

4-8

80


requirements for other types of weldingoperations.

FREW EWING INSPECTION

Before the actual welding operations getunderway, insure that the welding operator ismaking the correct preparations for the job.C heck the condition of the equipment, and SEEthat it is set up properly. Examine the area to bewelded for grease, oil, scale, or other foreignmatter which would interfere with the weldingoperation. As part of this preliminary inspec-tion, see that the pipes are correctly alined andthe joints properly beveled.

INSPECTION DURING WELDING

You should be able to control the quality of aweld by carefully observing the welding operatorat work. Here it is important to look carefully soyou can recognize immediately the results ofvariations from correct welding procedure.from time to time, make sure each welder usesproper techniques and maintains properoperating conditions. It is good practice to varyoperating conditions, one at a time, and toobserve the resultant weld. The variableoperating conditions are arc current, arcvoltage, and arc speed for each type of weld andelectrode.

Maintain all of the principal operating condi-tions except one fixed, then observe the effectsbrought about by changing that one condition.Obsery e consumption of the electrode and howit melts down smoothly or unevenly. Note thesize and shape of the weld crater, as well as itssurface appearance. Listen to the sound of thearc. Take a close look at the weld bead, noting inparticular its size, shape, and fusion. In case offaulty techniques resulting in defects, such asslag accumulations or cracks, make sure thatcorrections are made then and therenot afterthe job is finished.

INSPECTION AFTER WELDING

In checking a completed welding job, watchclosely to see whether or not the welds are soundthroughout and fused thoroughly. See that theinside of the pipe is free from globules (icicles) of

7'

4-9

weld metal which might become loose. Checkthe size, length, and location of the welds,making surebefore passing on the workthatthe beads of the deposited metal are of uniform(rather than irregular) size. Examine the weldsfor undercut, overlap, and other defects whichcan be detected by visual inspection. If any ofthese defects are present, make sure that propercorrective measures are taken. Various types ofdefects (including overlap and undercut) aredescribed in Steelworker 3 & 2. A knowledge ofthese defects plus a clear understanding ofcertain other weldments described next will helpyou during inspections of welds made by themetal-arc welding process.

INSPECTING WELDS

A number of different types of DIMEN-SIONAL DEFECTS in weldments can be deter-mined by visual inspection. Dimensional defectsare those associated with drawing or specifica-tion requirements. Examples of dimensionaldefects are: warpage, incorrect joint prepara-tion, incorrect weld size, and incorrect weldprofile.

You must remember that production ofsatisfactory weldments depends upon, amongother things, the maintenance of specifieddimensions, whether it be the size and shape ofwelds or finished dimensions of an assembly.Requirements of this nature are set forth inthe drawings and specifications for the job con-cerned. Departure from the requirements in anyrespect should be regarded as a dimensionaldefect. Any such defect must be corrected beforefinal acceptance of the weldment unless a waiveris obtained.

The welding operation involves the applica-tion of heat and the fusion of metal in localizedsections in the weldment. Stresses of highmagnitude may be set up due to thermal expan-sions and contractions, that persist in theweldment after the structure has cooled.Such stresses tend to cause distortion of thestructure. (See fig. 4-6.) By the use of rigid fix-tures and careful selection of the weldingsequence, positive and negative stresses may beintroduced that tend to counteract each other;hence, WARPAGE may be kept to a minimum.Peening aiso has been used to some extent as a

STEELWORKER 1 & C

145.176

Figure 4-6.Warpage. Top view shows angular distortion.Bottom view shows correct alinement obtained by useof proper control methods.

means to keep distortion to a minimum. Thecorrection of this type of defect in a completedweldment usually requires one or more of thefollowing measures:

1. Straightening operation with car withoutthe application of heat.

2. Removal of the weld .(or welds) causingthe trouble, followed by subsequent rewelding.

3. Either -removing metal or adding weldmetal where possible.

In checking on JOINT PREPARATION, itshould be remembered that good welding prac-tice requires proper joint dimensions for eachtype of joint consistent with the thickness of theplates being welded. Failure to follow therequirements may result in defects such asporosity, cracking, and surface defects. Thejoint preparation should be the same as calledfor in the applicable drawings within specifiedlimits.

Weld deficiencies due to INSUFFICIENT orEXCESSIVE SIZE can be detected by visualexamination. (A suitable weld gage also may beused in checking weld size.) The size of a filletweld is expressed as the length of the shortest legof the triangular cross section. The size of agroove Weld is the depth of the groove, exceptthat where fusion materially exceeds the groove

4-10

....--..,

UESIRABLE FILLET MELD PROFILES

CON:Emir, C,

NOT TO Ex CEED

vALuE SPEOFIE0

5.4.ACCEPTABLE FILLET *EGO PROF IL E

I, 112E 1.5121....1 1...2gLi St......1ZE.1

INSUFFICIENT EXCESSIVE UNDERCUT OVERLAP ROUE F CI ENT

THROAT CONVEXITY LEG

DEFFECTIVE FILLET WELD PROFILES

RE iNfORCEmENT, R

NOT TO EXCEED

1.................a.....ap....._±VALUE SPECIFIED

ACCEPTABLE BUTT WELD PROFILE

r"<,--1 r.t.--7..-1 r-cA-1

EXCESSIVE UNDERCUT OVERLAP

1. ...

CONVEXITY

DEFECTIVE BUTT WELD PROFILES

145.177

Figure 4-7.Weld profiles. Illustrating acceptable anddefective weld profiles.

depth, the size of the weld is the depth of thegroove plus the depth of fusion.

The PROFILE of a finished weld may haveconsiderable effect upon its performance underload, whereas the profile of a single pass or layerof a multipass weld may have a considerableeffect upon the tendency to produce such defectsas lack of fusion or slag inclusion when subse-quent layers art. applied. Requirements con-cerning defects of this nature in finished weldsare usually provided in the specifications anddrawings for the job to be done. Such require-ments must be closely adhered to by welders.Figure 4-7 illustrates various types of acceptableand defective weld profiles. Three types of

91


Figure 4-S.Surface hoka.145.175

defective weld profiles are excess convexity,excess concavity, and excess weld reinforcement.

EXCESS CONVEXITY is a condition thattends to produce notches which are harmful inthe case of a fillet weld, owing to the resultantconcentration of stress under load. Thesenotches are also harmful in the case of anintermediate pass in a multilayer groove weldbecause lack of fusion or slag inclusion mayoccur unless corrected by chipping, grinding, oroxygen grooving before depositing subsequentlayers. Excess convexity is usually due to eitherthe use of insufficient current or improperwelding techniques. (See fig. 4-8.)

EXCESS CONCAVITY is usually associatedwith fillet welds. The actual strength of suchwelds is much less than that of standard sizefillet welds, the reason being that the throat isless than normal as measured by the length ofthe leg. Excess concavity tends to occur primar-ily in flat position fillet welding and is generallycaused by the use of excessive welding current ofarc lengths. Note that the only exception to thisis that of welding from the top down in making afillet weld in the vertical position. In the flat

position, a remedy can be provided by reducingwelding current. However, in the verticalposition, there is no cure except to insist thatregardless of the size of fillet, as,measured by theleg dimensions, the throat of the fillet should beequal to that of the standard fillet required.

The condition of EXCESS WELD REIN-FORCEMENT is associated with groove welds.It is undesirable since it tends to stiffen the sec-tion at that point as well as establish 'notches,thereby affecting the stress distribution when aload is applied. Excess weld reinforcement maybe caused by improper welding techniques orinsufficient welding current. ,(See fig. 4-7.)

In metal-arc welding, a certain class ofdefects is encountered which has to do withdiscontinuities within the weld itself. This classof defects may be described as STRUCTURALDISCONTINUITIES. This term means thatthere is either lack of weld metal or lack offusion.

One type of structural discontinuity in weldswhich can be detected by visual inspection isSURFACE DEFECTS. At times, conditionsoccur during welding which result in holes in thesurface of the deposit. These holes may varyfrom a single hole every few feet to numerousholes per inch. The atmosphere produced by agiven type of electrode is just as important a fac-tor as the slag produced. It not only determinesarcing characteristics but also has some effectupon slag/ composition. You must rememberthat any c1ange that varies the atmosphere willaffect the (results obtained. Such a ''range couldbe the difference between the airavailable at thearc when a pass is being deposited at the bottomof a narrow 'groove as compared to deposition ofthe top layer of the same weld. Improvementusually results by changing the electrical condi-

- tions, such as polarity and arc length; it is possi-ble, however, that the base metal being weldedcould be a factor. Figure 4-8 illustrates thepresence of surface porosity in fillet welds.These are often referred to as pock marks.

A special effort to eliminate this type ofdefect should be made, keeping in mind that itcan result in slag entrapment. When high-qualitywelding is being done, it is not safe to assumethat they will fuse out. They should be

4-11

9r'ti

STEELWORKER 1 & C

Table 4-1.Tests for Weld and Base Metal Defects

Defects

Dimensional DefectsWarpage

Incorrect joint preparation

Incorrect weld sizeIncorrect weld profile

Structural DiscontinuitiesPorosityNonmetallic inclusionsImperfect fusionUndercuttingCracking

Surface defectsIncomplete penetratio.1

Defective PropertiesLow tensile strength

Low y.eld strength

Low ductility

Improper hardnessImpact failureIncorrect compositionImproper corrosion resistance

Methods of Testing

Visual inspection with proper mechanical gages andfixtures

Visual inspection with proper mechanical gages andfixtures

Visual inspection with approved weld gageVisual inspection with approved weld gage

Radiographic FractureMicroscopic MacroscopicRadiographicFractureMic:oscopicMacroscopicRadiographicFractureMicroscopicMacroscopicVisual inspectionBend testsRadiographicVisual inspectionBend testsRadiographic

MicroscopicMacroscopicMagnetic particlePenetrating oil

Visual inspectionRadiographicFractureMicroscopic Macroscopic

All-weld-metal tension testTransverse tension testFillet weld shear testBase metal tension test

All-weld-metal tension testTransverse tension testBase metal tension test

All-weld-metal tension testFree bend testGuided-bend testBase metal tension test

Hardness testsImpact testsChemical analysisCorrosion tests

eliminated by clipping or grinding before deposi-tion of suceeding layers.

Undercutting and cracking are also struc-tural discontinuities which may be detected byvisual inspection. Information on both thesedefects is given in the Steelworker 3 & 2 andwill not be repeated here. There are a number ofother structural discontinuities, such as poros-ity, imperfect fusion, and incomplete penetra-tion. However, since visual inspection is not

4-12

145.235

used in testing for these defects, the., are notcovered in this section.

Table 4-1 indicates the usual methods oftesting for various weld and base metal defects.Notice that more than one method may be usedin testing foi some defects.

In table 4-1 also notice that certain defects,such as low tensile strength and low yieldstrength, are classed as DEFECTIVE PROPER-TIES. This class includes defects associated with

9r)


properties of the weld metal or of the weldedjoint. As indicated in the table, a method oftesting other than visual inspection is used intesting for defects of this class.

REINFORCING STEEL

Proper inspection of reinforcing steeloperations is necessary to insure the safety andquality of the finished job. The duties of inspec-tors, particularly on large-sized jobs, are broadin scope. Inspections obviously should beperformed by experienced, well-qualifiedpersonnel.

THINGS TO LOOK FOR BEFOREOPERATIONS START

You must see that all details of the plans andspecifications are carried out properly. Makesure that all work performed is from the latestissues of specifications, shop drawings, andplacing plans. Notify all personnel of anyauthorized change. In particular, you mustinsure that:

Reinforcing materials are the kind, type, andquality specified.

All test reports required by the contractdocuments are received promptly and thatmaterials qualify.

Materials are on hand in advance of jobrequirements.

Reinforcing steel is well spread out, in con-venient locations, readily identified, and not inmud.

Fabricated bars are correctly cut and bent(verified by visual check and occasionalmeasurement).

Bar setters are briefed on just what is to bedone and on critical details that require specialattention.

INSPECTION DURING PLACINGOPERATIONS

DURING STEEL SETTING, you must seethat every footing, wall, slab, beam, girder, andcolumn, before concreting, has the right number

4-13

of the right type, size, and style of reinforcingbars, bar supports, and welded wire fabricsecurely fastened in the proper place, especiallyas regards:

TOTAL DEPTH of member as establishedby formwork and screeds. Proper amount ofCOVER or fireproofing to the near surface ofthe concrete. This should provide the EFFEC-TIVE DEPTH from center of bar to compres-sion surface of concrete.

Proper setting of dowels for number, size,location, and projection, as well as determina-tion of all points needing dowels.

Type and location of bar supports to holdbars firmly in place until concrete sets.

Correct sizes of bars (because sometimes abar of the same shape but of a different size thanspecified would fit into the same space equallywelt).

Required number of bars (because only closeattention by bar setters and inspectors can pre-vent omission of bars with consequent decreasein safety).

Correct lengths of bars (because a differentlength bar might go into the space but would notcarry out the engineer's intentions).

INSPECTING THE COMPLETED JOB

You should go back and recheck the entirejob before the concrete is placed, using acheckoff list. Having studied the placing plans,you can go over the in-place steel and, bymeasuring here and there and by comparing onedetail with another, eliminate major errors.Since it is the last time the steel can be inspected,pay special attention to:

Proper locations of bars with'iof the member, i.e., top bars on ttom bars on the bottom; bottoi

cross sectionse top and bot-

layer on thebottom and superimposed layer justabave theamount called for; outside bars on the outsideand inside bars on the inside; stirrups, ties, andspirals enclosing the prescribed longitudinalbars; bars hooked around others as specified;bars hooked in concrete with hooks in properposition at the correct end; all bars securelywired or otherwise held in place, with tops of

9,1

STEELWORKER I & C

all bars the proper amounts below finished con-crete, to allow passage of screed and finishingmachine.

Proper placement of bars lengthwise of amember, i.e., hooked end of a bar at the endspecified, properly embedded in concrete; end ofeach bar within 2 inches of the location indicatedon the placing plans; truss bars, stirrups, andother bent bars right side up as called for (foun-dations mats and similar members that carryUPWARD pressure require bent bars exactlyreversed from slabs and beams carryingDOWNWARD loads); bend-down points and'bend-up points within 2 inches longitudinally ofwhere they work out on placing plans; stin-upsand ties spaced as scheduled from the exactstarting points specified within ± 1 inch;specified overlap in lapped splices anddesignating welding in welded splices.

Spacing between bars, between layers ofbars, and between bars and formwork. Forarchitectural concrete and exposed work, it is

usual to provide 1 1/2 inches of cover over bars,with some positive way of maintaining it.

IvREFABRICATET) STRUCTURES

Most structures built today are prefabri-cated; they are erected on the jobsite. Parts areconnected to one another by bolting, riveting,or welding. Not being direct( y concerned withat-the-factory inspections of materials, youmust take quality-control rAasures that willinsure that a prefabricated structure is erectedin accordance with the project plans andspecifications.

PRELIMINARY INSPECTION

Before delivery of parts to the jobsite,all shop drawings/ plans, and specificationsshould be in the hands of the field manager andall approvals and rejections should have beenmade by the proper authorities. Anchor boltsto be cast in concrete should arrive on the job-site in ample time to be incorporated into thework. Templates and the information requiredto properly loca.e anchor bolts should be sup-plied by the building manufacturer along withthe bolts.

4-14

Shop Fabrication

Structural steel is cut, drilled, punched,assembled, riveted, welded, and prime coated toproviC.c subassemblies of manageable andtransportable size. These subassemblies can befield erected without further cutting, drilling,punching, or other fabricating, fitting, or'altering operations. Sections are cut to fitvarious locations in the structure and markedfor easy identification in accordance with theerection drawings.

Jobsite Delivery

Upon delivery of materials to the jobsite, seethat they are handled with care and not stored indirect contact with the ground. Remove fromthe jobsite any part that has been damagedbeyond repair and take steps to have it replaced.Compare all parts with approved samples, shopdrawings, and other established criteria. Verifymetal gages. Verify whether or not fasteners areof the type permitted by the contract documents.Carefully examine all components, hardware,and accessories or speciality items specified to befurnished as part of the structure's package.Verify whether or not dimensions, metal thick-nesses, shapes, finishes, quantities, designs, andother requirements in the contract documentsare met.

Field Erection

Regardless of the type of structure beingerected, the condition of the foundationdetermines whether the construction projectprogresses smoothly or not. Therefore, theimbedded items must be placed accurately inaccordance with the foundation plan. All anchorbolts must be held in place with templates orsimilar means so they will remain plumb and inthe correct location during the placement of theconcrete. The projections of all anchor boltsmast be held to the dimensions shown. It is nextto impossible to erect a prefabricated structurev: hen the anchor bolts are not set correctly.Also, the concrete - surface around the anchorbolts must be level and smooth.

Frame subassemblies are generally boltedtogether on the ground and hoisted hito place.

9J

\ Chapter 4CONSTRUCTION INSPECTIONS AND QUALITY CONTROL

Frames are plumbed, brayed temporarily, andsecured to anchor bolts.

Erection drawings are the working drawingsfor the structure and give the exact location ofevery part in the structure, as well as the direc-tions for the assembly of the structure. Learn asmuch as you can about these drawings and seethat the assembly directions are strictlyfollowed.

Problem Areas

Many problems in erecting prefabricatedstructures are associated with welding deficien-cies. (Bolted work is easy to inspect, and poorworkmanship is difficult to hide.) The erectionmethod and sequence are troublesome too; plansand specifications do not specify them. Here theconstruction representative should discuss theerection method with the contractor, and anagreement should be reached to assure that allsafety requirements are met. The designershould be consulte I where questionable methodsof erection are suspected.

IN-PROCESS AND COMPLETIONINSPECTION

Joints must beneatly fitted and secured.Make sure that .all items are free of distortion,damage, or defect. Where contract documentsrequire, see that sharp corners and edges are

4-15

eased and that rough edges and welds are groundsmooth. Look for breaks in the continuity of thecoating of all primed and galvanized surfaces,and see that these breaks are properly repaired.Verify that material is stored out of the weatherand in a safe place until installed.

Structural Steel

Structural steel work must be erected true toline, level, and plumb. To prevent damage, steelmembers must be properly placed and tempo-rarily braced until the structure is fully self-supporting. Check to see that all bolt holes aremated and bolts of the proper size and clearancetolerance are used at each connection. In addi-tion, do not allow drifting of unfair holes orenlarging of holes by burning. See that all nutsare drawn tight and that proper fillers, shims,and washers required for the types of connec-tions are used.

Field Erection

In all completed members, compare prin-cipal dirnt.nsions and connections specificationswith those given on the detail drawings. Pay par-ticular attention to dimensions, bevels, matchingof holes, and clearances. Check bolted connec-tions for tightness and riveted connectionsfor soundness or other defects. Inspect weldsvisually for undercut, overlap, surface checks,cracks, and other defects.

CHAPTER 5

ADVANCED BASE PLANNING, EMBARKATION,AND PROJECT TURNOVER

This chapter discusses the principles of usingthe Facilities Planning Guide which is anadvanced base planning document. Guidelinesare provided for a system of preparing material,equipment, and personnel for embarkation.Information also is presented as to how you canbest coordinate and supervise the turnover of thecompany's projects, material, and equipment.

FACILITIES PLANNING GUIDE

You should consult the Facilities PlanningGuide (NAVFAC P-437) when tasked to assist inplanning the construction of an advanced base.This document identifies the structures and sup-porting utilities of the Navy Advanced BaseFunctional Component (ABFC) System. It wasdeveloped to make preengineered facility designsand corresponding material lists available toplanners at all levels. While these designs relateprimarily to expected needs at advanced basesand to the Navy ABFC System, they can be usedto satisfy peacetime requirements as well.Facilities, logistic, and construction plannerswill each find the information required to selectand document the material necessary to con-struct facilities.

NAVFAC P-437 consists of two volumes.Volume I contains reproducible engineeringdrawings organized as follows: Part 1, Compo-nent Site Plans, indexed by component andABFC designation; Part 2, Facility Drawings,indexed by facility number and DOD categorycode; Part 3, Assembly Drawings, containing

. assembly information and indexed by assemblynumber. Each drawing is a detailed constructiondrawing that describes and quantifies the

5-1

facilities, assemblies, or line items required tocomplete it. A summation of logistic, con-struction, and cost data is provided for eachcomponent, facility, and assembly of the ABFCSystem. A component is defined as a groupingof personnel and material that has a specificfunction or mission at an advanced base.Whether located overseas or in CONUS, a com-ponent is supported by facilities and assemblies.

Volume II of NAVFAC P-437 contains thedetailed data display for each component,facility, and assembly. Also arranged in threeparts, Part 1 quantifies and describes by DODcategory code the facilities requirement for eachcomponent. Part 2 quantifies and describes byassembly number the assembly requirement foreach facility. Part 3 quantifies line-itemrequirements by National Stock Number (NSN)for each assembly. Except for earthwork,material lists in Volume II are complete bills ofmaterial.

The P-437 also contains other useful infor-mation for planners. For example, crew-sizes,man-hours by skill, land areas and amounts offuel necessary to make a component, facility, orassembly operational, as well as predesignedfacilities and assemblies that are not directlyrelated to components shown in the table ofABFC/s (OPNAV. 41 P3). These facilities andassemblies give the planner alternatives for satis-fying contingency requirements when callout ofa complete component is not desired. To makethe P437 compatible with other DOD planningguides, NAVFAC P-72 (Category Codes forClassifying Real Property of the Navy) is arelated publication that establishes the categorycodes, nomenclature, and required units ofmeasure for identifying, classifying, and

37

STEELWORKER 1 & C

quantifying real property. The cardinal categorycodes are as follows:

100200300400500600700800900

Operational and TrainingMaintenance and ProdtictionResearch, Development and EvaluationSupplyHospital and MedicalAdministrativeHousing and Community SupportUtilities and Ground ImprovementReal Estate

DESCRIPTION

If a facility is required for enlisted personnelquarters, for example, it will be found in the 700series, "Housing and Community Support."The assemblies contained within each facilitywill consist of a grouping of line items at theNational Stock Number Level which whenassembled will perform a specific function insupport of the facility. An assembly is func-tionally grouped in such a way that the assemblynumber relates to the Occupational Field 13 skillrequired to install it. The groupings arenumbered as follows:

Builder oriented (BU)

Utilitiesman oriented (UT)

Construction Electrician oriented (CE)

Steelworker oriented (SW)

Equipment Operator oriented (EO)

Water Front Equipment

Underwater Const. and Diving Equip.

Operational Supplies

Operating Consumables

NBC Warfare

Personnel Related Supplies

Unassigned at ,present

Shop Equip. including Maintenance Tools

Unique ABFC Tool Kits

NCF TOA Const. Tools & Kits (power tools)

NCF TOA Const. Tools & Kits (elec.)

NCF TOA Const. Tools & Kits (misc.)

NCF TOA Const. Tools & Kits (rigging)

Shop Equipment (ABFC Unique)

.1

5-2

96

NUMBER SEQUENCE

START STOP

10,000 19,999

20,000 29,999

30,000 39,999

40,000 49,999

50,000 54,999

55,000 57,999

58,000 59,999

60,000 62,499

62,500 64,999

65,000 67,499

67,500 69,999

70,000 rl. Series

80,000 80,999

81,000 81,999

82,000 82,099

82,500 82,599

83,000 83,199

84,000 84,099

85,000 87,499

Chapter 5ADVANCED BASE PLANNING, EMBARKATION,AND PROJECT TURNOVER

TAILORING COMPONENTSAND FACILITIES

It is important to realize, when you areconsidering tailoring, that the ABFC Systemcontents are based on a set of assumptions. Thismakes it possible to develop modular elementswhich can serve similar functions in variouslocations. The exact requirements for a specificbase cannot be defined, economically designed,nor supported within the general system.However, the base development planner knowsthe specific location, mission, unit composition,and availability of other assets. The planner canthen select from the ABFC System componentsor facilities that satisfy requirements. Tailoringis then applied to the prep!anned ABFC assets tocome up with what is needed.

Components or facilities can be tailored by(1) deleting or adding facilities or assemblies and(2) specifying requirements for tropical or north-ern temperate zones. Assemblies required intropical installations only are coded with the let-ter "T" in the zone column to the right of theassembly description. Assemblies required innorthern temperate installations only are codedwith the letter "N". Uncoded assemblies arecommon to both zones.

USE AND APPLICATION OF THEFACILITIES PLANNING GUIDE,

Although a listing in the P.437 may help youorder individual items in general supply, it doesNOT replace Stock Lists r.f System Commandsor Bureaus, Offices, Single Managers, or Inven-tory Control Points. Stock numbers and descrip-tions can be verified through appropriate StockLists. However, you do this automatically ;nordering a component, facility, or assembly.

A representative sample of the types of com-ponents displayed in Volume II is presented toshow the structure and kind of informationprovided. Figure 5-1 depicts a P-25 component,Naval Mobile Construction Battalion. You cansee that a component contains a list of facilitiesby category code.,From this list select a facility,such as Diesel Storage and Dispensing Facility,200,000-gallon, facility 123-10F. Locate thisfacility in Part 2 of Volume H. Figure 5-2 shows

5-3

this facility. Note that within the facility, thenecessary assemblies required to perform thedefined function are identified. Figure 5-3depicts an assembly within facility 123-10F.Within assembly 20002, titled 50,000-gallonpillow fuel tank, line items by NSN required tomake the assembly operative are displayed.Certain installed equipment and collateralequipment, furniture, and fixtures contributedby others are not furnished with the facilities orthe assemblies listed in P.437. They must berequested separately instead. The assemblylistings indicate what installed or NAVFAC col-lateral equipMent is provided.

ADVANCED BASE FUNCTIONALCOMPONENTS

Advanced Base Functional Components(ABFC's) are normally complete entities.However, housing, messing, medical facilities,maintenance facilities, defensive ordnance, com-munication equipment, and utilities may not besupplied with each component and arethemselves service components or facilities to beintegrated into an overall base development oraugmentation plan. ABFC's are assigneddescriptive names to indicate their functions andalpha-numeric designators to facilitatereference. A detailed Advanced Base Initial Out-fitting List (ABIOL) is an itemized line itemprintout of the material in each ABFC. EachSystem Command or Bureau is responsible formaintaining a detailed listing of that part of theABIOL assigned to it.

, EMBARKATION

An NMCB, PHIBCB, CBMU, or other unitof the Naval Construction Force (NCF) must beready to deploy or redeploy by sea, air, or landto complete an assigned mission. To meet therequirements for contingency support of theNaval Task and Fleet Marine Forces, at leasttwo-thirds of the NCF must be capable ofredeployment within 10 days. After 60 days intneir homeports, NCF units should be able toredeploy within 10 days. While en route to orfrom a deployment site, the units must be

STEELWORKER 1 & C

CONP0mtaT 92$ NAVAL 1400111 CONSTRUCTION BATTALION

PROVIDES PERSONNIL. ADNINISTRATPON, MOUSING,se,18stsTANCE. AND IQUIPNINT RIQUI1440 TONTNt MOBILISATION Or Omil WantCONSTRUCT/ON BATTALION.

SITE PLAN 6002510

FACILITY DESCRIPTION

III 2014 HELICOPTER LANDING PAD SMALL 1000 SY123 10A 'OCAS STOR-DSPNWPACIL 20363 GAL 20000 GL123 108 DIESEL STOR-OSPMS0 FACIE 200000 GAL 200000 GL131 15A COMMUNICATION CENTER , 240 Sr141 75C ARMORY 210 St211 41D CENTRAL TOOL BOON- SUPPLY ROOM 4000 Sr214 20m A CO AUTilytuiCLE SHOP 4000 SrinrirloA A COMPANY CONSTRUCTION EQUIP SHOP 4000 Sr219 100 I. C AND 0 COMPANY SHOP 7744 Sr421 354. READY MAGAZINE 160 Sr

H.CAus'Iwg- ",`t;T,Hf)trZ127FACILITY 911 COMPONENT WEIGHT

1 1000 SY 10.4 33.9 29 291 244

: -2'5600 GL 5.6 22 :6-1 1;131 -181200000 GL 21.7 43.6 78,820 231

1 240 Sr 10.4 14.3 9,131 554:_

420 SP 15.4 145.2 14.41024000 Sr 3.1 9 9 10.102

I 4000 Sr 7.9 t0.2 14,552 161 6000 Sr 2.4 -7.1 -11.132 --pi

1 7744 Sr S.7 17.6 26,207 212

1 160 Sr 1.6 32.0 _1,770 0

441 TOG 4000 Sr 2 8000 Sr 6.2 19.8 10 217

441 1041 GENERAL MARilmouss Its45- -766-6--s-r-1- t000 ffa- --172 __15t 2i7 ;::

.441 10J GENERAL WARINOUSI GALLEY 436 Sr 1872 Sr 2.4 o 7,856 54

441 10X GINIRAL wARIINOUSII SUPPLY 4000 Sr 2 8000 Sr 6.2 19.3 30,217 _ _1.4S70 77A MEDICAL 1166-6Gs 160 Sr 1 160 Sr 1.0 -31 .6 17776-S40 10.7 .DENTAL CLINIC 250 Sr f 250 Sr 10.5 87.4 52,940 0

sso IOC DISPENSARY 936 Sr 2 1872'SP 2.4 4.2 4 605 66

610 7010 ADHINISTRATIV4 OFFICE 936 SP 10 93n ff.- ---1:b 24.0 27 .026 --Soy610 73A COMPANY HIADQUART8R4 (C AND 0 CO1 9)6 Sr 1 936 Sr .7 2.4 2,124

610 731 A COMPANY OFFICE/DISPATCHIR 936 Sr 1 936 Sr .7 2.4 2,328

723 108 GAMY-gab t50-11* 58.1 2 s2:1----m--1 i 2

72) 20J LATRINE 336 Sr 1 336 or 2.0 3.1 431

72) 206 ME4D/wASNROON 6 FT X 8 FT 44 Sr 3 144 sr 2.7 6.6 2,276

72) JOG LAUNDRY 9J6 3? 1 936 SP 11.6 61.1 31:617725 lOS TROOP mSG 414411G OPP/CP0 N /SN -HR 40 MM 2 80 MN 2).2 78.0 43,4))

725 10T TROOP MSG ENIRG m/SNOmsit-wAsNROON 130 MN 6 780 mm 96,0 252.6 180,995

7)0 308 ROVMMY PLANT FIILD PORTASL4 936 SP *36 Sr 4-J--- --7776- 16:50740 07A ExCMANG14-8414111411 411010 936 Sr 1 936 Sr 1.9 24.0 5,697

740 930 SPECIAL SERVICES /POST orrics 936 Sr 1 936 Sr 7 2.4

740 5%1 RECRIATIN-FACILITY 436 Sr 3 Misr -.I -1.1- -065-740 63A CUM ENLISTED MEWS 4000 Sr 1 4000 Sr 10.7 52.1 27.260 204

750 20A PLAYING ritL0 1 IIA I 1 EA .0 0 0

750 50A Ooto0011 7893.710 800 St 1 600 SO .0 .-0

Ill 10AV ELECTRIC PNR PLANT 2 -200KW GEN SETS 500 KV 2 1000 KV 23 6 35.4 92.69) 172

812 30Cx ELOCTRICAL DISTR LINES-UGH° I7000Lr 17000 Lr 1 17000 LF 54.2 94 5 324,396 I 128

412 40A 6661411766 LIGHTImG 1100 Lip v1100 cr. 6 ------i600 LF 4.8 -1'1-- 6.845 1.344

831 30A LEACH rm.!) 1 DA 3 3 EA 2.4 8.1 456 216

113) 40A GARIAGI MOOS! 9)6 Sr 1 936 Sr 7 3.) 1,444 14

-11-1-1QM WATER TREATMiNT ACTLItt 1500 0PM 30 t 3 60 TO 16.5 -------7770 -70:111 75

$41 401 MATER STORAGE rOTARLS 30000 GAL 30000 GA 3 90000 GA 14.4 31.4 36.782 1..S

842 10J WATER DISTRIBUTION LINO POTABLE 7640 IF i 7640 IF 14.9 27.0 20,452 324

es! IDA--rutrirrnrimumiITia 11-01 1T-------2--111600 SY 76.-6- -Pa .6 -16.047

2424

-717112339

/1,648

_6,1924124247_2

812 10A PARKING 200 SY172 sOs SECURITY FENCING 1940lT 1940 Cr*72 208 0496 71711TA-,-ro4e6 4 Hs$72 20C BUNKER FIGHTING 7FX7rx7r 2 101

872 200 SINKER COMMAND POST 10 RN1716 207 ELT! TRENCH49f 27A ICSKAKING P1 ANT 1 TN

800 SY 8.473.0

4 16 KR- 77.040 SO NH 128.06 60 NH 53.4

-31" :61 1 TN 1.5

TOTAL NORTH 884.0

TOTAL TpOpICAL 456.9

COMPONENT P25

CONS? LAPSES . LAND POKERSTD DAYS ACRES CONNtet4R

:NIT 21 18.5 454

KvA34mAMO

32)

15 6 825220,0 75,4143T7T -717,45

168 0 20.55676.8 15,187

64.7 6.871

1:11.9 r7-07.-63

2 201.5 1,291135

FUEL GAUTO0AySWATER SEWER HEATING OWN GINGPO GPO DsL MOGAS 041.

)05.134 0 61.056 41,778 0

SW -re, ums17111t15217-1,767 SAIPI 9,127

trrErf-RXWOUkt 66 PU

0 7,65)

Cs

6,07, 7,657

4

7,3251,4134.560

34,325

33.301

Figure 5 -t'.- Component.

prepared for immediate diversion to emergency,contingency, or mobilization assignments.

Staff officers schedule and execute theembarkation in accordance with a time tableestablished by command or higher authority.Before the embarkaticn, for example, themedical officer sees that personnel have hadtheir innoculations. Also, the dental officer

143.298

places a hold on personnel who need prolongeddental treatment that would limit their combatreadiness. The personnel officer insures that theRecord of Emergency Data, NAVPERS 601-2,and other records are current.

Although not part of an embarkation staff,you are involved in the embarkation of yourcompany. Your tasks include making sure that

5-4

tP

Chapter 5-ADVANCED BASE PLANNING, EMBARKATION,AND PROJECT TURNOVER

FACILITY 123 1011 JCS PLANNING FACTO*

--.--

DISCSL STORAGI AND DX SSSSS ImG FACILITY \200000 GALLON

THIS FACILITY PROvIDSS 200000 GALLON or DISSIL OIL \STORACI AND AsCgstima-13: SSSSS ING CARASzLITY.

. WAYPAC DRAIIINO NUNPSR 0002021\

wSIGHT CUBIC __DOLLAR- CONS! grirdgt

AgsgmilLy DSSCRIPTIow IONS OTT. FOUNDS FIST- FALUN WANSOURS

20002 TANK PURL P1LLOw 50000 GAL ____ -7,010.0 (40.0 20.1105.70 112

20124 Imam VAMP P/200000 GAL TAM% ARM - ----- 564.2 60.4 1.4,1.61 2

20204 PU54 ?LUMPS* 69SIDIALP 350 GPM 3,940.9 447.5 44

20305 PURL DI SSSSS IMO ASSY PanTASLS- 1,615.5 52.9_____2.111.44----1-.119.74 S

20501 rug:. rtcrekAmo-ntrel ASSY 000 GPM 3.329.4 276.1 6.625.71 22

20504 Atkin* -TOIL NOT OIL 350 09)1ir 25 012.5'751.1

1051.9 36,6511.07 24

-3670329702

TANS tugL 275 CAL ufsipzu0IIXTIMOUISDRX FOSS U/SAILS MCP 20 LS 040.0

ft.,16.9

311.24325.04

16.3

SHOSY TOW ktAll TOM 1

TOTAL NORTH 21.7 63.0 43.455.9 3.344.0 74.419.51 231

TOTAL TROPICAL 9.5 39.0 10.364.4 1.502.1 11,9110.01 207

AcILITy 123 1011 PRIMARY 200 000 GL SICONDARY 0

CONS? LAPSID LAND ?Owl' KvA SSSSS T01. NATIO PSAK gimp agcov.STD DAYS ACRES cowNSCTSD DyIKAND VOLTS ?KASS GPD CPW OPD CODS

!NIT 0 1.20 17 S 205 3 0 0 0

PULL I0AL/30DAy5)MISTING twN-WO sx:ILI W7.-11-11u 1Tw X 2011gILLIO

DSL MOGAS DSL SA SU UT CR sw So CM

0 252 0 0 V 11$ 0 0 It 24

143.299

Figure 5-2.-Facility.

ASSILKSLY 2 003

TANK rum. PILLOW 00000 CAL

TNIS ASSEMSLY PM0v10101 50000 GALLON OP PUEL Sy0A-AGt.

SSSSS C DRAWING WUNISS 6002114

Ut

pyMARA

wsIGNT GURUTit:

a04 STRI-D11$181 DesCATITIOW-

9c 4720-40439-5445 PIPE SyL SLR 2

OTT POUNEW--- rag?

20 75.00 .7000 9.004 24.40 2.1100 21.523 171.00 7.5000 240.00SC 5710.00273-11X1

F2F2-tuLv7 NSST 12M ALUMw 6720-03.97041167 MOSS ASSy RSA 41110 suCT

W 030.03-4149786 CouPL:= MLr OCPL2 grAfir toto

2 10.00 .4000 34.00

I'1t16?gt+iig.06ftga-25!------1-7MOM15707E1/PT92 9330-0-691-4509 Nkomo 5)5 0 ins CPLC2C 5140-40.999-1719 TANK PA) COL 00000GL

SAIA

1 -t3-H5-2+g3 .15 .0030 .42I 1.100.00 150.0000 4,1100.00

ASSENS\y 20002

SW

TOTAL 1.902.70 101.1030 0.201.44

UNSKILLSD CONST eFpORTSO CM MAMMOUMS

PULL IGA1.730DATTI-MSATDOG Pill GSM SAILLs wANNOURS

OIL WOGAs DSL MA SU UT CS

0 0 0 0 0 2 0 0 22 4 24

i . Slits 10. dic3Zi---

Figure 5-3.-Assembly.

5-4(J

143.300

STEELWORKER 1 & C

all projects are shut down, tools are cleaned andturned in to the central toolroom, materials aresecured on the site or turned in to the MaterialLiaison Office (MLO), and project sites arecleaned and secured. These tasks are carried outwhether the embarkation is a training exercise oran actual movement. Afterwards you direct yourefforts to the embarkation itself. Instructionswill come from the embarkation staff's office.The embarkation staff relies on the TacticalEmbarkation Manual, as developed byCOMCBLANT and COMCBPAC. This manualis also available to you.

Each company or department that is ship-ping material designates one officer or pettyofficer to act as its embarkation representative.The duties of this representative include the,following:

1. Keep the NMCB and team embarkationofficers informed of shipping requirements.

2. Insure that mount-out box construction,color coding, and numbering are in accordancewith established directives.

3. Insure that each box, pallet, or skidrequired for mount-out is available; new boxesare constructed for additional gear as received.

4. Insure that packing lists are current andaccurate; new packing lits are prepared foraddition gear as received.

5. Make available box covers and hardwareto attach them to their boxes.

6. Insure that unit cargo manifests are main-tained, reviewed quarterly, and forwarded to theembarkation officer.

PROJECT TURNOVER

About 30 days before an NMCB completesits deployment, the advance party of therelieving battalion is sent to the deployment siteto arrange for the arrival of the main body of thebattalion, and to turn over projects, material,and equipment. As a member of the advanceparty, you will participate in the on-siteproceedings which consist of taking inventory of

1

the camp, supply, material, and equipment todetermine shortages or surpluses.

The inventories of camp, supply, andmaterial are conducted by members of bothbattalions. The items inventoried includeadministrative and operational machines andconsumables, weapons and infantry equipment,toolkits and toolroom supplies, special clothingand bedding, NBC defensive devices, equipmentand materials for communications, medical anddental services, damage control and safety,photography and barber supplies, camp facilitycollateral equipment and supplies, galley andmessing equipment, ;'rovisions, and campsupport-related equipment.

The equipment inventory, better known asthe Battalion Equipment Evaluation Program(BEEP), is conducted by assigned personnel ofALFA Company representing both battalions. Itis a uniform procedure for evaluating andaccounting for all equipment, attachments,collateral equipage, maintenance records, andcorrespondence.

Your part in a deployment .:tid project turn-over is important. It is best to learn or find outas much as you can about your projccts. Try toget information about the status of the projectsand project materials required. Find out whetheror not all materials have been received by sup-ply.. If so, are they at the project site or in theMLO yard?

You must have all the information thatrelates to the amount of work in place. Thisincludes materials expended as well as man-hours. Obtain all updated drawings and specifi-cations for the project, including as-builtdrawings. In additon, find out whether or notthere are problems to solve. If so, what has to bedone to solve them?

Make as many contacts as you can withpersons who ar not attached directly to thebattalion, for example, public works shopleaders and supply personnel. Remember, thoseyou are relieving may have had a good workingrelationship with others who can help you inturning over the project.

0 . ),,,, .....

5-6

CHAPTER 6

PLANNING, ESTIMATING, AND SCHEDULING

Good construction planning, estimating, andscheduling procedures are essential to the NavalConstruction Force's (NCF) ability to ac-complish quality construction that is responsiveto Fleet operational requirements. You, as a firstclass or chief Steelworker, will have manyopportunities to test your knowledge inplanning, estimating, and scheduling.

PLANNING is the process of determiningthe requirements and devising the methods andschemes of action for the accomplishment of acertain project. ESTIMATING is the act ofdetermining the size, the duration, and the kindof work to be performed, as well as determiningthe quantities of work elements, materials,labor, and equipment needed to perform thiswork. SCHEDULING is the process of deter-mining when a work element should be per-formed and when the material, the equipment,and the work force will be required.

Another phase of our discussion deals withthe critical-path method (CPM) of scheduling.From experienCe, you may. already have learnedthat CPM is a valuable management tool when itcomes to planning, scheduling, and controllingconstruction operations. If not, you will find thefundamentals of network analysis in thischapter. These include definitions of terms usedin connection with the critical-path method andprecedence diagraming, and other terms used innetwork analysis.

HINTS ON PLANNING

Construction planning is a combination ofseveral factors. In addition to day-to-dayplanning, the following primary matters shouldbe considered in construction planning: work

element estimates, material estimates, equip-ment estima:es, manpower estimates, plantlayout, material delivery and storage, workschedules, and progress control. These factorsare more or less dependent upon each other,.andall are taken into account in any %4 ell-plannedproject. The success of any project depends to agreat extent upon the amount of detail and thecare taken in planning.

Proper planning saves time and money forthe Navy and makes the work easier and morepleasant for your whole group. It can eliminatefriction, jealousy, and confusion, and it can freeyou trom many of the details of the work, thusgiving you time to carry out other importantduties. .Proper planning expedites work andeliminates "bottlenecking," (remember that theneck of the bottle is always at its top), and, mostimportant to you personally, it makes your jobeasier.

As the petty office' in charge, you areresponsible for the time of your personnel, aswell as for your on time. ''ou must plan so thatthey will be kept busy doing construction work.This will be to your convenience; a point toremember is: PLAN AHEAD. Having yourcrews stand around idle each morning whilG youplan, obv iously w ould be a waste of manpower.At the close of each day, you' should confirmplanning for the next workday. In doing sc,,carefully consider factors that have a hearing onthe availability and use of the work force equip-ment and supplies. For effective planning, youmay need answers to various questions, such asthose listed below.

1. Work force. Who is to do what? How is itto be done? When is it to be finished? Knowing

6 -I

103

STEELWORKER l & C

that idleness may breed discontent, have you ar-ranged to have another job ready for starting assoon as the first one is finished? Is everycrewmember fully utilized?

2. Equipment. Are all necessary equipmentand tools on hand to do the job? Is safety equip-ment on hand?

3. Supplies. Are all necessary supplies onhand to start the job? If not, who should takeaction?

Have a definite work schedule and inspectionplan. Set up realistic goals or quotas for the day.Have a definite plan for personally checking atintervals to see that the work is being ac-complished and that the goals are going to bemet. Spot check for accuracy, quality, and the

need for personnel training.

Steelworkers must be trained to do a varietyof jobs by means of the rotation method,on-the-job training, or classroom work; allowtime for this in your planning for a job. Timemust also be allowed for handling personnelproblems, records, and military duties. Super-visors must allow time for reports and otherpaperwork which is necessary for the control ofpersonnel and materials under their charge.

Until petty officers learn to delegate workproperly, they can never be much of a si:ccess.In delegating authority, they must be sure thatthe personnel concerned have the training andinformation necessary to carry out their work. Ifyou, as a supervisor, find that they cannot dothe job that is required, they may have to betrained. Remember, you can delegate yourauthority within reason, to subordinates; butyou cannot delegate your responsibility for thefinal product.

ESTIMATING PROCEDURES

Estimating is an important part of planningfor jobs and/or projects. If you like workingwith figures, the preparation of estimates shouldbe interesting work. In addition to a knowledgeof arithmetic, however, you, as an estimator,

should possess a number of other qualifications,some of which are noted below:

Good SEABEE estimators should be able tomentally picture the separate operations of thejob as the work progresses through the variousstages of construction. They should haveprevious construction ,experience and must beable to do careful and accurate work free oferrors. SEABEE estimators should possess theability to use good judgement in determiningwhat effect numerous factors and conditionswill have on construction of the project andwhat allowances should be made for each. Theyshould have information available aboutmaterial, equipment, and labor required to per-form various types of work under the conditionsencountered in accomplishing the constructionprojects. Collection of such information on con-struction performance is part of the job ofestimating. Reference information of this kindmay change from time to time, and therefore,should be revised frequently. Estimators, work-ing alone or as a member of a team, may oftenbe required to plan construction and prepareestimates for other construction ratings, as wellas their own. So, in addition to knowing oneparticular specialty, estimators must have aworking knowledge of other branches of con-struction for which they will have to draw upestimates.

At this point, let us remind you that variousprocedures are used in estimating for con-struction work, and that those described here aresuggested procedures, rather than standard pro-cedures. You must use judgment as to when theprocedures can be 'applied effectively; and, insome cases, you may want to make revisions in aprocedure to make it more suitable to the par-ticular project being estimated.

USE OF DRAWINGSAND SPECIFICATIONS

Information provided on drawings is a mainbasis for measuring quantities of work elementsand materials. Accurate estimating require athorough examination of the drawings. All notesand references should be read carefully and alldetail and reference drawings should be

examined. Dimensions shown on drawings

6-2

104

Cha ter 6 PLANNING. ESTIMATING. AND SCHEDULING

and/or figured dimensions should be used inpreference to scaled dimensions. If it becomesnecessary to scale dimensions on drawings, ascale rule should be used, and the graphic scaleon the drawings should be checked forexpansion or shrinkage. When there is disagree-ment between the plans, elevations, and details,the detail drawing is normally followed, unless itis obviously wrong.

The specifications should be used togetherwith the drawings when quantity estimates arebeing made. When there is disagreementbetween the specifications and the drawings, thespecifications should normally be followed. If indoubt, consult the OICC, operations officer, orthe PW officer for a decision. As the estimator,you should become thoroughly familiaKvith allthe requirements ,tated in the sped ications.Some cstimatois read the specifications morethan once in order to fi \ these requirements intheir minds. Notes made while reading the speci-fications will prove helpful when the drawingsare being examined. These notes should listItems of work or materials which are unusual,items NOT familiar to the estimator, andreminders to be used during your examination ofthe plans.

NEED FOR ACCURACY

Quantity estimates are used as a basis forpurchasing materia,s and for determining equip-ment and work force requirements. They arealso used in scheduling progress that providesthe basis for scheduling the material deliveries,the equipment, and the work force. In view ofthe widespread use, you can see that accuracy inpreparing quantity estimates is very important.To help insure accuracy, quantity estimatesshould be checked in a manner that willeliminate as many errors as possible. One of thebest ways to check a quantity estimate is to haveanother person make an independent estimateand then compare the two estimates after bothare completed.

WORK ELEMENT ESTIMATES

A work element estimate is a listing of thequantities of each work element, such as lineal

1

6-3

feet of pipe to be laid, required to construct agiven project. Work element estimates areprepared by computing the quantities of thevarious items of work shown or referenced bynotes on the drawings and described in the speci-fications. You may sometimes hear workelement estimates called quantity surveys orquantity takeoffs. They are used in schedulingprogress which provides the basis for schedulingthe material deliveries, the equipment, and thework force. Errors in work element estimatescan multiply many times through their use in thepreparation of these other estimates andschedules.

As an estimator, you should have a goodgeneral lrnowledge of the project to be con-structed before performing any actual takeoff ofquantities. This knowledge can be obtained by ageneral study of the drawings, by reading speci-fications, and by examining all availableinformation about the project site and local con-ditions. After becoming familiar with the pro-ject, you, as the estimator, are ready to beginmeasuring and recording quantities or materialsfor the work elements.

In measuring quantities, the normal practiceis to begin by measuring work elements on thefoundation and footing plan and to proceedthrough the basement and each succeeding floorplan of the architectural and structural draw-ings. All reference and detail drawings that referto a particular plan are examined and worked inconjunction with that plan. After examinationof the plans, the elevations and then the detailsare examined one by one; all material NOTpreviously taken off are measured and recorded.Often concrete, reinforcing, and structuralfeatures are shown on drawings separate fromthe architectural features. When this is done, itis best to work the concrete and reinforcingdrawings first, followed by the architecturaldrawings. After completing the ar itecturaland structural drawings, the 'nee} nical andthen the electrical drawings are % orked, andthese are followed by any available specialty,civil, or shop drawings.

In measuring quantities on a drawing, it isbetter to begin at one sile and work towards theopposite side, marking with a colored pencil theparticular work as it is measured and recorded.Work, such as concrete, reinforcing, and

1 n..,..0

STEELWORKER 1 & C

similar items, can be marked with a simple check(), but items, such as conduit and piping,should be marked by tracing over the partmeasured with a colored pencil. The coloredmarks NOT only show the estimator what hasbeen taken off, thus preventing duplication, butprovides a means of checking a drawing foromissions.

WORK ELEMENT ESTIMATE

WORKSHEET

NMCB 3PROJECT

As zo.ch work element is measured, the infor-mation is recorded and computations are shownon a worksheet. Figure 6-1 illustrates the type ofinformation shown on a typical work elementestimate worksheet. The heading of eachworksheet should show the following: that it is awork element estimate worksheet, the worksheetnumber, the estimator's name, date of takeoff,

SHEET NO. .2 OF

ESTIMATED BY K-0-Af DATE /9-

CHECKED BY DATE /9"

LOCATION YEAR /9-

WORK ELEMENT LOCATION MEASUREMENT AND COMPUTATION QUANTITY

...."-----t-- -...,, fvr c _, ,, .e--t"--r-r...r.0.4.4,..,W

ei,e Coe. ,1 ..; .. _,,,... e.---re-e...-

. j. -517 9 CF

,..., ,., . . .5- , f ' ?..5" C r

,

5,1t.e.d.e. 8 2" . -- .2 e c rall38X2.33_XV.

0 . . , . . ,, , 162.1' 4 ,

'del:, / ' 'd `7"V, 102. 3 17K `K 4'2 37Cr

2 ...e. ..ad /'D '-3q Plor4

../1-14,4 gia ,..

A x/0 , 2-5 X. y,-/S- /ofG 6 f

Figure 6-1.Work element estimate worksheet.

6-4

/5)/qccF87.1

Chapter 6PLANNING, ESTIMATING, AND SCHEDULING

checker's name, date checked, battalionnumber, deployment location, year, projectnumber, and project description.

A summary of work element quantities isprepared by transferring the totals on theworksheets to a summary sheet, which becomesthe work element estimate. Work elements arearranged in the same sequence as they appear inthe standard work element list so they will be inthe correct sequence for reporting or recordingon work schedules. This summary sheet has the

NMCB JO

PROJECT Og

same information in the heading as theworksheet, except that it is shown as a workement estin .te summary sheet. The body ofthe summary sheet shows the descriptionand quantity of the work elements. If decisionshave been made as to how the work will be ac-complished, they are indicated by an entry. Forexample, excavation is entered .1s machine ex-cavation and back fill as machine backfill. Atypical work element estimate summary sheet isillustrated in figure 6-2.

SHEET 1 OFD_

ESTIMATED BY/firifil DATE /9-

CHECK ED BY DATE 0-

WORK ELEMENT ESTIMATE

SUMMARY SHEET

LOCATION `1.117.41")YEAR /9 -

DESCRIPTION -a 1WORK ELEMENT QUANTITY

-,fdiz,;triAA../1/4101ez..;7f,a,MAO cy

Aeciabd cy

4.4-temp __44fL 4,A4tv o6'3 SeceS

oaf .582,8.y

Figure 6-2.Work element estimate summary sheet.

6-5

1 0

145.4

STEELWORKER I ,& C

Before proceeding, note that the formsshow n in figures 6-1 through 6-6 of this discus-sion illustrate the minimum amount of informa-

' tion which should appear on such forms andshould NOT be considered as standardworksheets. Some estimators may wish to recordadditional information, or they may desire torecord their work in a different manner. A mainobject to keep in mind is that the recording is tobe detailed in such a manner that anyone review-ing the estimate can understand what was takenoff and how the computations were made. If thisprocedure is followed, an independent check can

, be made without questioning the estimator as tohow they arrked at any quantity in the estimate.

MATERIAL. ESTIMATES

A material estiwate is a listing and descrip-tion of the carious material and the quantitiesrequired to Construct a given project. Informa-tion for preparing material estimates is obtainedfrom drawings and specifications. A materialestimate is sometimes referred tQ.as a materialstakeoff.

Material estimates are used as a basis forconstruction material procurement, and also asa check to determine if sufficient material isaNailable to construct or to complete a project.For example, the operations officer may havesome doubt about the aailability of material tocomplete a certain proj'ect, so an estimate isprepared listing the, quantities of the materialthat will be required to complete the project.This estimate is compared with the stock of thematerial on hand to determine any shortage.

The following is,a suggested procedure forpreparation of a material estimate. First, obtainthe work element quantity which is usually doneby referring to the work element estimate. Con-vert this into the quantities of the material re-quired to perform the work. (Conversion unitsobtained from table 6-1, and from tables sup-plied by NAVAL CONSTRUCTION TRAIN-ING CENTER, courses should be usedwhenever possible) This conversion should bedone on a worksheet when the estimator recordshow each quantity of material was obtained. Atypical material estimate worksheet is shown infigure 6-3. It is important that wor'ksheets besufficiently detailed to be self-explanatory, so

6-6

that anyone examining them can determine howquantities were computed without consulting theestimator. Sometimes, if desired, a sketch fur-nished will explain hom, the estimator plannedthe takeoff. After computing material quantitieson the worksheets, enter them on recap sheetswith like material for a project grouped togetherand totaled. Allowances for waste and loss areadded after the quantities are totaled. There aremany items, such as reinforcing tie wire, nails,electrodes, gas, solder, flux, form material, andaccessories, etc., which are computed by using amaterial quantity rather than a work elementquantity. These computations should appear atthe end of the worksheets, using total quantitiesobtained from the material estimate recap sheet.Notes should be made on the worksheet to re-mind the estimator that 'these items are to becompared with the total quantities from recapsheets. The material estimate recap sheetbecomes the material estimate. A sample of atypical material estimate recap sheet is shown infigure 6-4.

During construction there is a certainamount of Material wasted due to cutting, fit-ting, and handling. For example, cast-iron pipecomes in standard lengths which seldom can beused without cutting and fitting. Sometimes, thepieces of pipe cut off can be used, but moreoften it goes into the scrap pile. Allowance mustbe made in the material estimate for this waste.There is also the possibility of loss due topilferage, poor work, and weather. An estimatorhas specific information about the job and is in aposition to determine if conditions warrant in-creasing the waste and loss factor normally usedfor any material item. Estimators should NOThesitate to vary this waste and loss factor w henjob conditions indicate that normal factors aretoo high.

EQUIPMENT ESTIMATES

An equipment estimate, for purposes of thisdiscussion, is a listing of the type of equipment,the amount of time, and the number of pieces re-quired to construct a given project. Informationfrom work element estimates, drawings and

Chapter 6PLANNING, ESTIMATING, AND SCHEDULING 1

Table 6-1.Conversion and Waste Factors

Material

Concrete Construction

Concrete (1:2:4)

Conversion % Waste

Cement 6.0 sk/cy 10

Fine aggregate 0.6 cy/cy 10

Coarse aggregate 1.0 cy/cy 10

Curing compound 0.5 gal/100 sf 10

FormsFootings and piers

2 x 4 1.5 lf/sfcs 20

2 x 8 0.2 If/sfcs 10

2 x 12 0.7 If/sfcs 5

Ground slabs1 x 4 0.1 if /sf area 20

2 x 4 0.1 If/sf area 5

Walls and columns2 x 4 1.3 If/sfcs 20

Plywood (50% reuse) 0.5 sf/sfcs 5

Beams and susp slabs1 x 6 0.3 lf/sfcs 5

2 x 4 0.5 lf/sfcs 20

t 2 x 10 0.1 lf/sfcs 10

4 x 4 0.4 If/sfcs 5

4 x 6 0.1 If/sfcs 5

Plywood 0.5 sf/sfcs 5

Form oil 0.5 gal /100 sf 10

Tie wire 12.0 lb/ton 10

Snap tie wedges 0.1 ea/sfcs 5

specifications, and information obtained frominspection of the site provide the basis forpreparing the equipment estimate. Figure 6-5illustrates the type of information shown on anequipment estimate. It is practical to use aform with columns for work quantities, equip-ment quantities, and operation days when an

,equipment estimate is being prepared. However,forms with certain infr rmation in the heading,such as that shown in the heading of theform in figure 6-5, will save the estimatorstime.

6-7

145.231.1

Equipment estimates are used together withwork schedules as a basis for determining theconstruction equipment requirements of aproject as well as total construction equip-ment requirements of a SEABEE deployment.This estimate includes such items as pipemachines, welding machines, and mortar mixersas well as automotive equipment. They mayalso be used as a basis for estimating theamount of spare parts, the number ofmechanics, the size of shops, and the toolsand shop equipment needed to maintain

1 0 J

STEELWORKER 1 & C

Table 6-I.Consersion and Waste FactorsContinued

Material

Coocretc Consuuctioo (cont'd)

Soap tiesShe boltsNails (bf lumber + sf ply-

wood, ordered as mfbm)6d box8d common16d commix]20d common6d duplex8d duplex16d duplex

Reinforcing steel#3

thi/6#6

#7

n8

Constr joint (bitumen)

Floor hardner

Non-slip floor finish

Masonry constructioo

Block (8 x 16)

Brick (2V, x 8) 3/8 joint4" Wall8" Wall ,'12" Wall

construction equipment in operating conditionduring a deployment.

In preparing the equipment estimate, thework element estimate should be examined and

6-8

Conversion % Waste

0.1 ea/sfcs0.1 set/sfcs

6 lb/mfbm4 lb/mfbm6 lb/mtbm2 lb/mfbm4 lb/mfbm9 lb/mfbra9 lb/mfbm*

0.4 lb/If0.7 lb/If1.0 lb/If1.5 lb/If2.0 lb/If2.7 lb/If .

3.0 gal /100 sf

3.0 lb/100 sf

25.0 lb/100 sf

1.1 ca/sf

6.6 ea/sf13.1 ea/sf19.6 ca/sf

5

5

10

10

1010

10

10

10

1010

10

10

10

10

10

10

I0

10

10

10

10

145.231.2

all work elements requiring equipment for theirperformance should be listed. For each workelement on this list, the type of equipment andmethod of performing the work should beselected. The production rate per day should

11 0...;


Table 6-1.Conversion and Waste FactorsContinced

Material

Masonry construction (coned)

Structural face tile (12 x 12)

Glazed structural tile

Conversion

1.0 cal/sf

% Waste

10

5-1/3 x 8 3.3 ea /sf 10

4 x 1 2 3.0 east 10

5-1/3 x 12 2.2 ea sf 10

Ceramic and quarry tile3 x 3 16.0 ea/# 10

6x6 4.0 ca /sf 10

9 x 9 1.7 ca/sf 10

MortarBlock (8 z 16) 3/8 joint

4" Wall 0.1 cy/100 blocks 20

8" Wall 0.2 cy/100 blocks 20

12" WallBritic (214 x 8) 3/8 joint

, 0.3 cy/100 blocks 20

4" Wall 0.3 cy/1000 brick 20

8" Wa:1 0.4 cy/1000 brick 20

12" Wall 0.4 cy/1000 brick 20

Structure tile (12°112)3/8 joint

4" Wall 0.2 cy/100 tile 20

8" Wall 0.3 cy/100 tile 20

12" Wall 0.5 cy/1 00 tile 20

Tile grout 20.0 lb/100 sf 10

Plastering

LathChannel (4") 0.3 lb/lf 10

a5; Lath 3.4 lb/sy 5

Nails (4d) 0.1 lb/sy 10

Tie wire 0.8 lb/sy ' 10

be estimated for each piece of equipment. Thequantity of work is divided by the productionrate per day to find out how many days ofoperation are required to perform the work.You will be briefed later in this discussion

6-9

145.231.3

on various factors affecting production and onsources of information used in determiningequipment production rates. Some elements ofwork require several items of equipment to be

used as a group rather than individually; in

111

STEELWORKER 1 & C

Table 6-1.Conversion and Waste FactorsContinued

Material

Plastering (con t'd)

Plaster (X")Scratch coatBcown coatFinish coat

Carpentry

NailsFraming

8d common10d common16d common

Sheathing (8d common)Flooring (8d casing)Roofing (8d common)Wall board (6d common)Trim

4d finish6d finish8d finish

LumberFramingSheathingFlooringRoofingWall boardTrim

Steel erection

Rivets (field)

Bolts (fieldTemporaryPermanent

these cases, the days of operation should beshown as days of group operation.

After determination of the number of daysof equipment operation required, the workschedule should be consulted to find the time

6-10

Conversion % Waste

cf/100 sy20 cf/100 sy10 cf/100 sy

5 lb/mfbm15 lb/mfbm10 lb/mfbm30 lb/mfbin30 lb/mfbm30 lb/mfbm.15.113/1000 sf

3 lb/1000 If7 lb/1000 If14 lb/1000 If

25 ea/ton

5 ea/ton25 ea/ton

1010

10

10

10

1010

1015

10

1010

10

15

2525

251510

10

S

S

145.231.4

allotted fdr completion of the work element. Itmay be necessary to work several pieces orgroups of equipment at the same time to com-plete the work within the schedule time. Also, itmay be advantageous to use several pieces or

Cha ter 6PLANNING, ESTIMATING, AND SCHEDULING

Table 6-1.Conversion and Waste FactorsContinued

Material :

Steel erection (coned)

Sheet metal

Roofing

Conversion 9l, Waste

- 10

Corrugated steel (6 inch end lap)26 inch width 115 sf/sq27.5 inch width 122 sf/sq

Wood shingles16 inch (4 inch18 inch (6 inch24 inch (8 inchNails (4d)

exposure)exposure)exposure)

Built-up roofing (4 ply)Sheathing paperFeltPitchGravel

Tiling

Floor tileAsphalt, vinyl, asbestosPrimerAdhesiveCleanerWax

Acoustic tileTileCement

groups of equipment at the same time because itwould result in more efficient operation. Anequipment schedule should be prepared for thetotal deployment using the work schedule todetermine when the work will be performed. Thenumber of pieces of each type of equipmentrequired at any one time can be determined

6-11

900 ea/sq600 ea/sq450 ea/sq4 lb/1000 shingles

1 sq/sq4 sq/sq

125 lb/sq400 lb/sq

5 gal /1000 sf10 gal /1000 sf5 gal /1000 sf5 gal/i000 sf

10

15

151515

15

20

201010

1020202020

- 10

25 gal /1000 sf i 20

145.231.5

from this schedule. This schedule will indicatethe peak workloads for each equipment type. Astudy of the peak loads may show that it is

desirable to revise the work schedule to moreevenly distribute the equipment workload andthereby reduce the amount of equipmentrequired for a deployment. Other alternatives

113

STEELWORKER I & C

Table 6.1.Conversion and Waste FactorsContinued

Material

Glass and glazing

Glass8 x 12

.10 x 1612 x 2014 x 2416 x 28

Glazing clips

Putty8 x 1210 x 1612 x 2014 x 2416 z 28

Caulking

Primer

Compound (IA x ;0

Painting

MetalEnamelZinc whiteWhite lead

Wood

EnamelZinc whiteWhite leadVarnishFlatGloss

Conversion

75 panes/box45 panes/box30 panes/box22 panes/box16 panes/box

0.6 lb/pane0.8 lb/pane0.9 lb/pane1.1 lb/pane1.4 lb/pane

2 gal /1000 if

13 gal /1000 if

0.2 gal /100 sf0.2 gal/100 sf0.2 gal /100 sf

0.2 gal /100 sf0.2 gal /100 sf0.3 gal /100 sf0.2 gal /100 sf0.2 gal/100 sf0.3 gal /100 sf

% Waste

1010

1010

10

10

20

2020

2020

10

10

101010

1010

101010

10

1

would be considered, such as running two shiftson critical machinery or equipment, or sendingan advance party to begin manufacturing,precasting, fabrication, or stockpiling before thearrival of the main construction force.

4

6-12

Following a reviewwork schedules andadjustments to them, arequirements for theprepared. In preparing

145.231.6

of the equipment andmaking all possiblelist of the equipmentdeployment can bethis list, downtime

1 1 'A 'I

Chapter 6PLANNING, ESTIMATING AND SCHEDULING

MATERIAL ESTIMATE

WORKSHEET

SHEET OF 1/

ESTIMATED BY DATE /9-

CHECKED BY _8411 DATE /9-

NMC B 9 LOCATION e^"7.-.)-'1.4"`-'142--* YEAR / 9-/ DESCRIPTION a.t"fx,d6PROJECT

DESCRIPTIONWORK ELEME

QUANTITYCONVERSION

UNIT

QUANTITYREQUIRED

REMARKS

COPgefe.-4, al2 c.. y

re-7-,..015-4 sepospo

?ixficie, 5" Coo SF F.Le, 60 , 7 n I

254 i 4 / , z6. cz5-0 ,I. F641 * a- )ce.e, ..e it......

rr-r-res.. oli..e do f r's'eV2400 SF ,a C 9a11--)....

. ,, t e:e.a 8 'al., . / 2 5- Go25 ,e41-

ie.& led de, , / zc 625 ca.c.Ai i r

11/A4 ---e-e---, , ( 4'

.- . ....../ .......:/ A , /Z2.5-A /cow y x...f 0-,.. ...,t r x 4 e e -g i gfr es x ,, .1

re. e., 'ol V)6,Z c

6 ;4_ p ae..-ICers444e-tc.,

TeIZZ344W eta 6 6" 4 0 3 .42-43

7. T;of..e. . .,

avrged0010

3 7 c. y

/ & a. C y

Ce.e.pi,f_i 4-2005 I 8"/ 2 0 0 SF 2 4 $a-.0

P4414.-Po-sami 5000 SF -2. 544.1000 5.c. /0 4-160,

_,T2Yiet4-)4te 04' do . o o 03 4. c- y

Figure 6-3. -- Material estimate worksheet.

6-13

87.2

STEELWORKER 1 & C

MATERIAL ESTIMATE

RECAP SHEET

NMCB

PROJECT

SHEET NO-47.____ OF

ESTIMATED BY n DATE /9"CHECKED BY

9 LOCATION a--r-ste.4-41...c.__-0/ DESCRIPTION,

DATE f?'

YEAR / 9-

DESCRIPTION QUANTITYWASTE& LOSS

FACTOR

WASTE &

LOSSQUANTITY

TOPROCURE

REMARKS

F 2,4 1,Ziato I0,77ii)ery A /

1 gqi-e__ /07 3 6 c, opoLF 300,

_4;fgriAl ate, g 4e I/510 5k ,

idfizzo ro3 fes---rA:..:, &az Ii 5es

e2.-.11-- Ao 545£1 .. se'sI I I39/ 54 /470 / 3 ? 15-345A-

-,,,- 4r.....401CFi,11 .o / 3 7 Cy

--?-1,,i4.44,,c7 Utak e c Y_ .91' c y

87.3

Figure 6- 4. Material estimate recap sheet.

6-141GG


MCB

SHEET._2_0EaESTIMATED BY Wie 4,441.____ DATE I?

CHECKED BY Iti_iiyar DATE 9

EQUIPMENT ESTIMATE

LOCATION "zautt/ YEAR 19r

PROJECT 47 DESCRIPTION 1941,144/2.1

erietaat ilioAdk;ef ge.411,

3 3- 2 Y2 -47 Xt.!_e

9.u./14/4 io leaf fi/..1;x, Aitaite

/- ,2414/Gt fo icy 7121di2oad/,0 ivn ,t/1141.4/ k.a.1141 .11, 2 .21144 44041.11 fe

4.442141 .A.144A41 .141-1 -a. JAI-al -wit/ AZZI/d1/4 41.141:44.90

&aid .eliati ....II110 44.41/ k .LizA

-Aut.024, iktultm, ziatikise-t AndeLL /- Eusxdul`rte

2,40o/ 200' 2- 41.1.411,1.7.414, 4/4141 ,

/ -- wittil toeiti. Aith;(/ 4/d/ u/

4.4u;a,

idh .golt last0.1. 414 14.41,e4:M

xekg. tizpi Xtz

4..c+itihij d.vot.i.1.,Lui Ittfde.c.* GU- Arden

4_14-etai.

Figure 6-5.Equipment estimate.

should be anticipated. Sufficient equipmentshould be added so that when the equip-ment is out of service awaiting repairs, areserve piece is available for use. This is

especially important for automotive equipment.

6-15

145.5 ,

The number of pieces of equipment requiredfor a deployment is obtained by adding the re-quired reserve equipment of each type to thepeak figure indicated by the equipmentschedule.

111

STEELWORKER I & C

Factors Affecting Production

In realizing the importance of equipment ingetting construction Work done, you can see thatspecial care is needed in preparing equipmentestimates. You will, often have to consider anumber of factors before arriving at an estimateof how much work to expect from an individualpiece of equipment. Some of the important fac-tors affecting equipment production are theaverage speed at which the equipment will beoperated, the type of materials to be handled,the experience of operators, the age and condi-tion of the equipment, the time allotted forcompletion, the climate, and safety.

EQUIPMENT SPEED.Maximum speedsare established either by a governing authority,such as a highway or street speed limit, or by acommand, such as an operating limit on theequipment. In either case, the speed limits mustbe considered when the average hauling speed isbeing estimated, which, in turn, determines theamount of material the equipment will move in Iday. The estimator should NOT make themistake of using the speed limit as the averagespeed at which the equipment will be operated.Equipment speed will usually average 40 percentto 65 percent of the normal speed limits,depending upon the condition of the road, thenumber of intersections to be crossed, theamount of traffic, and the length of haul.Longer hauls will usually result in higher averagespeeds, other conditions being equal.

TYPE OF MATERIALS TO BEHANDLED,The type of material to behandled has a definite effect on the amount oftime required. For example, wet, sticky clay isslower to dig, load, and dump because it sticksto the bucket, pan, or truck bed, and requiresjarring and shaking to loosen and dump theload. On the other hand, damp, sandy, loamdoes NOT stick to buckets, beds, or pans and re-quires little or no jarring' or shaking; therefore,the time required for these extra maneuvers issaved. With a clamshell bucket, sand handleseasier and quicker than gravel or crushed rock.Bulky, hard-to-rig material and equipment re-quire more time to load and unload when acrane is used for Ening. For example, a large

timber or steel beam is easy to handle by simplyputting a choker sling around the midpoint andlifting, while a large, bulky piece of equipmentwould require bridle slings placed so as tobalance the equipment as it is lifted. Several triallifts usually are required, moving the slings aftereach lift, before the equipment is balanced forsafe lifting.

EXPERIENCE OF OPERATORS.Theexperience of the operator must be given con-sideration when the production capabilities ofthe equipment is being estimated. An expe-rienced operator knows the short cuts and per-forms work with the minimum of effort andmovement, thus getting maximum productionfrom a machine. For example, an experiencedoperator will spread a load of dirt with lesspasses than an inexperienced' operator will andwill also do a better job of spreading. Also, inex-perienced operators are likely to foi get some ofthe required maintenance operations and, as aresult, tend to have more downtime with theirequipment.

AGE AND CONDITION OF EQUIP-MENT.The age and condition of equipmentcertainly must be considered in estimating thenumber of days required to perfoim a project.Old equipment and poorly maintained equip-ment are more likely to have downtime than newequipment or equipment in good operating con-dition. Also old and worn equipment respondmore slowly to the opeiator, ha:. less power, andare, generally. less efficient. Downtime ofequipment sometimes affects more than just itsown operation. For example, if one of fivetrucks hauling dirt broke down, it w ould affectonly its ow n operation, but if the equipmentloading those five trucks broke dow n, it wouldstop all of the trucks, plus the equipmentspreading and compacting of the dirt beinghauled.

TIME ALLOTTED FOR COM-PLETION.The time allotted for completionaffects production if crews must work longhours daily, or if work must be performed undercrowded conditions to complete the projectwithin the allotted time. Crews working longhours daily without su ftiLien[ rest and relaxation

6-16.4 t....,


tend to slow down, especially when this con-tinues for several weeks, causing totalproduction to be lowered. Also when work isperformed under crowded conditions, efficiencydrops, and the amount of production is lowered.More efficient operation and more productionare usually obtained by working two or moreshifts per day.

CLIMATE.Climate, of course, has a con-siderable effect on production equipment inoutside, work. Rain slows down the work, andfrequently stops it for the remainder of the dayand sometimes for several days. In climates hav-ing considerable rainfall , as in Okinawa, equip-ment will NOT produce as much per hour or perweek as in dry climates. Extremely cold weatherslows down the operator and lowers the effi-ciency of the equipment, thus lowering produc-tion. Climate also has an adverse effect upon thespare parts required to maintain equipment inoperating condition and should be consideredwhen spare part requirements are being deter-mined. Very dry climates with considerable dustcause more rapid wear on parts, such as enginesand bearings, while wet climates cause morerapid wear on parts, such as track assemblies, ifworking in muddy conditions.

SAFETY.Safety factors sometimes limitthe amount of work which can be produced with

a machine, and therefore, they must be con-sidered as a proauction factor. For example,although the manufacturer's crane rating mayshow it to be capable of lifting 40 tons with a70-foot boom at a 45° angle, the maximum lift-ing capacity of that particular crane may havebeen limited to 85 percent of the manufacturer'srating as a safety precaution. The crane can thenonly be used to lift 34 tons with a 70-foot boomat a 45 ° angle. Certain pieces of equipment mayhave their speed limited because of safetyprecautions, which would reduce the rate ofproduction as discussed earlier in the section on"Equipment Speed."

Equipment Production Rates

Numerous sources of information aboutequipment production rates are available. These

sources include manufacturers' tables anddiagrams, Government manuals, and estimating

6-17

books. Production rates are usually available inmost SEABEE operations offices. However, it is .NOT practical to draw up a production tablewhich would consider the particular combina-tion of factors affecting production on a givenproject. Production rates found in tables,therefore, must be adjusted to fit the conditionsexpected on the particular project beingestimated. In order to make the adjustment in-telligently, the estimator should know on whatbasis the rate in the table was established. Thisinformation is usually contained in theforeword, in notes for the table, or in instruc-tions for using the table.

MANPOWER ESTIMATES

A manpower estimate is a listing of thenumber of man-days required to complete thevarious work elements of a specific project.These estimates may show only the man-days foreach work element and the total man-days, orthey may be in sufficient detail to show thenumber of man-days of each ratingsuch asSteelworker, Builder, Utilitiesman, and so

onfor each work element. Manpowerestimates are used in determining the size of thework force and the ratings required on a deploy-ment, and to provide the basis for scheduling thework force in relation to the construction'sprogress. Two types of manpower estimates thatyou may prepare are preliminary and detailedestimates. A suggested procedure for preparingeach type is given in subsections below.

Preliminary

Preliminary manpower estimates are used toestablish costs for budget purposes and to pro-gram manpower for succeeding years. They maybe used as very rough checks of detailedestimates, but they can be expected to vary asmuch as 10 to 15 percent from the detailedestimate. Preliminary manpower estimates areprepared from limited information, such as thegeneral descriptions of the projects orpreliminary plans and specifications, with littleor no detailed information. They are usuallyprepared on the basis of area, length, or anyother suitable measurement.

In preparing preliminary manpowerestimates on the basis of area or lineal

11:2

STEELWORKER 1 & Ca*

measurement, it is first necessary to computethe area or other measurement of the projectfrom the information at hand. Next, theconditions under which it will be constructedmust be considered and a suitable man-day

per unit figure selected from the tables. Thequantity of measurement is then multipliedby the man-day figure selected to obtain thetotal estimated man-days required for the pro-ject.

46 Table 6-2.-Housing and Special Services Building Construction

Work element description Unit

Man-days per unit

Adversecondition

Averagecondition

Favorablecondition

For preliminary estimates only:

Masonry and concreteconstruction:

BOQ SF 0.95 0.60 0.40Barracks SF 0.85 0.55 0.35Chapel SF 1.5 1.0 0.6Community center(60% under roof) SF 0.45 0.30 0.20

CPO club SF 1.5 0.8 0.5Dry cleaning shop SF 1.00 0.65 0.40EM club SF 1.2 0.8 0.4Gymnasium SF 1.2 0.8 0.5Handball court(walls on 3 sides) Each 800 540 350

Housing (family quarters) SF 0.60 0.40 0.25Library SF 0.85 0.55 0.35NCO club SF 1.5 1.0 0.6Officers mess and club SF 1.5 1.1 0.7Post exchange, shipsstore, and retail shops SF 0.80 0.50 0.35

Roller skating rink(open sides) SF V.40 0.25 0.15

School SF 1.2 0.8 0.5Service station SF 1.30 0.90 0.55Theater SF 2.00 1.35 0.89Butler bldg.' SF 0.15 0.10 0 06Butler camp complete' Man 12 8 5

Note: Man-days per unit are for buildings completely equipped.

' Man-days shown do not include interior partition.2 Based on a ,,,ii.pli. ti, -imp uth ines,iny !aunties, all utilities and laatoo !aunties, administration buildings.

Does not include shops

87.104

i4.6-18


For example, an EM club is to be builtwith reinforced concrete frame and roof,clay the and plaster walls. The building is

to be 60 feet wide by 80 feet long. Then 60 feetby 80 feet = 4800 square feet. Assume the pro-ject site is in Spain, and the estimator believesconditions will be favorable for construction.Reference to table 6-2 shows that 0.4 man-dayswill be required for each square foot of area ofthis type of construction. So, 4800 square feet by0.4 man-days per unit = 1920 man-daysrequired for construction of the club com-plete.

Or, suppose a camp for 500 SEABEES con -sift :ig of Butler bui'.dings, with galleys andreefers, complete with sanitary facilities, heat,electric power, water, and communications, is

requIreLi on an island in the Pacific. Conditionson the island are such that the estimator decidesa man-day per unit figure halfway betweenaverage and adverse conditions is the correct oneto use. Referring to table 6-2, the man-day per

unit figures arc 12 lor ad%erse and 8 for average.Halfway between this figure is:

8 + 12 10 man-days per unit.2

Now, multiplying the 500 SEABEES by 10 man-days per unit = 5,000 man-days required to con-struct the camp complete.

In preparing manpower estimates, you mayhave occasion to use table 6-3. This table may beused in the preparation of preliminary estimatesfor warehouse and magazine construction.

In using tables, such as those presented intable 6-2 and table 6-3, the estimator cJouldselect the man-days per unit figure to be usedfrom the table after considering the various ca.:tors which might affect production at the site.Factors that should be weighed and considered,in making both preliminary and detailed man-power estimates, include: the weather outlookduring the construction period, the skill and

Table 6- 3. Warehouse and Magazine Construction


Man-days per unit

AdverseCondition

AverageCondition

FavorableCondition

For preliminary estimates only:Masonry and concrete

construction:

Flammable storage SF 0.70 0.45 0.30

Magazine, small arms SF 1.10 0.75 0.45

Storage shed SF 0.50 0.35 0.20

Warehouse SF 0.60 0.40 0.25

Pretabri,:ated structure:

Butler warehouse SF 0.12 0.08 J.05

1 aith co.cred concretemagazine SF 0.5 0.3 0.2

Note: Man-days per unit are for building completely equipped.

6-'9

121

87.105.0

STEELWORKER 1 & C

experience of the SEABEES who perform thework, the time allotted for completion of thejob, the size of the crew to be used, theaccessibility of the site, and the types of materialand equipment to be used.

Remember that tables 6-2 and 6-3 aredesigned for the preparation of preliminaryestimates and may be used to obtain a quickestimate of the work force needed. They willNOT give nearly as accurate results as detailedestimates which attempt to adjust for all of thefactors which affect the number of man-days re-quired to construct a project.

Detailed

Detailed manpower estimates are used todetermine the work force required for construc-tion of a given project. They are also used todetermine total direct labor requirements of aSEABEE deployment.

It preparing detailed manpower estimates,first obtain the work element quantity from thework element estimates worksheet. Using theappropriate table as a starting point, select theman-days per unit figure; adjust it, as necessary,to compensate for new tools, equipment,methods, and previously maintained factors,and then multiply by the quantity to obtain thetotal man -days required for the work element. Ifa work element estimate summary is prepared, acopy of this summary sheet can be used as amanpower estimate worksheet by adding twocolumns ;one headed "Man-days per Unit"and the /other "Man-days Required." The man -days p r unit figure should be entered in theappropiate column. Extensions are then madeby multiplying the figure in the quantity columnby the figure in the man-days per unit column,the result being the man-days required. An ex-ample of a work element estimate summar,sheet used as a worksheet for manpowerestimates is shown in figure 6 6. If the summarysheet is NOT used, worksheets should beprepared listing the work elements and theirquantities. Otherwise, the procedure is thesame as indicated above, with the worksheet

substituted in place of the summary sheet. Theseworksheets record the manpower estimate whenprogress control is to be exercised to the extentdetailed in the tables. If lesser control is desired,a summary sheet should be prepared with thework elements detailed to the extent desired.

Table 6-4 illustrates the type of table whichyou might use in preparing detailed manpowerestimates of structural steel erection. As an ex-ample in the use of this table, suppose that agymnasium is to be erected on an island in thePacific, using structural steel frame and steelroof trusses with high-strength bolted field con-nections. The work element estimate lists thefollowing quantities of steel to be erected:

Columns and beams ...TrussesPurlinsHigh-strength bolting

. 46.5 tons18.5 tons15.8 tons

.1,800 bolts

USES OF A .CONSTRUCTION SCHEDULE

Before, during, and after constriction, theschedule serves as an operational guide for allmanagerial and supervisory personnel. Withoutthe schedule, coordination a.u.1 teamwork wouldbe difficult to achieve.

BEFORE CONSTRUCTION

Before work actually begins, the schedule in-sures that the person in charge has an idea of thetime required for construction. It shows clearlythe sequence in which the personnel, materials,and equipment are required, thus allowing one,job to be.integrated with another and insuringmaximum utilization of the constructing unitscapability.

DURING CONSTRUCTION

During construction, the schedule servesas a basis upon which to issue orders to

6-20 1 7 0


NMCB

PROJECT OR

SHEE

ESTIMATED BY. ear' DATE /9"

CHECKED BY,SAIAL DATE/7-

WORK ELEMENT ESTIMATESUMMARY SHEET

,CIdec;LOCATION

DESCRIPTION_-YEAR /57-

WORK ELEMENT QUANTITYMAN-DAYSPER UNIT

MAN-DAYSREDUIRCO

ittAllA;it 4fieliPdfiiii /RAO ey 416/470q 794

1f44&2/277 cy Yiooacy Zr

atel ..etitiese1441 1277 cy AY "83./.: al000 c Z7.5"

, IniffirallEgri 4877

iltel Allia. .4iiii 39 i 7ci irrox. 596.0a

. _1 ' .8 a yc IV/

. / 737.73

Figure 6-6.--Manpower estimate worksheet.

subordinates. It insures that equipment is NOTtied up longer than necessary, and that largenumbers of personnel are NOT brought on thejob before they can be employed efficiently.Such a situation is NOT only wasteful, but is

6-21

82.811

quickly interpreted as lack of organization, andwill have an extremely adverse effect on the unitsmorale. The schedule enables the supervisor toprepare checklists to see exactly what jobsshould be in operation at a given time, rather

123

CX

STEELWORKER 1 & C

Tabk 6-4.Structural Steel Erection


M an-days per unit

Adversecondition

Averagecondition

Favorablecondition

Unload, erect, plumb, and level: 0

Columns and beams Ton 4.2 2.8 1.4

Girders Ton 3 2 1

Trusses Ton 6.3 4.2 2.1

Girts and purlins Ton 4.2 2.8 1.4

Window and door framesI

Ton 8.4 5.6 2.8

High-strength bolting 1000 40 25 15

Bolts

Weld;ng structural steelconnections (1/4" weld) 1000 LF 100 63 38

For quick estimates:

Structural steel erection,complete Ton 5.7 3.8 1.9

Typical crew: 1 crew leader, 1 crane operator, 4 to 6 workers unload ng, plumbing and connecting, and2 to 4 workers bolting and welding.

than to assume "everyone is working, soeverything must be all right." The schedule is ameans of insuring that material is NOTproduced or delivered long before it is required,and that storage facilities are utilized efficiently,and that effort is NOT expended needlessly inrehandling materials.

When field changes occur or production isslowed down, the schedule serves as a basis bywhich a supervisor can evaluate the effects uponrelated woi k items and devise solutions whichwill cope with the changes in scheduled opera-tions.

Up-to-date actual progress, plotted upon theschedule at regular and frequent intervals,reveals work items that are falling behindschedule in time to apply corrective action. Theschedule also serves as the basis for preparationof progress reports to higher command levels.

6-22

145.232

AFTER CONSTRUCTION

After the project is completed, an analysis ofthe schedule can be useful in isolating informa-tion for future reference. Noting items fellbehind or were completed ahead of schedule willenable estimators to re-evaluate their time ratesand modify them for future use based on newexperience.

ELEMENTS OF SCHEDULING

The elements used in scheduling work in-clude the work item number, the item descrip-tion, the unit of measurement (cubic yard,square yard, ton, each, etc.), the quantity ofwork to be performed, the relations of each itemto the whole in terms of work to be performed,such as percentage of the total work required foreach item, units of time to be used in the

12,1


schedule, the starting date, the time required foreach item, and the completion date. Theelements of scheduling equipment and the workforce are similar to those of scheduling work,but in addition, the number of pieces ofequipment and the number of personnel are in-

cluded.

PRINCIPLES OF SCHEDULING

The development of a schedule is governedby four principles which remain fixed, eventhough the type of schedule is changed.

SCHEDULED OPERATIONS CANNOTEXCEED THE CAPABILITY TOACCOMPLISH THE WORK. For example, ifonly five welding machines are available, themaximum which can be scheduled at any given

time is five.

SCHEDULED OPERATIONS MUSTFOLLOW THE SEQUENCE OF THE WORKREQUIRED FOR THE PARTICULAR JOB.For instance, the same part of a road cannot be

surfaced while the base course is being con-structed, nor can a roof be put on a buildingbefore the foundation and walls are up.

These two principles may appear so-obviousas to merit little attention, yet the most commonerrors in scheduling involve violations of both.If a schedule is made which does NOT violate ,either of these principles, it will be a workableschedule, but it will NOT necessarily be a goodschedule. Two other principles must be observedto develop a good schedule:

CRITICAL ITEMS MUST BE SCHED-ULED AS SOON AS POSSIBLE. Maximumspeed in completion of a project is most fre-quently the aim in advanced base construction.This is usually achieved by scheduling thoseitems which take the longest, or upon whichmany other operations are based, to begin asearly as possible.

SCHEDULING MUST INSURE CONTI-NUITY OF WORK EFFORT Maximum effi-ciency in accomplishing a particular work item is

6-23

best achieved if the time for accomplishingthat item is as continuous as possible. Forexample, a crew-member on a project shouldNOT be required to change from cutting andtying rebar to installing duct work or doing someother type of work. This red tees the output, andrequires mere supervisory personnel. These last

two principles are often in opposition to oneanother and a balance must be made betweenthem to obtain the best schedule.

TYPES OF SCHEDULES

Work schedules are usually prepared for thedeployment as a whole-and for each project ofthe deployment. Manpower and equipmentschedules are normally prepared at the sametime, because the information they contain is re-quired for the preparation of the workschedules. The separate projects of a deploy-ment are scheduled in the deployment schedule;the separate work elements of a project arescheduled in a project schedule.

A typical deployment work schedule is

shown, in figure 6-7. The deployment will

accomplish three projects: (1) the constructionof 22 replacement housing units, (2) the layingof 12,600 linear feet of a POL (petroleum, oil,and lubricant) system, and (3) the constructionof 28,000 square ards of road. It is estinvitedthat, of the total Nsori, time allotted, 58.7 per-cent will be required for the teplacementhousing, 23.9 percent for the POI system, and17.4 percent for the roads.

Project 1 will begin in March and end inOctober; project 2 will begin in April and end inOctober; and project 3 will begin in March andend in July. The estimated percentage of com-pletion of each project for each month is asshown. These monthly figures are used to deter-mine the estimated percentage of completion ofthe total project (deployment), shown at thebottom of the page. For example, in May, 34percent of 58.7 percent, 18 percent of 23.9 per-cent, and 58 percent of 17.4 percent of the workwill be accomplished. This amounts to 34

percent of the total work.

STEELWORKER 1 & C

DEPLOYMENT WORK SCHEDULE

NMCB 40 LOCATION -- DIEGO GARCIA YEAR - 19- PREPARED 1-4- BY G. SMITH

L.

PROJECTNO. DESCRIPTION UNIT QUANTITY

WEIGHTEDVALUE

MONTHLY PRODUCTION - EST. AND ACT.

MAR APR MAY JUN JUL AUG SEPT OCT

1 REPLACEMENT HOUSING UNITS 22 58.7 110 25 34 43 52 66 85 100 1

2 POL SYSTEM LF 12,600 23.9 2 18 39 58 80 91 1001

3 ROADS SY 28,000 17.4 18 31 58 75 100 1

..

TOTAL PROJECT 100.0 7 21 34 48 62 76 89 100

WEIGHTED VALUE IS THE PERCENTAGE OF THE TOTAL MAN -DAIS ALLOCATED TO EACH PROJECT.

82.91

Figure 6-7.Deployment work schedule.

PROJECT WORK SCHEDULE

NMCB 40 LOCATION -- DIEGO GARCIA YEAR -. 19- PREPARED 1.4- BY G SMITH

PROJECT - POL SYSTEM

ITEMNO.

DESCRIPTION UNIT QUANTITY WEIGHTEDVALU

MONTHLY PRODUCTION - EST. AND ACT.

MAR APR MAY JUN JUL AUG SEPT OCT

2A11TRENCHING, DITCHING,

& BACKFILLING CY 2,200 9.1 10 V 44 61 78 95 100

2M2 INSTALL VALVES EACH 25 0.9 IS 50 80 100

2M4 CONSTRUCTION VALVEF, TS

EACH 10 10.9 10 40 65, 90 100

2M13 INSTALL 12 PIPE LF 12,600 59.2 20 39 58 77 95 100

2R9 PUMP NOUSE EACH 1 15.4 15 40 65 85 100

2Q3 vig IV IftOETI) ABOVEL/S I 5.5 5 20 40 55 70 90 100

TOTAL PROJECT 100.0 1 18 39 60 79 96 160

82.92Figure 6-8.Project work schedule.

6-24 12G


Figure 6-8 shows the work schedule for oneof the projects shown in figure 6-7. Figure 6-9shows the deployment manpower schedule for 1month of deployment. The total man-days permonth figure at the bottom is the sum of thetotal per day full-day figures, plus half the sumtotal per day half-day figures. Figure 6-10 showsa 1-month manpower schedule for one of theprojects shown in figure 6-9.

Figure 6-11 shows the equipment schedulefor the deployment. The interval during whicheach item of equipment will be required is in-dicated by a BAR at the right. In figure 6-12, asimilar chart, called a BAR CHART, shows the1-month equipment schedule for one of the pro-jects. Figure 6-13 shows a simple tabular type ofthe project work schedule.

TECHNIQUES OF SCHEDULING

In scheduling a project, the first procedure isto list the work elements. Next, determine the

construction sequences; obviously, excavatingmust come before foundation placement,building completion before the base course andpaving materials can be placed, etc. The startingdate for the project is the starting date for thework element which is first in the constructionsequence.

The time required for each work elementis determined by dividing the estimated man-days required by the number of personsexpected to be assigned to constructing thatelement. Each work element is scheduled in itsproper construction sequence, showing startingand completion dates. Often, of course,it is NOT economical to wait until oneelement is finished before starting another.For example, concrete foundations can bestarted at one end of a building whileexcavating is still going on at the other end,or paving can begin at one end of a roadwhile grading is still going on at theother.

DEPCOYMENT MANPOWER SCHEDULE

NMCB 40 LOCATION DIEGO GARCIA YEAR - 19- PREPARED 1 4 BY G WITH

PROJECT POL SYSTEM

PRNO

DESCRIPTIONJULYn 3 11. 5

IMM 49 WW2.6 8 9 10

BallEIMEVASSEIrrrnelirAC4II 12 15 16 17 fl 19 20 21 FT/MR=27

50anEMIR47 47 OfiEV

55

3'

55

1REpLAcEmzNT

HOUSING

54

A Well 111

14014050

2 POL SYSTEM raIA

liRA___03111111111111raiiri

50

40 40 3 V...P1M4E0

S.

MN

in

49 49 01KIEINIIng as UWE 5o 5o

40--....o,A 1$1.1.1.11111411111140 40rn uo.40 0nig11.4

3 ROADS40

ISMMIS /VE

111111 NM NI.1 III Loma

MI in.I I.aMi1

A 1111 n imoils_NE0713p.A3011.311EMPACIBM

2111

.AEOW 51111

III'AMPTOTAL

PER DAYPERSONS fai 13 E

TOTAL MANDAYS PERMONTH

E 3288A

DENOTES SUNDAYS AND HOLIDAYS WHEN NO WORK IS SCHEDULED.

ZDENOTES SATURDAYS WHEN HALF DAY'S WORK IS SCHEDULED.

Figure 6-9.Deployment manpower schedule.

6-25

127

82.93

STEELWORKER 1 & C

PROJECT MANPOWER SCHEDULE

NMCG 40 LOCATION DIEGO GARCIA YEAR . 19- ,PREPARED 1.4 - BY G. SMITH

PROJECT POL SYSTEM

IT.NO. DESCRIPTION

LiLi

JULY

I Z

MI

3

2

4

NM0010Hr.41.

5 6 1

II82

qfirliral

sO

IMII 12

M.13' 14

PiNM 17

2 il 218

219

OCIlillil20 21 MEEMEri

7 7 72 . Z7

A28FMED7 Ella2A11

TRENDING, DITCH.11111111.40121$2FAING, BACKFILL .

MMIN

IMCIUMDMMIMMMM

III2442 INSTALL VALVES LIMMMIM. MEN MMUM M2144

CONSTRUCTVALVES PITS

I A 6 t i 6 000E1 i 0 Itj 5 5 go 10 6 6 10 6 WW1 611 AgiltMCIEjlraEs MI IMi iii 1111

21413INSTALL ir PIPE PIEMBECOMMEEZ6MEttaM2 ratERIMAIR3 MrilleMEBEB 6

Fil NI . 1111

2R9 PUMP HOUSEF4TAILIOMMOININ1Anal tz tz MO q q 11111112 EUVI 7 7 10 IIM N w in to

MEI MEM III,h3'' WORK NOT

COVERED ABOVEMin000 4 El a MOVI 0M4FINVIElfatI4E111 2 2

i I 11111TOTAL PERSONS

PER DAYMEFEr11.1.11. 4MIUM4a 4q 30 51 ED47 4300 5050 54 Ffif." PIAEEI 501}A

TOTAL MANDAYSPER MONTH

F 11 74A

Figure 6-10.Project manpower schedule.

DEPLOYMENT EQUIPMENT SCHEDULE

NMCB 40 LOCATION DI EGO GARCIA YEAR .. 19- PREPARED 1.4- BY G. SMITH

PROJECT NO.& oncEP. EQUIPMENT

NO.

REQ.MAR APR MAY JUN JUL AUG SEPT OCT

1

REPLACEM1HOUSING

AIR COMPRESSOR, 210 CFM I

BULLDOZER, 113/130 DBHP /

CRAWLER CRANE, 43 TON /

MORTAR MIXER, 6 CF 2MOTOR GRADER, 12' BLADE I

TRUCKS, 2 TON, STAKE 3

7POL SYSTEM

BULLDOZER, 113/130 DBHP IMORTAR MIXER, 6 CF /MOTOR CRANE, 20 TON ZTRENCHING MACHINE I

ROADS

ASPHALT DISTRIBUTOR, 24' WIDTH-_,ASPHALT FINISHER, 10 14 WIDTH

ASPHALT PLANT, COMPLETE, 100 TON /BULLDOZER, 110/113 DBHP 2MOTOR GRADER, 12' BLADE /SCRAPERS, SELF.PROPECL ED, 12 CY 3TANDEM ROLLER, SELFPROPELL ED /TRACTOR, PUSHER, 113/130 DBHP /TRUCKS, 10 TON, DUMP 3VIBRATING COMPACTOR

ALLPROJECTS

CONCRETE BATCH PLANT. COMPLETE /TRANSITMIX TRUCKS, S/5 CY 3

82.94

Figure 6-11.Deployment equipment schedule. 82.95

6-26

128


PROJECT EQUIPMENT SCHEDULE

NMCB 40 LOCATION -. DIEGO GARCIA YEAR -- 19 PREPARED 1.4 BY G. SMITH

PROJECT POL SYSTEM

It DA NO. &DESCRIPTION

EQUIPMENTNO.

REQ.

MAR APR MAY JUN JUL AUG,

SEPT OCT

2A11TRENCH & BF

TRENCHING MACHINE I

BULLDOZER, 130 DBHP I

2M2INST VALVES

MOTOR CRANE, 20 TON

W or it in conounc *ion., with le v.3,413

INST 12. PIPE

MOTOR CRANE, 20 TON 2BULLDOZER, 130 DBHP I

2R9PUMP HOUSE

MOTOR CRANE, 20 TON I

MORTAR MIXER, 6 CF

62.96

Figure 6-12.--Project equipment schedule.

PROJECT WORK SCHEDULE

NMCB 40 LOCATION -- DIEGO GARCIA YEAR -- 19 PREPARED 1.4 -- BY G. SMITH

PROJECT -- POL SYSTEM

ITEMNO.

DESCRIPTION UNIT QUANTITYWEIGHTED

VALUE

ESTIMATED ACTUAL

START FINISH START FINISH

2A11 TRENCHING, DITCHING,& BACKFILLING CY 2,200 9.1 4.16 10-18

INSTALL VALVES EACH 25 0.9 7-16 10.16

2A4 CONSTRUCT VALVE PITS EACH 10 10.9 5-14 9.20

INSTALL 12- PIPE LF 12,600 58.2 4.30 10-16

PUMP HOUSE EACH 1 15.4 5-14 9.29

WORK NOT COVERED ABOVE L/S 1 5.5 4.16 10-18

TOTAL PROJECT 100.0 4.16 -- 10-18

Figure 6-13.Project work schedule.

6-27

1 2 J

82.97

STEELWORKER. 1 & C

PROGRESS CONTROL

Progress control is exercised by:

1. Measuring actual production againstplanned production.

2. Determining causes of discrepancies, ifthere are any.

3. Taking remedial action to correctdeficiencies in production and to balanceactivities in order to attain overall ob-jectives.

REPORTING PROGRESS

Work accomplished should be reported ondaily labor reports. However, in some types ofwork, it is more convenient to report work quan-tities as portions are completed, rather than toattempt to report partial completion of portions.For example, if 2,000 cubic feet of earth must beexcavated before a section of runway paving isto be placed, it is difficult to estimate partialprogress of the excavation, and NO report isusually made until the excavation is completed,ready for paving.

Items suitable for daily reporting are thosewhich may reasonably, be expected to show afairly steady production rate per man-hour; suchas placing concrete or asphalt paving orexcavating and/or hauling of large quantities ofcut and fill. For such items, daily reports providea continuous, running check on progress.

A daily report should show the man-hoursexpended on each work element. Preparation ofweekly or monthly reports is accomplished byrecording daily reports in ledger form andtotaling fc r a week or month.

Monthly progress reports are usually made innarrative form, with a progress chart (explainedlater) included in the report. Major problemsaffecting progress should be described, and anyunusual construction methods should bereported in detail with sketches included ifnecessary. If progress is behind scheduie, thereport should describe what measures are beingtaken to bring it back on schedule, or explainwhy the completion date cannot be met andwhat extension of time is needed for completion.

6-28

CHARTING PROGRESS

A common way of charting progress is toinsert percentages of actual work completed inspaces left adjacent to the figures for estimatedcompletion percentages on work schedules.

THE CRITICAL PATH METHOD

In past years, a network analysis system ofproject planning, scheduling, and control, calledthe CRITICAL PATH METHOD (CPM) hascome into existence and widespread use in theconstruction industry. The object of CPM is tocombine all the information, relevant to the plan-ning and scheduling of project functions into asingle master plana plan that coordinates allof the many different efforts rooked toaccomplish a single objective, that shiPs the in-terrelationship of all of these efforts, that showswhich efforts are critical to timely completion,and hence promotes the most efficient use ofequipment and manpower.

The Critical Path Method of scheduling wasone of the outgrowths of the Program Evalua-tion Review Technique (PERT) developed in theSpecial Projects Office, BuWeps, Navy Depart-ment and a project planning and schedulingtechnique based on network analysis calledCritical Path Planning and Scheduling (CPPS).

.1°41's

While CPM has been most widely applied inthe, construction field, other possible applica-tions are almost unlimited. A shop supervisor,for instance, may often find CPM, useful inplanning work to obtain the most economicalmanpower utilization.

There is a lot to know gbout CPM and youmay not find all the information you need on thesubject in this training course. Sufficientcoverage is provided, however, to assist you inpreparing arrow diagrams, interpreting criticalpath schedules drawn up for jobs under yoursupervision, and in developing critical pathschedules for future construction projects. Moredetailed information on the CPM car be foundin the SEABEE Planner's and E3limator'sHandbook, NAVFAC P-405.

130

Cha ter 6PLANNING ESTIMATING AND SCHEDULING

PREPARING THEARROW DIAGRAM

The arrow diagram is the single most impor-tant piece of input information. It must bedrawn to identify, in a graphic form, theindividual items of work, services, ortasksreferred to in network analysis asACTIVITIES--that are involved in constructingthe project. Also, of equal importance, thearrow diagram must show how each ACTIVITYdepends upon others during the sequence ofconstruction.

In substance, the arrow diagram graphicallydescribes the sequence of ACTIVITIES as wellas the,interrelationship of ACTIVITIES withinthe prbject. Instead of an arrow diagram, thegraphic technique is sometimes referred to as anARROW NETWORK, a DEPENDENCYDIAGRAM, a DEPENDENCY NETWORK, ora LOGIC NETWORK.

In an arrow diagram, both arrows and circ!esare used to describe the sequence of work. Anarrow represents an ACTIVITY, and a circle

Figure 6-14.Activities and events.

ANGULAR

st

represents an EVENT. An EVENT is thestarting point of an ACTIVITY and occurs onlywhen all the ACTIVITIES preceding it, whichmeans all the arrows leading to the circle, havebeen completed.

In figure 6-14, the starting point for activityC is the occurence of EVENT NO. (2). EventNO. (4) does NOT occur until the workrepresented by activity C and the workrepresented by activity D had beencompletedand this means entirely completed.This indicates then, that the work represented bythe activity F cannot start until activities C andD have been finished. If this does NOT accu-rately describe the situation, the arrow diagrammust be redum n. The graphic form used to il-lustrate the arrow diagram is a matte' of bat-talion preference. NA"FAC and CONICI3PAC 'COMCBLANT are some%% hat liberal about theform or specific technique used. Flirceof the more common graphic forms used in ar-row diagraming are shown in figure 6-15.

Because everything that happens in networkanalysis is activity dependent, one activity isdependent upbn others. The arrow" diagrammust be a meaningful description of the project.If it is NOT, results from the network analysiswill be less than satisfactory. In almost everycase of difficulty or dissatisfaction with networkanalysis, the cause can be traced to a faulty orunrealistic arrow diagram. Since everything inan arrow diagram is significant, the basic prin-ciples must be understood and applied com-pletely.

Principle Number 1

117.308X The first principle of arroN diagram develop-ment is that everything in the diagram has

PARALLEL

Figure 6- 15. Graphic forms used in arrow diagraming.

6-29

131

FREE FORM

117.309X

STEELWORKER 1 & C

meaning. Within this principle, the followingrules apply.

1. Every arrow represents an item of workand is referred to as an ACTIVITY. (See view Aof fig. 6-16.)

2. An EVENT is the starting point of anACTIVITY, shown as a circle. (See view B offig. 6-16.)

3. An ACTIVITY depends upon and cannotbegin until the completion of all precedingACTIVITIES. (See view C of fig. 6-16.)

As illustrated in view D of figure6-16, POUR FOOTINGS depends upon the

A

B

POUR FOOTINGS

POUR FOOTINGS

DID 8 INSPECT POUR FOOTINGS

FOOTINGS

ORDER 8 DELIVER

REBARS

DIG 8 INSPECT

FOOTINGS

ORDER 8 DELIVERREBARS

POUR FOOTINGS

POUR

RAMP

143.290X

Figure 6- 16. Diagram development for principlenumber L

completion of DIG & INSPECT FOOTINGSand ORDER & DELIVER ItEBARS.

4. All activities that start with the same eventdepend upon and cannot begin until the comple-tion of all activities that enter that event.

As illustrated in view D of figure 6-16,POUR FOOTINGS and POUR RAMP dependupon the completion of the two activities thatenter their common starting event. In otherwords, it is impossible to POUR FOOTINGS orto POUR RAMP until DIG & INSPECTFOOTINGS, and ORDER & DELIVERREBARS have both been completed. Thediagram indicates that all the footings, not just afew, must be dug and inspected, and allnecessary rebars must be on hand, before eitherof the two activities starting with event (9) canbegin.

In figure 6-17, all three activities that startwith event (10) must wait until all activities thatenter event (10) have been entirely completed.None of the three can possibly start until bothOBTAIN PERMITS and the PRELIMINARYSURVEY have been finished. If one of the threeleaving (10) does NOT depend upon the comple-tion of both those entering (10), the arrowdiagram is misdrawn and the schedules pro-duced from it will NOT be realistic.

Principle Number 2

A second principle is that an activity has asingle definite starting point and a single

OBTAIN PERMITS

PRELIMINARY

SURVEY

INSTALL STORM DRAIN

CLEAR 8 STRIP

INSTALL SANITARY

SEWER

117.314X

Figure 6-17.--Three activities starting at a cointniin event.

6-30

13;2


EXCAVATEFTGS & PADSBOILERROOM

POUR FIGS8 PADSBOILERROOM

SET WALL POINTS BLOCK WALLSBOILERROOM BOILERROOM

UNDER FLOOR PLBG BOILERROOM

Figure 6-18.Diagram development.

definite ending point. Placing an arrow in adiagram must satisfy two basic questions:

1. "What activities must be completedbefore this one can start?" This indicates theevent from which to start the activity.

2. "What activities cannot be started if thisone is NOT completed?" This indicates intowhich event the activity should enter.

Suppose, for example, the following arrowdiagram (fig. 6-18) had been drawn.

As shown, excavating for the footings andpads for the boilerroom is the first activity,followed by placing the concrete footings andpads. At event (3), and as a result of the comple-tion of the previous activities, several inde-pendent work items then can commence.

Suppose, however, that it is desired to add anactivity to indicate delivery of concrete block forthe walls of the boilerroom. The first question

117.315X

asked about this new activity should be, "Whatmust be finished before the block can be orderedand delivered?" Actually, there is nothing in thediagram thatIf NOT accomplishedwouldhold up the ordering and delivery of block. Thestarting point for this activity would then beevent (1).

The second question to be asked about thenew activity is, "What cannot proceed until thisactivity is completed?" The answer is, of course,BLOCK WALLS, and the BOILERROOM. Thetermination point for this new activity then isevent (4), and / the results of the analysisdescribed above would appear as illustrated infigure 6-19.

Principle Number 3

A third principle is that the arrow diagramU13cS NOT describe time relationships, but ratherdescribes dependency relationships. Generally,the arrow diagram is NOT drawn on a time

ORDER 8 DELIVER BOILERROOM BLOCK

EXCAVATEFTGS B PADSBOILERROOM

POUR FTGS8 PADSBOILERROOM

SET WALL POINTS BLOCK WALLSBOILERROOM A BOILERROOM

UNDER FLOOR PLBG BOILERROOM

Figure 6-19.Adding an activity.

6-31

130 .)

/117.316X

STEELWORKER 1 & C

scale. That is, the length and direction of anactivity arrow has no relationship to the amountof time required to accomplish the workrepresented by it. Likewise, two activities start-ing with the same event do NOT necessarilyoccur at the same time. In figure 6-20, the onlything known about activities A and D is thatthey are independent. They may or may NOT goon at the same time. The time that an activitytakes place is decided in the scheduling phase,NOT by the arrow diagram. The arrow diagrammerely defines the dependency situations thatexist. In the illustration involving the concreteblock for the boilerroom walls, for example, theactivity ORDER & DELIVER BOILERROOMBLOCK starts with event (1), as doesEXCAVATE FOOTINGS & PADS, etc. Thisdoes NOT mean that both activities must be con-ducted at the same time. They might butprobably will not. The only thing indicated isthat these two activities are independent.

Principle Number 4

It is important to realize that the arrowdiagram is seldom drawn by a single person.Because the accomplishment of the scheduleproduced from the arrow diagram is affected bymany persons, all who have anything to do withthe project must be consulted when the arrowdiagram is created. All crew leaders should beasked to review the arrow diagram carefully tomake certain that the activities pertaining totheir work are accurately and realisticallydescribed. Also this principle applies equally

117.317X

Figure 640.Dependency relationship.

6-32

to the production of duration estimates for theactivities.

OTHER RULES ANDCONVENTIONS

Notice in the illustrations thus far, that theevents are all numbered. Numbering makes itpossible to uniquely identify an activity and itsposition in the diagram. An activity is identifiedby using the event number at its tail, called theacti,.ity's "I", and the event number at its head,called the ity's "J". In the boilerroomillustration, POUR FOOTINGS & PADS-BOILERROOM could be referred to or iden-tified as activity (2)-(3).

So that an activity can be uniquely identifiedby its "I" and "J" numbers, a rule must beestablished and observed in the creation of thearrow diagram. The rule can be stated asfollows:

"NOT MORE THAN ONE ACTIV-ITY MAY HAVE THE SAME "1" ANDTHE SAME "J."

To help observe this rule, it is sometimesnecessary to use a "connector" type activity thatdoes not real;, represent work. This type ofactivity, usually referred to as a DUMMY, isdraw n as a dotted line. It indicates that NO workis involved in that activity.

Figure 6-21 illustrates this rule and the use ofthe dotted-line (dummy) activity. The dotted-line activity represents the dummy and involvesno duration and no cost. It serves only as adependency ccnnector or sequence indicator.

Dumjnies have purposes in addition to theone mentioned above and will be discussed inmore detail later.

To produce a schedule by hand, you mustmake sure of two things that concern thenumbering of events: (1) every number must beused, and (2) the number at the tail of an arrowmust be less than the number at the head of thatarrow.

It is always wise to refrain from numberingthe diagram until it has been completed, re-viewed, and approved.

Another rule governing the creation of thearrow diagram is that a project will have only

1 1) IJ. ...I .2


CLEAR LAND

SURVEY aSTAKEOUT

WRONG WAY

CLEAR LAND

SURVEY aSTAKEOUT

RIGHT WAY

117.318X

Figure 6-21.Activity identification.

one starting event and only one ending event.When nothing must be done prior to the start ofan activity, the arrow representing that activitystarts with the project's starting event. Whennothing depends upon the accomplishment of anactivity, its arrow ends with the project's endingevent. Because of this rule, you always knowwhere an activity belongs in the network.Furthermore, restricting the arrow diagram toone starting event and one ending event doesNOT limit the number of starting or endingactivities.

ARROW DIAGRAMCONSTRUCTION PROBLEMS

This section is devoted to the solution ofproblems by network analysis with arrow dia-graming. In problem solving, it is vital to drawproperly the arrow diagram upon which networkanalysis is based. To do so, you must apply thebasic principles of diagram preparation that arerepeated here:

Everything in the arrow diagram hassignificant meaning.

An activity has a single definite startingpoint and a single definite ending point.

6-33

The arrow diagram describes dependencyrelationships rather than time relation-ships.

Moreover, in applying the second principleabove, you must ask two questions and knowthe answers to both What activities must becompleted before this one can start? Whatactivities cannot start until this one has beencompleted. The answer to the first questiondetermines the event that starts the activity,Whereas the answer to the second indicates atwhat event the activity ends.

PROBLEM 1

To illustrate the arrow diagram with anactual problem, suppose that it was desired toinstall a drainage ditch in the backyard of ahouse. Assume for this problem that only oneperson was going to work on this project. Drawa diagram for this project including only thefollowing activities:

1. DIG DITCH

2. PLACE GRAVEL IN BOTTOM OFDITCH

3. OBTAIN DRAINTILE

4. INSTALL DRAINTILE AND BACK-FILL

Make the following assumptions about theseactivities:

A. There is no need to order or delivergravel. There is a supply in the driveway.

B. OBTAIN DRAINTILE does not requirethe effort of the one person doing this project. It

is a "delivery" type activity.

The first activity possible in this project is

DIG DITCHso an activity indicating thiswould be drawn as illustrated in view A of figure6-22.

After the ditch had been dug, the placing ofthe gravel would be next and the diagram wouldlook like view B of figure 6-22.

135

STEELWORKER 1 & C

C)DIG DITCH

A

PLACEDIG DITCH GRAVEL

IN DITCH

B

PLACEGRAVEL

IN DITCH

C

DIG DITCHPLACEGRAVEL

INSTALLDRAINTILE

BACKFILL.

INSTALLDRAINTILE

IN DITCH a BACKFILL

OBTAIN DRAINTILF

D

143.291Figure 6-22.Diagram development for problem 1.

After the gravel is in, the draintile could beinstalled. However, in order for this to happen,the draintile must have been obtained. Thismeans that the activity, OBTAIN DRAINTILE,must end at the beginning. of INSTALLDRAINTILE AND BACKFILI. This will be atevent (3) and the diagram would look like view Cof figure 6-22.

The question remaining is where doesOBTAIN DRAINTILE start? One must furtherask what activities must be accomplished beforethis one can start. It turns out that nothing needbe done in order to start this activity and it startswitti event (1). The completed solution is illus-trated in view D of figure 6 -22.

(

6-34

PROBLEM 2

To create a slightly more complicated prob-lem, consider the situation that would exist if thework described in problem 1 haa been per-formed in the street in front of the house ratherthan in the backyard.

If this were the case, it would be necessary toadd to the list of activities given for 1, thefollowing:

5. OBTAIN PERMIT TO BLOCKSTREET

6. BLOCK STREET

7. OBTAIN TRENCHER.

8. ORDER AND DELIVER PAVINGMATERIAL

9. PAVE STREET

For this problem, the following assumptionsare made in addition to A and B already men-tioned in problem 1:

C. The permit is only necessary to block thestreet. There is no doubt that it will be obtained.

D. OBTAIN TRENCHER is a delivery type'activity just as OBTAIN DRAINTILE was inproblem 1.

The solution to this problem would start withthe first activity that can take place. In this prob-lem, four independent activities can be shown asstarting the project. (See view A of fig. 6-23.)Which one goes where is not at all important. Inthe beginning, it may appear that all fouractivities are expected to start or take place atthe same time. This is definitely NOT the case.The person drawing the diagram must realizeand remember at all times that the arrowdiagramdoes. NOT describe time relationships

ebut rather only dependencies. This diagram, sofar states only that OBTAIN TRENCHER, OB-TAIN PERMIT, OBTAIN DRAINTILE, andORDER AND DELIVER PAVINGMATERIAL *re independentthat is, theycan start at any time whether the activities have

136


OBTAIN TRENCHER ::-/

OBTAIN PERMIT

OBTAIN DRAINTILE

ORDER B DELIVER

PAVING MATERIAL

A

OBTAIN TRENCHER

BLOCK

STREET

OBTA:N PERMIT

OBTAIN 'DRAINTILE

OBTAIN TRENCHER

BLOCK STREETII0

OBTAIN DRAINTILE

ORDER B DELIVER PAVING MATERIAL

DIG

DITCH

ORDER B DELIVER PAVING MATERIAL

C

OBTA IN TRENCHER

9

INSTALLDRAINTILE

OBTAIN w BLOCK w DIG PLACE 11

DITCH GRAVEL BACKFILL IIPCPERMIT STREET )OBTAIN DRAINTILE

.......m........1MIMIWIN

ORDER B OELIVER PAVING MATERIAL

OBTAIN TRENCHER

0

OBTAIN BLOCK DIG

PERMIT STREET DITCH

OBTAIN DRAINTILE

PLACE

GRAVEL

........^1..........

ORDER a DELIVER PAVING MATERIAL

E

Figure 6-23.Dlagram development for problem 2.

0

6-35

13 .."

INSTALLDRAINTILE

aBACKFILL

PAVE

STREET

117.323X

STEELWORKER 1 & C

started or NOT. "When" these activities takeplace will be determined in the scheduling phase.

The next item that can be placed into thediagram is BLOCK STREET. The only thingthat must be done before this activity can start is,OBTAIN PERMIT. This new activity then startswith event (2) as shown in view B of figure 6-23.

The assumption that obtaining the permitwas only a formality makes it possible to showOBTAIN TRENCHER, OBTAIN DRAINTILEand the PAVING MATERIAL ACTIVITY asstarting with event (1). If this assumption hadnot been made, a prudent decision would havebeen to start these activities at event (2) so as toavoid spending money without being sure of theresult.

After the street had been blocked, DIGDITCH could start. However, because the ditchis to be dug through the pavement, the trencherwould have to be on hand. The arrow diagramindicating this would appear as shown in view Cof figure 6-23.

From this point until the final activity, thediagram would be constructed as it was forproblem 1, as shown in view D of figure 6-23.

The final activity would be the repair to thedamage caused by tearing up the street. In orderto pave, however, the paving materials wouldhave to be on hand. This situation is describedby making the event that starts PAVE STREET(6) and making the same event the end point forORDER AND DELIVER PAVING MATE-RIAL. The final solution to this problem isillustrated in view E of figure 6-23.

An important point to rememoer aboutarrow diagrams is that the assumptions madeabout the activities are as important as theactivities themselves. They should always bewritten down, so as to be remembered.

PROBLEM 3

Create an arrow diagram fo: a reinforcedconcrete equipment foundation project to bebuilt partially below ground level. Assume thatall necessary tools, equipment, and materials (in-cluding concrete are on the jobsite, and that

6-36

there is no limit to the number of workers. Abackhoe is used to excavate. Use only thefollowing activities:

1. LAY OUT AND EXCAVATE

2. FINE GRADE

3. PREFABRICATE FORMS

4. PREFABRICATE REBAR

5. SET FORMS

6. SET REBAR AND ANCHOR BOLTS

7. ADVISE AVAILABILITY OF BACK-HOE

8. POUR CONCRETE

For this problem, assume that FINEGRADE must be done before the forms are set.

One would start the arrow diagram withthree independent activities, as indicated in viewA of figure 6-24. Remember that the diagramdoes NOT indicate that these three items go onat the same time. It only shows that they areNOT dependent on the completion of any otheractivities.

After the layout and excavation had beencompleted, iwo activities could be started. FINEGRADE would depend upon the completion ofthis activity, and of course, the backhoe couldNOT be returned until the completion of thisphase of work. At this point, the diagram wouldappear as indicated in view B of figure 6-24.

Again, the diagram is NOT stating thatFINE GRADE and that ADVISEAVAILABILITY OF BACKHOE occursimultaneously, but rather that they bothdepend uponcannot start untilthe comple-tion of LAYOUT AND EXCAVATE.

After FINE GRADE had been completed,and when PREFAB FORMS was finished, SETFORMS could start. At its conclusion, and afterPREFAB REBAR had been completed, it wouldbe possible to SET REBAR and ANCHORBOLTS and then finally POUR. The final arrowdiagram would look liks v iew C of figure 6 24.

135

Chapter 6 PLkNNING, ESTIMATING, AND SCHEDULING

PREFAB REBAR

PREFAB FORMS

LAY OUT 8

EXCAVATE

A

PREFAB REBAR

PREFAB FORMS

LAYOUT VINE

GRADE

B

,xCA'rATE

ADVISE AVAILABILITY

OF BACKHOE

PREFAB REBAR

PREFAB

FORMS FOAMS

LAYOUT FINE

aEXCAVATE

GRADE

SETREBAR POUR

aANCHORBOLTS

ADVISE AVAILABILITY OF BACKHOE

117.324X

Figure 6-24. Diagram development for problem 3.

6-37

DUMMIES

Occasionally, it is necessary to use a "con-nector" type activity to indicate a dependencyrelationship without causing confusion. Thistype of activity, which does NOT represent workand which has a duration of zero, is called aDUMMY activity and is shown on the arrowdiagram as a dotted line.

There are two reasons for using dummies.These two reasons can be illustrated by alteringproblem 3 above.Suppose that instead of havinga single activity called SET REBAR ANDANCHOR BOLTS, it was desired to make twoactivities: one called SET REBAR and the othercalled SET ANCHOR BOLTS. Suppose thatboth depended upon PREFAB REBAR, andSET FORMS, and that both had to be com-pleted before the POUR. The affected part ofthe diagram would appear as illustrated in viewA of figure 6-25.

From a dependency point of view, thereis nothing wrong with this kind of de-scripton. However, confusion results fromhaving more than one activity with the sameI 3 numbers. It is NOT clear which is activity(4) (5). Earlier in this chapter, a rule was

- PREFAB REBAR

SET FORMS A SET REBAR A POUR

A

PREFAB REBAR

SET ANCHOR

BOLTS

SET FORMS SET REBAR w POUR

BSET ANCHOR

BOLTS

117.325X

Figure 6-25. Using a dummy to maintain the uniquenessof the I J identification system.

1. 3;)

STEELWORKER 1 & C

established to solve this problem. It was statedthat not more than one activity may have thesame "I" and the same "J." So as NOT tobreak this rule, one of the two "nonunique"activities must be changed into two, one ofwhich is a dummy. The affected part of thediagram would now appear as illustrated in viewB of figure 6-25.

If view B of figure 6-25 is examined closely,the following points become clear:

1. Event (6) occurs when SET REBAR andSET ANCHOR BOLTS have been completed.

2. Since the DUMMY from (4) to (5) activityhas zero duration, it is completed at the samepoint in time that event (4) occurs.

3. For this reason, event (5) occurs whenSET FORMS is finished and PREFAB REBARSis finished, and SET ANCHOR BOLTS canstart at this time.

4. This \ is exactly the same dependency state-ment that was made in the incorrect solutionillustrated in view A of figure 6-25, in which twoactivities from (4) (5) appeared.

The first reason for using a dummy then is tomaintain the uniqueness of the I J identifica-tion system.

The second reason for using a dummy issomewhat more complex. A connector typeactivity is sometimes needed to describedependencies in such a way that nondependentactivities are NOT shown as dependent. This canbe illustrated also with the diagram fromproblem 3.

If the problem were changed y eliminatingthe assumption that FINE GRADE had toprecede the setting of the forms, one would betempted to produce an arrow diagram thatlooked like view A of figure 6-26.

This approach, however, is incorrect becauseit is NOT possible to set forms unless at least theexcavating has been completed. Anothersolutionwhich is also incorrectmight be tocombine event number (2) and event (3). Event 117.326X v

(3) would then appear as in view B of figure Figure 6-26.Using a dummy to establish a dependency or

6-26. sequence without confusing nondependent activities.

PREFAB REBAR

PREFAB SET

FORMS FORMS

LAY OUT B FINE

EXCAVATE GRACE

SET REBAR,ETC

ADVISE AvA1LABILITY OF BACKHOE

A

B

C

ExCAvATE

PPEFAB

FORMS

LAY OUT B

ExCAvATE

,Er FORMS

roE 70P-2E

ADv"JE AJAII AB,L 7r 'OF BACKHOE

FORMS

FINE GRADE

ADviSE AvAILABiLiTr OF BACKHOE

6-38

140


The error in this arrow diagram existsbecause FINE GRADE and ADVISEAVAILABILITY OF BACKHOE do NOTdepend upon the completion of PREFABFORMS as indicated, but rather only on' LAYOUT AND EXCAVATE.

The correct solution is one in which set formsis indicated as depending upon both PREFABFORMS as well as on LAY OUT ANDEXCAVATE, and in which FINE GRADE andADVISE AVAILABILITY OF BACKHOEdepend only on LAY OUT AND EXCAVATE.The proper way to show this situation is by usingthe first solution with a DUMMY from (2) to(3), as illustrated in view of C of.figure 6-26.

Because the DUMMY from (2) to (3) has azero duration, it is finished when event (2)occurs. It merely transfers, then the dependencyrelationshipthe sequencedesired to event

(3).

The second reason for using a DUMMY is toestablish a dependency or sequence without con-fusing nondependent activities.

DUMMY PROBLEM

Go back to the very first problem in this sec-tion. There it was assumed that only one personwould work on the job. If the job is broken intosegments to show how several crews would getthe job done, the activity list ,could be almostdoubled. Assume for this problem that each ofthose original activities will now be thine in twophases. Thatds,.approximateiy half the ditch willbe dug before the "gravel crew" will startplacing gravel, and the gravel will be in half theditch before the crew installing the draintile canstart work. The activity list would then consistof the following items:

1. OBTAIN DRAINTILE

2. DIG DITCH FIRST HALF

3. DIG DITCH SECOND HALF

4. PLACE GRAVEL FIRST HALF

6-39

5. PLACE GRAVEL SECOND HALF

6. INSTALL DRAINTILE FIRST HALF

7. INSTALL DRAINTILE SECONDHALF

It must be assumed for this problem that thefirst half of each job will be finished before'thesecond half starts. Assumed also is thatOBTAIN DRAINTILE is a delivery type ofactivity and that the ditch will be backfilled aspart of the INSTALL DRAINTILE operation.

The initial activities would be drawn in asillustrated in view A of figure 6-27.

This arrangement of activities indicates- thatwhen DIG DITCH FIRST HALF is complete,two activities can startDIG DITCH SECONDHALF and GRAVEL FIRST HALF.Independently, OBTAIN DRAINTILE can oc-cur any time after the start of the project.

When the gravel is in the first half of theditch, if the draintile is on hand, the draintilecan be installed. The diagram would grow tolook like view B of figure 6-27.

When the second half of the ditch had beendug, the gravel could be placed. However, theassumption was made that the first half of anyjob would have to be completed before startingthe second half. This causes a problem insofar asthe present version of the diagram is concerned.It is desired to show that GRAVEL SECONDHALF depends upon DIG DITCH SECONDHALF and GRAVEL FIRST HALF. Tying thisnew activity to the ditch digging operation is noproblem but difficulties arise when GRAVELFIRST HALF is considered. The problem iscaused by the fact that GRAVEL FIRST HALFhas been tied into event (3). If the end ofGRAVEL FIRST. HALF is connected to thebeginning of GRAVEL SECOD HALF, and adummy is about the only way this could be done,a serious sequence error is committed.

The diagram, as it appears in view C offigure 6-27, indicates that GRAVEL SECONDHALF cannot start until OBTAIN DRAINTILEhas been completed. That is, the diagram states

STEELWORKER 1 & C

O FODIG DITCH

FIRST

/1

DIG DITCH

SECOND HALF

GRAVEL

FIRST HALF

% OBTAIN DRAINTILE

DIG DITCH

FIRST

DIG DITCH

SECOND HALF

GRAVEL

FIRST HALF

OBTAIN DRAINTILE LAY TILE

FIRST HALF

GRAVEL

SECONDHALF

LAY

nomNTILE

if& DIG Da eh DIG DITCHNIF MST HAL NI7 SECOND

HALF

GRAVELHALF

HALF N.

0

GRAVEL

SECONDh.4LF

INSTALL

DRAINTILE

FIRST HALF SECONDHALF

INSTALLOBTAIN ORNNTILE DRAINTILE

143.292

Figure 6-27.Diagram development for expanded

drainage ditch problem.

that it is impossible to place gravel unless drain-tile is on hand. No such assumption was made,so this is incorrect.

The problem is solved by rearranging thediagram as originally created and splittingGRAVEL FIRST HALF into two paths.Dummy activities, are required to do this. Thefinal solution to this expanded drainage ditciiproblem appears in view D of figure 6-27.

6-40

NETWORK ANALYSIS SCHEDULING

After a project has been planned on an arrowdiagram, the next phase is to schedule theprojectthat is, place it on a working timetable.This makes it possible to determine when each ofthe various activities must be performed, whendeliveries must take place, how much, if anyspare time there is for each activity, and whencompletion of the project may be expected. Itwill also be possible to determine which activitiesare critical and to what extent a delay in oneactivity will affect succeeding activities. Thesteps taken in this phase determine whether orNOT network analysis will be used successfully.

DURATION ESTIMATES

Developing a schedule for a project involvesestimating the time it will take to complete eachactivity, called the duration time. Duration timeestimates are also used to identify activities thatcontrol the time needed to finish the project.These are the critical activities that collectivelymake up the "critical path," which is the longestpathin terms of timethrough the network.Since duration times of critical activities areadded to determine the duration of the project,delaying a critical activity will increase the totalduration time. Conversely, speeding up a criticalactivity will decrease the total duration time.

Duration estimates can be made in severalways, but always on an individual activity basis.The simplest way is to determine the "normal"amount of time needed to finish the activity, andassuming that the usual number ofcrewmembers or pieces of equipment areavailable.

In the arrow diagram of figure 6-28, durationtimes have been assigned to each of the activ-ities. This diagram contains three paths, one ofwhich consists of activities A, B, and C. It in-dicates that A, a 12-day activity, must befinished before 4-day activity B can begin, andthat B must be finished before 8-day activity Ccan start. The time required to complete these

1,1'2


117.332X

Figure 6-28.Determining the critical path.

activities equals the total of their duration times(12 + 4 + 8) or 24 days.

A second path through this network is

made up of activities E, F, and G. Thispath requires a total of 31 days to finish,(1 + 15 + 14).

A thiru path in the network is also possible.It is made up of activities D and H. The durationof this path is 10 + 8, or 18 days.

The longest path in time through the networkillustrated is thus E, F, and G. This then is thecritical path and is indicated by small doubleslants on the arrows. If it is desired or requiredthat the amount of time needed to complete theproject be shortened, these are the activitiesupon which to concentrate. Noncritical activitiesare strictly dependent upon the completion ofthe critical items, so speeding up noncriticalactivities is of NO value at all, in terms of pro-ject duration.

It turns out generally that a very smallnumber of activities make up the criticalpathusually less than 30 percent of the totalactivities. This means that a large percentage ofthe activities in a project have extra, timeavailablesince they are, in a sense, waiting forthe critical items to be completed. A projectmanager can adjust noncritical activities to takebest advantage of weather conditions, man-power and equipment availabilities, and

6-41

other items, without delaying the pro-ject.

An important point to remember in networkanalysis is that there is NOT necessarily only onecritical path. There may be several. Also,remember that if a critical path is shortened, anew "parallel" path will most likely become crit-ical. In the simplified example illustrated infigure 6-29, the critical path goes through the.-top activities. If these are shortened by only oneday, however, the bottom path becomes aparallel ,eritical path. Any further reducing ofthe amount of time required to get the projectfinished would have to be done on both criticalpaths.

In studying an arrow diagram, projectmanagers and others want to pick out importantor significant conditions or events quickly. Toenable them to do this, you may be asked toidentify the key events as "milestones." AMILESTONE may be indicated by the use of aslightly different symbol, or may be shown as aregular event with a special notation on thediagram as to its significance, such as "interiorwiring completed" or "roof completed."

EARLIEST EVENT TIMES

The earliest time at which an event can occuris the sum of the durations of the activities onthe LONGEST PATH leading up to the event.This time is entered in a box next to the event onthe arrow diagram, as shown in figure 6-30.

I0

Figure 6-29.Simplified example.

1 d

117.333X

STEELWORKER 1 & C

LEGEND

EARLIEST EVENT TIMESCI EVENT

0

EC F

Figure 6-30.Earliest event times on arrow diagram.

The times shown are project timesthatis, successive WORKING DAYS, NOT suc-cessive calendar days, reckoned from 0 atthe tail of the first arrow. The duration ofthe first activity in figure 6-30, is 2 days;therefore, event (2) occurs at project time2. The time for event (3) is the sum of theduration times of activities (1) (2) and (2) (3)or 24. However, there are two paths leadingto event (4): one from event (1) through(2) and (3) for a total of 24. Followingthe rule of selecting the longest path, theearliest event time for event (4) is 24.

LEGEND


Q LATEST EVENT TIMES

CI EVENT

HF

82.106

?-

Similarly, three paths lead to event (6), andthe longest from event (1) through (2) and(3) is selected, giving an earliest event timefor event (6) of 37.

LATEST EVENT TIMES

To calculate la:est event times, youstart with the last event on the arrowdiagram and work from right to left. First,determine the latest time at which the last

82.107

Figure 6-31.Latest event times on arrow diagram.

6-42

114

Chapter 6PLANNING ESTIMATING, AND SCHEDULING

event can occur. This is the same as theearliest time for that event, which youalready found. For nample, the latest timefor event (8), the last event in figure 6-31,is 42 since the earliest time for thisevent is 42. (See fig. 6-30.) Next, findthe latest times at which other events onthe diagram can occur. Do so for each

of these events by subtracting the durationof an activity from the latest time at whichthe immediately following event can occur.For example, the latest time for event(7) in figure 6-31 is found by subtract-ing the duration of activity (7) (8), whichis 2, from the latest time of event (8),which is 42, to get 40. Likewise, thelatest time for event (6) is 40 3 or37.

To continue, the latest time for event (5)equals the latest time for event (6) minus theduration of activity (5) (6). The result is

37 1 or 36. You find the latest time for event(4) in the same way, except that the duration ofactivity (4) (6) is subtracted from the latesttime of event (6). In this case. 31 2 or 35 is the,latest time of event (4). And so on for events (2)and (1).

Note that for an activity in the crit-ical path the earliest event time and thelatest event time are the same; it is only foractivities NOT on the critical path that theseevent times differ. It follows that identicalearliest and latest event times are anothermeans of identifying activities on the criticalpath.

EARLIEST AND LATEST JOBSTART AND FINISH TIMES

Figure 6-32 shows a fully developed arrowdiagram for the project of building an

arch-type magarine with all activitiesincluded, with earliest and latest eventtimes inscribed. With earliest and latestevent times established, earliest and latest startsand finishes for activities can be deter-mined.

6-43

In figure 6-32, for exami.le, what are thelatest and the earliest days on whichwaterproofing of the topside of the arch can bestarted? What are the earliest and latest days onwhich the installation of the ventilator can bestarted?'

Before either of tise jobs can begin,the stripping of the arch forms, whichis activity (9) (10), must be completed.This activity is on the critical path, andit will be completed at project time 24.The waterproofing of the arch and the instal-lation of the ventilator must be completed byproject time 37, if the project is NOT to bedelayed.

The waterproofing is a 2-day job. It canbegin as early as day 25' (day of completion ofstripping of arch forms plus 1), or as late as day36.(final deadline for completion minus 2 plusI). It can be completed as early as day 26 or aslate as day 37. Similarly, the installation of theventilator can begin as early as day 25 or as lateas day 37, and can end as early as day 25 or aslate as day 37.

The rules for calculating start and fin-ish days for an activity, then are as fol-lows:

Earliest start day: earliest event time at thetail of the arrow plus I.

Earliest finish day: earliest start time plus jobduration.

Latest start day: latest event time atthe head of the arrow minus job duration plusI.

Latest finish day: :atest event time at thehead of the arrow.

To calculate earliest finish days, youwork from left to right of the diagram,adding job durations to earliest event times.To calculate latest start times, you work fromright to left, subtracting job durationfrom preceding latest event time.

STEELWORKER I & C

0

LEGEND


A LATEST EVENT TIMES0 EVENT

EXCAVATEftUNDATIONS

An

2

,REINFORCE

POUR & CUREMAG. FOOTINGS

7..r

POUR a CUREFLOOR SLAB

4ti

REINFORCE,POUR,& CURERETAIN.WALL FOOTINGS

3

FORM 6 REINF.ARCH

El

POUR & CURE STRIP ARCHARCH FORMS

6 69

FORM & REINF. POUR 6 CURERETAIN. WALL A RETAIN. WALL A WALL FORM

ni3

STRIP RETAIN.

3

W

Results are entered in a schedule as shown infigure 6-33. This schedule assumes that all jobswill be started as early as possible.

CONCEPT OF SLACK

The spare time available to perform a task,such as the installation of a ventilator, is calledslack. Properly controlled, the manipulation ofslack is valuable in determining the most effi-cient use of the work force, equipment, andmaterial. The existence of slack allows latitudein the time of the jobs with which it isassociated. On the other hand, a job havingNO slack is inflexible; it must start and endprecisely at specific times or the completion ofthe project will be affected.

6-44

5 v I

Rule for Calculating Slack

in

In figure 6-32, the task of installing ;h ven-tilator has 12 days of slack, because it is a1 -day job and there are 13 days available inwhich it may be performed. Similarly, the water-proofing task in the same figure has 11 days ofslack. To calculate slack, subtract both the dura-tion and the earliest event time at the tail of thearrow from the latest event time at the head ofthe arrow. For activity (6) (8), for example,the slack come to 33 8 5, or 20.

Each of the noncritical activities along thepath from event (2) to event (11) has20 days of slack when considered independently.However, there are only 20 days of slack

Chapter 6PLANNING, ESTIMATING, AND SCHEDULINGI

A0P

,,

,INSTALL VENTILATOR

iii

WATERPROOF TOPSIDE OF ARCH

2

I

FORM 111 REINF.FRONT & REAR

WALLS

POUR 5 CUREFRONT & REAR

WALLS

i

STRIP FRONTa REAR WALL

FORMS

Am POUR 5 CURE

APRON

A A PLACE A37 cow MAG 40 nNAL GRD

EARTH &COV CLEA

3 = 5

////

r 2

A //

/

/

PLACE a COMPACT FILL BEHIND RETAINING WALL

2

1

Figure 6-32.Diagram for high-explosive magazine.

available for the whole chain, calculated asfollows:

34 2 (3 + 5 + 1) = 34 2 12 = 20.

The reason that when slack calculated in-dependently for each separate activity, it isassumed that all the preceding activities werestarted as early as possible. However, as soon asany slack is used, the slack available to subse-quent activities is correspondingly reduced.

Suppose, for example, that activity (4) (6)was delayed for 3 days. The succeeding activity(6) (8) would have 3 days added to its earliest

ied,t event time and subtracted from its slack. Theslack for activity (6) (8) would then be33 11 5, or 17.

-/

6-45

Use of Slack in Allocationof Manpower and Equipment

2

co

82.108.1

In the construction of the high-explosivesmagazine diagramed in figure 6-32, there arethree jobs of form stripping to be done. Tilestripping of the arch is critical, and must be per-formed between project times 21 and 24.Similarly, the stripping of the front and rear wallforms must be done between day 32 and day 34.However, the stripping of the retaining wallforms is a 1-day job which may be done at anytime between project time 13 and project time34. OLviously, the crew should be scheduled tostrip the retaining wall at a time when they arenot busy with the arch or front and rear wallforms. Similarly, the.pouring and curing should

STEELWORKER I & C

JOB

PROJECT DAY

REMARKSSTART FINISH

EARLIEST LATEST EARLIEST LATEST

( 1, 2) 1 1 2 2 critical

( 2, 3) 3 3 5 5 critical

( 2, 4) 3 23 25

( 3, 5) 6 6 9 9 critical

( 4, 6) 6 26 8 28

( 5, 7) 10 10 15 15 critical( 6, 8) 9 29 13 .33

( 7, 9) 16 16 21 21 critical( 8, 11) 14 34 14 34

( 9, 10) 22 22 24 24 critical

(10, 13) 25 25 27 27 critical(10, 17) 25 37 25 37(11, 18) 15 39 16 40(12, 17) 25 36 26 37

(13, 14) 28 28 32 32 critical

(14, 15) 33 33 34 34 critical(15, 16) 35 35 37 37 critical(16, 18) 38 40 38 40(17, 18) 38 38 40 40 critical(18, 19) 41 41 42 42 critical

-41......

Figure 6-33.Project schedule for arrow diagram shown in figure 6-32.

be scheduled so as to take advantage of the slackin activity (6) (8). By starting activity (6) (8)1 day after its earliest start time, it can be per-formed concurrently with activity (5) (7).Thus, by using up a day of slack, more efficientuse is made of the crew and equipment.

Adjustment of Slack

Earliest and latest event times shown in thearrow diagram (fig. 6-32) were changed to reflectthe days dropped out as a result of weekend cur-ing. A check was then made to insure that thecritical path was still the same, since shorteningthe original critical path might cause another

82.109

to take its place. Next, the slack wasrecalculated, and the new slack values wereentered in the timetable (fig. 6-34). Notice thaton the timetable, activity (11) (18) and activity(17) (18), both of which consist of placing andcompacting fill (see fig. 6-32), are scheduledabout a month apart. Since activity (11) (18)shows 20 days of slack, however, and since thesame equipment will be used for both activities,activity (11) (18) shouldbe scheduled to endthe day before the critical activity (17) (18)begins.

PREPARING A TIMETABLE

After the arrow diagram has been completedand the slack has been calculated, a timetable

6-46

1 4 (74 ..)

Chapter 6- PLANNING, ESTIMATING, AND SCHEDULHG

JOBPROJECT DAYS CALENDAR DAYS

START DURATION START FINISHSLACK

( 1, 2)

( 2, 3)

( 2, 4)

( 3, 5)'

( 4, 6)

( 5, 7)

( 6, 8)

( 7, 9)

( 8, 11)

( 9, 10)

(10, 12)

(10, 13)

(10, 17)

(11, 15)

(I 1 , 18)

(12, 17)

(13, 14)'

(14, 15)

(15, 16)

(16, 18)

(17, 18)

(18, 19)

1

3

3

6

6

10

9

16

14

22

25

25

15

25

28

33

35

38

38

41

'Curing scheduled for weekend.

I I

'Adjusted to reflect weekend curing.

2

3

3

4

3

6

5

6

1

3

0

3

1

0

2

2

5

2

3

1

3

2

March 1, Thurs.

March 5, Mon.

March 5, Mon.

March 8, Thurs.

March 8, Thurs.

March 12, Mon.

March 13, Tues.

March 20, Tues.

March 19, Mon.

March 26, Mon.

March 29, Thurs.

March 29, Thurs.

March 20, Tues.

March 29, Thurs.

April 3, Tues.

April 9, Mon.

April 11, Wed.

April 16, Mon.

April 16, Mon.

April 19, Thurs.

March

March

March

March

March

March

March

March

March

March

2, Fri.

7, Wed.

7, Wed.

11, Sun.

12, Mon.

19, Mon.

17, Sat.

25, Sun.

19, Mon.

28, Wed.

April 2, Mon.

March 29, Thurs.

March 21, Wed.

M'arch 30, Fri.

April 7, Sat.

April 10, Tues.

April 13, Fri.

April 16, Mon.

April 18, Wed.

April 20, Fri.

0

162

0

162

0

162

0

162

0

0

0

112

0

202

102

0

0

0

2

0

0

Figure 6-34.-Timetable from WOW diagram shown in figure 6-32.

6-471 I J

82.110

STEELWORKER 1 & C

like the one shown in figure 6-34 can beprepared. This is a timetable derived from thearrow diagram shown in figure 6-32. Obviously,project day 1 falls on 1 March, a Thursday. Nowork is done on Saturdays or Sundays;therefore, though project days 1 and 2 fall onThursday and Friday, 1 and 2 March, projectday 3 falls on Monday, 5 March. As you can see,however, Saturdays and Sundays are included inthe calendar when they can be utilized as curingtime for concrete jobs. When this is done, such aSaturday or Sunday becomes a project day, andif the day relates to a job on the critical path, theeffect is to gain tim, by cutting a day from theschedule. In figure 6-34, 5 days were cut fromthe critical path by scheduling concrete work sothat curing could occur on weekends.

For example, activity (3) (5) consisted ofplacing and curing the magazine footings. It wasstarted on Thursday, so that curing could bescheduled for Saturday and Sunday. Since thisjob was on the critical path, the use of Saturdayand Sunday for curing cut 2 days from theschedule.

MONITORING AND CONTROL

The arrow diagram produced at the begin-ning of a project should NEVER be consideredas fixed for the duration of the project. If thefull benefit of the critical-path method is to berealized, the diagram must be updated regularlyin accordance with circumstances, generallyweekly or every other week, but even oftenerthan weekly for high-priority complex pro-

.....,jects .

A feedback system must be established toprovide the operations officer with changedinformation about current job progress. As aproject proceeds, it may be discovered thatthe original estimates of the times requiredto complete activities were NOT accurate or thatdeliveries cannot be made on time, or thatanticipated work force will NOT be available.Correction of the arrow diagram to reflect thetrue picture will induce change, such as changesin completion date, critical path, intermediatetarget dates, slack for noncritical activities, andcritical manpower or equipment schedules.

Occasionally, there may be design changeswhich may lead to the addition of new activities,the cancellation of previously planned activities,or the necessity for making a more detailedbreakdown work elements on the arrowdiagram. Suc changes may result in a shift ofthe critical p h, or in new target dates; or theymay make i ecessary for certain parts of theproject to be expedited in order to keep onschedule. ca

Cfew leaders should report regularly on cur-rent work in progress. A WORK PROGRESSREPORT should include:

The completion date of each activityThe beginning date of each activitySignificant delays in current activitiesEstimated number of man-days required tocomplete current activities

This information enables the operationsofficer to spot trouble areas immediately andto take corrective action. A suggested workprogress report is shown in figure 6-35.

RESOURCES ALLOCATION

Until now, it has been assumed that whateverpersonnel, materials, and equipment were re-quired would be available to perform an activityin the allotted time. In practice, this is seldomthe case, and it is often necessary to plan for thebest allocation of a resource which is in shortsupply. An example of such a resource is thework force.

One person is often NOT qualified to doanother's jobor, at least, a person NOTqualified to do another's job will do it less effi-ciently than the ftilly qualified person.Therefore, the work force must be considered interms of the qualifications or ratings of availablepersonnel. As an example, take the erection of atemporary steel and timber warehouse. The ar-row diagram for this job is shown in figure 6-36.For the sake of simplicity, it is assumed that onlyBuilders, . Equipment Operators, andSteelworkers will be used on the job.

6-48/

1

,Chapter 6PLANNING, ESTIMATING, AND SCHEDULING

PROJECT STATUS REPORT

ACTIV,ITY BRIEF DESCRIPTION *(I, J)

DURA- SCH. ACT.TION STAR. STAR.

TIME TIMESCH. REQ.. TO

COMP. TODATE COMP.

REMARKS

.............C.01.14

REPORT DATE

SHEET OF

Figure 6-35.Suggested work progress report form.

There, must be some sort of schedule as apoint of departure. Referring to the arrowdiagram, you list all of the activities in the orderin which they can begin, as shown in figure 6-37.When several activities can begin on the sameday, list them secondarily in order of the amountof slack they contain. If two or more activitieshave the same amount of slack and start on thesame day, it does not matter which is placedfirst. The easiest way to arrange the activities inorder for copying on the schedule is to list eachactivity on a 3 by 5 card and sort the cards intoproper order.

82.111

Next you transfer the values shown in thispreliminary schedule to a bar chart like the oneshown in figure 6-38. The broken lines indicateslack. The bar graph is a schedule for the pro-ject, but based on the assumption that availablework force is unlimited.

At this point, or previously, you enter on thearrow diagram the work force requirementsshown already entered in figure 6-39. These are,of course,'based on estimates of how many per-sons of each rating it will take to do each of theactivities shown in the diagram. By referringto these figures and to the bar chart (fig. 6-38)

6-41 .

0

STEELWORKER 1 & C

a

SURVEYSITE

4 BU

MATIS AEQUIP. TO

SITE

33 EO

EXCAVATE

2 E0O

FABRICATE PITERtOR WALL PARTITIONS2

4 8U

A

FASTEN NAILER STRIPS TO STEEL PURLINS

-2

2 BU

FABRICATE TIMBER TRUSSES

FCRHS, REBARS.ANCHOR BOLTS

FOR C. FOOTINGS

28UI SW

PLACEGRAIN

39U

7

44 BU

POURFOOTINGS

ciA

CUREFOOTINGS

4OMEN

11128U

8ACAFiLL,COMP GRO

FLOOR SLAB

22 E0

OnA

ArOFDAS. REBARS,,

DRAINS FORFLOOR SLAB

2 BU2 SW

FABRICATE INTERIOR DOORS

AIf ERECT COLS

0 a BRACING

2

2 Be

CONSTR PLYw000EXT WALL PANELS

2 BU

ou can now make a work force schedule, asshown in figure 6-39.

Examination of the work force totals infigure 6-39 shows undesirable peaks in theBuilder requirements-14 called for on day 5, 19on day 6, 8 on day 7, and so on. To correct thissituation, you would decide what the maximumavailable number of Builders would be fOr a day,and rework the chart on the basis of this limita-tion. The general procedure is as follows:

1. List all activities in the same order asbefore (fig. 6-36).

6-50

e.

ERECT EXT.WALL PANELS

2

2 8UI EO

2 £..J25w

POUR FLOORSLAB

3 BUI SW

10

ERETRuSSE

CTS

2 DUE0

2 SW

CURE

A

0WATERPROOF 8

2. Enter the critical activities in the sameplaces as before; these cannot be displaced.

3. Use slack time on noncritical activitiesto shift activities using Builders to days onwhich, on the previous chart, Builders wereNOT shown employed. For example, activity(2) (15) in figure 6-39 could be shifted to days13 through 16, since the chart shows only twoBuilders working on day 13 and none on days14, 15, and 16.

4. After every adjustment of this kind, referback to the arrow diagram and the schedule,

1,52_


ERECT INTERIOR WALL PARTITIONS2

2 Su

Fla a ERECTCROSS FRAMESAT TR PAN PTS

E03

2 ISI SW

ERECT STEELPult_INS

I EC2 Sw

FLOOR SLAB

6OMEN

PLACE RODBRIDGING

WELD TO PURLINS

ERECT DOORS aINSULATE JOINTS

28u

NAIL FLANKSTO PURIM

IS2

20

I E0 4 8u2 Sw 2E0

PAINT ExT HALLS

22 eu

LAY TEA: \ON PLANKS

CORRUGATEDVGAR

4 eu

ROOFING

I EC4 SW

A A

Figure 6-36.Arrow diagram temporary steel and timber warehouse.

to see whether in rescheduling activities you haN emoved back the times at which subsequentactivities can start.

In practice, it is often possible to split workelementsto do part of the work on the fabrica-tion of doors (for example) on one day, thendrop this and pick it up at a later day whenBuilders are available.

Remember that when you make this or anyother type of adjustment, you must immediatelycheck the arrow diagram for the effect on

6-51

1

LEGEND

0 EARLIEST EVENT TIMESp LATEST EVENT TIMES.O EVENT

82.112

subsequent activities. On even a small project,the possibility for improving efficiency throughadjustments in scheduling or through job split-ting nearly always exists,or, at any rate, existsuntil the most -,_efficient schedule is found.Because of the inkTrelationship between workelements and the affect they have on each other,much experimentation and readjustment maybe required to attain the most efficient andeconomical schedule.

The schedule that stays completely accuratethrough the entire life of a project, as originally

15J

STEELWORKER 1 & C

r

EARLIESTEVENT AT TAIL

OF ARROW

ACTIVITY(1 _I),

DURATION.

LATEST EVENTAT HEAD

OF ARROWSLACK

0 (0, 1) 1 10

1 1, 2) 3 4 0

4 2, 3)1 5 0

4 2, 15) 4 16 8

4 2, 17) 2 18 12

4 2, 11) 3 ' 20 13

4 2, 13) 2 22 16

4 2, 22) 2 24 18

5 3, 4) 1 6 0

5 3, 7) 1 8 2

6 4, 5) 1 7 06 7, 8) 2 10 2

7 (5, 6) 4 11 07 (11, 12) 2 22 138 ( 8, 9) 1 11 2

9 (12, 13) 0 22 13

9 (12, 14) 1 23 139 (13, 14) 1 23 13

10 ,... (14, 23) 2 25 13

11 ( 6, 9) 0 11 0

11 ( 9, 10) 1 12 0

ii ( 6, lb) I 16 4

12 (10, 17) 6 18 012 (15, 16) 1 17 413 (16, 17) 1 18 4

18 (17, 18) 1 19 019 (18, 19) 1 20 020 (19, 20) 2 22 022 (20, 21) 1 23 023 (21,23) 2 25 0

23 (21, 22) 0 24 . 1

23 (22, 23) 1 25 1

25 (23, 24) 2 27 0

Figure 6-37.---List of activities in figure 6-36 in order of earliest eNents (tail of arrows).

developed, is extreme! rare. Periodic re-vision and refine is a necessary anda valuable p rt of network analysis. Itis up to the network analysis user to analyze theschedule to make certain that is is meaningfuland accurate and to enforce the accomplishmentof it.

6-52

82.113

Since many services, trades, and sup-plies are required during the course of con-struction, the leading petty offiLers responsiblefor the various activities should be consulted.Network analysis requires a team effort on thepart of all participants to make it workeffectively.

1 54

of


(0, 1)( 1, 2)(2, 3)(2,15)(2,17)(2,11)(2,13)(2,22)(3,4)(3, 7),(4,5)(7,8)(5,6)(11,22)(8,9)

(12,14)(13,14(14,23)

(9,10)(6,15)40,17)(15,16)(16,17)(17,18)(18,19)(19,20)(20,22)(21,23)

(22,23)(23,24)

.4

, --I.. --

t

-,

oofoOo.

W00000O

-- C\1 re) '4' tO CD N- CO 0) 0 C\I r0 '4. tr) (0 N. CO 0") 0 --"\I rc) '4. to (0 N.NC\IC\INNOJC\IC\I

PROJECT DAYS

Figure 6-38.Bar chart preliminary schedule of activities listed in figure 6-37.

PRECEDENCE DIAGRAMING

Although precedence diagraming is becom-ing the preferred method, arrow diagraming isthe method most often used in the NCI

r

)

6-53

82.114

community. Precedence diagraming does NOTrequire the use of dummy activities, is easier todraw, and has greater applications and advan-tages when networks are put on the computer. Inprecedence diagraming, the activity is in the

1 55

STEELWORKER 1 &

1 2 3 4 5 6 if 7 9 9 10 11 12 13 14

ACTIVITY Su OS* Su E0Sw euE0Sw41u CO SwSu CO Sw Su CO SwIev CO SW au EOSW Su CO Sw !W E° SW [W E° Sw Su CO Sw Su CO Swiou EO SW

(0.1) 4 0 0(1,2) 0 3 0 0 3 0 0 3 0(2.3) 0 2 0(2,15) 4 0 0 4 0 0 4 0 0 4 0 0

(2,17) 2 0 0 2 0 0 .._

(2.11) 2 0 0 2 0 0 2 0 0

t(2,13) 2 0 0 2 0 0(2,22) 4 0 0 4 0 0

(3,4) 2 0 1

(3,7) 3 0 0(4,5) 2 0 0

(1.6) 0 2 0 0 2 0(5,6) 0 0 0 0 0 0 0 0 0 0 0 0U1,121 2 I 0 2 I 0(8,9) 2 0 I 1r

(12,14) 2 0 0(13.14) 2 0 I

(14,23) 2 0 0 2 0 0

:9,10) 3 0 I

(6.15) 0 2 2(10,17) 0 0 0 0 0 0

:15,16) 2 I 2

(16 17) 0 2 i

;17,18)111,19)(19,22)

(2 0,21)

(2 1,23)

(2 2,23)

2 3 24)1...__.

ToTALS 4 0 0 0 3 0 0 3 0 0 3 0 14 2 0 1 9 0 1 8 2 0 6 3 0 4 1 1 4 0 1 2 00 5 2 3 2 1 2 02 1

TOTAL 4 5 3 3 16 20 10 9 6 5 2....

10...m....

5 3

node, as illustrated in figure 6-40, NOT on thearrow, as is the case with arrow diagraming.

REPRESENTATION OFACTIVITIES AND EVENTS

An activity in a precedence diagram is

represented by a rectangular box and is iden-tified by an activity number, and NOT the startand finish nodes as in an arrow diagram.

This eliminates the need for additional activities,called dummies, for the purpose of achievingpositive identification, as shown in views A andB, figure 6-41.

The left side of the activity box represents thestart of the activity, and the right side representsthe completion. Lines linking the boxes arecalled "connectors" and the general direction of)the flow is evident in the connectors themselves,and arrows are NOT necessary.

6-54

1 Jo'


15 16 17 le (9 20 21 22 23 24 25 26 27

WE 0 SW BU COS* eu EO SA eu E0 SA eu E0Sw9u EOSVI !NCO Sw SUE° MA U CO Svo 9U EMI* Du (OW OU f OSA OU E0 SW TIVI

(0.11( 1,21

(2.31(2.151

(2 .17)(2.11)

Mill (2031

1111111.111111 (2.221(3.4)(3.71(4.51(7.61

45.61U 1.121

(8.91

(12 JO

EMI ((3.14)(14.231

(9.101(6.15)

0 0 0 0 0 0 0 0 0 0 0 0 (10.171

(15.161

(16.1716-0 1 2

(17.1111

0 1 2 it Lis)

4 2 0 4 2 0 (19.201

4 0 0 (20.22)

0I 40 1 4 (21.231

2 0 0 (22.231----664 I 0 4 1 0 (23,241

0 0 0 0 O 0 0 0 0 0 0 0 0 1 2 0 1 2 4 2 0 4 20 4 0 0 2 1 4 0 I 4 4 104 1 0 Toms

0 0 _...0 0 3 3 4 4 7 5 5 5 TOTAL

Figure 6-39.Manpower scheduletemporary timber and steel warehouse (considering three ratings).

EXCAVATEFOOTINGS

0FORM

FOOTINGS

0ARROW DIAGRAMING

EXCAVATEFOO

2

FORMFOOTINGS

PRECEDENCE DIAGRAMING

Figure 6-40.Representation of arrow and precedencediagramR.

6-55

82.115

The network might also contain certainprecise, definable points in time, called"events." Examples of events are the start andfinish of the project as a whole which shouldalways be entered in the network diagram.Events have NO duration and are represented byoval boxes on a network. A precedence networkis illustrated in view C of figure 6-41.

The rule governing the drawing of a networkis that the start of an activity must be linked to

15,

STEELWORKER I & C

Âfe., ...NS,C No.

0 0,mey.

od WA,

0 00 00 0 *

A 2.4.PLE Vil W DilloYI aCTIv111251

a ,,, 2 AI or Door, 40 rivA,ES

*(Ct 0041 ZIAGror

145.370

figure 6-41.Representation of activities and events.

the ends of all completed activities before thestart may take place. Activities taking place atthe same tinie are NOT linked in any way. Inview C, figure 6-41, both activities 2 and 3 startas soon as activity 1 is completed. Activity 4requires the completion of both activities 2 and 3before it (4) can start.

REPRESENTING A DELAY

In certain cases, there might be a delaybetween the start of one activity and the start ofanother. In this case, the delay might bendicated on the connector itself, preceded by

the letter "d," as shown in figure 6-42. Here,activity 2 may start as soon as activity 1 is com-pleted, but activity 3 must wait 2 days. The delay

6-56

d2

2

Figure 6-42.Representation of delay.

is started in the basic time units of the project inwhich case the word "days" can be omitted.

REPRESENTINGPARALLEL ACTIVITIES

Some activities might parallel others, asillustrated with arrow networks in view A, figure6-43. This can be achieved 'in precedencediagrams without increasing the number ofactivities. For instance, it is possible to start lay-ing a long pipeline before the excavations arecompleted. This type of overlap is known as a"lead." It is possible to start a job inde-pendently, but NOT to complete it beforeanother is completed. This type of overlap is a"lag." (It is also a common occurrence thatboth start and finish of two activities may belinked, but this case is accommodated by a com-bination of lead and lag.) The letter "p" on theconnector indicates a lead of the start of thepreceding activity, and an "f" on the connectorindicates a lag on the finish of the following acti-vity.

As seen in views B and C of figure 6-43, alead, or "partial start" is indicated by drawingthe connector from the start of the precedingactivity, and a lag or "partial finish" is indicatedby drawing the connector from the end of thefollowing activity. The value may be given in thebasic time units of the project, as with a delay,or as a percentage overlap, as shown in views Band C, figure 6-43. In certain circumstances, itcould also be started as a quantity if theperformance of the activity can be measured on


1.-

A NA.It.C. ELCIA(*TS

H2

LEAD OM STAG, Of ACCC04.0 ACTIVITY

activity 2 must wait for the final completion ofactivity 1. In view C, figure 6-43, activity 3 maystart when activity 2 is complete, but will stillhave 30 percent to go when activity 1 is com-plete. The last 30 percent of activity 3 may NOTbegin until activity 1 has been completed. Inview D, figure 6-43, activity 2 may start whenactivity 1 is advanced three days, but will stillhave 4 days of work left when activity 2 is com-pleted.

SPLITTING CONNECTORS

The number of sequencing connectorsbecomes very large when a network is of a greatsize. When two activities are remote from eachother and have to be connected, the lines tend tobecome "lost" or difficult to follow. In suchcases, it is NOT .necessary to draw a continuousline between the two activities. To show theirrelationship, circles arc used with the following-

30%

.activity number in one, and the preceding-activity in the other. In figure 6-44, bothactivities 2 and 6 are dependent upon activity 1.

2 DIRECT LINKINGUSING AN EVENT

C AO 0,4 fiviyo4 Of Q..0.404 ACTIVITY

4 When the number of common preceding andsucceeding activides in a particular complex is

P3

0 START ASS o,41914 LASS 0,4 3AMI ACTIVITY

145.371

Figure 6-43.Representing parallel activities.

a quantitative basis. The indication of the typeand amount of delay, lead, or lag is generallyreferred to as a "lag factor."

In view B, figure 6-43, activity 3 may startwhen activity 2 is 50 percent complete, although

6-57

Figure 6-44.Splitting connectors.

15J

STEELWORKER 1 & C

large, as in view A, figure 6-45, a dummy eventor focal activity of zero duration may beintroduced to simplify the network. The use ofsuch a dummy event is shown in view B, figure6-45, which is a simplification of view A, figure6-45. The effect in terms of scheduling is thesame, but it can be seen that the introduction

H

PREDECESSORS AND SUCCESSORS

(DIRECT LINKING)

8 MATIPLE PREDECESSORS ANO SUCCESSORS( USING DUMMY COLLECTOR)

Figure 6-45.Use of a dummy event.

of the dummy has improved the clarity of thediagram.

AVOID JOINING CONNECTORS

In many instances, opportunities are present'for joining several connectors going to acommon point to reduce the congestion of thedrawing. The diagrams in views A and B, figure6-46, have precisely the same interpretation.Several connectors have been joined in view B,figure 6-46. When the network is coded for thecomputer, the fact that activity D has threepreceding activities with only one line actuallyentering D may be overlooked. This form ofrepresentation must be discouraged for thisreason.

1---1I B r

A. DIRECT REPRESENTATION OF DEPENDENCIES

H

B. INDIRECT LINKING OF DEPENDENCIES

145.372 145.373

Figure 6-46.Avoid Joining connectors.

6-58160


SCHEDULING PRECEDENCEDIAGRAMS

Scheduling, or putting the network on aworking timetable, is calculated the same asarrow diagrams. The information is rept esenteddifferenllyN. being contained within the activitybox as illustrated in figure 6247.

ADVANTAGE OF PRECEDENCE

Precedence networks eliminate many of thecomplicating factors of arrow networks. Mostconstruction management programs for com-puters are limited by the number of at:1i% ities thecomputer can accommodate. Arrow networkscontain as much or more than 30 percent, ofdummy activities or split activities and aretherefore very costly to run on computers.

Precedence networks are easier to drawbecause all of the activities can be placed onsmall cards, laid out on a flat surface, and

,manipulated easily until a realistic logic is

achieved. Draw lines (connectors) to each of theactivities to show the relationship between theactivities.

EQUIPMENT MAINTENANCE

To achieve both quantity and quality in workoutput, it is important that you have the rightkind of tools and equipment, as well as qualifiedpersonnel to operate them. It is equally impor-tant that the tools and equipment receivethe preventive maintenance and upkeep

NuMBER D

ACTIV TYURATION

ATA/17Y

EARLSTART

RESOURCES

ACTivITYDESCRiPT.ON

FINISHEARLY

NH

S

L A

R

T

7E

LATETA -1° FINISH

Figure 6-47.Information for a precedence activity.

necessary to keep them operating at peak effi-ciency.

Preventive maintenance pays off in manyways. It aids in promoting safe working condi-tions and safe working habits. Among otheradvantages, preventive maintenance meansfewer breakdowns and the maximum length ofuseful life for the equipment.

Equipment maintenance includes a numberof routine tasks, such as cleaning, adjusting, andlubricating. Some workers regard these tasks asunimportant, but as every experiencedSteelworker knows, they have an importantbearing on the operating condition of the equip-ment. Certain maintenance duties may berequired daily or weekly; certain others are per-formed monthly, quarterly, or at even longerintervals. The type and frequency ofmaintenance depend largely 'upon the type andmake of the individual ,diece, of equipment. Themaintenance requirements for a given piece ofequipment generally will be prescribed by themanufacturer; this information usually will beincluded with the equipment when it is receivedby your activity. For each piece of equipment,hp sinn anri fnllnw the maintenance inctruPtioncprescribed by the equipment manufacturer.

CAUTION: Leave the maintenance of allelectrical equipment, such as motors,generators, and transformers to the Construc-tion Electrician. They should be around atregular intervals to inspect and service all of theelectrical equipment. The maintenance dutiesthat should be handled by experienced elec-tricians include lubricating, adjusting, andcleaning the equipment.

It is not our purpose here to descr:be themany tasks included in equipment maintenance.You are probably familiar, anyway, with thecommon types of equipment used in welding,rigging, sheet metal work, and other operationsperformed by Steelworkers; also, you mostlikely have had much experience in lubricating,operating, cleaning, and adjusting this equip-ment.

As a supervisor, you can help insure thatequipment receives the proper care and upkeepby establishing a good maintenance programand then, seeing to it that the program is

6-59

161.

STEELWORKER I & C

carried out. In setting up a maintenance pro-gram, it may be helpful to prepare a chart listingeach piece of equipment and its maintenancerequirements, such as method of cleaning, fre-quency of lubrication, and the like, for each typeor make of equipment. In making up themaintenance chart, refer to the manufacturer'sinstruction manual to determine the types,frequency, and other maintenance requirementsfor a particular make of tool or machine.

Make it a practice to maintain a file of allinstruction manuals received with the variouspieces of equipment. If possible, use a filingcabinet for filing the manuals. The manuals canbe filed alphabetically by the name of the equip-ment or manufacturer, or any other methodwhich will allow easy access to a manual whenneeded. If you do NOT have a system for filingthe manuals, a great deal of time may be lostwhile you hunt through a stack of papers to finda particular manual.

Another technique w Inch may prove usefulto you in carrying out an equipment'maintenance program is a material history ofindividual pieces of equipment. A materialhistory is a chronological record describing theevents in the service life of a given machine. Theentries arc made on a file card and include suchitems as the following: (1) results of all tests andmeasurenvnts; (2) difficulties or troublesencountered; (3) methods used to repair or

restore the equipment to service; (4) dates whengrease or oil was changed; and (5) any other in-formation that may be of value to a completeunderstanding of the machine. All such datashould be entered opposite the date on which anincident occurred. If there is a complete histofyon a particular machine, any interested personcan get a p;cture of what has been done toremedy troubles that may have arisen in the pastas well as the care it has received.

AS-BUILT DRAWINGS

The best laid plans have a way of goingwrong. No amount of preplanning can changethis. The only thing to do is make correctivechanges and continue the project. When thesecorrections involve the actual construction ofyour project, you must also show this change inthe form of a AS-BUILT DRAWINGS. Youshould contact your operations officer to get ap-proval to make any changes on a project. Whenthe decision has been made, scow the changes onsour drawing As-built drawings consist of theoriginal construction drawings, corrected toshow additions, omissions, or changes madeduring construction. Changes made on theoriginal construction drawings are drawn in redon the working drawings. The drawings are thenturned into engineering where the final recorddrawings are completed.

6-601 (Y r)1 ,-....

CHAPTER 7

METALS IDENTIFICATION AND TESTING

Mans tests have been developed for deter-.1:ming 'he physical properties of metals. Twoimportant physical properties of special concernto the Steelworker are hardness and tensile

Hardness may be measured by filetest g, or preferably, by machine testing with aRockwell, Brinell, or other type of tester. Thetensile strength of a metal can be determined bya tension test. Although you may only makethese tests occasionally, knowing the physicalproperties of metals is important. In many in-stances, you may use tables or charts whichshow information obtained from tests for hard-ness and tensile strength. Weld defects in metalscan be detected by magnetic particle inspectionor liquid penetrant inspection. Other testsdescribed in this chapter include tests of samplewelds and metal identification.

HARDNESS TESTS

Most metals possess some degree of hard-nessthat is, the ability to resist penetration byanother material. Many tests for hardness areused; the simplest one is the file hardness test.

hile fair estimates of hardness can be made byan experienced Steelworker, more consistentquantitative measurements are obtained withstandard hardness testing equipment. Thisequipment eliminates the variables of size,shape, and hardness o le selected, and ofthe speed, pressure, and angl s of the file usedduring a test.

HARDNESS can be defined as resistance topenetration, resistance to abrasion, resistance tomachine tool cutting, or resistance to bending(stiffness) by wrought products. Except for

7-1

resistance to penetration, the characteristics ofhardness are not readily measurable. Conse-quently, most hardness tests are based on theprinciple that a hard material will penetrate asofter one. In a scientific sense, hardness is ameasure of the resistance of a material topenetration or indentation oy an indenter offixed size and geometrical shape, under a

`specific load.

The information obtained from a hardnesstest may be used to compare alloys and theeffects of various heat treatments on them.Hardness tests are also useful as a rapid,nondestructive method for inspecting and con-trolling certain materials and processes, and toinsure that heat-treated objects have developedthe hardness desired or specified. de results ofhardness tests are useful not only for com-parative purposes, but also for estimating otherproperties. For example, the tensile strength ofcarbon and low-alloy steels can be estimatedfrom the hardness test number. There is also arelationship between hardness and endurance orfatigue characteristics of certain steels.

Hardness is most often measured with theRockwell and Brinell hardness testes. Otherhardness testers include the Vickers, Eberbach,Monotron, Tukon, and Scleroscope. Since thereare many tests and the hardness numbers derivedare not equivalent, it is essential that the hard-ness number be designated according to he testand the scale employed in the test. Since you aremore likely to have access to a Rockwell testerthan to any other, the Rockwell test is describedin greater detail. The essential differencesbetween the Rockwell and Brinell tests are alsopointed out.

16-,

STEELWORKER I & C

ROCKWELL HARDNESS TEST

Of all the hardness tests, the Rockwell is theone most frequently mentioned. The bask prin-ciple of the Rockwell test (like that of theBrinell, Vickers, Eberbach, Tukon, andMonotron tests) is that a hard material willpenetrate a softer one. This test operates on theprinciple of measuring the indentation, in a testpiece of metal, made by a ball or cone of aspecified size which is being forced against thetest piece of metal with specified pressure. In theRockwell tester shown in figure 7-1, the hard-ness number is obtained by measuring thedepression made by a hardened steel ball or aspheroconical diamond penetrator of a givensize under a given pressure.

With the normal Rockwell tester shown, the120° spheroconical penetrator is used in con-junction with a 150-kilogram load to make

SMALLPOINTER

HARDNESSDIAL

LONGNEEDLE

INDENTER

ANVIL

ELEVATINGWHEEL

KNURLEDZERO

ADJUSTER

DEPRESSOR

BAR

WEIGHTS

MAJOR LOADLIFTING CRANK HANDLE

102.90X

Figure 7.1.Standard Rockwell hardness testing machine.

impressions in hard metals. The hardnessnumber obtained is designated Rockwell C (Rc).For softer metals, the penetrator is a 1/16-inchsteel ball in conjunction with a 100-kilogramload. A hardness number obtained under theseconditions is designated Rockwell B (Rb). Figure7-2 illustrates the principle of indenter hardnesstests. Although the conical penetrator is shown,the princip'- is the same for a ball penetrator.(The geonmry of the indentions _would, ofcourse, differ slightly.)

With the Rockwell tester, a deadweight,acting through a series of levers, is used to pressthe ball or cone Into the surface of the metal tobe tested. Then the depth of penetration is

measured. The softer the metal being tested, thedeeper the penetration will be under a givenload. The average depth of penetration onsamples of very soft steel is only about 0.008'inch. The hardness is indicated on a dial,calibrated in the Rockwell B and the Rockwell Chardness scales. The harder the metal, the higherthe Rockwell number will be. Ferrous metals areusually tested with the spheioconical penetrator,with the hardness numbers being read from theRockwell C scale. Nonferrous metals are testedwith the steel ball; results are read on the B scale.

With most indenter-type hardness tests, themetal being tested must be thick enough to avoidbulging or marking the opposite side. Thespecimen thickness should be at least 10 timesthe depth of penetration. It is also essential that °the surface of the specimen be flat and clean.When hardness tests are necessary on thinmaterial, a superficial Rockwell tester should beemployed.

The Rockwell superficial tester differs fromthe normal Rockwell tester in the amount ofload applied to perform the test and in the kindof scale used to interpret the results. Where themajor loads on the normal tester are 100 and ISOkilograms, the major loads on the superficialtester are 15, 30, and 41'kilograms. One divisionon the dial gage of the normal tester represents avertical displacement of the indenter of 0.002millimeter. Hardness scales for the Rockwellsuperficial tester are the N and T scales. The Nscale is used for materials of such hardness that,were they of sufficient thickness, they would betested with the normal tester using the C scale.The T scale is comparable to the B scale used

erh

Chapter 7METALS IDENTIFICATION AND TESTING

CONE-SHAPEDPENETRATOR

THIS INCREASE IN DEPTH OF PENETRATION, CAUSED BY APPLICATION OF MAJOR LOAD,

FORMS THE BASIS FOR THE ROCKWELL HARDNESS TESTER READINGS.

Figure 7-2.Principle of Rockwell hardness test.

with the normal tester. In other respects, thenormal and superficial Rockwell testers are

much alike.

Mstnning the sample is properly preparedand the appropriate penetrator and loads areselected, the following step-by-step procedureindicates how a Rockwell tester is used:

'I. Place the piece to be tested on the testingtable, or anvil.

2. Turn the wheel for elevating the testingtable until the piece to be tested comes in contactwith the testing cone or ball. Continue to turnthe elevating wheel until the small pointer on theindicating gage is nearly vertical and slightly tothe right of the dot.

7-3

126.87X

3. Watch the long pointer on the gage, andcontinue raising the work with the elevatingwheel until the long pointer is nearlyuprightwithin approximately five divisions,plus or minus, on ,the scale. This step of theprocedure sets the minor load.

4. Turn the zero adjuster, located below theelevating wheel, to set the dial zero behind thepointer.

5. Tap the depressor bar downward torelease the loads and apply the major load.Watch the pointer unti! it comes to rest.

6. Turn the crank handle upward and for-ward, thereby removing the major but not theminor load. This will leave the penetrator in con-tact with the specimen but not under pressure.

165

STEELWORKER 1 & C

7. Observe where the pointer now comes torest, and read the Rockwell hardness number onthe dial. If the test has been made with the1/16-inch ball and a 100-kilogram load, thereading is taken from the red, or B, scale. If thetest has been made with the spheroconicalpenetrator and a load of 150 kilograms, thereading is taken from the black, or C, scale. (Inthe first example, the number is prefixed by Rb,and in the latter instance by Rc.)

8. Turn the handwheel to lower the testingtable, then remove the test specimen.

BRINELL HARDNESS TEST

The Brine!: hardness testing machine pro-videi a convenient and reliable hardness test.The machine is not suitable, however, for thin orsmall pieces. This machine has vertical hydraulicpress design and is generally hand operated, alever being used to apply the load which forces a10-millimeter diameter hardened steel ortungsten-carbide ball into the test specimen. Forferrous metals, a 3,000-kilogram load is applied.For nonferrous metals, the load is 500kilograms. In general, pressure is applied to fer-rous metals for 10 seconds, while 30 seconds are'required for nonferrous metals. After thepressure has been applied for the appropriatetime, the diameter of the depression produced ismeasured with a microscope having an ocularscale.

The Brinell hardness number (Bhn) is theratio'a the load in kilograms to the impressedsurface area is square millimeters. This numberis found by measuring thq distance the ball isforced, under a specified pressure, into the testpiece. The greater the distance, the softer themetal, and the lower the Brinell hardnessnumber will be. The diameter of the impressionis measured, using the calibrated microscopefurnished with the tester. Figure 7-3 illustratesan impression as seen through the microscope.After measuring the diameter of the impression,the measurement is converted into the Brinellhardness number, using .the conversion tablefurnished with the 'tester. A portion of the con-version table is shown in table 7-1.

.33

7-4

145.228

Figure 7-3.Microscopic view of impression.

d

The Brinell har'dness machine N of greatest ,

value in testing soft] and medium-hard metalsand in testing large pieces. On hard steel, theimprint of the ball is so small that is is difficultto read.

Table 7-1.Portion of Conversion Table Furnished withBrinell Tester

I

Diameterof b(

impression(mm)

Hardnessnumber

for load ofkg

500 3000

2.0 158 945

2.05 150 899

2.10 143 856

2.15 . 136 817

2.20s.

130 780

.25 124 745

2.30 119 712

2.35 114 682

2.40 109 653

2.45 100 627

1 .'.. '-.1.. .,./ i I

145.229


TENSION TEST

You must be familiar with the principles ofmetal testing for tensile strength, as well as forhardness. The term TENSILESTRENGTH maybe defined as resistance to longitudinal stress orpull, or as the amount of stress resisted by themetal in pounds per square inch of cross section.The test is made by a tensile testing machine,either of the portable or stationary type.

wo essential features of a tension testingmachine are a device for straining the testspecimen and a device for measuring theresistance of the specimen to this straining.Another instrument, known as the extensometeror strain gage is clamped to the specimen tomeasure strain in that part of the specimenwhere strain is essentially uniform. With someequipment, a device is used to record and plotthe stress-strain curve.

The tension test is a destructive test since thespecimen must be loaded or stressed until it failsin order to obtain the desired information;moreover, there are few parts which would fitthe tension testing machine. These factors ex-plain why the test is made on a standardspecimen rather than on the part itself. It is ob-viously important that the test specimen trulyrepresents the part; for instance, not only mustthe specimen be given the same heat treatment asthe part, but it must also be heat treated at thesame time.

There are a number of standard types oftensile test specimens; figure 7-4 shows you onestandard type of specimen in common use.

The standard test piece is an accuratelymachined specimen. Overall length is not

r4--i 1/8 - -2 /4 - -1.:(5/8i I REDUCE° SECTION

li4GE _ENGTH

Figure 74. Standar d s tension test specimen.

11.367

7-5

particularly critical, but the diameter and gagelength are. The 0.505-inch-diameter (0.2 squareinch area) cross section of the reduced portionprovides an easy factor to manipulatearithmetically; for example, to divide into theload, as read from the machine, to determinetensile strength in pounds per square inch (psi).The 2-inch gate length is the distance betweenstrain-measuring points. This is the portion ofthe specimen to which the extensometer is

attached. In addition, the gage length is used todetermine percent elongation.

The tension test amounts to applying asmooth, steadily increasing load (or pull) on atest specimen and measuring the resistance ofthe specimen until it breaks. When recordingequipment isoot used, the test is not difficult toperform. During the test, the behavior of thespecimen is observed, and the extensometer andgage readings are recorded at regular intervals.After the specimen fractures and the fracturingload is recorded, the specimen is measured withcalipers to determine the percent elongation andthe percent reduction in area. In addition, astress-strain curve is plotted. From the data-thusobtained, you can determine tensile strength,yield point, elastic limit, modulus of elasticity,and other properties of the material.

TESTING PROCEDURES

Specific details for conducting the tensiontest vary with the purpose of the test and thekind of metal concerned. Before starting thetest, however, make sure you measure thespecimen accuratel;', using micrometer, andcompute the load. This is important because youcompute tensile strength by dividing the max-imum load in pounds applied during the tensiontest by the original cross-sectional area of thespecimen in square inches; that is

Tensile Strength = LoadArea

Assuming a steel specimen has been properlyset up in the equipment, with an extensometerattached, the tension test procedures is generallyas follows. Apply a steadily increasing load. At

STEEIVrIRKER I & C

first apply a load well below the specimen'ssuspected elastic lint. At frequent intervals,release the load, real, and record the valuesindicated by the extensometer and the load-indicating gage.

With loading, the extensometer needlemoves, indicating that the inetal is elongating urstretching; first elastically and later plastically.Frequent loading, releasing, reading, andrecording are necessary to establish that pointwhere elastic stretching stops and permanentstretching begins. Consequently, it is necessaryto repeat this procedure at frequent intervals, in-creasing the load in small amounts, until perma-nent deformation occurs; that is, the specimendoes not return to its original size when the loadis released. As long as the applied load is not toogreat, the extensometer needle 'returns to zerowhen the load is released. This indicates that thespecimen has returned to its original lengthbecause of its elasticity. It also indicates that per-manent deformation has not occurred and,therefore, that the elastic limit of the materialhas not been exceeded.

Unless automatic equipment is employed,the process of obtaining data needed to deter-mine the elastic limit and the yield point requireskillful manipulation of the loading controls andcareful observation of the behavior of thespecimen. At a certain point in the tension testof soft steel, for example, a definite increase inspecimen length occurs with no increase in load.For this reason, it is necessary to apply, release,and increase loads repeatedly, being careful toavoid overshooting the load which is just enoughto cause permanent deformation. When perma-nent deformation or yielding begins the strain-ing load is released and the e .tensometerremoved from the test specimen (unless anelectronic-type extensometer is ,:iiployed whichmeasures strain up to the breaking point of themetal).

With the extensometer removed, a morerapidly applied, steadily increasing load mzty beemployed. At first, the test metal continues tostretch. The NECKING IN is observed, fiki

finally, the specimen breaks. The load at thebreaking point is recorded along with values ob-tained earlier in the test. Remember that thebehavior of the mej,af specimen during the testvaries with the kind of material involved and the

condition of the material after working or heattreating. This is demoostrated by the testspecimens shown in figure 7-5. in this illustra-tion, A is a fractured specimen of a brittle metal;B is a ductile metal. Curves shown in views B, C,and D of figure 7-6 demonstrate the effect thecondition of the material has on tension testresults.

After fracturing the specimen and removingit from the tension tester, match the two parts ofthe specimen together at the point of fracture,and measure the distance between the 2-inchgage marks. The difference in gage length before

11.368X

Figure 7-S.Comparison of tension test specimen fracturesof (A) brittle, and (8) ductile metals.

90.000

60,000

70,000

60,000

50,000

40,000

30,000

20,009

10,000

0 002 004STRAIN - INCHES

11.369X

Figure 7-6. Stress-strain cone for qpical metals.

7-6 jr


and after testing is the elongation in 2 inches.The difference between the original gage lengthand the gage length after fracture divided by theoriginal gage length (2 inches) times 100 is thepercent of elongation. A similar measurement ofthe change in diameter of the specimen is madeto determine the percent reduction in area. Bothpercentages are taken as measures of ductility.

STRESS-STRAIN CURVES

The tensometer readings and the load dataassot., ted with those readings, taken during thetension test, are plotted on a graph to produce astress-strain curve. Extensometer or strain valuesare plotteTlrilascissas (horizontal axis); stressor load values, as ordinates (vertical axis). Theshape of the plotted curve varies with the kind ofmaterial involved. This is demonstrated by thestress- strain curves shown in figure 7-7. Notethat the curve for a brittle metal has a steepslope. In fact, it is almost a straight line withfracture occuring at maximum stress. On theother hand, the curve for a very ductile materialhas practically no straight-line portion. Almostas soon as a load is applied, the materiai beginsto stretch and continues to do so until thespecimen frarures. The angle of slope and thestraight (or nonstraight) line characteristics ofthe curve are suggestive of the properties of ametal in tension and indicate the extent of brit-tleness or ductility. The straight-line portion ofthe curve can be used to determine the modulusof elasticity. The area under the curve is ameasure of toughness. Since the area under thecurve is much greater for the ductile than for thebrittle specimen, the former is, obviously, con-siderably tougher than the latter.

The more important features of a stress-strain curve plotted from data obtained during atension test are illustrated in view A, figure 7-6.The material involved is a soft low-carbon steel.The straight-line portion of the curve from g to hindicates that the internal fiber stress(stress = applied load-cross-sectional area) is

proportional to the strain as measured by theextensometer. The point la indicates the.propor-tional limit; that is, stress is no longer pro-portional to strain, and stretching begins.Somewhere between h and e is the elastic limit,while c is the yield point. The highest point on

7-7

the curve, g, is the tensile strength or the greateststress the material can withstand without rup-ture.

The curves illustrated were obtained withtesting machines equipped with autographicrecorders. Curves obtained without such equip-ment would have a different shape from point dto e. It would drop downward, giving theappearance that the stress at fracture is less thanthe ultimate strength of the material. Such acurve gives this impression because stress iscalculated as load-divided by the original cross-sectional area, rather than the true cross-sectional area, actually related to the load afterthe specimen begins to neck -down. Were thecurve plotted in terms of the true stress, that is,the load divided by the actual cross-sectionalarea, the curve would rise to the point of frac-ture like those illustrated in figure 7-7.

SCRIBE METHOD OF .

'DETERMINING ELASTIC LIMIT

The most difficult properties of a metal todetermine are its elastic limit and yield point.This is especially true for nonferrous metals andcertain steels like the stainless group. Even withordinary steel, they are difficult to establishwithout expensive autographic recorders andelectronic strain gages. If the requirements arenot too exacting, the elastic limit of ordinarysteel can be determined by the scribe method.

In the SCRIBE METHOD for determiningelastic limit, a pair of divider's is adjusted to 2inches between points. Then, centering one legin the lower 2-inch-gage-length punch mark,scribe a light line with the other divider legpoint. When the load approaches that suspectedto be in the region of the elastic limit of thematerial, the straining load is released andanother mark inscribed with the dividers in thesame manner as before. If this mark coincideswith the first, the elastic limit has not beenreached. If the first line thickens, the elastic limithas just been reached. If two distinct lines result,the elastic Jima has been exceeded. Unless youare merely attempting to establish that a specific

1

STEELWORKER 1 & C

105,000

90,000

. 75,000

60,000

45,000

30,000

15,000

A0

a

TENSILESTRENGTH

a

YIELDPOINT

TENSIONTEST

0 .002 004 006 008 010 012ELONGATION IN /IN

150

135

i20

105

90

75

60

45

30

160,000 psi/TENSILE

,

103,000 psiYIELD

NORMALIZED

014

0 002 004 006 008 010 012

ELONGATION

Ma

150

'35

i 20

105

90

75

60

45

30

15

Bo

ISO

135

120

105

90

75

60

45

30

15

b

149,500 psiTENSILE -,,,,

105,000 psiYIELD \

147,500 psiTENSILE

103,500 psiYIELD

ASRECEIVED

0 002 004 006 008 010 012

ELONGATION `)/0

\\i 46,000 psiYIELD

155,000 PSITENSILE

NORMALIZEDQUENCHED

DRAWN

0 002 004 006 008 010 012

ELONGATION 0/0.

Figure 7-7.Stress-strain curve for low-carbon steel of medium ductility,

load does not develop stresses exceeding a givenelastic limit of,a material, the loading and com-paring scribe marks will probably have to bedone repeatedly to establish the load that justcauses the scribe mark to thicken.

7-8

170

11.370X

OFFSET METHOD OF DETERMININGPROOF STRESS AND YIELD STRENGTH

,--

With ductile metals having a ductile fracturelike the one shown in view B of figure `7 -5, or a

Cha_ptei 7METALS IDENTIFICATION AND TESTING

stress-strain curse similar to that presented infiure 7-8, the departure of the curse from astraight line is so gradual that it is diffiLuit todetermine just where &station (the elastic limit)occurs. For such materials, the acceptable pro-cedure is the OFFSET METHOD shown influme 7-8. Here, a straight-dash line, whosepoint of origin on the abscissa is offset (set off)0.01 percent horn the point of origin of thestress strain curse itself. is drawn parallel to thelower straight portion of the Lt.. s C. As shuns n infigure 7-8, the point at which the 0.01 percentoffset parallel intersects the stress- strain purse istaken as the value corresponding to elasoLwith the offset method, this salue is calledPROOF STRESS. The point of midsection onthe stress- strain curse of a second parallel lineOriginating at 0.2 percent is taken as the yieldstrength (in contrast with yield point) value. Forcertain purposes, other percent offset values

60,000

50,000

40,000

30,000

20,000

10,000

0

I/

/

//

/

// 42,000

//

//

/

1 29,000

/

//

/

//

/

/

//

/

///

0f 02 03 04

PERCENT ELONGATION IN2 INCHES

145.170

Figure 7-8.Oftset method of determining proof stress(clash( limit) and %lett! ,Irength from ,Iress-slram

7-9

may be used. Consequently, when the offsetmethod for determining the elastic limit of proofstress and the yield strength is emplbyed, it is

essential that the amount of ofket be specified.

MAGNETIC PARTICLE INSPECTION

Magnetic particle inspection can be used forthe detection of weld defects in metals or alloys

w Inch ,nagnetkm can be induced. While thetest piece is magnetized, finely divided ironpowder is applied to it. As long as the magneticfield is not disturbed, the iron 'particles will forma regular pattern on the >urface of the test piece.It the magnetic field is disturbed by a crack orsome other defect in the metal, the pattern isinterrupted and the particles cluster around thedefect.

The test piece may be magnetized either byhaving an electric current pass through it, asshown in figure 7-9, or by having an electric cur-rent pass through a coil of wire mat surroundsthe test piece, as shown in figure 7-10. When anelectric current flows in a straight line from onecontact point to the other, magnetic lines offore,: are in a circular direction, as shown in viewA of figure 7-9. When the current 110V is

through a coil around the test piece, as shown instew A of figure 7-10, the magnetic lines of forceare longitudinal through the test piece.

If a detect is to show as a disturbance inthe pattern of Ilk sn particles, the direction ofthe magnetic d must be at right angles to themajor axi, of the defect. A magnetic field havingthe necessary direction is established when thecurrent floss is parallel to the major axis, of thedefect. Since. the orientation of the defect is

unl,nosa, different current directionS' must beused during the test. As shown in figui,e 7-9, cir-cular magnetism, is induced in the test piece sothat the piece may be inspected for lengthwisecracks, while longitudinal magnetism, as shownin figure 7-10, is induced so that the piece maybe inspected for transverse cracks. In general,magnetic pal tick inspection is satisfactory fordetecting sur face clacks and subsurface cracksthat are not more than I,'4 inch below the sur-face.

171

STEELWORKER 1 & C

DIRECTION OF.CURRENT

PRODS SECTION OFPIPE

---1-110N PARTICLECIRCULAR' MAGNETIC INDICATION OF

LINES OF FORCE DEFECT

.--

I

A

B

EJ.

18.80(145D)A

Figure 7-9.Circular magnetization (prod method). .

The type of magnetic particle inspection unitmost commonly used in the Navy is the portableunit shown in figures 7-9 and 7-10. It is a high-amperage, low-voltage unit having a maximummagnetizing output of 1,000 amperes, eitheralternating or direct current. it is ready tooperate when plugged into the voltage supplyspecified by the manufacturer. The unit consistsof a magnetizing curient source, controls, in-dkating meters, three 10-foot lengths of flexibleLab le for carrying the current to the test pieceand a prod kit. The prod kit includes an insulated

LONGITUDINAL MAGNETICLINES OF FORCE

SECTION OFPIPE

DIRECTION OFCURRENT A

IRON PARTICLEINDICATION OF

DEFECT

18.80(145D)B

Figure 7- 10. Longitudinal magnetization (coil method).

prod grip fitted with an ON-OFF relay or cur-rent control switch, a pair of heavy copper con-tact prods, and ,two 5-foot lengths of flexiblecable. Cable fittings are so designed that eitherend of any cable may be fitted to the unit, to theprods, or to any other cable. The unit has threeoutlets on the front which make it easy to changefrom alternating to direct current or vice versa.The outlet on the left is labeled a.c., the center isCOMMal, and the right is d.c. One cable will

7-10

1.47 '

Chapter 7-- METALS IDENTIFICATION AND TESTING

always be plugged into the COMMON outlet,and the other Lab le is plugged into the a.c. ord.L. outlet, depending upon what t.v pc of tut rentthe test requires. For most cork, alternating cur-rent magnetization elleoixel locates fatigue,.racks and similar defects extending through tothe surface, \, hen more sensitive inspection isrequired to detect defects below the surface,direct current is used.

The unit can he used with alternating ordirect current in either of two' ways: (1) withprods attached to the flexible cable and used ascontaci.sthrough which 4urrent is passed intoand out 4a portion of the test piece, setting upcircular magnetization in a local area betweenthe prod contact points, as shown in view B offigure 7-9, or (2) ,th flexible cable wrappedaround the work, as shown in slew B of figure7-10, to form a coil, shish with the passage ofcurrent, induces longitudi(nal magnetism in thepart of the work piece thak is surrounded by thecoiled cable.

Although either of these two methods naybe ti,cd, tic prod method ;, probably the ca,icrto apply. In mo instances, it effectively servesto detect surface (elects. With the prods,however, only a relatively small area of the testpiece can be magnetized at any one time. Thismagnetized area is limited to the distancebetween prod contact points and to a few inches(In each side of the current path. -I o check theent:re surface, it is necessary to successively testadjacent areas b changing the location of theprod contact points after a given area has beentested. Each area of the test piece must he M-S tied twiceonce with the current passingthe ugh the metal in one direction and once %x iththe current passing through the metal in a direc-tion at right angles to the direction of the firsttest. One of the adsantages of the prod methodof magnetic paiticle inspection is that the cur-rent can be easily passed through the metal inany desired direction. Thus. if a given area is,inspected of being defective, magnetic fields ofvarious orientations can be established duringthe test.

Hie' prod method is accomplished hadjusting the unit for a on rent output suitablei& >1 Inc inagnenzuft and te.ting to he pet formed

7-11

for any particidar kind of metal. The current set-ting required depends on the distance betweenprod contact points. With the prod kit suppliedwith the unit, the space between mod contactpoints is 4 to 6 inches. For this space, `,1.1111 amaterial thickness less than 3,'4 inch, 1 currentsetting between 300 and 400 amperes is satisfac-tory. With a material thickness of 3 4 inch and,over, use 400 to 600 amperes. 10 obtain thesame magnetic field force, less current is re-quired if the prod contact points, are closertogether. With prods constantly at the samespacing, more current will induce a field ofgreater strength.

After adjusting the unit, place the prods rnposition. Hold thou in firm contact with themetal and turn on the current. Then applymagnetic particles to the test area with the dusterbulb and observe any indicator patterns. Withthe current still on, Femme the excess particleshom the test area with a blower bulb and com-plete the inspection. Do not move the plods untilafter the curtest ht been turned off'. To do sowould cause the eirtent to arc, resulting in aflash snnilar to that occurring in arc welding.

Through] the use of magnetic particle inspec-tion, hairline cracks that are otherwise insrsibleare readily detected,, since the pal tidies form anunmistakable outline of the defect. I age voidsbeneath the surface are more easily detectedthan small voids, but any defect below the sur-face is more difficult to detect than one whichextends through to the surface. Since false in-dications occur frequently, the inspectors mustbe able to acturatt interpret the particle in-dications ties obserF.

Factors that help the inspectors to interprtthe test results include the amount of magnetiz-ing curtest applic,', the shape of the indication,the sharpness of the outline, the width of thepattern, and the height on buildup of the par-ticles., Althciugh these characteristics do notdeter mine the seriousness of the indication, theydo serve to identity the kind of defectindicated.

he indiLation of a crack is a sharp, well-defined pattern of magnetic pattiLles having a

1 ');

STEELWORKER 1 & C

definite buildup. This indication is produced b'a relatively low-magnetizing current. Seams arerevealed by a straight, sharp, fine indication.The buildup of pat ticles is relatively weak, andthe magnetizing current must be higher than thatrequired to detect cracks. Small porosity androunded indentations or similar detects are cid-Huth to detect rot inexperienced Inspectors. Ahigh magnetizing current continnotisly applied isusually required. The particle patterns for thesedefects are fuzzy in outline and have a mediumbuildup,

hethet or not an indicated defect is to bechipped or ground out and repaired by weldingdepends on the specifications governing the job.Surface cracks are always removed and repaired.Indi,:ations of subsurface defects detected bymagnetic particle inspection are evaluated by theinspector. If the indication is positive, it isusually best to grind or chip down to solid metaland make the repair. Unless the inspector candifferentiate accurately between true and falseindications, it is best to restrict the applicationof magnetic particle inspection to the detectionof surface detects. t or this application,magnetic particle inspection is almost foolproof.

Alter indicated defects have been repaired,the areas should be reinspected to insure that therepair is sound. I he final step in magnetic paitide inspection is to demagnetize the workpiece.This is especially important when the vv orkpieceis made of ' h-carbon steel. Demagnetization isessential w direct current hb.,s been used to in-(Nee the r cue field. It is not as necessarywhen ahem n_!, current has been employed inthe test. In fact, the usual demagnetization pro-cedures involves placing the w ork piece in an a.c.coil or solenoid and slowly withdrawing it whilethe current passes through the coil.

Demagnetization can be done will) the poi t-able unit, it a special demagnetizer is notavailable. fo demagnetize with the portableunit, torn a coil of flexible cable around thewoe k piece. Be sure that the cable is plugged intothe unit for the delivery of alternating current.Set the current regulator to deliver a cutientidentical to that used for the inspection and loin

n the unit. rhen gradually decrease the cut rem

the ammetei indicates zoo. It the piece islarge, it may be ncce)saty to demagnetize a smallportion of the work at a time.

A check for the pie awe of a magnetic field(and thus a check on the need for demag-heti/a:ion) may be made by using small com-pass. A deviation of the needle fioin its normalposition, when the compass is held near thework piece, is an indication that a magnetic fieldis present. An instrument called a field indicatormay also be used to check for the piesenee of amagnetic field. This instrument will usuallycome with the magnetic particle inspection unit.

LIQUID PENETRANT INSPECTION

Liquid penetrant met Iv ds are used to inspectmetals for surface defects similar to those re-vealed by magnetic pat tide inspection. Unlikemagnetic particle inspection, vv hich can revealsubsui lace defects, liquid penetrant inspectionreveals only those eyeets that ale open to thesurface. In general, the only metals that ate in-spected by iiquid penenain methods ale nouleiroes metals and nonmatmetie steels.

Foul groups of liquid penetrants arc used.(hour) I is a dye penetrant which is nonwateiwashable. Group II Is a water- washable dyerenettant. Group 1,11 and Group IV are 'Tumes-cent penetrants. The Instructions presetibed foreach penetrant should he followed carefully,since there are sonic differences in procedureand sonic differences in salety precautions re-quired ion the various penetrants.

Below using a liquid penetrant to inspect aweld, remove all slag from the surface. Exceptwhere a specific finish is required, it is notnecessary to gi Ind the weld surf ace as long as theweld surface is in accordance with applicablespecifications and as long as the .,veld contourblends into the ba,e metal without undercutting.it a specific finish is requited, liquid penetrantinspections may be pet lormed before the finishis made, in oidei to detect defects that extendbeyond the final dimensions; but a final liquidpenetrant inspection must be made AFTER thespecified finish has been given.


Before using a liquid penetrant, clean thesurface of the materialincluding the areasadja.ent to the inspedion area eery Larefully.tiou .an L lean the surfaLe by swabbing a with aJean, Llozh saturated in a nomolatdesok em or by dippini, the entire piece Into a sol-%cm. After the surface has been Lleaned, alltiak.e of the Jeanine, materials must be ren:o%cd.It is extremely important to remo%e all dirt,grease, scale, lint, salts, or other materials, andto make sure that the «,tu face is entirely drybefore the liquid penetrant is used.

Irhe temperature of the liquid penetrant andof the piece to he inspected MUST be main-tained in the temperature range of 50" to 100 CF.Do INOI attempt to use liquid penetrant whenthis temperature range cannot be maintained.Do NOT use an open flame to increase thetemperature since the liquid penetrant materialsare flammable.

Atter thoroughly cleaning and drying thesurface, coat the surface with the liquidpenetrant. Splay or brush on the penetrant 01dip the entire piece in the penetrant. To allowtime for the penetrant to get into all cracks,cro ices, or other detects that are open to thesin lace, keep the surface of the piece wet withthe penetrant for a minimum of either 15

minutes or 30 minutes, depending upon thepenetrant being used.

Attel keeping the stv lat.e %et with thepenetrant tot the required length cif tune,

PENETRATION

A PENETRANT ON SURFACE SEEPS%T; ;RACK

lento\ e the excess penetrant from the surfacewith a clean, dry cloth, or absorbent papertowel. Then, dampen a clean, lint-frec cloth, orabsorbent paper towel with penetrant removerand wipe the remaining excess penetrant fromthe test surface. Next, allow the test surface todiy by normal esaporation or wipe it dry withthe dean, lint-free cloth, or absorbent papertowel. In drying the surfaLe, asoid con-taminating it with oil, lint, dust, or othermaterials that would interfere with the inspec-tion.

After the surface has dried, apply anothersubstance, called a des eloper. Allow theLk% eloper (powder or liquid) to stay on the sur-face for a minimum of 7 minutes before startingthe inspection. Lea%e it on no longer than 30minutes, thus allowing a total of 23 minutes toesaluate the indications.

Do you know what takes place when thesepenetrant materials are applied? First of all, thepenetrant applied to the surface 01 the materialwill seep into any passageway open to the sur-face, as illustrated in view A of figure 7-11. Thepenetrant is notmally red in color, and likepenetrating oil, it seeps into any crack or crevicethat is open to the surface. Next, the excesspenetrant is removed from the surface of themetal with the penetrate remover and a lint-freeabsorbent material. Only the penetrant on top ofthe metal surface is removed (siew 13, fig. 7-11);thus, only the penetrant that has seeped into thedefect is left.

ExCESS PENETRANTREMOVED

9 c-EANING REMOVES PENETRANT FROMSJRF:CE BUT NOT FROM CRACK

DEVELOPMENT

C. DEVELOPER DRAWS PENETRANT FROVvliAcK

Figure 7-11. Principles of liquid penetrant inspection.

7-13

( 18.81X

STEELW KER 1 & C

Finally, the white developer is applied to thesurface of the metal. (See view C, fig. 7-11.) Thedeveloper, an absorbing material, will actuallydraw the penetrant from the defect. Therefore,

red enetrant indications in the white/eloper represent the defective areas. The

unt of red penetrant drawn from theive areas will give an indic tion of the size

and sometimes the type of defect. When dyeDenetrants are used, the lighting in the test areamust be bright enough to enable you to see anyindications of defects on the test surface.

The indications you see during a liquidpenetrant inspection must be carefully inter-preted and evaluated. In almost any inspection,some insignificant indications are present. Mostof these are caused by failure to remove, all ex-cess penetrant from the surface. At least 10percent of all indications must be removed fromthe surface to determine whether defects areactually present or whether the indications aremerely caused by excess penetrant. If a secondliquid penetrant inspection does not reveal in-dications in the same locations, it is usually safeto assume t hat the first indications were notreally indications of defects.

All penetrant inspection materials must beremoved as soon as possible after the final in-spection has been made. Use water or solvents,as appropriate.

Since the liquid penetrant materials are flam-mable, do not use them near open flames, anddo not apply them to any surface which is at atemperature higher than 100'F. in addition tobeing flammable, many solvents are poisonousin the vapor form and highly irritating to theskin in the ''quid form.

OTHER TESTS

Different types of tests are used for testingsample welds made on the job. Three tests whichmay be performed without elaborate equipmentare the free-bend test, the guided-bend test, andthe nick-break test.

FREE-BEND TEST

The FREE-BEND TEST is designed tomeasure the duLtility of the weld deposit and

7-14

heat-affected area adjacentrto the weld. It is alsoused to determine the weld etal's percentage ofelongation. (Ductility, as y u perhaps recall, isthat property of a metal W4 ch makes it capableof being drawn out or haVmered thin.)

As the first step in preparing a weldedspecimen fot the free-bend test, machine thewelded reinforcement crown flush with the sur-face of the test plate. Whenever the weld area ofa test Ave is machined, as is the case of theguided-bend as well as in the free-bend test, themachining operation must be performed op-posite the direction in which the weld wasdeposited.

The next step in the free-bend test is to scribetwo lines on the face of the filler deposit. Locatethese lines 1/16 inch from each edge of the weldmetal. (See view B, fig. 7-12.) Measure thedistance, in inches, between the lines to thenearest 0.01 inch and let the re' .ilting measure-ment equal (x). Then bend the ends of the testspecimen so that each leg forms an angle of 30°to the original centerline.

With the scribed lines on the outside, and thepiece placed so that all the bending will occur inthe 14 eld, bend the test piece by using a hydraulic,press or similar machine. (If the proper precau-tions are observed, a blacksmith's forging pressor hammer can be used to complete the bendingoperation.) If a crack in excess of 1/16 inchdevelops during the test, stop the bending; theweld is a failure. Otherwise, the specimen is bentflat. After completing the test, measure thedistance between the scribed lines and designatethat measurement (y). The percentage of elonga-tion is then determined by the formula:

y x x 100 = eflo of elongationx

Requirements for a satisfactory test are aminimum elongation of 15 percent, and nocracks greater than L 16 inch on the face of theweld.

GUIDED-BEND TEST

The GUIDED-BEND TEST is used to deter-mine the quality of weld metal at the face androot of a v,elded joint. This test is made in a jig.

SPECIMEN

A


COMPRESS'VEFORCE

6F NELD

SCRIBED/LINES,

/

ROOT

77

PREPARATION

B

TESTING

C

Figure 7-12.Free-bend test.

The test specimen is plate' across the supportsof the die. A plunger, operated from above byhydraulic pressure, forces the specimen into thedie. To fulfill ''e requirements of this test, thespecimen must bend to the capacity of the jig of180°. No cracks should appear on the surfacegreater than 1/8 inch. The face-bend tests aremade in this jig with the face of the weld intension (outside), as shown in figure 7-13. Theroot-bend tests are made with the root of theweld in tension (outside), also as shown in figure7-13.

Figure 7-14 shows a machine used for mak-ing the guided-bend test. This machine is used in

>many welding schools and testing laboratoriesfor the daily testing of specimens. Simple in con-struction and easy to use, it works by hydraulicpressure and can apply a direct load up to 40,000pounds, and even more on small specimens.When making the test, position the specimen inthe machine as previously indicated and pumpthe lever of the pump. Keep your eye on thelarge gage and watch the load grow. You will

FACE

FACEOF WELD

TESTEDSPECIMEN

YX X !00=% ELONGATION

13

ROOT

98.63X

J

FACE BEND ROOT. BEND

98.64X

Figure 7-13.Guided-bend lest specimens.

know actual load under w hiLh the test piece failsby the position of an auxiliary hand which is car-ried along by the gage pointer. The hand re-mains at the point of maximum load after thepointer returns to zero.

7-15

1 '7

STEELWORKER 1 & C

AFigure 7-14.Tesling machine for making guided-bend test.

NICK-BREAK TEST

The NICK-BREAK TEST is useful fordetermining the internal quality of the weldmetal. This test reveals various internal de-fects tit present), such as slag inclusions,gas pockets, lack of fusion, and oxidized or

4

145.171X

burned metal. The nick-break test for sound-!less of a blit t weld is performed asfollows:

First, flame cut the test specimens from asample weld. (See fig. 7-15.) Make a save cut ateach edge through the center of the weld. Thedepth of cut should be about 'I /4 inch.

7-16

17j. L.)


t

WIDTH OFSPECIMEN

IAPPR()X i FOR t 1"IAPPRUX I FOR (

Er..A0A/

STRIKE OR --+riPRESS HERE

V2

A

BASE PLATE

Figure 7.15. Nick -break test of butt weld.145.172

Next, place the saw-nicked specimen on twosteel supports, as shown in figure 7-15; also,break the specimen by using a heavy hammer.Weld metal exposed in the break should be com-pletely fused, free from slag inclusions, and con-tain no gas pockets greater than 1/16 inch acrosstheir greatest dimension. There should not bemore than six pores or gas pockets per squareinch. of exposed broken surface of the weld.

METAL IDENTIFICATION

.A number of methods are available to helpidentify a piece of metal. The metal must beidentified before it can be welded or used infabrication. Common methods of ideritificationinclude surface appearance, the spark test, andthe chip test, which are described in Steelworker3 & 2. Other methods are described below.

CHEMICAL TEST

A chemical test identifies metals by theirreaction with certain chemicals; it is not achemical analysis. This test should be performed

7-17

very carefully since a metal may be completelydestroyed by the reacting chemicals. In addition,poisonous or explosive gases. may be given off.Always perform the test in a ventilated room.

Aluminum and Its Alldys

To tell whether a metal is aluminum or analloy of aluminum, start by putting a 10-percentsolution of caustic soda and water in a glassbeaker. Then dip the metal in this solution for afew minutes. If the metal is pure aluminum, itwill not be discolored. If it is aluminum alloy, itwill have darkened.

Stainless Steel

To prepare a test solution for stainless steel,start by dissolving 10 grams of cupric chloride in100 cubic centimeters of hydrochloric acid.Place one drop of this solution on the metal'ssurface. Allow to stand for 2 minutes, then add3 drops of water slowly. Next, wash and dry thesurface. Finally, examine the spot tested. If thespot is brown, the steel consists of 18 percentchromium and 8 percent or more nickel. It is

known as 18-8 stainless steel.

Nickel-Chromium-Iron Alloy

In the test for nickel-chromium-iron alioy, ,the test solution is the same as that for stainlesssteel, and it is applied in the same manner. If thetest spot is white, the metal is a nickel-chromium-iron alloy.

TEST FOR MAGNETIC PROPERTIES

Magnetic and nonmagnetic metal ,..an easilybe distinguished by testing them with a perma-nent magnet. If attracted by the magnet, themetal is usually iron or steel; if not attracted, it isnonferrous. But there are exceptions. Somenickel alloys are magnetic, whereas austeniticsteel is nonmagnetic. With the sparkhowever, the magnetic nonferrous metals caneasily be told from the nonmagnct ferrousmetals.

1

STEELWORKER 1 & C

FIRE TEST

To identify a metal as magnesium oraluminum, try cutting off a small piece andheating it with a torch. If the metal is magnesiumor magnesium alloy, it will ignite and burnviolently. Aluminum or aluminum alloy y/illmerely melt.

HEAT-AND-QUENCH TEST

The heat-and-quench test is used todistinguish steel that can be gardened from thatwhich cannot. In this test, tht steel is heated to abright red heat and quenched in cold water.Then an attempt is made to bend it. If the steelbends, it is low-carbon steel; if it breaks, it is analloy steel or high-carbon steel. Make sure thesteel is at least 1/16 inch thick. To furtherdistinguish high-carbon steel from alloy steel, trythe spark test.

TORCH TEST

Some metals can be identified by heatingsamples with an oxyacetylene torch and observ-ing the behavior of the metals. A list of thesemetals includes copper-nickel alloy, aluminum,copper, brass, bronze, lead, zinc, tin,magnesium, and their alloys.

Copper-Nickel Alloy

alloy consisting of 70 percent copper and30 percent nickel flows freely when it is melted.As the alloy cools, a heavy, black scale forms onits surface,

Aluminum and Its Alloys

When aluminum or an aluminum alloy isheated, the metal holds ;ts shape until justbefore it melts and then suddenly col: .pses. Ahe- vy, white scale forms immediately on the sur-face of the molten metal. Aluminum does notturn red when it is heated as some metals do.

7-18

Copper

More heat is required to melt copper thanmost other metals. Like aluminum, copper tendsto hold its shape unti: nearly molten and thensuddenly collapses. It solidifies rapidly when thetorch is removed. Copper alloys melt at lowertemperatures and solidify more slowly than purecopper.

Brass and Bronze

Brass gives off white fumes on melting due tothe zinc in brass that changes to a vapor. Whenmelted, tin bronze flows very freely and mayfume slightly. As aluminum bronze melts, aheavy scum forms on its surface ancrmixes withthe molten metal.

Lead and Its Alloys

Lead and lead alloys melt at lowtemperatures. I Jsually, the molten metal is

covered with a thin, dull-colored slag.

Zinc and Its Alloys

When zinc or a zinc alloy. is heated with anoxyacetylene torch, the metal melts at a lowtemperature and boils when it is melted.

Tin and Its Alloys

Tin and tin alloys collapse quickly when theymelt. They flow freely when molten and solidifyrapidly when the torch flame is removed. Prac-tically no scale is formed when these metals areheated.

Magnesium and Its Alloys

When magnesium or a magnesium alloy isheated to near its melting point, the metalcatches fire. Once the metal starts to burn, thefire gathers momentum rapidly. Enough heat isgenerated to melt steel. If the fire appear- to begetting out of hand, smother it with sand.Magnesium fires cannot .be extinguished by or-dinary methods.

/1

CHAPTER 8

COMPANY CHIEF

The senior enlisted person in the companymay be assigned the duties of Company Chief,who serves as the principal enlisted assistant tothe Company Commander. This chapterdescribes most of the important duties as well asthe principles that you, as Company Chief, canapply in supervising or managing a project, car-rying out the military functions of the company,training your pers,onner, or supervising theclerical administrative details of the company.

PROJECT MANAGEMENT

Productivity on company project; willdepend on the level of training of personnel,teamwork, condition and availability of equip-ment, status of material, and other factors. Tobe an effective Company Chief, you mustrecognize the problems that exist or are likely todevelop so they can be solved before productionis affected. Base your actions or decisions Onpersonal knowledge and all available informaL,tion. Keep in mind that the more complete thisknowledge and information, the better are yourchances of taking the right action or making theright decision.

You can accomplish little in the companyunless responsibilities are specified for all levelsof supervision. One of your duties is to insurethat areas of responsibility and levels of author-ity are clearly defined for all enlisted personnelin the company. Also, establish good com-munications with the platoon leaders and thecompany commander in all matters pertaining tothe efficient operation and effective workingrelations of the company . Make frequent inspec-tions of all company projects to insure good

8 -I

working practices and proper use of manpower,equipment, and material. You will report theresults of these ins; __..ons to the company com-mander, including the status of all matters per-taininglo the projects. In addition, you will beexpected to make recommendations that willimprove working conditions or efficiency, asst ell as help the company commander maintaingood working relations with other companies orunits.

Besides ceremonies. briefings, and con-ferences, you will assist the company com-mander in the assignment of personnel toweapons and positions in the military organiza-tion of the company. For this assignment, it willpay you to study the battalion defensive plansand assist in laying out and coordinating theconstruction of company defensive positions.You can help insure the readiness of the com-pany by inspecting its material, equipment, andpersonnel. _

BATTALION TRAINING

host training for the company will beadministered through the battalion organiza-tion, under the direction of the S-2 officer. Todevelop the necessary construction-combat skillswithin the battalion, the training officer utilizestraining facilities, such as service schools, fleetschools, civilian schools, disaster recoverytraining units, and military training units, asweil as battalion-formulated training programs.As Company Chief, you assist the companycommander by contacting S 2 personnel andcoordinating the assignment of company per-sonnel to training designed to establish the com-pany capability at the required level.

''Si

STEELWORKER 1 C

The commanders, Naval Construction Bat-talions, Atlantic/Pacific Fleet (COMCBLANT/COMCBPAC) Kaye established the. manpowerskill level capability requirements for each NavalMobile Construction Battalion (NMCB). TheInferences between the desired and actualcapability are the training requirements in termsof skills and levels of proficiency. To assist indetermining the state of readiness and capabilityof a SEABEE unit at any time and to plan fortraining and personnel support, the PersonnelReadir.ess Capability Program (PRCP) wasdeveloped. The PRCP answers many basic ques-tions. For example: How many Steelworkers canweld? How many of them will complete the nextdeployment? You can find other questions thatthe PRCP answers by reviewing a copy of thePersonnel Readiness Capabilities Program,Volume 116, Standards and Guides forSteelworkers. NAVFAC P-458. The informa-tion gathered through the PRCP system goesinto a training plan to insure that the unit iscapable of performing its functions during thenext deployment.

COMPANY TRAINING

The primary objective of the battalion-administered training program is the overallreadiness of the battalion. Responsibility for theeCucation, training, and resultant progress ofeach individual in the company remains with thecompany commander. The training officer maydirect that certain training functions be at thecompany level and that a training program beadministered by the company. If so, you asCompany Chief, will assist the companycommander in setting up an effective trainingprogram.

The enlisted advancement system assumesthat enlisted personnel are provided adequatetraining. Although selected individuals receivetraining in service schools, it is neither intende.:nor desired that forma: :,t..hooling provide all thetraining needed. Rather, the advancementsystem depends on the in-service training andsupport provided by individual commands.Responsibility for this training in an NMCBrests with the company commander.

8-2

Objectives of the company program shouldinclude (1) developing in all candidates foradvancement, the skills necessary for the rate towhich they aspire, (2) imparting the knowledgerelated to these skills, (3) developing pettyofficer attributes with emphasis on the quality ofleadership, and (4) providing items thatcontribute to the overall efficiency of thecompany (safety instructions, new workmethods, and so on).

The company commander has five majorfunctions in the enlisted advancement system:(1) to encourage all personnel to qualify foradvancement; (2) to give exact information onrequirements for advancement, schoolsavailable, and eligibility requirements for theseschools; (3) to recommend for advancementthose who have met the qualifications; (4) toestablish procedures for training and advance-ment; and (5) to maintain an effective trainingprogram.

The company commander normally outlinesthe course of instruction applicable to thecompany and delegates the responsibility forinstruction, recordkeeping, and checking onindividual progress in completing studyassignments and advancement requirements.

ORGANIZATION

The content, timing, and organization of thecompany training program depends on location,operational commitments and experience of thecompany petty offi,:ers, training aids andtraining facilities available, requirements ofhigher authority, and other factors. Therefore,the training program has to be tailored to meetthe requirements of each company.

The following example may be useful as aguide for delegating responsibility for a trainingprogram. DELTA Company, NMCB 901, isorganized with three platoons. The first ,platoonconsists of a Chief Builder as a platoon leader,with rated Builders and Builder strikers. Thesecond platoon consists of a Chief Builder asplatoon 1. ader, with two squads of ratedBuiluers and Builder strikers and one squad ofSteelworkers and eelworker strikers. The thirdplatoon consists of a Chief Steelworker asp!atoon leader, with rated Steelworkersand Steelworker strikers. The training

Chapter 8COMPANY ,CHIEF

responsibilities for the company may beorganized as follows:

1. The. platoon leader (BUC) of the firstplatoon is responsible for the development ofskills and knokvledge of the Builder rating for allBuilders in t company. Using the pettyofficers of the platoon as instructors, theplatoon leader di ects a training program that is

.xIesigned to (1) p pare Builders at all levels foradvancement (including advancement require-ments), (2) improve working practices or effi-ciency of the Builders, and (3) prepare theBuilders for any upcoming project. The platoonleader then must turn in reports of instructionsand progress to the company clerk.

2. The platoon leader (BUC) of the secondplatoon is responsible for the leadership,"progrim, instructor training, and safety trainingof the company. The platoon leader directs atraining program that is designed to (1) developleadership, (2) provide qualified instructors forthe company, and (3) insure safe workingpractices. Due to the nature of subjects, theplatoon leader calls on various qualified pettyofficers in the company to serve as instructorsfor the training program. The platoon leadermust turn in reports of instructions and progressto the company clerk.

3. The platoon leader (SWC) of the thirdplatoon is responsible for the developing of skillsand knowledge of the Steelworker rating for allSteelworkers in the company. Using the pettyofficers of the platoon as instructors, theplatoon leader directs a training program that isdesigned to (I) prepare Steelworkers at all levelsfor advancement (including advancementrequirements), (2) improve working practices orefficiency of the Steelworkers, and (3) preparethe Steelworkers for any upcoming project. Theplatoon leader must turn in reports of instruc-tions and progress to the cor.pany clerk.

4. The company clerk collects training infor-mation from the platoon leaders and preparescompany records and reports. The companyrecords may be 'designed to include (1) eachindividual's progress toward advancement, (2)each skill in which an individual has received

J.8-3

instruction, and (3) other information deemednecessary by the company comxnanc'er.

5. The Company Chief is responsible for thepreparation of training schedules; helping theplatoon leaders obtain training publications,training aids, and training facilities; helping Thecompany commander review lesson plans,records, and reports and evaluate the trainingprogram.

6. The company commander directs thecompany in ground defense and disaster controlexercises; organizes and directs the training pro-

, gram of the company; assists in formulatingNMCB training at meetings with the executiveofficer; reviews each individual's progresstoward advancement; evaluates the effectivenessof the company training program; and reviewsand signs company training reports that are sub-mittecrto S-2, S-3, and so on.

INSTRUCTORS

The petty officers of the company are theinstructors in the cocripany training program.Al:hough teaching ability is included among thenaval standards for enlisted personnel in paygrades E-5 and above, most petty officers willhave had little experience as instructors. A pettyofficer may be_expert and knowledgeable in agiven fieldwhich is important in teachingbutthere are other cr-alifications that the pettyofficer instructor should possess. For example,familiarity with they latest methods and techni-ques of teaching, and ability to motivatestudents to learn. Among other things, theinstructors should take their jobs seriously andbe pleasant. Few petty officers will be able toteach effectively without some training.Therefdre, in the company training program,the development of instructors becomes aprimary objective.

Chances are that several senior 7..ty officersof the company will have had a lour ofinstructor duty and are good instructors for theinstructor training program. The Manual forNavy Instructors, NAVEDTRA UP, is the basictext for use in instructor training.

A valuable source of already prep4redtraining courses are the NCTC 's. Many of the

ISJ

STEELWORKER 1 & C

SCBT courses are short and directed at one skill.There is a good possibility that the NCTCalready has prepared lesson plans, instructors'guides, list of tools, equipment, references,etc., required to teach the subject, so beforelaunching out to prepare your own, contact thelocal NCTC and find out what they already haveavailable.

ON-THE-JOB TRAINING

Construction projects assigned to the com-pany are usually suitable for one of the manyforms of on-the-job training. It may be anespecially tailored, well-organized program,such as one designed to help Steelworkersacquire advanced skills in welding. Then again,on-the-job training may be in the form of simpleinstruction, like explaining and showingsomeone how to replace the cutting tip on awelding torch. In each case, one person helpsanother learn a job or task and makes sure thetrainee learns to do it correctly. Therefore, on-the-job training has come to mean "helping anindividual aequire the necessary knowledge,skill, and habits to perform a speLifik. job." Thistraining applies not only to the new personnel inan organization, but also to persons wh) areassigned new jobs. Since no person can beregarded as completely trained, on-the-jobtraining is a continuous process.

Setting Up and Implementing anOn-The-Job Training Program

One of the first steps in setting up an on-the-job training program is to determine the needfor training. In determining this need, it is oftena good idea to interview the trainees. By properquestioning, you can et a summary of theirpreviously acquired skills and knowledge. Next,compare jobs the trainees know how to do withthose they will be doing. The training needs canthen be determined on the basis of requiredknowledge and skills minus knowledge and skillsalready possessed.

Knowing the type of training required, youcan then determine the subject matter to betaught and how much to teach at one time.Many new instructors try to teach too much at atime. They torget that what seems simple to

them may be very difficult for a trainee. Bear inmind that beginners need to get their learning insmall doses. So break down the job into smallparts and teach these small parts one at a time.You may also have to establish lesson sequence,determine lesson objectives, analyze referencematerials, prepare lesson plans, and so on.

Determine the method or methods,which willbe most effective in conducting the training. Thenumber of trainees, time available, facilitiesrequired, nature of training, and individualcapabilities are determining factors. (A sectionon methods of on-the-job training is presentedlater.)

Carefully select those who will actuallyconduct the training. By all means try to selectinstructors who know their job and are efficient,effective workers. They should also be depend-able, patient, and keenly aware of how peoplelearn. Among other things, the instructorsshould be able to make learning interesting andmotivate the trainees to learn. Do not expect ahigh level of achievement from trainees whoseinstructor is dull, does not know the job, anddoes not seem to care whether they learn or not.

Before getting underway with instruction,'the instructor should have equipmentand materials ready and have the work placeproperly arranged. It is difficult to learn a newjob at a bench which is cluttered up with tools,nuts and bolts, scrap material, and so on. Haveonly what is needed for the immediate job. Givethe trainees a fresh start!

Prior to starting a job, the instructor shouldexplain the purpose of tne job arid give direc-tions on how to accomplish the job SAFELY,easily, and economically. The instructor shouldalso explain the techniques that will improve theskills of the trainees. The importance of eachoperation in the job should be stressed. Thetechnical terms relating to the job should also beexplained.

The instructor and trainees should discussthe problems that arise in doing a job, and try toclear tip any questions. The instructor shouldpoint out to the trainees any similarity in dif-ferent operations of the job so knowledge ortraining may be transferred. Relationship ofprocedures in a particular job, to things withwhich the trainee is acquainted, should also be

8-4 Ix

Chapter 8COMPANY CHIEF

discussed. This allows the trainee to .learnthrough association with past experiences.

At frequent .intervals, the instructor shouldlet the trainees know how well they are doing,individually and collectively. The instructorshould encourage them to keep trying, bystressing the value of the training.

By turning out well-trained workers, theinstructors contribute to Navy training. Aninstructor's job is not easy,,but a reputation fordoing an outstanding job of training subor-dinates is well deserved.

Methods of On-the-Job Training

In on-the-job training, you must be preparedto use a combination of training methods,depending upon the nature of the subject, timeavailable, and the capabilities of the trainee. Thefollowing methods of training are basic to anywell-planned unit training program.

No other method of training is as effective asintelligent, interested COACH-PUPILINSTRUCTION. In addition to being a quickway of fitting a new worker into the operation ofa unit, it serves as one of the best methods oftraining. Without specific directions andguidance in learning to perform the necessaryduties, a worker is likely to waste time andmaterial, and form bad work habits. Manyorganizations in private industry haveapprenticeship courses which are designed totrain workers in a trade or skill. Their trainingconsists of coach-pupil supervision under skilledworkers with periodic group instruction when itis advantageous.

SELF -STUDY should be encouraged.Skilled and semiskilled jobs require aconsiderable amount of job knowledge andjudgment ability. Even in simple jobs, there ismuch basic information that the worker mustacquire. The more complicated technical jobsinvolve both basic and highly specializedtechnical knowledges and related skills, whichmust be taught.

GROUP INSTRUCTION is a practicaladjunct to direst supervision and self-study.It saves time when several workers are to be

instructed in the same job knowledge orprocedures. It affords an opportunity for theinstructor to check the progress of training and

8-5

to clarify matters which are difficult for thetrainees to understand. Group instruction, ifintelligently used, can expedite production. Forexample, suppose six trainees are learning thesame j6b. Four of the trainees are having troublewith a certain job element, while the other twohave it "knocked".

The four trainees having trouble can bebrought over to the other two, and in a shorttime the difficulty will probably be solved. Inon-the-job training, this is an example of groupinstruction; and, as can be seen, group instruc-tion is not the same as classroom or so-called"academic-type" instruction.

Another type of on-the-job training is

PIECEMEAL INSTRUCTION. For instance,trainees ask for information which the instructorthen supplies. A crew leader's orders to crew arepiecemeal in a sense because the leader lets acrew know what, when, where, and, perhaps,how and why. Some other examples of piece-meal instruction are: explaining regulations,procedures, and orders; holding specialmeetings; indoctrinating new personnel,and organized or unorganized on-the-jobinstruction.

Expand Knowledge of Training

There is a lot to training and extensivecoverage on the subject that is not given here.Training is essential to continued progress andsuccess of the Navy, so make a continuing effortto expand your knowledge of training. Addi-tional information on training can be found inthe Manual for Navy Instructors, and MilitaryRequirements for Petty Officer I & C.CAMPUS, the Magazine of Naval Training, willalSo help keep you posted on current devel-opme4ts in training in today's Navy. Rememberthat you owe it to your personnel at all times togive them the best training possible.

ADMINISTRATIVE SUPERVISION

As Company Chief, you supervise theclerical adminiitrative details of the company.You are responsible for maintaining co-vanyrecords and supervising the preparation of com-pany reports (daily musters) time sheets, and so

STEELWORKER 1 & C

on). You must insure that all pertinent directivesand information are disseminated to enlistedpersonnel of the company.

PERSONNEL ADMINISTRATION

The Company Chief must pay particularattention to 'items that may influence morale,discipline, or espirit de corps. As -CompanyChief, you are generally in a better position thanthe company commander to influence theenlisted personnel of the company. You should,therefore, counsel enlisted personnel on any per-tinent professional and personal matter whichMay affect their efficiency or effectiveness.Although it may be necessary to refer someproblems to the company commander, there aremany matters that you can take action on. Forexample, suppose CN Pardines is unable toobtain a pair of boots of the correct size fromthe greens issue. You can tell this person wherethey may be obtained. Such a problem is small,but it happens often and should be solvedpromptly.

You will have many other spccifi duties inregard to company personnel. They are listedbelow. greet, interview, and indoctrinate newpersonnel to the company; insure that thecompany commander's personnel data cardsand PROP cards are prepared and kept currenta,cording to existing instructions; assign orin.)ure the assignment of all company personnelwithin a platoon, work crew, berthing space,duty section, etc.; insure assignment and fairrotation of mess personnel, compartmentcleaners, shore patrol, and the like; recommendto the ompany commander personnel who areeligible for advancement; supervise and coor-dinate the preparation of enlisted evaluationsheets and insure that they are fair and accurate;direct the expeditious handling of special requestslips, insure the prompt delivery of personal mailand see that such mail is immediately forwardedto personnel on detachment, in hospitals, etc.;assist the company commander in disciplinarymatters, insure satisfactory scheduling of per-sonnel going on annual leave and R and R leave;crkuurage indiv idual study and motivate eligiblepersonnel to take advantage of programs forwhich they may qualify (i.e., SCORE and

8-6

LDO); and coordinate company recreationprojects, such as parties and athletic teams.

Several books have been written on thesubject of military leadership and you haveprobably read some of them. One book that maybe of particular interest to you, as CompanyChief, is The Armed Forces Officer,NAVEDTRA 46905.

COMMUNICATION

Passing the word is an important part ofthe Company Chief's job. The battalion's com-manding officer, your company commander,and other higher authority frequently issueorders or directives which you should pass on toyour personnel. You should be familiar with allinstructions and notices that affect your workand the work of your personnel, and makecertain that all this information has been passeddown within your command.

Orders and directives from higher authoritymay pertain to a particular job, recreation,liberty, military requirements, or safety. V, henthe information is of the type you car passorally, you should determine the best time to doso. Morning quarters and special musters areoften suitable times.

You will need to put certain types of infor-mation into writing in the form of a writtendirective. Considerable personnel turno.'ers existin most units, and it takes new personnel severalweeks or months to learn about all the policiesthey should know. Their tasks are even harder ifthere arc no written directives to which they canrefer. Safety requirements, local policies withrespect to the use of Government material, toolsand equipment, and local shop rules areexamples of information which should normallybe in written form.

Remember, communication is the process ofconveying information and understanding toothers. Never minimize the importance of goodcommunication. It leads to better human rela-tions and higher individual and companymorale. Money, time, and lives can be saved ifcommunication is accurate and fast. Obviously,no military organization can be truly effectivewithout good communication.

Chapter 8COMPANY CHIEF

Be a good listeneran important part ofcommunications and one most frequentlyignored is listening to what the other person hasto say. Careful listening will frequently reveal

just how well the word is being passed down thechain of command. Communication is a two-way street, listening and speaking. Also, goodlistening reveals just how much the other personknows or does not know and thus the listener isbetter prepared to take corrective action.

Bulletin boards are a convenient means ofpassing along information the personnel need.

Keep the boards clear of extraneous informa-tion. One Company Chief was very successful inassuring that the personnel would 'read thebulletin board by putting little cartoons on it.

One obvious method of attracting attentiontoward tl.e bulletin boards is to place the duty-section list there. Preparing the duty sectionrosters and posting them on the bulletin board asfar in advance as possible is a morale booster. Itenables the personnel to make plans wellin advance and at the same time helps youanticipate your own manpower requirementsmore readily. C-0-M-M-U-N-I-C-A-T-E.

8-7

1 c 7

Appendix IHAND SIGNALS

HOIST: WITH FOREARM VERTICAL,FOREFINGER POINTING UP, MOVEHAND IN SMALL HORIZONTALCIRCLES.

USE WHIP -LINE: (AUXILIARYHOIST) TAP ELBOW WITH ONEHANO, THEN USE REGULARSIGNALS.

LOWER: WITH ARM EXTENOEOOOWNWARO, FOREFINGER POINT-ING ()OWN, MOVE HANO IN SMALLHORIZONTAL CIRCLES.

USE MAIN HOIST: TAP FIST ONHEAO, THEN USE REGULARSIGNALS.

RAISE BOOM ARM EXTENOEO,FINGERS CLOSED, THUMB POINT-ING UPWARD.

LOWER BOOM: ARM EXTENDEO,FINGERS CLOSED, THUMB POINTING OOWNWARO.

MOVE SLOWLY: USE ONE HANO TO RAISE THE BOOM AND LOWERGIVE ANY MOTION SIGNAL AND THE LOAD: WITH ARM EXTENDEDPLACE OTHER HANO MOTIONLESS THUMB POINTING UP, FLEXIN FRONT OF HANO GIVING THE FINGERS IN ANO OUT AS LONG ASMOTION SIGNAL. (HOIST SLOWLY LOAD MOVEMENT IS OESIRED.SHOWN AS EXAMPLE).

7LOWER THE BOOM AND RAISETHE LOAD. WITH ARM EXTENOED,THUMB POINTING DOWN, FLEXFINGERS IN AND OUT AS LONGAS LOAD MOVEMENT IS OESIREO.

AI-1

1Q'

STEELWORKER 1 & C

......,,

SWING: ARMWITH FINGERSWING OF BOOM.

II

EXTENDEDIN DIRECTION

ors

PI

.... ,..1

POINTOF

atail

4r,i, . INo in

elt

STOP: ARM EXTENDED,DOWN, HOLD POSITION

._

I

vit,-

PALMRIGIDLY.

1

e,..,

ii.

..0

14

EMERGENCY STOP:TENDED, PALM DOWN,HAND RAPIDLY RIGHTLEFT.

III._.II4

ARM EX-MOVEAND

OA,....,

TRAVEL:WARD, HANDRAISED,IN DIRECTION

.

SLIGHTLYMOTION

FOR- DOG EVERYTHINGIN FRONT

illt.

,111eo

0 so)

CLASP HANDSOF BODY.

TRAVEL:BOTH FISTS,MAKINGABOVEDIRECTIONWARD ORCRAWLER

i&ipt,1

galum

(BOTH TRACKS)IN FRONT

A CIRCULAREACH OTHER,

OF TRAVEL,BACKWARDCRANES ONLY).

lA \USE

OF BODY,MOTION,INDICATING

FOR-(FOR

,II

I

ARM EXTENDEDOPEN AND

MAV: PUSHINGOF TRAVEL.

TRAVEL:TRACK ONRAISEDTRACK INBY CIRCULFIST, ROTFRONT OFCRAN ES

I

14

(ONESIDS

FISLARAVEL+

ODYONL

4.

. .

'1LOCK THE

BYOPPOSITE

INDICATEDOF OTHER

INCRAWLER

EXTEBOOM)BODY 'WITHOUTWARD.

0,A. '1.1 I my.

/ \D BOOM: (TELESCOPINGBOTH FISTS IN FRONT' OF

THUMBS POINTING

RETRACTBOOM)BODY WITHTOWARD

BOOM:BOTH FISTS

THUMBSEACH

.......

ill

1 1 ,

( i EL ESCO°INGIN FRONT OFPOINTING

OTHER.

Ativ

91 Ill5

1TRACK)INDICATED

ECTIONR MOTIONED VERTICALLY

(FOR).

Appendix 1HAND SIGNALS

..

1

Atair___:-

\

., woo

dx,

OR HAUL ROADWHEN CUT, FILLIS TO BE DRAGGED OR BLADED,

EXTEND BOOM: (TELESCOPING RETRACT BOOM. (TELESCOPING POINT TO THE AREA, THEN RUBBOOM) ONE HAND SIGNAL. ONE BOOM) ONE HAND SIGNAL. ONE PALMS OF HANDS TOGETHER IN-FIST IN FRONT OF CHEST WITH FIST IN FRONT OF CHEST, THUMB DICATING A SMOOTHING MOTION.THUMB TAPPING CHEST. POINTING OUTWARD AND HEEL APPLIES TO SCRAPERS, MOTOR

OF FIcr TAPPING CHEST. GRADERS AND BULLDOZERS.

I 1,40%

41, r

r-2.'I V'

--Am( 1

/ \

i

RAISE A LITTLE LOWER A LITTLE DUMP L,OAD NOW: (START DUMP.!NG AND SPREADING LOAD TOPROPER DEPTH IF GIVEN.)

AI-3

(

INDEX

A

Accident investigation, 1-11 to 1-16

Accident reporting, 1-11Accuracy, need for, 6-3Administration, 1-1 to 1-32

administering a company accidentrevention program, 1-9 to 1-16

accident investigation, 1-11 to 1-16accident reporting, 1-11safeguards and safety education, 1-10

to 1-11safety insnections, 1-11supervision and safety, 1-9 to 1-10

daily work assignment, 1-30 to 1-32official correspondence, 1-3 to 1-9

memorandums, 1-7messages, 1-7 to 1-9speedletters, 1-7standard naval letters, 1 4 to 1-7

on-the-job-training, 1-22 to 1-25developmental on-the-job training,

1-24implementing an on-the-job training

program, 1-23methods of on-the-job training, 1-23 to

1-24setting up an on-the-job training

program, 1-22 to 1-23systematic training, 1-24 to 1-25

Personal Readiness Capability Program(PRCP), the, 1-16 to 1-21

PRCP interviews, 1-17 to 1-19skill inventory, 1-16 to 1-17steps for interviewing, 1-21using the Standards and Guides for

individual 'Ming skills, 1-19 to 1-21

1 -1

AdministrationContinuedrecords and reports, 1-1 to 1-3

daily man-hour report, 1-2 to 1-3equipment log, 1-2job progress log, 1-1 to 1-2material expended record, 1-2work progress log, 1-1

woek requests and job orders, 1-25 to 1-30Administrative supervision, 8-5 to 8-6Advanced base functional components, 5-3Advanced base planning, embarkation, and

project turnover, 5-1 to 5-6advanced base functional components, 5-3embarkation, 5-3 to 5.6

project turnover, 5-6facilities planning guide, 5-1 to 5-3

tailoring components and facilities, 5-3use and application of the facilities

planning guide, 5-3Arrow diagram construction problems, 6-33 to

6-40Arrow diagram, preparing the, 6-29As-built drawings, 6-60

B

Battalion training, 8-1 to 8-2Boom derrick, 3-26 to 3-28Brinell hardness test, 7-4

C

Chain hoists, 3-29 to 3-31Chains and hooks, 4-4 to 4-6Chemical test, 7-17

191

STEELWORKER 1 & C

Communication, 8-6 to 8-7Company Chief, 8-1 to 8-7

administrative supervision, 8-5 to 8-6battalion training, 8-1 to 8-2communication, 8-6 to 8-7 4company training, 8-2 to 8-5

instructors, 8-3 to 8-4on-the-job training, 8-4 to 8-5organization, 8-2 to 8-3

personnel administration, 8-6project management, 8-1

Company Training, 8-2 to 8-5Construction inspections and quality control,

4-1 to 4-15pipe welding operations, 4-8 to 4-13

inspecting welds, 4-9 to 4-13inspection after welding, 4-9inspection during welding, 4-9prewelding inspection, 4-9

prefabricated structures, 4-14 to 4-15in-process and completion inspection,

4-15preliminary inspection, 4-14 to 4-15

reinforcing steel, 4-13 to 4-14inspecting the completed job, 4-13 to

4-14inspections during placing operations,

4-13things to look for before operations

start, 4-13responsibilities of inspectors, 4-1 to 4-2work areas, tools, and equipment, 4-2 to

4-8chains and hooks, 4-4 to 4-6fiber line and wire rope, 4-3 to 4-4guylines, 4-7 to 4-8hand and portable tools, 4-3slings, 4-6 to 4-7work areas, 4-2 to-4-3

Construction problems, arrow diagram, 6-33to 6-40

Construction schedule, uses of a, 6-20 to 6-22Correspondence, official, 1-3 to 1-9Cranes, 3-22Critical Path Method, the, 6-28 to 6-33Cutting and welding, 3-9 to 3-11

D

Daily man-hour report, 1-2 to 1-3%, Daily work assignment, 1-30 to 1-32

Delay, representing a, 6-56Direct linking using an event, 6-57 to 6.58Drawings and specifications, use of, 6-2 to 6-3Dummies, 6-37 to 6-39Duration estimates, 6-40 to 6-41

E

Elastic limit, scribe method of determining,7-7 to 7-8

Embarkation, 5-3 to 5-6Equipment and material, 3-6 to 3-9Equipment and tool area, 3-5Equipment estimates, 6-6 to 6-17

- Equipment log, 1-2Equipment maintenance, 6-59 to 6-60Erection planning, 3-16Erection procedures, 3-16 to 3-17Estimating procedures, 6-2 to 6-20Event times, earliest, 6-41 to 6-42Event times, latest, 6-42 to 6-43

F

Fabricated member storage area, 3-6Fabrication yard, layout of, 3-4 to 3-6Facilities planning guide, 5-1 to 5-3Fiber line and wire rope, 4-3 to 4-4Field-erected hoisting devices, 3-17 to 3-29Fire test, 7-18Free-bend test, 7-14

G

Gin pole, 3-20 to 3-23Guided bend test, 7-14 to 7-16Guy lines, 4-7 to 4-8

H

Hand signals, A1-1 to A1-3Hardness tests, 7-1 to 7-4Heat-and-quench test, 7-18

1-4 ().1l. .....

O.S.* GOVERNMENT PRINTING OFFICE T981-546'093/49

INDEX

,Hoisting devices, field-erected, 3-17 to 3-29Hoisting equipment, manipulation ' of, 3-32

to 3-34Hoisting equipment, other, 3-29 to 3-32Hoisting safety, 3-34 to 3-35Holdfasts, 3-17 to 3-20Hook-on man, 3-32 to 3-33Hooks and chains, 4-4 to 4-6

I

Inspecting welds, 4-9 to 4-13Inspection after welding, 4-9Inspection during welding, 4-9Inspectors, responsibilities of, 4-1 to 4-2Interviewing, steps for, 1-21

.1

Job orders and work requests, 1-25 to 1-30Job progress log, 1 i to 1-2

L

Layout of fabrication yard, 3-4 to 3-6Layout, shop, 3-1 to 3-3Leadership, principles of, 2-1 to 2-2Liquid penetrant inspection, 7-12 to 7-14

M

Magnetic particle inspection, 7-9 to 7-12Magnetic properties, test for, 7-17Man-hour report, daily, 1-2 to 1-3Manpower estimates, 6-17 to 6-20Material and equipment, 3-6 to 3-9Material estimates, 6-6Material expended record, 1-2Material, shop stowage of, 3-7Material storage area, 3-5Materials, handling, 3-8 to 3-9Memorandums, 1-7Messages, 1-7 to 1-9

1-3

Metal identification, 7-17 to 7-18Metals identification and testing, 7-1 to 7-18

hardness tests, 7-1 to 7-4Brinell hardness test, 7-4Rockwell Ifardness test, 7-2 to 7-4

liquid penetrant inspection, 7-12 to 7-14magnetic particle inspection, 7-9 to 7-12metal identification, 7-17 to 7-18

chemical test, 7-17fire test, 7-18heat-and-quench test, 7-18test for magnetic properties, 7-17torch test, 7-18

other tests, 7-14 to 7-17free-bend test, 7-14guided-bend test, 7-14 to 7-16nick-break test, 7-16 to 7-17

tension test, 7-5 to 7-9offset method of determining proof

stress and yield strength, 7-8 to 7-9scribe method of determining elastic

limit, 7-7 to 7-8stress-strain curves, 7-7testing procedures, 7-5 to 7.7

N

Naval letters,.standard, 1-4 to 1-7Network analysis scheduling, 6-40 to 6-43Nick-break test, 7-16 to 7-17

0

Offset method of determining proof stress andyield strength, 7-8 to 7-9

On-the-job training, 1-22 to 1-25, 8-4 to 8-5

P

Parallel activities, representing, 6-56 to 6-57Personnel administration, 8-6Personnel Readiness Capability Program

(PROP), the, 1-16 to 1-21Pipe welding operations, 4-8 to 4-13

._...,,,,

I

STEELWORKER 1 & C

Planning, estimating, and scheduling, 6-1 '

to 6-60arrow diagram construction problems, 6-33

to 6-40dummies, 6-37 to 6-39dummy problem, 6-39 to 6-40problem 1, 6-33 to 6-34problem 2, 6-34 to 6-36problem 3, 6-36 to 6-37

as-built drawings, 6-60Critical Pat./ Method, the, 6-28 to 6-33

other rules and conventions, 6-32to 6-33

preparing the arrow diagram, 6-29earliest and latest job start and finish times,

6-43 to 6-53concept of slack, 6-44 to 6-46monitoring and control, 6-48preparing a timetable, 6-4'6 to 6-48resources allocation, 6-48 to 6-53

elements of scheduling, 6-22 to 6-23equipment maintenance, 6-59 to 6-60estimating procedures, 6-2 to 6-20

equipment estimates, 6-6 to 6-17manpower estimates, 6-17 to 6-20material estimates, 6-6need for accuracy, 6-3use of drawings and specifications, 6-2

to 6-3work element estimates, 6-3 to 6-6

hints on planning, 6-1 to 6-2network analysis scheduling, 6-40 to 6-43

duration estimates, 6-40 to 6-41earliest event times, 6-41 to 6-42latest event times, 6-42 to 6-43

precedence diagraming, 6-53 to 6-59advantage of precedence, 6-59avoid joining connectors, 6-58direct linking using an event, 6-57

to 6-58representation of activities and events,

6-54 to 6-56representing a delay, 6-56representing parallel activities, 6-56

to 6-57scheduling precedence diagrams, 6-59splitting connectors, 6-57

principles of scheduling, 6-23progress control, 6-28

charting progress, 6-28reporting progress, 6-28

Planning, estimating, and schedulingContinued

techniques of scheduling, 6-25 to 6-27types of schedules, 6-23 to 6-25uses of a construction schedule, 6-20 to 6-22

after construction, 6-22before construction, 6-20during construction, 6-20 to 6-22

Planning, hints on, 6-1 to 6-2Pole derrick, 3-28 to 3-29PRCP interviews, 1-17 to 1-19Precedence, advantage of, 6-59Precedence diagraming, 6-53 to 6-59Precedence diagrams, scheduling, 6-58Preengineered structures, 3-16 to 3-17Preerection work, 3-16Prefabricated structures, 4-14 to 4-15Prewelding inspection, 4-9Principles of leadership, 2-1 to 2-2Progress control, 6-28Project management, 8-1Project turnover, 5-6Proof stress and yield strength, offset method

of determining, 7-8 to 7-9

Q

Quality control and construction inspections,4-1 to 4-15

R

Records and reports, 1-1 to 1-3Reinforcing steel, 3-11 to 3-16, 4-13 to 4-14Resources allocation, 6-48 to 6-53Rockwell hardness test, 7-2 to 7-4

S

Safety inspections, 1-11Safety, shop, 3-3Schedules, types of, 6-23 to 6-25Scheduling, elements of, 6-22 to 6-23Scheduling precedence diagrams, 6-59Scheduling, principles of, 6-23

INDEX

Scheduling, techniques of, 6-25 to 6-27Scribe method of determining elastic limit,

7-7 to 7-8Shear legs, 3-23 to 3-24Shop and construction site organization, 3 -I

to 3-35field-erected hoisting devices, 3-17 to 3-29

boom derrick, 3-26 to 3-28gin pole, 3-20 to 3-23holdfasts, 3-17 to 3-20pole derrick, 3-28 to 3-29shear legs, 3-23 to 3-24tripod, 3-24 to 3-26

hoisting safety, 3-34 to 3-35layout of fabrication yard, 3-4 to 3-6

fabricated member storage area, 3-6material storage area, 3-5tool and equipment area, 315working areas, 3-5 to 3-6

manipulation of hoisting equipment, 3-32to 3-34

hook-on man, 3-32 to 3-33signalman, 3-33 to 3-34

material and equipment, 3-6 to 3-9handling materials, 378 to 3-9shop stowage of material, 3-7shop stowage of tools and equipment,

3-7 to 3-8site deployment of material and

equipment, 3-6 to 3-7other hoisting equipment, 3-29 to 3-32

chain hoists, 3-29 to 3-31cranes, 3.32winches, 3-31 to 3-32

preengineered structures, 3-16 to 3-17erection planning, 3-16erection procedures, 3-16 to 3-1.7preerection work, 3-16

reinforcing steel, 3-11 to 3-16cutting and bending, 3-13 to 3 -14klayout, 3-13placing, 3-14 to 3-15safety, 3-15 to 3-16schedules, 3-13

shop layout, 3-1 to 3-3arrangement, 3-1 to 3-3purpose of shop, 3-1shop safety, 3-3

1-5

Shop and construction site organizationContinued

welding shop, 3.9 to 3-11cutting and welding,,3-9 to 3-11material, 3-9tools and equipment, 3-9

Shop layout, 3-1 to 3-3Shop, purpose of, 3 -IShop safety, 3-3Shop stowage of material, 3-7Shop stowage of tools and equipment, 3-7 to 3-8Signalman, 3-33 to 3-34Site deployment of material and equipment, 3-6

to 3-7Skill inventory, 1-16 to 1-17Slack, concept of, 6-44 to 6-46Slings, 4-6 to 4-7Speed letters, 1-7Splitting connectors, 6-57Standard naval letters, 1-4 to 1-7Steel, reinforcing, 3-11 to 3-16Stress-strain curves, 7-7Supervision, 2 -I to 2-4

principles of leadership, 2 -I to 2-2coordination, 2-2delegation, 2-2organization, 2-2

supervisory responsibilities, 2-2 to 2-4development of cooperation, 2-3development of morale, 2-3production, 2-3safety, health, and physical welfare of

subordinates, 2-3training or subordinates, 2-4

Supervisory responsibilities, 2-2 to 2-4Systematic training, 1-24 to 1-25

T

Tension test, 7-5 to 7-9Test for magnetic properties, 7-17Tesiing procedures, 7-5 to 7-7Timetable, preparing a, 6-46 to 6-4ETool and equipment area, 3-5Tools and equipment, shop stowage of, 3-7

to 3-8Tools, hand and portable, 4-3Torch test, 7-18 -Tripod, 3-2a to 3-26

1 Wko I..)

STEELWORKER 1 & C

W Work progress log, 1-1Work requests and job orders, 1-25 to 1-30

Welding shop, 3-9 to 3-11Winches, 3-31 to 3-32Wire rope and fiber line, 4-3 to 4-4Work areas, 4-2 to 4-3Work element estimates, 6-3 to 6-6

0

I

1-6

Y

Yield strength and proof stress, offset methodof determining, 7-8 to 7-9

121;

STEELWORKER I &C

NAVEDTRA 10654-E

Prepared by the Naval Education and Training Program DevelopmentCenter, Pensacola, Florida

Your NRCC contains a set of assignments andperforated answer sheets. The Rate Training Man-

ual, Steelworker l&C,NAVEDTRA 10654E , is your textbook for the

NRCC. If an errata sheet comes with the NRCC,make all indicated changes or corrections. Do notchange or correct the textbook or assignments inany other way.

HOW TO COMPLETE THIS COURSESUCCESSFULLY

Study the textbook pages given at the begin-ning of each assignment before trying to answerthe items. Pay attention to tables and illustr?tions as they contain a lot of information.Making your own drawings can help you understanathe subject matter. Also, read the learning ob-jectives that precede the sets of items. Thelearning objectives and items are based on thesubject matter or study material in the textbook.The objectives tell you what you should be ableto do by studying assigned textual material andanswering the items.

At this point you should be ready to answerthe items in the assignment. Read each item care-fully. Select the BEST ANSWER for each item,consulting your textbook when necessary. Be sureto select the BEST ANSWER from the subject matterin the textbook. You may discuss difficult pointsin the course with others. However, the answeryou select must be your own. Remove a perforatedanswer sheet from the back of this text, writein the proper assignment number, and enter your

answer for each item.

Your NRCC will be administered by your com-

mand or, in the case of small commands, by theNaval Education and Training Program DevelopmentCenter. No matter who administers your courseyou can complete it successfully by earning a 3.2

for each assignment. The unit breakdown of thecourse, if any, is shown later under NavalReserve Retirement Credit.

WHEN YOUR COURSE IS ADMINISTEREDBY LOCAL COMMAND

As soon as you have finished an assignment,submit the completed answer sheet to the officer

i

designated to grade it. The graded answer sheet"will not be returned to you.

If you are completing this NRCC to becomeeligible to take the fleetwide advancement exam-ination, follow a schedule that will enable youto complete all assignmentt in time. Your sched-ule should call 'for the completion of at leastone assignment per month.

Although you complete the course success-fully, the Naval Education and Tralning_ProgrenDevelopment Center will Rot issue you,a letter

;atisfactory completfon. Your command will,,e-an-entry in your service record, giving you

,redit for your work.

WHEN YOUR COURSE IS ADMINISTERED_BY THE NAVAL EDUCATIONAND TRAINING PROGRAMDEVELOPMENT CENTER

After finishing an assignment, go on to thenext. Retain each completed answer sheet untilyou finish all the assignments in a unit (or inthe course if it is not divided into units).Using the envelopes provided, mail your com-pleted answer sheets to the Naval Education andTraining Program Development Center where theywill be graded and the score recorded. Make sureall blanks at the top of each answer sheet arefilled in. Unless you furnish all the informa-tion required, it will be impossible to give youcredit for your work. The graded answer sheetswill not be returned.

The Naval Education and Training ProgramDevelopment Center will issue a letter of satis-factory completion to certify successful comple-tion of the course (or a creditable unit of thecourse). To receive a course-completion letter,follow the directions given on the course-com-pletion form in the back of this NRCC.

You may keep the textbook and assignmentsfor this course. Return, hem only in the eventyou disolroll from the course or otherwise failto complete the course. Directions for returningthe textbook and assignments are given on thebook-return form in the back of this NRCC.

197

PREPARING FOR YOUR ADVANCEMENTEXAMINATION

Your examination for advancement is basedon the Occupational Standards for your rating as

found in the MANUAL.OF NAVY ENLISTED MANPOWERAND PERSONNEL CLASSIFICATIONS AND OCCUPATIONALSTANDARDS (NAVPERS 18068). These OccupationalStandards define the minimum tasks required.ofyour rating. The sources of questions in youradvancement examination are listed in the BIBLI-OGRAPHY FOR ADVANCEMENT STUDY (NAVEDTRA 10052).For your convenience, the Occupational Standardsand the sources of questions for your rating arecombined in a single pamphlet for the series- of--

examinations for each year. These-OCCUPATIONALSTANDARDS AND BIBLIOGRAPHY SHEETS (called &IFSheets4_are available from your ESO. Since yourtextbook and NRCC are among the sources listedin the bibliography, be sure to study both asyou take the course. The qualifications for your

rating may have changed since your course andtextbook were printed, so refer to the latest

edition of the Bib Sheets.

NAVAL RESERVE RETIREMENT CREDIT

This course is evaluated at 12Naval Reserve retirement points, whichwill be credited upon satisfactory com-pletion of the entire course. Thesepoints are creditable to personneleligible to receive them under currentdirectives governing retirement ofNaval Reserve personnel. Credit can-not be given again for this course if

the student has previously receivedcredit for completing another Steel-worker l&C NRCC or ECC.

COURSE OBJECTIVE

In completing this NRCC, you willdemonstrate a knowledge of the subjectmatter by correctly answering itemson the following: administrating anaccident prevention program; organizinga battalion training program; managingthe Personnel Readiness Capability Pro -gran; advanced base planning, embarka7_

tion, and project turnover,_constructionscheduling; supervisory of, safety pre-cautions of, and detailed elements ofreinforcing concrete with steel; funda-mentals and procedures of aluminum, gastungsten-arc, and gas metal-arc weldingprocesses using various metals andalloys; techniques of metal cutting bycarbon-arc and air-aic processes; safety

principles of operating and handling of

welding tools and techniques; variousmethods of testing metal strc'ngth; andduties and responsibilities of the con-struction inspector and the companychief.

While working on this correspondencecourse, you may refer freely to the text.You may seek advice and instruction fromothers on problems arising in the course,but the solutions submitted must be theresult of your own work and decisions.You are prohibited from referring to orcopying the solutions of others, or givingcompleted solutions to anyone else taking

the same course. -

ii

19'

Naval courses may include a variety of questions -- multiple,choice;rue-false, matching, etc.

The questions are not grouped by type; regardless of_typet-they are pres.ented in the same general

sequence as the textbook material upon_which-the-Y are based. This preseXation is designed to pre-

serve continuity of thought.-permitting step -by -step development of ideas. \ Some courses use many

types of question§i-othirs only a _few. The student can readily identify the type of each question

(and the-attion required) through inspection of the samples given below.

MULTIPLE-CHOICE QUESTIONS

Each question contains several alternatives, one of which provides the best answer Lo the

question. Select the best alternative, and blacken the appropriate box on the answer sheet.

SAMPLE

s-1. The first person to be appointed Secretaryof Defense under the National Security Actof 1947 was1. George Marshall2. James Forrestal

3. Chester Nimitz4. William Halsey

Indicate in this way on the answer sheet:

1 2 3 4

s_i [i.3 I oTRUE-FALSE QUESTIONS

Mark each statement true or false as indicated below. If any part of the statement is false

the statement is to be considered false. Make the decision, and blacken the appropriate box on the

answer sheet.

SAMPLE

s-2. Any naval officer is authorized to corres-pond officially with any systems commandof the Department of the Navy without hiscommanding officer's endorsement.

Indicate in'this way on the answer sheet:

1 2 3 4

MATCHING QUESTIONS

Each set of questions consists of two columns, each listing words, phrases or sentences. The

task is to select the item in column B which is the best match for the item in column A that is

being considered. Its in column B may be used once, more than once, or not at all. Specific

instructions are given with each set of questions. Select the numbers identifying the answers and

blacken the appropriate boxes on the answer sheet.

SAMPLE

In questions s-3 through s-6, match the name of the shipboard officer in column A by selecting

from column B the name of the department in which the officer functions.

A B Indicate in this way on the answer sheet:

s-3. Damage Control Assistant 1. Operations Department

s-4. CIC Officer

s-5. Disbursing Officer

s-6. Communications Officer

2. Engineering Department

3. Supply Department

iii

1 2 3 4

s-3

s-4 E)

s-5 _ -

s -6

Assignment 1Administration

Textbook Assignment: Pages 1-1 through 1-32

In this course you will demonstrate that learning has taken place by correctly answering

training items. The mere physical act of indicating a choice on an answer sheet is not in itself

important; it is the mental achievement, in whatever foriti it may take, prior to the physical act

that is important and toward which course learning objectives are directed. The selection of the

correct choice for a course training item indicates that you have fulfilled, at least in part,

the stated objective(s).

The accomplishment of certainobjectives, for example, a physical act such as drafting a

memo, cannot readily be determined by means of objective t9pe course items; however, you can

demonstrate by means of answers to training items that you have acquired the requisite knowledge

to perform the physical act. The accomplishment of certain other learning objectives, for

example, the mental acts of comparing, recognizing, evaluating, choosing, selecting, etc., may

be readily demonstrated in a course by indicating the correct answers to training items.

The comprehensive objective for this course has already been given. It states the purpose

of the course in terms of what ,you will be able to do as you complete the course.

The detailed objectives in eachassignment state what you should accomplish as you progress

through the course. They may appear singly or in clusters of closely related objectives, as

appropriate; they are followed by items which will enable you to indicate your accomplishment.

All objectives in thi's course are learning objectives and items are teaching items. They

point out important things, they assist in learning, and they should enable you to do a better

job for the Navy.

This self-study course is only one part of the total Navy training program; by its very

nature it can take you only part of the way to a training goal. Practical experience, schowls,

selected reading, and the desire to accomplish are also necessary to round out a fully Meaningful

training program.

Learning Objective: Describe reports,

records, and forms that show job pro-gress, man-hours, and material expen-

ded.

1-1. As a supervisor, why is it advantageousto keep up-to-date records and reports on

projects?1. To keep a close check on the project,

crewmembers, and equipment2. To check accomplished job progress

against the planned job progress3. To plan and schedule future projects4. Each of the above

1-2. Which of the following data is NOT found

in the work progress log?I. Date the job order was received and

the job order number assigned2. Date the material is received and

amount of material received3. Brief description of the job4. Number of man-hours required and names

of personnel assigned1

1-3. The job progress log is used to determine

the percentage of work completed on a pro-

ject at any given time.

1-4. Of the following data, which is found on

the material expended record?1. Date and amount of material received

2. Date and amount of material expended3. Order number of the project on which

the material is used4. Each of the above

1-5. The equipment log is used to locate tools

and to assist in making periodic inventories.

1-6. Refer to textbook figure 1-3. How many

man-hours were spent on direct labor on

the project?1. 40f. 64

3. 804. 88

20u

Learning Objective: Describe andprepare occ4-ia1 Navy letters, mes-sages, instructions, and preparenotices for use by subordinates.

1-7. The copy of a standard naval letter pre-pared by Charlie or Delta Company for theCO's signature is normally a1. smooth copy2. rough copy3. perfect copy

In answering items 1-8 through 1-10, referto textbook figures 1-5 and 1-6.

1-8. Which of the following lines of thestandard naval letter may NOT be requiredin all correspondence being prepared?I. "To" line2. "From" line3. "Subject" line4. "Identification Symbol" line

1-9. In a standard naval letter, which of thefollowing abbreviations is NOT used?1. Ref:

2. Encl:

3. Sub:

1-10. In a standard naval letter, which of thefollowing formats is optional?1. Spelling out or abbreviating the month2. Stamping or typing the date3. Either 1 or 2 above

1-11. Who is responsible for the finished corre-spondence prepared by you?

1. Drafting office'2. Department head3. Duty officer4. You

1-12. In correspondence requiring a classifica-tion, where is it shown?1. Left-hand margin2. Right-hand margin3. Top of page only4. Top and bottom of the page

1-13. When preparing a naval letter, you are NOTallowed to cover two or more subjects eventhough they are closely related.

1-14. Which paragraph, if any, of a 3-paragraphnaval letter should state the purpose ofthe letter?1. First

2. Second3. Third4. None

2

1-15. When answering another letter, you shcqld

refer to it in the last paragraph of yourletter.

1-16. As a writer of official correspondence,which of the following guidelines mustyou follow?1. Maintain continuity when passing from

one unit to another2. Arrange your units in satisfactory

order3. Complete each unit before moving to

the next4. Each of the above

1-17. Which of the following is a poor practicein preparing a naval letter?

. 1. Repeating ourself2. Using introductory phrases3. Deleting intensive words4. Cutting down on the use of big words

1-18. When a memorandum is typed on a plainsheet of bond paper, the word "memoran-dum" must appear on the sheet. This

word is typed in which of the followingways?1. In capital letters at the right margin

above the "from" line2. In capital letters at the left margin

above the "from" line3. In lowercase letters, two spaces below

the "subject" line4. In lowercase letters hetweep the

"from" and "to" lines

1-19. What is the chief purpose of the formatof a speedletter?1. To help disseminate information within

the Navy Directives Issuance System2. To enable urgent correspondence to be

transmitted by electrical means3. To point out the necessity for priority

handling4. To make possible the transmission of

classified documents

1-20. A speedletter may be handwritten insteadof typed when1. identifying blocks are used in it2. enclosures are listed in it

3. time is critical4. it is classified

1-21. Who authorizes the transmission of amessage?

1. The drafter2. The originator3. The releasing officer4. Each of the above

1-22. Messages that must be delivered promptlyshould be brief, concise, and contain amessage heading and a message text.

20i

1-23. What format correctly expresses a date-

time group in a naval message?

1. 07 DEC 81 @ 13302. 07 DEC 81; 1:30 P.M.3. 071330Z DEC 814. DEC 071330Z 81

1-24. At most, how many spaces and charactersare there per line of text in a naval

wessage?

1. 492. 57

3. 694. 98

1-25. Of the following symbols or punctuationmarks, which is NOT used in a naval

message?1. *2. ?

3. &

4. /

Learning Objective: Describe prin-

ciples of administrating a safety

program.

1-26. In establishing a safety organization,each,unit of the NCF must develop anaccident prevention program and enforce

safe working practices.

1-27. When does a safety officer formulate

safety doctrine and policy for the battal-

ion?1. After conducting on-the-job analyses

2. After consulting with project super-visors

3. Both 1 and 2 above

1-28. In addition to assigning crewmembers toequipment operation, project supervisors

are also responsible for the crew's

safety, health, and physical welfare.

1-29. Working your plan for controlling thehazards of a job will help you do which

of the following?1. Upgrade production2. Prevent accidents3. Instill respect4. Each of the above

1-30. To help prevent accidents, you can review

the previous accident experience on the

job, select the right methods and right

personnel for the 'job, and make specific

work assignments.

3

1-31. flow often should you hold a standup safety

meeting at the project site?

1. Weekly2. Biweekly3. Monthly4. Whenever an accident has been reported

4

1-32. Which of the following results should be

obtained from a group discussion pertain-

. ing to an accident which happened on thejob and resulted in an injury?1. Kind of injury sustained2.Ways of preventing the accident3. Cause of the injury4. All of the above

1-33. Regularly scheduled standup safety meetings

must be kept interesting. You can help

keep them from becoming dull by taking

which of the following actions?1. Letting your crew air their gripes at

the meetings2. Exceeding the time limits you set for

the meetings3. Having the same crewmember conduct all

meetings4. Showing good motion pictures and other

visual aids on suitable subject matter

1-34. What information is included in the peri-

odic safety report that you submit to the

safety chief?1. Time spent at safety meetings

2. Attandance figures3. Subject matter covered4. Each of the above

1-35. In case of an accident to one of your

crewmembers, you must answer the questions

listed on OPNAV Form 5102/1.

In answering items 1-36 through 1-38.

IP refer to figures 1-8 through 1-11 of your

textbook.

1-36. What block describes job disposition after

the accidental injury?1. 112. 20

3. 234. 32

1-37. What block contains information pertaining

to the circumstances and events that

caused the accident?

1. 112. 20

3. 234. 32

2no

1-38. What block desbribes the employment statusof the injured person?1. 112. 20

3. 234..32

1-39. What is the most important part of theOPNAV Form 5102/1, Accident Injury/Deathreport?1. Block 023, Job Disposition After Injury2. Block 024, Number of Lost Work Days

3. Block 433, Corrective Action Taken/Recommended

1-40. The most important reason for any accidentinvestigation is prevention of a similaraccident.

Learning Objective: Describe tech-niques of conducting PRCP inter-views and using data in assigningpersonnel.

1-41. The purpose of the Personnel ReadinessCapability Program is to provide accurateup-to-date personnel information thatwill enable the NCF to1. schedule day-to-day work assignments

for individual crewmembers2. combInd all the information relevant

to the planning and scheduling ofproject functions into a single masterplan

3. increase its capabilities to plan,make decisions, and control

IPtine the following alternatives in answer-ing items 1-42 through 1-46.

1. Individual General Skills2. Individual Rating Skills3. Military Skills4. Crew Experience (Skills)

1-42. Skills related to two or more ratingswhich are primarily nonmanipulative areclassified as

1-43. Skills you acquired as a result of work-ing with others on a particular projectare normally classified as

1-44. Skills you acquired as a result of train-ing for combat are bro,.aly classified as

1-45. Nontechnical skills you acquire by par-ticipating in a cross-rate training

program are generally classified as

1-46. Technical skills specifically related toone of the Construction ratings areclassified as

1-47. What management tool should you u.tie'in

collecting crewmember skill data?1. Volume I, PRCP Skill Definitions2. PRCP Standards and Guides3. Matrix Numbers 1 and 24. Section II, Manual of Navy Enlisted

Manpower and Personnel Classificationsand Occupational Standards

1-48. If you collect any 'afermation throughobservation or an interview concerningan individual's skills, you must send itto FACSO, Port Hueneme on a/an1. IBM card2. PRCP Skill Update Record3. 3 by 5 card4. message form

1-49. The individual Rating Skill Interviewand Other Interviews are types of inter-views conducted by the PRCP interviewer.

1-50. Before conducting an individual ratingskill interview, what must you do?1. Review the appropriate section of the

Occupational Standards Manual2. Prepare an interviewee's service record3. Prepare an interviewee's cieckoff sheet4. Learn as much as you can about the

skills and tasks explained in theinterviewing guides d

1-51 Refer to textbook figure 1-13. In order

to qualify for skill level 1, a weldermust be able to demonstrate which of thefollowing skills?1. Prepare an arc welder for welding2. Arc weld mild steel plate that is

1/4 inch thick or lesS3. Both 1 and 2 above

1-52. When introducing the skill material toan interviewee, you start by readingthe skill definition.

1-5/( A typical task with task elements andrelated action statements is illustratedin textbook figure 1-15. Under TaskElement .01b, which of the followingtasks are required?1. F and G only2. A, C, and E only3. A, B, C, and E only4. A, B, C, E, F, and G

In answering items 1-54 through 1-56,assume you are a PRCP interviewer and

are interviewing personnel for particular skilllevels. Each item is to be judged true or false.

1-54. You should explain the purpose of theinterview to each interviewee.

4911

1-55 You should explain that your intervieweesshould NOT be embarrassed if they do NOTknow everything that is expected of them

about a specific skill level.

1 -56. You should first read the task element,then the action statement to ditch inter-

viewee.

1-57. Who decides whether a person does or does

NOT have a skill?1. PRCP coordinator2. PRCP interviewer3. Training officer

Learning Objective: Describe the

development of On-The-Job trainingprogram and daily work assignments.

1-58. The primary purpose of on -the -job training

in a SEABEE organization is to1. indoctrinate new personnel on a job

2. develop supervisors in managementskills

3. help individuals Pcquire the necessaryknowledge, skills, and habits to do a

specific job4. instill each person with interest and

enthusiasm for the work to be done

-59. Before setting up an on-the-job trainingprogram, you should1. work up a set of lesson plans2. select the type of training to be used3. analyze the problem to determine the

type of training required4. rely on your experience to determine

the training objectives

1-60. In determining the need for training, youshould consider the specific job require-ments and the individual skills of the

trainee.

1-61. After an on-the-job training program hasbeen implemented, how should.follow-upon he-program be maintained?1. By keeping training records current2. By insuring that the program does not

lag3. By insuring that newly developed

skills are properly utilized4. All of the above

1-62. When properly used, a most effectivemethod for training workers on thee,job

is the1. self-study method2. coach-pupil instruction method3. group instruction method4. academic-type instruction method

5

1-63. In on-the-job training, the term groupinstruction means the same as classroom

or academic-type instruction.

1-64. Of the following examples, which describes

piecemeal instruction?1. Letting othe4s know what, when, where,

and perhap , how and why

2. Explainip regulations, procedures,

and orders3. Holding special meetings4. Each of the above

1-65. Interviews between the trainee and the

trainer in a developmental on-the-jobtraining program does NOT help to do

which of the following?1. Disclose the training needs of the

trainee2. Formulate the overall training

objectives3. Assess the progress of the trainee4. Resolve the trainee's questions con-

cerning safety and skill techniques

1-66. Taking which of the following steps mayhelp you to plan and carry out a success-

ful training program?1. Using correct methods to insure

learning2. Measuring achievement at regular

intervals

3. Recording results4. All of the above

1-67. The essential part of a performance check

is a typical work situation in which the

trainee's work can be examined and evalu-

ated.

1-68. What is the primary purpose of issuing

a job order?1. To'specify work to be done2. To specify when the job is to be

completed

3. Both 1 and 2 above4. To list job priority

2"

In answering items 1-69 through 1-73, select the 1-74.

classification of a job order from column B forthe purpose stated in column A.

A. Purposes b. Classifications

1-69. Trash and garbage I. Rework

disposal2. Standing Job

1-70. Patchwork of leak- Order

ing roof Whichrequires more than 3. Emergency Work

16 man-hours4. Minor Work

1-71. Installation ofelectrical wiring

to correct faultywork done by thepublic works per-sonnel

1-72. Public worksengineering forfiscal year 1982

1-73. Immediate repairof a water mainleak

1

6

2 0:;

Why is it good praLtite to r, tate jobassignments among your .rcwmembers?I. To make the work more interesting to

them2. To prevent one crewmember from doing

all work of A certain type3. To enable them to acquire more skills4. Each of the above

t

a

Assignment 2

Supervision: Shop and Construction Site Organisation

Textbook Assignment: Pages 2-1 through 1-4 and 3-1 through 3-12

Learning Objective: Point outprinciples of leadership as theyapply to supervision and identifythe responsibilities of super-visors.

2-1. Whether or not you become a good super-visor 411 depend on your ability to dowhich of the following?1. Organize2. Delegate3. Coordinate4. Each of the abova

2 -2. Throughout military history, successfulleaders have based their daily acuons on1. the Golden Rule2. general principles3. leadership principles4. common knowledge

2-3. What is the ultimate objective of a goodsupervisor?1. To accomplish a task or mission suc-

cessfully2. To be able to delegate authority3. To perform highly technical tasks,

working alone4. To supervise and train lower rated

personnel

2-4. In planning a project, what should youdo bef ore making the man-hair estimate?1. Prepare a bill of materials2. Determine the sequency of operations3. Assign your crews in accordance with

their capabilities4. Encourage your personnel to work

faster

2-5. Before assigning work to your crews, youshould have information about which ofthe following?1. Their experience2. Leave schedules3. Training required4. All of the above

7

2-6. What is one of the common faults of anew supervisor?1. Lack of coordination2. Lack of organization3. Failure to delegate authority

2-7. Delegating authority to make certaindecisions works to your advantage becauseit enables you to catoentrate on impor-tant aspects of the job.

2-8. By delegating authority, you are relievedcf the responsibility for a project.

2-9. What is the primary responsibility ofevery supervisor?1. To plan and organize2. To produce3. To make cut dai ly man -hour reports4. To train subordinates

2-10. Who has first or immediate responsibilityfor the safety, health, and welfare of agroup of workers?1. Safety officer2. Department head3. Job supervisor4. Executive officer

2-11. Crews will produce more and be morewilling to cooperate when1. allowed to set their own start time2. permitted to secure early3. allowed to work carelessly4. told the whats and whys of their work

2-12. Failur' to keep your superiois informedmay result in their lack of concern foryou and your crewmembers.

2-13. Which of the following could be indi-cators of law morale?1. Equipment damages or losses due tr

carelessness2. Absences without leave3. Requests for transfer4. All of the above

2 ()C

2-14. High morale of ycur crewmembers is adirect result of their being confidentand doing well on the job.

2-15. A battalion's training program is formedto provide naval personnel with skills to1. prepare personnel for advancement2. accomplish the current and mobiliza-

tion missions i the battalion3. accomplish the haneport projects only4. prepare personnel for civilian life

2-16. Who must emphasize the importance oftraining to your crewmembers?1. S-2 officer2. Executive officer3. You, the supervisor4. Company training petty officer

Learning Objective: Indicate therequirements for laying cut a shopand setting up shop equipment.

2-17. As the shop supervisor, you determinethe layout cf shop materials and equip-ment to achieve a smooth workflow andhigher productive. -

2-18. When planning the layout and organiza-tion cf the metal shop, what factorshould ycu consider first?1. The lighting arrangement2. The type cf work to be done3. The :node of ventilation4. The location of per outlets

2-19. When planning a shop, which of thefollowing other factors should youconsider?1. Size of the shop space and the number

of personnel expected to work in theshop

2. Type cf tools available and locationof power cutlets

3. Type of ventilation readily Liailableand adequacy cf lighting

4. All of the above

2-20. If the only space available for yourshop is NOT large enough for ycur opera-tion, you should insist al a larger ale.

2-21. In planning the arrangement cf equipmentin a shop, which cf the following fac-tors should you consider?1. That shop entranoes and exits remain

clew r2. The sequence of operations3. Suffi dent working space and adequate

workbenches4. All of the above

2-22. In what type of shop would the problemof placing stationary machines usuallybe more difficult to resolve?1. Sheet raetal2. We lding3. Fabrication4. Genera l-pu rpcee

2-23. What condition usually has the most posi-tive effect on work cutput in a metal

'shop?1. Spacing of worktables2. Supply of materials3. Nearness of equipment and materials to

operator's work station4. Nearness of electrical cutlets for

extension cord rigged equipment

2-24. Adequate worktables and workbenches arenecessary and should be positioned withrespect to fixed equipment.

2-25. When a storeroom is available, tools andmaterials shoula NOT be kept near machi-nes or equipment.

2-26. What type of storage facility should beused for stowing electrodes?1. Wall locker2. Hot locker3. Bench drawer4. Vertical rotor tins

2-27. Where should the office cf a sheet metalshop be located?1. Away fran the storage area2. Away from areas of maximum noise3. Near the liiyazt tables4. Near the spot welding section

2-28. Of the following, which is a poor prac-tice in the use of a bulletin board?1. Locating it where personnel pass it

dai ly2. Allowing material to remain on it for

long periods of time3. Rea'rranging and changing matarial fre-

quently

2-29. Which of the following factors should youconsider when planning the layout of ashop1. Use of nonskid flooring in critical

areas2. Keeping the entrance and exit clear3. Adequacy of lighting and ventilation4. All of the above

8 9,

Learning Objective: Recognize me-thods of laying cut facilities forconstruction projects in the field.

2-30. Insuring that work will flow smoothlythrough the fabrication yard should be amaj or concern of the supervisor settingup the yard.

2-31. Of the following, which would NOT befound in a typical fabrication1. Material storage area2. Tool and equipment storage and repair

area3. A working area4. A welding shop

yard?

2-32. In the operation of a fabrication yard,which of the following is NOT a goodpracti cm?1. Using personnel who specialize on one

group or class of work2. Allowing material to backtrack or

crossover3. Operating with a minimum of handling

over the shortest haulo. Safeguarding personnel from injuries

In answering items 2-33 through 2-36, selectfrom column B the minimum space required tostore, repair, or maintain the tools and equip-ment in column A.

A. Equipmentand Tools

B. Space Requirements

2-33. Heavy equipment 1. 1/4 sq yd perworker

2-34. Pneumatic tools 2. 1/2 sq yd perworker, one -halfit under cover

2-35. Rigging 3. 20 sq yd or more

2-36. Handtools and 4. 50 to 200 sq ydhardware

2-37. Which of the following factors allowstool and equipment requirements to varyon each project?1. Method of fabrication2. Length of time allowed for fabriat-

tian3. Either 1 or 2 above

2-38. On a typical construction project, whichof the following tools or equipment woulda fabrication crew need?1. Safety equipment2. C-clamps, center punches, drills,

wrenches, heists, and slings3. Drill presses, roller tables, push

cars, and special lifting huccs4. All ot the above

2-39. What would be an ideal location for thematerial storage area at the constructionsite?1. Near the center cf operations2. Near an access road or railway siding

on either end of the fabrication yard,cut cf the way

3. Near the fabricated member storagearea

2-40. Materials stored cut cf doors should beprotected from damage or deteriorationfrom exposure to weather and free fromignition by flying sparks.

2-41. How should the working areas cf thefabrication yard be arranged?1. By setting up operations so that the

job will run smoothly and efficientlyfrom start to finish

2. By designating areas for laying cutcutting, drilling, and fitting upassembledmembers


2 -42. The best location for an assembling areais nea r the fabricated member storagearea.

2-43. Where should the fabrication memberstorage area be located?1. Adjacent to the lastfabricatian

operaticn2. Near an access road

of 3. Both 1 and 21above4. Near the material storage area

9

Learning Objective: Indicate pro-cedures for handling and stowageof material% at the joteite.

2-44. Your operation should run smoothly whenthe flow of materials and equipment istimely, an excessive buildup cf materialis avoided, and supplies are NOTexhausted before they are requested.

2-45. A shortage of material for a job islikely when the material is unusuallyslow in arriving at the jobsite.

c.)

2-46. If notified cf a passible material shor-tage bemuse of faster job progress, theOIC may take what action to insure thetimely arrival cf material an a sche-duled job?1. Assign an expediter2. Send a supply memorandum requesting

quicker service3...kuthorize a shorter workday

2-47. When machine-powered hoisting equipmentcan NOT be made avai lable for a job,what action should you take?1. Use a gin pole, tripod, or another

hand-powered hoisting device2. Secure the job until the equipment

is avai lable3. Schedule the work around this equip-

ment

2-48. Material stored at the jobsite should beas close as possible to the area whereit will be used:

2-49. By what means should .you identify thedifferent types of materials dsed inyour shop?1. Stock numbers2. Labels or color markings3. Shipping tags4. All of the above

2-50. In determining the minimum number cfrepair parts to be kept an hand, youshould consider the length of timeneeded for resupply.

2-51. When NOT in use, each tool or piece ofequipment should be stored in its properplace.

2-52. In selecting a place to stow tools, youshould consider which of the followingfactors?1. Size and shape of tool2. Frequency cf use3. Value of the tx.14. All of the above

2-53. Which of the following tools should beprotected from shc-Jc and pressure whilein storage?1. Scribers and dividers2. Drill tits and files3. Depth and surface gages4. Compasses and torch tips

2-54. When issued and again when returned,hand tools Mould be checked f or which ofthe following conditions?1. Dull cutting edges2. Mushroom heads3. Broken handles4. All of the above

2-55. In handling bandies of sheet metal, whichof the following lifting devices shouldNOT be used?1. Wire rope slings2. Straps3. Plate clamps

2-56. To help prevent hand injuries, you shouldrequire handlers of lumber and rein-f ordng steel to wear gloves.

2-57. When hoisting bandies of long reinfordngbars, ycu can avoid bending them too muchby using a spreader bar consisting of a1. fabricated truss assembly2. H-beam3. piece of met iron pipe

2-58. When lifting a heavy object by hand, youshould lift with pair back instead of.your legs to avoid serious injury.

2-59. Piles of steel pipe that are stackedlaterally should be approached from theend of the stack.

Learning Objective: Point alt funda-mentals of directing crew& .n cuttingand welding operations.

2-60. Regardless of their size, welding shopsmust have equipment that can accuratelyshape and cut metal before it is welded.

2-61. What tool is used in preparing andfinishing welded areas?1. Power hacksaw2. Portable grinder3. Power cutoff saw

2-62. Welders wear protective clothing to pro-tect them from metal sparks. Of thefollowing conditions, which has a bearingan the type cf clothing worn?1. Size cf the job2. Nature of the job3. Location of the job4. All of the above

2-63. In directing crews engaged in cutting andwelding operations, the first thing youshculd do is to1. determine the welding process2. select ycur crew leader3. review drawings and sketches

10

29;)

...

2 -64. In using a drawing cc sketch frail whichto fabricate oc assemble material, youget information from1. the job specifcstions2. the bill c materials3. welding symbols

2-65. On a large prbject, a crewmember shouldbe made responsible for delivery,unloading, checking, and stowage cf

material.

2-66. Had should you assess the quality of awelder's work?1. By checking welding tethniques and

operating conditions2. By observing the consumption a the

electrode and whether it melts downsmoothly or unevenly

3. By noting the-size and shape cf theweld, the weld crater, and the soundof the arc

4. All a the above

In answering questions 2-67 through2-70, refer to textbook table 3-1.

2-67. To avoid cracked welds, which a thefollowing steps should be taken?1. Heat parts before welding2. Alice joints a proper and uniform gap3. Set the amperage as lord as possible4. All of the above

-3

2-68. Undercutting is usually mused by faultyelectrode manipulation or setting=rent too high.

2-69. You can out down an spatter whilewelding by taking which cf the followingsteps?1. Adjusting current properly2. Selecting suitable electrodes3. Both 1 and 2 above

2-70. Which of the following is NOT a muse ofpoor appearance in a weld?1. Paillty electrode2. Improper use of electrode3. Metal hardened by air4. Wrong arc voltage and current

2-71. In general, the quality of an ocygas outcan be determined by the shape .andlength cf the drag lines, the smoothnesscf sides, and the amount cf slagadhering to the metal along with theease of slag removal.

2-72. A .good acygas cut can be identifiedthrough drag lines that are1. long and irregular2. almost straight up and down3. grooved or fluted

2

Assignment 3

Shop and Construction Site Organization (continued)

Textbook Assignment; Pages 3-13 through 3-35

Learning Objective: Point out funda-mentals of directing crews engagedin'layout, cutting, bending, andplacing reinforcing steel.

3-1. Because of its ability to adhere with con-crete, deformed rebar is preferred oversnenth rebar.

3-2. When requesting reinforcing steel, youask'for a No. Five bar. What is theactual size of this bar?1. 1/2 inch2. 5/8 inch3. 3/4 inch

3-3. When needing to know the design of astructure, including the size and locationof the members, you should look at whichof the following?1. Engineering drawings2. Placement drawings3. Both 1 and 2 above

3-4. The size, shapes, and locations of rebarsin a structure can be found in the place-ment drawings.

3-5. What are the two basic types of schedulesused in rebar work?1. Critical path and precedence2. Footings and foundations3. Horizontal and vertical

3-6. On large jobs, what should be done to therebar just after is is cut and bent?1. Deliver it to the jobsite for instal-

lation2. Bundle and tag it according to size,

length, and shape). Place it on cribbing to help keep it

clean

3-7. You can insure a good bond between rebarand concrete by keeping the rebar freeof foreign substances.

12

3-8. Under which of the following conditions isit an accepted practice to have any partof the metal exposed in concrete work?1. Where the surface will not be exposed

to weather2. Where discoloration will not be

objectionable3. Both 1 and 2 above4. Where the support of the concrete is

not critical to the structure

3-9. Rebars should be tied properly so thatconcrete can cure to its maximum strength.

3-10. Which of the following is an unsafe prac-tice in working with reinforcing steel?1. One of the two crewmembers carrying

a load of steel realease his end ofthe load first

2. A crewmember attches a wire rope slingin order to lift bundles of reinforcing'steel

3. Several two-man teams remove reinforcingbars from a truck by lowering both endsat the same time

3-11. Safety precautions can NOT be consideredregulations unless they are issued bycompetent authority;-most are common sensemeasures that will prevent accidents.

Learning Objective: Point out funda-mentals in driecting crews engagedin erecting rigid frame and otherpreengineered structures.

3-12. Preengineered structures are shipped ascomplete kits, except for erection instruc-tions which are supplied by operations.

3-13. Of the following conditions, which must beconsidered in planning the erection of apreengineered structure?1. Site and probable weather conditions2. Skill and experience of personnel3. Time allowed to complete the project4. All of the above

211

3-14. Before they can do any work on a pre-engineered structure, the Steelworkersusually have to wait for the Equipment'Operators and Builders to finish the

foundation.

3-15. You can avoid Most problems that arisewith the beginning of a tank, a tower,or antenna construction by doing whichof the following?1..Using skilled personnel only2. Using the latest set of instructions3. Starting with a sound foundation4. All of the above

3-16. When serving as the signalman in chargeof a rigging crew, you can expect thecrane operator to act only on your signalunless another person in your crew signals

for

1. stop2. move slowly3. hoist4. emergency stop

Learning Objective: Recognize princi-

ples of designing and erecting simplehoisting devices.

3-17. Field-erected hoisting devices basicallyconsist of a block and tackle systemarranged on some form of skeleton struc-ture consisting of wooden poles or steelbeams.

3-18. When natural holdfasts of sufficientstrength are NOT available, which of the

following devices can be used?1. Log deadman only2. Combination log picket holaasi only3. Combustion picket holdfast only4. Any manmade holdfast

3-19. When using trees as holdfasts, you shouldalways attach the guys near

1. a sturdy branch t) avoid slipping2. the center of the trunk of a tree3. ground level

13

3-20. After a guy line to a picket holdfast istightened, what means should be used to

secure the guy line?1. A clove hitch2. Two clove hitches3. A half hitch4. Two half hitches

3-21. The simplest type of holdfast that issuitable for an anchor guy and can bearloads up to 4,000 pounds is a 3-2-1combination picket.

3-22. Suppose a picket holdfast will be usedfor several days. What should the guys

be made of?

1. Small stuff2. Galvanized wire3. Both 1 and 2 above

3-23. Which of the following is the bestdescription of the combination logpicket?1. A log buried in the ground with a guy

connected to it at its center2. The guy is anchored to a log or timber

supported against four or six combina-tion picket holdfasts

3. A log lashed to the trunks of twotrees with a guy connected to thecenter of the log

3-24. Rock holdfasts are made by insertingpipes, crowbars, or steel pickets inholes drilled in solid rock.

3-25. How should the holes for a rock holdfast

be drilled?1. 1 to 2 feet deep and straight up and

down2. 1 1/2 to 3 feet deep and at a slight

angle away from the direction of pull3. 1 1/2 to 3 feet deep and at a slight

angle towards the direction of pull

212

Figure 3A.

0 In answering items 3-26 and 3-27, referto figure 3A.

3-26. When preparing to use a deadman as ananchor for a guy, you should begin bymaking an excavation similar to the

one shown at

1, A

2. B

3. C

3-27. A way that a deadman should be buriedand die guy wrapped around it is illus-

trated at1. A only2. B only3. C only4. A, B, or C

3-28. When the steel picket holdfast is beingused, there is NO advantage to using twoor more units in combination.

3-29. The maximum height of a timber gin polethat has an 8-inch diameter is

1. 10 feet2. 28 feet3. 48 feet4. 50 feet

3-30. The minimum distance from the base ofthe gin pole to the anchorage of the guylines for a 15-foot gin pole is1. 15 feet2. 30 feet3. 45 feet4. 60 feet

3-31. Which part of a gin pole assembly ismost likely to be the weakest point?

3-32. What position should the gin pole be in

to have the LEAST amount of stress onthe guys?1. Almost horizontal2. Vertical3. 45° angle

3-33, When rigging a gin pole, you should usea square knot to1. hang the guys on the pole2. tie the guys to the holdfasts3. tie the forward guys-to the back Eqs4. secure the ends of the lashings

3-34. When laying, nut tho guy lino nn rho

ground prior to erection of a 12 -fontpole, you should make them how long?1. 12 feet

2. 24 feet

3. 48 feet4. 72 feet

3-35. To keep a gin pole from skidding whilebeing erected, what should you do?1. Reeve tackle to the rear of the pole

and attach it to a stationary object2. Set up a picket holdfast about 3 feet

forward of the pole base and tie itoff at the base of the pole

3. Have part of the erection crew tie itoff at the base of the pole any pullforward while the rest of the crewraises the pole from the rear

3-36. Gin poles of 50 feet or less can beeasily handled by hand.

3-37. To properly erect a gin, pole, you should

have a crew consisting of how manymembers?

1. Loadline 1. 10 or more

2. Fall line 2. 6 to 9

3 Holdfast 3. 3 to 5

4. After guy line

14

21t)

3-38. How deep should the hole for the base of

the gin pole be?

1. 6 to 12 inches

2. 16 to 18 inches

3. 20 to 24 inches

3-39. When raising the gin pole, what can you

do to get the block in reach?1. Tie a line to the hook of the movable

block2. Overhaul the tackle until it is longer

than the pole, and secure it to ananchorage

3. Bot 1 and 2 above

3-40. What is meant by "drifting"?1. Moving an object left or tight2. Moving the top of the pole 15° without

moving the base3. Hoisting or placing a load

3-41. fhe shear legs and the A-frame are oneand the same lifting device.

3-42. Besides lifting heavy machinery or bulkyobjects, shear legs can be used for1. unloading trucks and flat cars2. supporting ends of a cableway and high-

line3. hoisting over wells, mine shafts, and

other excavations

3-43. As part of the shears' rigging, the afteryo, ,holii.' h. stroil; rnough to lift how

much of the load?

1. One-half2. One-kourth

3. Three-fourths

3-44. After wrapping the tops of the poles forshear legs with small stuff, you musttighten and secure the lashing by

1. mousing2. (rapping

3. guying4. qhearing

3-45. When preparing to erect a 40-foot shear,how far apart should you dig the holesthat will support the legs?

1. 10 feet

2. 16 feet

3. 20 feet

4. 24 feet

3-46. Holes about 1 foot deep will keep theshear legs from kicking out while in

operation.

1-47. When a load is applied, it is a good prac-

iiie to lash the butt Ends of the shearswith chain, line, or boards to keep them

from srreading.

15

3-48. Which of the following is an advantage

of using the tripod in a hoisting opera-

tion?

1. It is stable2. It requires no guys or anchorage

3. It has a capacity greater than that ofshears made of the same size material

4. Each of the above

Figure 38.

3-49. When erecting a 35-foot tripod withoutthe aid of mechanized equipment or auxil-iary hoists, which arrangement shown infigure 3B should you use for lashing the

poles prim Co erection?1 A

2. 8

3. C

4. D

3-50. The proper spread for the legs of a

tripod is between one-half and two-thirdsthe length of a leg.

21,1

1.igure 3C.

3-51. As viewed from the top, a properly erectedtripod looks like which part of figure 3C?1. A

2. B3. C4. D

3-52. The boom derrick consists of a mast witha boom attached that is capable of movingan object in any direction.

3-53. If a 20-foot-long boom is needed to pro-vide the desired working radius for aboom derrick, what is the approximatelength of the mist?1. 2J feet2. 30 feet3. 40 feet4. 60 feet

3-54. When erecting a boom derrick, you shouldkeep the bottom end of the boom fromslipping downward on the mast by securingit with

1. cleats2. the topping lift3. a sling4. guys

3-55. What blocks are attached at the same pointon a boom derrick?1. Fairlead block and fixed tackle block2. Fixed tackle block and fixed topping

lift block3. Running topping lift block and fairlead

block4. Fixed tackle block and running topping

lift block

B

4 Figure 3D.

16

3-56. The recommended heavy-load position ofthe boom on a boom derrick isshown infigure 3D at

1. A

2. B3. C

4. D

3-57. The pole derrick is suitable fur liftingloads of 1 to 2 tons.

3-58. The average person can pull with a forceof nearly 100 pounds on a single verticalline. The same person in pull on asingle horizontal line with a force of1. 30 pounds2. 60 pounds

3. 90 pounds4. 120 pounds

3-59. Which of the following is an advantage inusing a chain hoist over other devices?1. Loads can remain stationary without

requiring attention2. Loads can be handled cautiously3. Heights can he adjusted accurately4. Each of the above

In answering items 3-60 through 3 -b2, select

from column B the hoist bcst suited for theoperation in column A.

A. Opernt inns

3-60. Lifting ordinary loadsfrequently

3-61. Lifting light loadsoccasionally

3-62. Pulling heavy objectshorizontally overshort distances

R. Hoists

A. Differentialchain hoist

B. Katcher- handle

pull hoist(come-along)

C. Spur gearhoist

3-63. What part of a chain hoist assembly isintentionally manufactured to be theweakest part?1. Spur gear assembly2. Chain lock assembly3. Upper hook4. Lower hook

3-64. The hooks or links of a chain hoist thatshow signs of spreading or excessivewear should be replaced befere the hoistis used again.

2 !

3-65 After etecting a pole derrick for alifting job, where should you installa hand-operated winch?1. At least one pole length behind the

derrick2. Near the foot of the derrick3. On either side of the knee braces4. To the right of the pole employing a

snatch block and fairlead

3-66. Suppose a power-dri en winch is set up sothat the hoisting 1 e leaves the drum atan angle upward from the ground. Whichof the following cti ns should be takento avoid lifting the nch clear of theground?

1. Increase the size of the winch2. Move the load slowly3. Place a leading block in the system

to change the direction of pull4. All of the above

3-67. As a hoisting line is being wound on adrum, you must make sure that the fleetangle does NOT exceed how many degrees?

1. 6

2. 2

3. 8

4. 4

3-68. The lifting capacity of a crane is depend-ent upon the1. diameter of the winch2. boom length and angle3. size of the lifting hook4. size of the fleet angle

3-69. Box hooks are used for1. moving small boxes over sho:t distances2. raising mediumweight boxes and crates

to enable placement of slings ordunnage

3. moving large boxes over long distances

3-70. The hook-on man should know the handsignals used to direct operators ofhoisting equipment, but may need todevise special signals to direct winchoperators.

3-71. When a lift is properly loaded, precisecontrol qf the movement of a hoisted loadis ?rovided by the use of1. slings2. dunnage3. tag lines4.-box hooks

3-72. Hoisting chains should be replaced whenan inspection reveals which of the fol-lowing defects?1. Gouge marks or fractures2. Stretch of more than 5% of their

original length3. Wear greater than 25% of their

original thickness4. All of the above

3-73. If a crane boom or cable touches anenergized powerline, the crane operatormay avoid electrocution by jumping clearof the crane.

Assignment 4

Catstruction Inspections and Quality Control


Learning Objective: Recognize theinspectors responsibilities as tothe qua lity cf work perf ormed by workcrews cn assigned projects.

4-1. The validity of an inspection forquality control oan best be determinedby the qualifications cf the inspector.

4-2. The an responsibility cf the construc-tion inspector is to make sure that1. work perf ormed is of the highest

standard of quality2. work is performed in accordance with

the drawings and specifications forthe project

3. items required for the project are athand bef ore the work starts

4. tact and courtesy are stressed in allre la ti cns with the crewmambe rs andwith their superi ors

4-3. The quality requirements f or temporaryor emergency caistructicn may be inten-tional ly lowered.

4-4. The tolerance for concrete work oinseldom be held closer than1. 1/8 inch2. 1/4 inch3. 1/2 inch4. 5/8 inch

4-5. Of the following operations, which mustthe inspector insist cn being donecorrectly?1. Principle oanterlines2. Column lines3. Controlling overall dimensions4. All the above

4-6. Asa project nears its completion, theinspectors should tighten up at qualityof the work to be accepted.

18

4-7. When should the inspector make sure thatevery item needed to complete a construc-tion project has been provided?1. When the project is almost complete2. At the beginning of construction3. When cne-half cf the project is dale

Learning Objective: Point cut -tedi-niques cf inspecting work areas, tools,and equipment.

4-8. When making inspections cf .ftlding shops,ycu should see that welding operationsare done in an orderly and logicalsequence and that hazards and unsafeworking conditions for welders have beeneliminated.

4-9. Safety inspections cf the work areas in asheet metal shop include which of thefollowing steps?1. Checking work areas for cleanliness and

orderliness2. Noting whether or not sheet metal crews

observe all safety precautions in per-forming their duties

3. Insuring that materials are properlystoried and walkways kept cle4r

4, All of the above

4-10. Slivered tool handles should be imme-diately wrapped with tape to preventinjury.

4-11. When inepectors are cn the job dieckingfor the quality cf workmanship, theyshould also keep an eye open for which ofthe following safety infractions?1. Personnel wearing loose fitting

clothes or gloves2. Unqualified personnel operating power

machines3. Tools or materials left lying around

op benches, near machines, or atfloors

4. All cf the above

II

4 -12. To ground a two-pranged plug, which ofthe following procedures would becorrect?1. Connecting a built -in third wire to a

known ground2. Connecting a third wire between, the

frame of the tool and a knownsground3. Both 1 and 2 above

4 -13. The outside appearance of fiber line izusually a good indication of its inter-nal. condition.

4-14. You may determine if a fiber line ismildewed by1. checking the line for dampness2. looking for discoloration of the out-

side fibers3, smelling the line and checking for

discoloration the inner fiberstrands

4. checking the outside fibers for mold

4-15. A fiber line whose center core breaksaway in small pieces upan examinationwas probably overstrained. .

4-16. Wire ropes should be ;removed from ser-vi.ce when found to have which of thefollowing condi ticns?1. Temporary seizings2. Fishhooks and kinks3. Worn and corro4ed spots4. Both 2 and3 above

4-17. A given wire rope is unsafe for hoistingpurposes under which of the followingcondi ti am?1. Its diameter is less than 85 percent

of the original diameter2. 4 percent of the total number of

wires in the rope have breaks withinthe length cf cne lay

3. Individual wires are brcicen next toone an


4 -18. A 6 X 37 wire rope that is used to hoistmaterials may be considered safe if thenumber of broken wires in one stranddoes NOT exceed1. 242. 123. 94. 8

6 In' answering items 4-19 and 4-20, use therules of thumb given in the textbook.

4-19. The safe working load of a fiber line ingood condition that has a circumferenceof two inches is1. 300 lb2. 420 lb3. 600 lb4. 780 lb

19

4-20. The safe working load cf a new 1 1/2-inchwire rope is1. 18,000 lb2. 22,000 lb3. 24,000 lb4.c. 25,000 lb

4 -21. Chain size is determined by the1. circumference cf the link2. circumference of the rod from which3. major axis c the link4. diameter, in inches, of the rod from

which the link is made

4-22. In areas where abrasion or corrosion is aconcern, you should ure chains ratherthan wire rope.

4-23. A chain link should be replaced underwhich of the following conditions?1. It is cracked2. Its surface is polished or worn3. It is distorted.4. Each cf the above

4-24. The slip hook is designed to he used withwhich cf the following?1. Wire rope2. Chains3. Fiber line4. All the above

4-25. The grab hook is used on chains where theloop formed with the hock is NOT intendedto clone up around the load.

4-26. Any deviation from the original inner arcof a hock indicates that the hocic has beenoverloaded.

4-27. Nooks should be replaced when they are inwhich of the following conditions?1. Badly worn2, Severely distorted3. Cracked4. All cf the above

4-28. The safe working load for a hook with adiameter of 1 1/2 inches is approximately1. 1 tan2. 2 tans3. 1/2 tan4. 1 1/2 tan

4-29. A properly made sling can be constructedf ran1. fiber line only2. wire rope only3. chain oily4. fiber line, wire rope, or chain

21.a. (.)

4-30. A sling made of wire rope ins morereliable than one made of fiber line orchain because of its1. better suitability for lifting hot

Items in foundries2. high wear resistance and Blotter loss

of strength3. greater flexibility and resistance to

wear

4-31. In 14.fting sharp objects,with a sling,you can use heavy cabetc or old rubbertires as paddincr.to avid damaging thesling.

4-32. Of the following materials, which wouldbe most likely used as illy lines as atemporary structure?I. Wire rope2. Fiber line3. Both 1 and2 above

4-33. The LEAST number of guys that should beused to anchor a gin'pole is1. one2. six3. three4. four

4-34. The recommended minimum distance fromthe base of a 12-foot gin pole and itsguy line anchoring point is1. 12 feet2. 18 feet3. 24 feet4. 32 feet

Learning Objectives Identify prin-ciples of checking the quality dwelds.

4-35- file main objective of pipe weldinginspection is to insure that weldingmeats specified requirements.

In answering items 4 -36 through 4-40,fro' column B the phase correspondingthe welding inspection in column A.

selectwith

A. Welding B. InspectionInspections Phases

4-36. Vary operating 1.....,

Preweldingccnclitions

4-37. Check pipe 2. Duringalinement welding

4-38. Check- interior cf 3. After weldingpipe for globules

4-39. Check size andshape of weldcrater

4-40. Check for lengthand location cfwelds

e

4-41. A weld defect is classified as dimensionalwhen it refers to which cf the following?1. Incorrect joint preparation and weld

size2. Warpage4. Incorrect weld profile4. Each of the above

4-42. When a complete weldment exhibits warpagedue to structural distortion aftercooling, which cf the following processeswill sometimes correct the defect?1. Applying positive and negative

stresses to the weldment2. Applying thermal expansion and ccntrao-

ticas to the weldment3. Peening the weldment4. Straightening the weldment with or

without heating

4-43. The size of a fillet weld is expressed interms cf1. its depth2. its width3. the length cf the shortest leg of its

triangular cross section4. the length cf the lcngest leg cf its

triangular cross section

20

2 1 ;)

N

I.- SIZE--4.1A

Li 4i*C

SIZE JD

1*- SIZE-0.1E

Figure 4A. -We Ids profile

In answering items 4-44 and 4-45, referto figure 4A.

4-44. The weld profile represented in view Dof the figure is defective because Cl1. excess convexity2. insufficient leg size3. cverlap4. undercut

4-45. The amcunt cf convexity in a weld pro-file is shown in which view or views?1. A and 02. C and3. A only4. E cnly

4-46. Excess ccncavity in a fillet weld canusually be removed by reducing thewelding current if the weld is in thevertical position and the welding isdale from the top down.

4-47. Excess weld reinforatment may be caused byimproper welding techniques and insuf-ficient welding current.

4-48. A structural discontinuity weld defect inmetal-arc welding may result from a defi-ciency or weld metal or fusion.

4-49. Which of the following ,conditicns isclassified as a structural discontinuity?1. Incomplete penetration2. Porosity3. Imperfect fusion4. Each of the above

4-50. When inspecting reinforcing steel cpera-ticns, you met make sure that all workperformed is in accordanne with the Latestissue cf which cE the following scurces?1. Instructions from the Public Works

Officer2. Placing plans3. Instructicns from the canpany commander4. Each "of the above

4-51. Hat should the inspector verify thatfabricated bars are cut and bentcorrectly?1. By checking with the crew leader2. By visual check and occasional

aeasuremant3. By means cf reports submitted by the

crew leader4. By insuring that adequate cutting and

bonding equipment is available

4-52. During the setting ce steel and beforeconcreting, an inspector of reinforcingsteel (*orations aust make sure that everywall or slab has which or the following?1. Prager type, size, and number at rein-

forcing bars2. Proper number cf bar supports3. Welded wire fabric in place4. All cE the above

4-53. Experienced inspectors eliminate majorerrors by having studied the placingplans, by gang over the steel in place,by measuring here and there, and by =s-paring one detail with another.

21

2 2"

4-54. In architectural rev:crate and exposedwork, what is the usual amount of concretecover over bars?1. 1 inch2. 2 inches3. 1, 1/2 inches4. 2 1/2 inches

Learning Objective: Peint cut funda-mentals of inspecting rebar.

4-55. The project supervisor is responsiblefar seeing that the prefabricated struc-ture is erected in accordance with theproject plans and specificaticns.

4-56. When templates are required as a pro-ject, who is responsible for supplyingthem? .

1. The !wilding manufacturer2. The engineering department3. The operations department

4-57. Whether a project progressesNOT is usually determined byditien cf the1. foundation2. materials oh arrival3. subassemblies

4-58. To find the exact location cfin the structure, to which cffollowing drawings should ycu1. Fabrication2. Erectien3. Shop

smoothly orthe can-

every parttherefer?

4-59. Bolted work is hard to inspect and poorworkmanship is easy to hide.

4-60. Structural steelwork must be erectedtrue to line level, and plumb.

22

291

Assignment 5

Advanced Base Planning, Embarkation, and Project Turnover: Planning,Estimating, and Scheduling

Textbook Assignment: Pages 5-1 through 5-6, and pages 6-1 through 6-28

Learning Objective: Point out prin-ciples involving the use of theFacilities Planning Guide.

5-1. Included &ma the contents of NAVFACP-437, Volume I, are the1. amounts of fuel required to operate

components2. sixes of crew it takes to operate

facilities3. drawings of facilities and assemblies4. acres cf land a facility occupies

5-2. Volume II of NAVFAC P -437 is a source ofinformation for planning an advanced lasecomponent, facility, or assembly.

5-3. NAVFAC P-437 lists by National StodcNumber the material requirements f orwhich of the following units?1. Facility2. Assembly3. Component4. Eacn cif the above

5-4. To make the P-437 compatible with otherDOD planning guides, which related publi-catio establishes category codes?1. Table of AFGC/s (OPNAV-41P3)2. NAVFAC P-723.'HAVFAC P-4054. NAVFAC P-315

5-7. Haw can components or facilities betai lored?1. By specifying requirements for tropical

or northern temperate zones2. By debating or adding facilities or

assemblies3. Both 1 and 2 above

5-8. In the ABFC system, which code identifiesasseemblies required for use in northerntemperate tones?1. T2. C3. N4. NT

5-9. Refer to textbook figure 5-1.Approximately her many man-hours should ittake te construct a small helicopterlanding pad?1. 1502. 2443. 500

5-10. Now do you obtain fixtures that are NOT

furnished with a facility or an assemblylisted in NAVTAC P-435?1. By picking them up at a supply depot2. By ordering them separately3. By purchasing them on the open market

Learning Objective: Identify proce-dures and techniques used by the SWin preparing material and equipmentf or embarked. on .

5-5.

5-6.

To find a facility that requires enlistedpersamel quarters, under which of thefollowing category codes should you lock? 5-11.1. 300 - Research, Development and

Evaluation2. 700 - Housing and Community Support3. 900 - Real Estate

Assemblies are grouped by numbers thatrelate to the Occupational Field 13 skillrequired to install them,

To meet the requirements for contingencysupport, unite of the NCF must be capableof redeployment within how many days?1. 72. 103. 154. 21

23

229

;

574. When an embarkation order is issued,either for a training exercise or anactual movement, which of the followingtasks should be yours?1. Securing materials an site or turning

them into MLO2. Turning clean tools into tste central

toolr oai3. Cleaning and Bemiring project sites4. Each of the above

The company or department embarkationrepresentative is responsible to insurethat mount-cut bac construction, colorcoding, and numbering are in accordanoewith established .directives.

Learning Objectives Point cut prin-ciples of coordinating and supervising

'a project turnover.

5-14. Who conducts the camp, supply, anda a te ri a 1 inventories at the site of anNMCB that is completing its deployment?1. Personnel ot the relieved NICE only2. Persainel of the relieving battalion3. Personnel of both battalions

calm? ned

5-15. The purpose of a BEEP is to provide auniform procedure for1. evaluating and accounting for the

equipment, records, and correspcn-denoe of a deployed battalion

2. equipping a battalion before itdeploys

3. conducting maintenance inspectionsthree months after a battalionarrives on station

Learning Objectives Indicate prin-ciples and techniques of adminis-tration or supervision in projectpl4inning and estimating.

5-16. In planning a construction project, withwhich of the following estimates shouldyou be concerned?1. Equipment2. Material3. Manpower4. Each of the above

5-17. Whether a construction project fails orsucceeds may depend upon the accuracy ofthe calculations for each phase rfdevelopment.

5-18. As petty officer in charge of ccnstmo-ticn work, you eh culd confirm theplanning for the next workday at the endof ea ch workday.

5-19. To be an effective supervisor, which ofthe following factors should you considerin your day-to-day planning?1. Keeping each crewiaember fully occupied2. Having enough equipment on hand to get

the job done3. Having enough supplies on hand to get

started4. All of the above

5-20. The department head instructed you tocomplete a certain job by a certain time.Being responsible for a number of otherjobs, you place a junior petty officer incharge of the crew assigned to this job.Who is responsible if the work fallsbehind schedule?1. The senior crew member2. The junior petty officer3. You

5-21. As an estimator for a given project, youmay be called upon to prepare which of thefollowing estimates?1. Quantities of materials required for

the work to be done by the EO's2. Quantities of materials required for

work to be dale by SEABEES other thanthe EO's

3. Man-hours required to complete the job4. Each of the above

5-22. To estimate quantities of work elementsand materials for a certain project, youmust consult the1; OICC2. project drawings only3. project specifications only4. project drawings and specifications

5-23. When the project specifications differfray the drawings, what is the normal- pro-cedure to foliose/1. Obtain a new set of drawings and

specifications2. Follow the specifications3. Follow the drawings4. Consult the OICC

5-24. Which of the following methods is one ofthe bast for reducing the errors made inthe preparation of a quantity estimate?1.

24

fe9

Compare the estimate with the truequantities of the various .items usedcn a similar j oo completed previously

2. Compare the estimate with anindependent estimate of the same pro-ject made by another person

3. Let another person who is familiar _withthe project caretully check all com-putations

4. Review each part of the esttr.ste withthe person who will do the work ai thatparticular part of the project

5-25. How are work element estimates prepared?1. By computing the man -,lours required

to complete ale of the work elementsof the project

2. By computing quantities of materialrequired for ale of the work elementsof the project

3. Both 1 and 2 above4. By computing all quantities cf the

vari am items cf work shown orreferenced al the drawings

5-26. When measuring quantities cf materialsfor the work elements of a building pro-ject, you should usually begin bymeasuring the work elements al the1. basement level2. succeeding floor levels3. foundation and footing plan4. mechanical and electrical drawings

5-27. The concrete, reinforcing, architec-tural, structural, mechanical, andelectrical drawings for a given project,are drawn separately. In what ordershoild you examine or work the drawings?1. Concrete, reinforcing, mechanical

architectural, structural, endelectrical

2. Concrete, reinforcing, architectural,structural, mechanical, and .

electrical3. Mechanical, ccncrete; reinforcing,

architectural, structural, andelectrical

4. Mechanical, architectural,structural, ccncrete, reinforcing,and electrical

5-28. When you are measuring quantities al adrawing, what procedure is recommendedto avoid duplications?1. Start at the center and work towards

the sides, checkmarking () theparticular work as you measure andrecord it

2. Start at ale side and work toward theopposite side, color marking theparticular work as you measure andrecord it

3. Start at the top and work down,lining out each piece of work as youmeasure and record it

4. Start at the bottom and work upward,lining cut each piece cf work asyou measure and record it

5-29. When assigned the job of preparing thework element summary sheet for a certainproject, from what sources do you obtainthe required information?1. Drawings2. Specifications3. Worksheets4. Job orders

25

5-30. When entering required details al a workelement estimate summary, you should makeit a practice to1. put them in alphabetical order2. record them so that its reviewers can

understand what was taken off and howcomputations were made

3. list them according to their priorities4. number them

5-31. "Materials takeoff" is another name or1. material estimate2. equipment summary3. work element

5-32. In preparing a materials takeoff for aproject, ycu should make d list cf1. the quantities cf each work element

required to construct the project2. all materials placed in the project

plus earth excavation and fill3. the materials and quantities required

to construct the project4. all materials used cn the project

In answering items 5-33 through 5-36 referto the textbook procedure for preparing a

material estimate.

5-33. The first step cf the procedure is toobtain which cf the following frau thework element estimate?1. Work element quantity2. Work element ccnversicn unit3. Quantity requi red4. Waste and loss factor

5-34. Where do allowances for waste and lossappear in the procedure for preparing amaterial estimate?1. On the worksheet before the work

elements are converted into quantitiesof materials

2. On the worksheet after the work ele-ments are converted into quantitiescf materials

3. On the recap sheet bef ore the quanti-ties are totaled

4. On the recap sheet after the quanti-ties are totaled

5-35. After all entries are made, which cf thefollowing forms becomes the materialestimate?1. Material estimate worksheet2. Material estimate recap worksheet3. Work element estimate worksheet4. Work element estimate summary sheet

5-36. As an estimator, you should determine ifan increase in material waste or loss al ajob is warranted.

2.2.1

5-37. Which cf the following items of infor-staticn is included an the equipmentestimate for a construction project?1. The number cf days each piece

equipment will operate2. The type of equipment required3. The amount of equipment required4. Each of the above

5-38. How does an estimator obtai= therequired amount of operatint. time for aparticular races ct equipment used on accnstruction project?1. By dividing the quantity of work

which the equipment is to perform bythe estimated production rate per day

2. By dividing the quantity cf workwhich the equipment is to perform bythe production rate per day obtainedfrom Navy school charts

3. By dividing the quantity cf workwhich the equipment is to perform by3/4 of the design capacity ci theequipment

4. By making an estimate after consider-ing work conditions, experience, andprevious performance cif SW's, etc.

5-39. The number cf pieces ci each type cfequipment required at any one time for aproject is determined from the preparedequipment schedule.

5-40. When preparing equipment estimates,which cf the following factors shouldyou consider?1. Type a material to be handled2. Experience a operators3. Condition tf equipment, weather con-

ditions, and completicn date4. All of the above

5-41. What should be the estimator's attitudewith respect to the various sources cEinformation about production ratesusually awl labia in SEABEE operations°Moss?1. Use the rates because they are

usually very accurate and readilyadaptable to any project

2. Do not refer to the rates when makingestimates because every project isdifferent

3. Use the rates but make necessaryadjustments after caucidering thebasis an which they were established

4. Use only producticn rates castainedin a government manual; disregard allother sources

26

5-42. How are the man-days listed on a typicalmanpower estimate for a constructicnproject?1. Total only2. Total for each work element and ci

each rating ally3, Total for the project and for each

rating cnly4. Total for the project and for each

work element, or the total of eachrating for each work element

5-43. Which cf the following is a basis for pre-paring a preliminary manpower estimate?1. General description cf a project2. Cotputaticn cf project area or other

measure3. Preselected man-days per unit4. Each ci the above

5-44. You must prepare a preliminary manpowerestimate for the construction ci an NCOclub. The building will be 90 feet wide,110 feet lcng, constructed cf brick andconcrete, and fully equipped. The projectsite is in an area where conditions arefavorable for construction. How many man-days will be required to complete theclub? (Refer to textbook table 6-2.)1. 1,9202. 2,9703. 5,9404. 9,900

5-45. of the following, which is used to deter-mine Labor requirements of a givenproject?'1. Preliminary manpower estimates2. Detailed manpower estimates3. Construction schedule4. Work elements

5-46. Refer to textbook table 6-3. How many man-days are requi red under average condi ti amto complete a 1,000-sq ft storage shed?1. 35

2. 703. 3504. 3,500

5-47. Refer to textbook table 6-4. When columnsand beams, trusses, and purlins beingerected total 90 tale, approcimately howmany man-days would be required underadverse ccnclitials?1. 1012. 2673, 3684. 441

2 2 k)

Learning Objective: Recognize funda-mentals ot construction scheduling.

5-48. Before work starts on a project, thesupervisor is guided by a constructionschedule that serves to1. integrate all previous analysis and

planning2. determine the technical data for the

project3. shoo the sequence in which personnel,

materials, and equipment are needed

5-49. During construction of a project, theconstruction schedule enables the super-visor to1. verify the amounts of materials and

equipment needed ef or the project2. furnish data at the methods and tech-

niques of ccnstructi an cperati cne3, determine whether work items are at

or behind schedule4. consolidate the materials takeoff for

a continuous flow of the productionprocess

5-50. Which of the following statementsregarding the uses of castructicn sche-dules is true?

.1. They became useless when project plansand specificaticns are changed

2. They may serve as a basis for esti-mating material requirements

3. They may be used for preparation cfprogress reports

4. They are useless after completi an ofa project

5-51. After canpletion, of a project, an analy-sis et the construction schedule shouldidentify informatics that has a futureuse.

5-52. Which of the following is NOT includedamong the elements of scheduling work?1. Quantity <2 work to be date2. Number cf pieces cf equipment3. Unit of measurement4. Time required for each work item

5-53. Prat what so edule can you obtain theseparate work elements cf a project?1. Deployment schedule only

"c. 2. Project schedule only3. Deployment cr project schedule

27

5-54. In addition to the principles that sche-duled cperaticns can-NOT exceed a unit'scapacity and that they must follow thesequence of work, what other schedulingprinciple should a supervisor apply indeveloping a good construction schedule?1. Use the analysis cf ccmpleted projects

as a basis for accurate' scheduling2. Prepare chedolisto to effect intelli-

gent overall supervision cf the project3. Toner the best sequence cf work items

required for the particular job4., Keep a balance between starting criti-

cal items at the earliest time andmaintaining a continuous eff ort for,each task

5-55. Apprad.mately what percentage cf the totalproject, shown in textbook figure 6-1,will have been accomplished, if at the endof May, project 1 was 43 percent complete,project was 22 percent complete, andproject 3 was 67 percent ccaplate?1, 342. 423. 524. 58

5-56. Refer to textbook figure 6-8.Approximately hot many cubic yards retrenched and backfilled at the POL systemat the end cf July?1. 8582. 9683. 1.1424. 1 716

5-57. The first thing you should do in sche-duling a project is to determine thecons tructi at sequences.

5-58. The canpletion cf an access road is esti-mated to take 500 man-days. With a workforce of 40, apprcocivately how many work-days are scheduled to complete the project?1. 5

2. 123. 184. 22

5-59. How cf ten should you report work completedat your assigned project?1. Daily2. Weekly3. Biweekly4. Monthly

5-60. What construction report, if any, isusually made in narrative form?1. Daily2. Weekly3. ?tenthly4. None

200-,.. '3

Assignment 6

Planning, Estimating, and Scheduling (continued)


Learning Objective: Indicate prin-ciples and techniques of CriticalPath Method (CPM).

6-1. By definition, the Critical Path Methodis a1. technique of program evaluation and

review2. means of preparing arrow diagrams3. method of designing arrow diagram prob-

lems

4. system of planning, scheduling, andcortrolling construction projects

6-2. As a project supervisor, an arrow diagramshould aid you in construction managementbecause it1. identifies the amount of spare time

available for each of the work items,services, or tasks involved in a given

project2. enables you to visualize, at a glance,

the sequence and interrelationships ofthe individual items of work, services,or tasks involved in a given project

3. provides a quantitative analysis, ingraphic form, of the material requiredfor a given project

In answering items 6-3 through 6-8, use the

following alternatives.

1. an activity2. an arrow3. a circle4. an event

6-3. The starting point of an activity isreferred to as

6-4. In the preparation of an arrow diagram, anactivity is indicated by the use of

6-5. An event is depicted on an arrow diagram by

6-6. A service or task that is indicated on anarrow diagram is referred to as

28

2°7

6-7. On an arrow diagram, the starting point of

an activity is depicted by

6-8. An individual item of work is representedon an arrow diagram by

6-9. How many (a) activities, and (b) eventsare shown in textbook figure 6-14?1. (a) 6 (b) 6

2. (a) 6 (b) 7

3. (a) 7 (b) 6

4. (a) 7 (b) 7

6-10. Before the work represented by activity(3) - (5) in textbook figure 6-14 canstart, which of the following activitiesmust be completed?1. (1) - (3) and (3) - (4)

2. (3) (4)

3. (1) - (2) and (1) - (3)4. (1) - (31

6-11. If an arrow diagram for a given projectis inaccurate and unrealistic, networkanalysis will prove unsatisfactory.

6-12. In arrow diagram development, what isindicated by the question "What activitymust be completed before this one canstart?"1. An event into which the activity should

enter2. An event from which to start the

activity3. The critical activities and events of

the diagram4. Only the critical activities of the

diagram

6-13. You have established the starting pointfor a new activity on an arrow diagraM.

Which of the following questions shouldbe answered in order to establish its

termination point?1. Is this a critical activity?2. What is the estimated duration of this

activity?3. What activities must be accomplished

before this one can proceed?4. What activities cannot proceed if this

one is not completed?

6-14. Which of the following statements describesthe relationship between activities E and

F of textbook figure 6-20?1. Both activities start at the same

point2. Each is an independent activity3. Of the two activities, E requires more

time than P:fbr completion4. Each of the above

6-15. In the preparation of an arrow diagramthat involves work items done by severalratings, you should consult with respon-sible representatives to insure that these

items are accurately and realistically

described.

6-16. At most, how many activities may carrythe .came event number at both the tail

and head of the arrow?

1. One2. Iwo

3. Three

6-17. What type of activity should you insertin an arrow diagram that does NOT repre-

sent work !performance?

1. Extension2. Connector3. Network4. Service

6-18. In textbook figure 6-21, the work itemSURVEY 6 STAKEOUT can also be called

activity1. (1) - (2)2. (2) - (3)

3. (3) - (2)4. (1) - (3)

6-19. When shown on an arrow diagram, a dummyactivity servea to indicate1. duration2. cost3. sequence or a dependency connector

4. work

6-20. An arrow diagram can sometimes describe

a time relationship.

29

6-21. Refer to problem 1 in the textbook. At

what event does obtaining draintile start?

1. First2. Second3. Third4. Fourth

6-22. In problem 2 of the textbook, obtainingthe trencher is known as a

1. dependent activity2. dummy activity3. delivery activity4. duration activity

6-23. The arrow diagram for problem 2 in the

textbook describes the1. dependency relationship only2. time relationship only3. dependency and time relationships

4. delivery activity

6-24. In arrow diagraming, you can helpremember the assumptions made about anactivity by putting them in writing.

6-25. Refer to problem 3 in the textbook.Which view of textbook figure 6-24indicates the event for fine grade to

be completed? *

1. A

2. B

3. C

4. D

la answering itcma 6-26 and 6-27, use the

following alternatives.

1. establish dependency between non-

dependent activities2. maintain the uniqueness of the

I - J identification system3. transfer dependency from dependent

activities to nondependent activities4. describe dependencies in such a way

that nonderfendent activities are hot

shown as d4pendent

6-26. The dummy activity illustrated in text-

book figure 6-25 is used to

6-27. In textbook figure 6-26, the dummy

activity is used to

6-28. View B of textbook figure 6-26 is inerror because it shows1. fine grade depending on the com-

pletion of prefab forms2. availability of a backhoe depending

on the completion of prefab forms

3. fine grade ant` availability of back-hoe depending on the layout and

excavation

22 s

6-29. Refer to the dummy problem in the text-book. Which view of textbook figure 6-27removes the assumption that placinggravel second half does NOT start untildraintile is installed?1. A2.

3. C4. D

6-30. An estimate of the time it should take tocomplete each event of an arrow diagramis known as

1. spare time2.",duration time

3. delayed time4. critical time

6-31. The critical path of an arrow diagram isthe

1. shortest path through the diagram2. path through the diagram that requires

the longest time to complete all thecritical jobs

3. path through the diagram that includesall the longest individual work -ele-ments

4. path through the diagram consisting ofthe 1,,ngest arrows

6-32. To determine easily the amount of timeit should take to finish each individualactivity in an arrow diagram, you assume

that the usual number of crewmembers orpieces of equipment are available.

6-33. The critical path is usually identifiedby what symbol in an arrow diagram?

1.

2.

3. (I)

4. O

6-34 What usually happens in an arrow diagramwhen a critical path is shortened?1. At least one other path becomes the

critical path2. Exactly two other paths become

critical paths3. The shortened path remains the

critical path4. No other path becomes the critical

path

6-35. A special symbol is used cAl arrow diagramsto enable project managers to pick out a/an

1. earliest event2. latest event time3. shortest path4. milestone

30

6-36. In using an arrow diagram, you can findthe earliest time that an event can occurby adding the durations of the activitieson the1. oaths parallel to the critical path2. longest path leading up to the event3. shortest path leading from the event

6-:7. Refer to textbook figure 6-31. Of the

symbols shown, which designates the

latest event time?

6-38. The earliest and latest event times foran activity will differ in the case whereit is NOT on the critical path of anarrow diagram.

6-39. Refer to textbook figure 6-32. What

event in the arrow diagram.shows thatwaterproofing the arch and installingthe ventilator are completed?1. 10

2. 12

3. 164. 17

6-40. How should you calculate the latest starttime for an activity shown in textbookfigure 6-32?1. Work from right to left, subtracting

job duration from the preceding latestevent time

2. Work from left to right, adding jobduration to the preceding earliestevent time

3. Work from left to right, adding jobduration to the preceding latest eventtimes

4. rather 2 or 3 above

6-41. WI= L.me is given to the spare time madeavailable to perform a task shown on an

arrow diagram?1. Flex2. Slack

3. Critical4. Droop

6-42. By subtracting both the duration andearliest event time at the tail of thearrow from the latest event time at thehead of the arrow of any activity, youcan calculate the1. start time2. finish time3. slack4. duration

22j

6-43. What, if anything, might happen shouldyou change the slack of the earliestand latest event times of a fully devel-oped arrow diagram?1. Insufficient use is made of crew and

equipment2. Another critical path might develop

3. The job becomes inflexible4. Nothing

6-44. Refer to textbook figure 6 -32. Because

of the slack in it, which activity canbe scheduled to end the day beforecritical activity (17) - (18) begins?

1. ( 1) - ( 6)

2. (11) - (15)

3. (11) - (18)4. (16) - (18)

6-45. How was time saved for critical pathactivity (3) - (5) of textbook figure

6-32?. By taking advantage of slack

2. By preparing a timetable3. By counting weekends as project days


6-46. Which of the following events may leadto the addition of new activities to

an arrow diagram?I. Delayed material delivery2. Manpower shortage3. Design modifiction4. Each of the above

6-47. Two or more activities that start onthe same date are placed on the projectschedule according to the amount of

slack in them.

6-48. After you prepare.a preliminN'y schedule

of activities like the one in textbookfigure 6-32, your next step is to trans-

fer the given values to a1. work report2. bar chart3. 3 x 5 card

6-49. When splitting work elements to makemaximum use of manpower, you shouldcheck the arrow diagram for which of

the following purposes?1. To calculate amount of time saved2. To determine the effect that splitting

has on subsequent activities3. To determine that effect of splitting

on preceding activities4. To calculate slack

Learning Objective: Indicate prin-

ciples and techniques of precedence

diagraming.

6-50. Which,

sentationsdiagraming?

1.

2.

3.

4

if any, of the following repre-

is NOT in precedence

FINISH

None

6-51. How are activities and events shown in

a precedence diagram?

1. ---411"0

2. START

23.

11111


6-52. Where would a delay between the start ofone activity and the start of another

activity be indicated on a precedence

diagram?1. Within the activity2. At the start of each event3. On the connector4. Each of the above

6-53. How is a partial finish indicated in a

precedence diagram?1. By drawing the connector from the

start of the preceding activity2. By drawing the connector from the

end of the following activity3. By drawing arrow networks on the work

elements4. By lettering, starting with A in the

basic time unirq

6-54. Bj what means would you represent activi-ties that are remote from each other, but

need to be connected on a precedencediagram?1. By sequencing connectors2. By a circle containing the following

activity number3. By a circle containing the preceding

activity number4. Both 2 and 3 above

6-55. Eirect linking of a particular largecomplex on a precedence diagram is accom-plished by introducing a focal activity

of zero duration.

23'

6-56. Which form of representation of depen-dencies should NOT be used in precedencediagraming?1. Indirect2. Direct

3. Splitting4. Parallel

6-57. Information for a precedence activity isusually contained within which of thefollowing?1. Event

2. Network3. Bill of materials4. Activity box

Learning Objective: Recognizefundamentals of equipment mainte-nance.

32

6-58. Which of the following advantages areobtained through proper equipment mainte-nance?

1. Safe working conditions and habits2. Fewer breakdowns3. Extended equipment life4. All of the above

6-59. How often may maintenance of equipmentbe required?I. Daily .

2. Weekly3. Monthly4. Each cf the above

6 -6c. By setting up a maintenance program, youcan insure proper care and upkeep of theequipment.

6-61. Equipent history files should containinformation about which of the following?1. Repair methods2. Troubles encountered3. PM dates and materials used4. All of the above

231

Assignment 7

Metals Identification and Testing; Company Chief

Textbook Assignment: Pages 7-1 through 7-18 and pages 8-1 through 8-7

Learning Objective: Recognizeprinciples and techniques et test-ing hardness in metals.

7-1. Of the many tests used to determine thedegree of hardness in metal, which of thefollowing is the simplest to use?1. Rockwell2. File3. Brinell

7-2. Which cf the following is a definition ethardness?1. Resistance cf penetration2. Resistance to abrasi on3. Resistance to machine matting4. Each et the above

7-3. Hardness of a metal is measured by itsresistance to penetration or indentationby an indedter cf fixed size and shape,while a specific load is applied.

7-4. Which et the following instruments areordinarily used for measuring hardness etmetal?1. Rockwell and Brinell2. Vickers and Scleroscope3. Eberback and Mcnotron4. Tukcn .ind Hobart

7-5. Which et the following is the basic prin-ciple et the Rockwell test?1. Any metal can be tested for hardness2. A hard metal will penetrate a softer

one3. The softer the metal being tested, the

deeper the penetration will be

33

7-6. The average depth of penetration ansamples of very soft steel, using theRockwell hardness tester, isappradmately1. .002 inch2. .004 inch3. .006 inch4. .008 inch

7-7. To evoid bulging or marking the test spe-cimen when you are using the indenter-typehardness test, the specimen thicknessshould be at least how many times thedepth et penetration?1. 42. 63. 84. 10

7-8. What is the first thing that you should doafter you have placed the metal on theanvil et the Rockwell tester at the startet the test?1. Apply the minor load2. Apply the major load3. Turn the zero adjuster4. Bring the test piece into contact with

the testing cone or ball

7-9. After the minor load has been applied tothe specimen an the Rodowell hardnesstester, the next step is to1. turn the elevating wheel until the

small painter is nearly vertical2. set the dial zero behind the pointer3. turn the elevating wheel until the long

pointer is nearly vertical4. tap the depressor her

23

r

7-10. What are the paritiaut of the major andminor loads when you read the hardnessnumber at the Rockwell tester dial?1. The minor load rests at the specimen

and the major load is raised2. The major load rests as the specimen

and the minor load is raised3. Both loads rest an the specimen4. Both loads are raised

7-11. Haw large a loadtest specimen cfBrinell hardness1. 500 kg2. 720 kg3. 1,500 kg4. 3,000 kg

wculd be applied to aferrous metal in thetes ter?

7-12. The Brinell hardness tester is excellentfor testing soft and medium-hard metals.

Learning Objective: Recognizeprinciples and techniques cf testingthe tensile strength of metals.

7-13. Which cf the foliating is a definitionof tensile strength? _

1. Resistance cf a metal to lcngitudinalstress or pull

2. Resistance of a soft metal to .

penetraticn by a hard metal'3. Rezietance cf a metal to abrasion

7-14. The tensi at test is classified as a ncn-destructive metal test.

7-15. The diameter and gage length of a testpiece that is ased in a tension testmust be accurate because they help todetermine1. tensile strength and fracturing load2. fracturing load and percentage cf

elcngati at3. strain measuring paints and amount cf

elongati at4. tensile strength and percentage of

elcngati at

7-16. In a tension test, a smooth, steady pull4.8 applied at a test specimen and itsresistance is measured until tt breaks.

wm

7-17. Of the following properties, which canHOT be determined from the results cfthe tensicn test?1. Yield paint2. Modulus cf elasticity3. Elastic limit4. Hardness

to

7-18. Which cf the following procedures shouldyou follow when making a tensilestrength test, assuming a steel specimenhas been properly set up with an exten-saneter attached?1. Apply a steadily increasing load2. At frequent intervals, release the. Iced3. Increase the load in small amounts,

unti 1 permanent def ormati at occurs4. An cf the above

7-19. When automatic equipment is NOT beingused, the extensaneter is removed fran aspecimen in tensicn testing when the spe-cimen begins to1. stretch elastically2. stretch permanently3. neck in4. fracture

7-20. In tension testing which cf the followingoccurs just before the specimen breaks?1. Metal fatigue2. Necking.in3. Breaking point

7-21. A 2-inch length cf metal has a gage lengthcf 2 1/2 inches after tendicn testing.What is its percentage cf elcrigaticn?1. 20 percent2. 25 percent3. 100 per-milt

7-22. On the stress-strain curve, the linerepresenting brittle metal will show up asa steep sloping, nearly straight line.

7-23. If a stress-strain curve is plotted fromthe data cf a tension test, the part cfthe curve that is a straight line is usedto determine1. ducti li ty2. brittleness3. modulus cf elasticity4. racdulus cf plasticity

7-24. Refer to view A of textbook figure 7-6.How much pressure did it take to break thetest specimen?1. 45,000 psi2. 60,000 psi3. 90,000 psi4. 105,000 psi

7-25. Refer to view ., textbodc figure 7-6.With test machines equipped withautographic recorders, the curve between dand e locks the same as those taken withtest machines not equipped withautographic recorders.

34

...--''.

7-26. Which cf the following properties cfmetal are most difficult to determine?1. Toughness and hardness2. Ductility and brittleness3. Elastic limit and yield point

7-27. If a high degree cf accuracy is notrequired, the elastic limit cf ordinarysteels can be determined by the scribemethod.

7 -28. When using the scribe method, whatshould be suspect if two disti.tctlines result?1. The elastic limit was not reached2. The elastic limit was reached3. The elastic limit was exceeded

Learning Objectives: Point cut thefundamentals cf magnetic particleinspection.

7-29. During the magnetic particleinspection, if the magnetic field isdisturbed by a crack or acme etherdefect in the metal, the pattern isinterrupted and the particles clusteraround the defect.

7-30. In the magnetic particle inspecticn,the test piece may be magnetized by

.which method?1. Passing an electric current through

it2. Passing an electric current though a

coil or wire that surrounds it3. Both 1 and 2 above

7-31>.*.-e magnetic particle inspection issatisfactory for detecting surfacecracks and subsurface cracks that areate -half of an inch below the surface.

7-32. In the magnetic particle inspecticn,each area cf the test piece must beinspected twice to obtain the bestresults..

7-33. When you are using the prod kit r

supplied with the unit, the space bet-ween prod contact points is1. 1 to 12 inches2. 2 to 8 inches3. 4 to 6 inches

7-34. Hairline cracks are difficult to detectby 'the magnetic particle process.

7-35. In the magnetic particle inspecticn, acrack is indicated by a fuzzy andpoorly defined particle pattern.

7-36. When a small caspass is held near thework piece, the deviation cf the can-pass needle tram its normal positicriindicates the presence cf a magneticfield.

Learning Objective: Identify prin-ciples and techniques of liquidpenetrant inspecticns.

7-37. Which cf the following defects can bedetected by the use cf a liquid penetrant?1. Surface cracks2. Subsurface cracks e-4.3. Voids beneath the surface

7-38. Which cf the following grcupe cf liquidpenetrants are fluorescent?1. 1 and 32. 2 and 43. 3 and 4

7-39. All dirt, grease, scale, lint, salt, andother materials must be removed trot: thetest piece before the liquid penetranttest is made.

7-40. The liquid penetrant and the test piecemust be maintained at a temperature inwhich range?1. 50° to 75°

.. 2. 50° to 100°3. 70° to 100°

7-41. The surface cf the test piece must be keptwet with the penetrant for a minimum cfhow many minutes?1. 5 or 102. 15 or 303. 40 or 60

7-42. When performing the liquid penetrantinspecticn, you should allow the developerto remain cn the test piede for apprcacima-tely how many minutes?1. 72. 153. 30

tar s

Learning Objective: Identify tech-niques cf testing sample welds andmethods cf identifying metals.

-43. In the free-bend test for checking a weld,what is the maximum length allowable forcracks?1. 1/32 inch

...... 2. 1/16 inch3. 1/8 inch

35

234

7-44. The guided-bend test is used to1. measure the ductility cf metal and

percentage of elongation2. determine the quality ct the weld

metal at the face and root of awelded joint

3. determine the internal quality cf theweld metal

7-45. To fulfill the requirements of theguided-bend that the specimen must bend180 and NO credo* should appeargreater than1. 1/16 inch2. 1/8 inch3. 1/4 inch

7-46. The neck-break testis designed to showwhich of the following defects?1. Slag inclusions2. Gas pockets3. Ladc ct fusion4. All the above

7-47. A number cf tests are available to helpidentify metal. Which are the mostcauscn?1. Bend and chemical teats2. Surface appearance, spark, and chip

tests3. Tensile and hardness tests

7-48. Of the following metals, which willignite and burn violently when heatedwith a torch?1. Aluminum or aluminum alloy2. Copper-nidcle alloy3. Brass or bronze4. Magnesium or magnesium alloy

Learning Objective: Identify theCompany Chief's, responsibilitiesregarding company projects, militaryduties, PRCP, .training, andadeinistratiai.

7-49. The Canpany Chief must insure that areasoi responsibility and levels cfauthority are clearly defined for eachenlisted person in the company.

7-50. When inspecting company projects, theCompany Chief must insure which cf thefollowing practi oes?1. Proper use of manpower2. Proper use cf material and equipment3. Safe working practices4. All cf the above

7-51. The Company Chief assists in assigningpersonnel to weapons and positions in thecompany military organization.

7-52. The information obtained from the PRCP isuseful in determining the state of readi-ness and the capabilities of a SEABEEunit.

In answering items 7-53 through 7-57,select from column B the category ofthe duty performed by the CanpanyChief in column A.

A. Duties

7-53. Assisting in theassignment ofpersonnel to train-ing 'designed todevelop construc-tion canbat skills

7-54. Anticipating mo-rale problems andinitiating correc-tive action beforeworking relationsor production areaffected

7-55. Assisting in cere-monies, briefingsand conference.?

7-56. Establishing atraining programto insure theunit's capabil-ities, utilizingPRCP data

7-57. Insdring the unit'sreadiness with re-spect \to manpower,material, and equip-ment

36

B. Categories

1. Military

2. Batten cntraining

3. Projectmanagement

7-58. What is the main objective of all NMCBadministered training?1. Personnel development2. Skill development3. Overall battalion readiness4. Combat readiness

O

7-59. The type and organization of a companytraining program depends on which ofthe following factors?1. Availability if training fadlities2. Operational commitments cf the

battalion3. Experience of company petty officers4. All of the above

In answering items 7-60 through 7-62, selectfrom column B the individual who performs thefunction in column A.

A. Functions

7-60. Gives instructortraining andsafety training

7-61. Prepares trainingschedules

7-62. Collects traininginformation andprepares companyrecords and re-ports

B. Individuals

1. Company Commander

2. Company

3. Caapany

4. Platoon

Clerk

Chief

Leader

7-63. When selecting instructors from amongthe competent petty officers, whomshould the Company Chief first seek out?1. Those\ who are experienced ,fir familiar

with the instructional methods andtechniques

2. Thcse who are able to motivate others3. experts in the technical aspects of

their rating4. All of the above

7-64. Training petty officers to became effec-tive instructors is a primary concernof the company training program.

7-65. In conducting supervised training, themost effective method for developingskills of the building trades is on-the-job training. This type cf trainingshould apply to ,wham?1. New pefsonnel in an organizaticn2. Persons who are assigned new jobs3. Both 1 and 2 above

7-66. The training requirements for an OJTprogram are determined by which of thefollowing coabinations of attributes?1. Required skills and knowledge plus

possessed skills and knowledge2. Possessed skills and required

knowledge plus possessed knowledge anrequi red skills

3. Required skills and knorledge minuspossessed skills and knowledge

37

7-67. New instructors can obtain already pre-pared lesson plans and instructors'guides from the local NCTC.

7-68. When selecting the instructional methodsto be used in an on -the -job trainingprogram, which of the following factorsshould you consider?1. Time available2. Student population3. Capability of each student4. Each of the above

7-69. Before starting a project, which of thefollowing steps should an instructor take?1. Have the materials and equipment ready2. Have the jobsite and work place pro-

perly arranged3. Give directions on how to accomplish

the job safely, easily, and economically4. Each of the above

7-7Q. Although the subject matter might dictatethe method or combination cf methods ofOJT to be used in certain situations, themost effective method is1. group instruction2. coach -pupil instruct. on3. pieceimeal instruction4. self-study

771. Group instruction for OJT is generally thesame as classroom instruction.

7-72. With respect to personnel administration,which of the following is a duty of theCompany Chief?1. Supervising the clerical and admi-

nistrative details of the company2. Counseling enlisted company. personnel

on professional and personal matterseffeeting their effidency

3. Insuring fair duty rotation and satis-factory schedules of company personnelgoing on leave and R & R


7-73. An important part of the Company Chief'sresponsibilities is supervising and coor-dinating the preparation of enlisted eva-luations to insure that they are fair andaccurate.

7-74. With respect to organizational polides,what information should be in writtendi recti vas?1. Safety requirements2. Shop rules3. Local polides4. All of the above

7-75. Listening to what another person has tosay to you is an important part cfcomma cats on .

COURSE DISENROLLMENT

All study materials must be returned. Ondisenrolling,fill out only the upper part of this page and attachit to the inside front cover of the textbook for thiscourse. Mail your study materials to the NavalEducation and Training Program Development Center.

PRINT CLEARLY

0 ER

10654E

COURSE TITLE

Steelworker l&C

Name Last First Middle

Rank/Rate Designator Social Security Number

COURSE COMPLETION

Letters of satisfactory completion are 'issued only topersonnel whose courses. are administered by the NavalEducation and Training Program Development Center. Oncompleting the course, fill out the lower part of thispage and enclose it with your last set of answersheets. Be sure mailing addresses are complete. Mailto the Naval Education and Training Program DevelopmentCenter.

PRINT CLEARLY

NAVEDTRA NUMBER COURSE TITLE

10654-E Steelworker 1 &C

Name

ZIP CODE

MY SERVICE RECORD IS HELD BY:

Activity

JCddressZIP CODE

Signature.of enrollee

..,

237

A FINAL QUESTION: What did you think of this course? Of the text material used with the course?

Comments and recommendations receivedfrom enrollees have been a major source of course improvement.

You and your command are urged to submit your constructive criticisms and your recommendations.

This tear-out form letter is provided for your convenience. Typewr1;..., if possible, but legible

handwriting is acceptable.

ZIP CODE

To: Naval Education and Training Program Development Center (PD8)

Pensacola, Florida 32509

Subj: Steelworker 1 8 C, NAVEDTRA 10654-E

I. The following comments are hereby submitted:

Date

238

(Fold along dotted line and stet& or tape)

(Fold along dotted line and staple or tape)

DEPARTMENT OF THE NAVYNAVAL EDUCATION AND TRAINING PROGRAM

DEVELOPMENT CENTER (r' S)

PENSACOLA, FLORIDA 32509

OFFICIAL NOSINESSPENALTY FOR PRIVATE USE. $500

POSTAGE AND PEES PAID

NAVY DEPARTMENT

CK03.316

NAVAL EDUCATION" AND TRAINING PROGRAM DEVELOPMENT CENTER

BUILDING 2435 (PD 8)

PENSACOLA, FLORIDA 32509

2 39

PRINT OR TYPE

NAME

STEELWORKER 1dCNAVEDTRA 10654-E

240240

ADDRESS

Lad First Middle Stnet/INNUttlt/DIvIsioa, etc.

15k5,177. Tr State

RANK/RATE SOC. SEC. NO. DESIGNATOR ASSIGNMENT NO

USN USNR ACTIVE INACTIVE OTHER (Specify) DATE MAILED

SCORE

STEELWORKER 1dCNAVEDTRA 10654-ESTEELWORKER 1dCNAVEDTRA 10654-E

240

03 0 0 0 0 28 0000 53 00004 0 0 0 0 29 0000 34 0000s 0 0 0 0 30 0000 55 00006 0 0 0 0 31 0000 56 0 0 0 0

i 0000 32 0000 57 00008 0000 33 0000 58 000090000 34 0000 59 0000100000 35 0000 W 000011 0000 36 0000 61 000012 0000 37 0000 62 0E0013 0000 38 0000 630000i'40000 39 0000 640000150000 40 0 0 0 0 650000160000 410000 , 66000D170000 4212000 0 opbci180000 43000a 68000019 44po 690Doo200000 45 0 0 0 0 70000021 0 0 0 0 .

46 0 0 0 0 71000022 0 0 0 0 47 0000 n 00002300 48000 730000240000 490000 740000250000 500000 750000

PRINT OR TYPE

STEELWORKER 1&CNAVEDTRA 10654-E

NAMEADDRESS

Lag FInt MUM Street/ Ship/Mgt/DIN/ion, etc.

Clty ofFPO State Zip

RANK /RATE SOC. SEC. NO. DESIGNATOR ASSIGNMENT NO

USN USHR ACTIVE INACTIVE OTHER (Specify) DATE MAILED

SCORE

1 2 3 4 ,1F 2 3 4 T F 3

1 C36002 000030000 .

4 0 0 0 0

5 00013600007 008 0 0 OCD

9 0 0 00 DODO0 0 0 0 _ - _

u 00(2013000140000150000160000170000180019000020 0002100002202i00004 0000250000

26 0000 51 0000

n 0000 52000028 0000 " 000029 0 54 0 0 0 0

30 0000 55 0000

n 0000 56 0000

32 0 0 0 0 57 0000

33 0000 58 034 nnn 59 0000

1 35 0000 0 0000" 36 0000 610000

37 0 0 0 0 6200003P 0000 0 0 0 0 039 0000 .640000

10 0000 650000

410000 660000420000 67 0000100000 68000044 0 0 0 0 69 0 0 0 0

450000 m0000460000 n0000470000 72000480000 73 0000

2 480000 A00005(80000 750000

PRINT OR TYPE

STEELWORKER 1&CNAVEDTRA 10654E

NAMEADDRESS

Lad Pkst Mi bolsStroetiSitip/UnIt/Dhiolon, etc.

Qty or FPO Stitt Zip o

RANK /RATE SOC. SEC. NO DESIGNATOR ASSIGNMENT NO.

CDUSNEJUSHR [..2 ACTIVE INACTIVE OTHER (Specify) DATE MAILED

SCORE

I

1 2 3 4 li 21 3 4 1T 2? 3 4

I 66 26 0 0 0 0 51 DODO

2 0000 27 00,p0 52 0000

3 0000 28 0 trbo 53 0000

4 0000 29 0000 54 000

5 0000 30 0000 55 0000

6 0 0 0 0 31 0 0 0 0 56 0000

7 0000 32 0000 57 00008 0 0 0 0 33 0 0 0 0 58 0 0 0 0

o n n n n 34 0000 59 000010 0000 35 0 0 0 60 0 0 0 0

11 000 36 0 0 0 0 61 0 0 0

12 0000 37, 0000 62 0 0 0

13 0000 38 0000 63 000014 0 0 0 0 38 0000 84 000015 0 0 0 0 40 0 0 0 0 65 0 0 0 0

16 0 0 0 0 41 0 0 0 0 66 000017 42 0 0 0 0 67 0000

18 0 0 0 0 43 0 0 0 0 68 0 0 0 0

19 0 0 0 0 44 0 0 0 0 69 0000

20 0 0 0 0 .45 00 70 0000

21 0 0 0 0 46 0 0 00 71022 0000 47 0000 7 2 0000

23 0 0 0 0 41 DODO 7 3 0 0 0 024 0 0 0 it] 49 0000 74 ____25 0000 50 00 750000

242

PRINT OR TYPE

NAMEADDRESS

last First kiddyStseetiShip/Unit/D1Hiloti, etc.

STEELWORKER 16CNAV MIRA 10654-E

City or FPO Smite Zip

RANK/RATE SOC. SEC. NO DESIGNATORASSIGNMENT NO

DATE MAILED

E..] USN USNR ED ACTIVE E:3 INACTIVE OTHER (Specify)

1 2 3 4 3 2I 3 4

1 Limo 26 0 0 0 0

20000- - 27 00003 0000-- - 28 00004 0 0 0 0 r 29 00005 0000 30 0 0 006 31 0 0 0 0

7 0000 32 DODD

80000 33 00009nnnn_ _ 34 0000100000 35 0 0 0 0n 0000_ ___ 36 000012 0000 37 000013 0000 38 000014 0 0 0 0 39 0 0 0 0

150000 40 000016 0000 41 0000170000 42 000018 0 0 0 0 43 000018 0 0 0 0 44 0 0 0020 0 0 0 0 45 0 0 0 0

21 0 0 0 0 46 0 0 0 0

22 0000 47 000023000 480000240000 49 0000250000 50 0 0 0 0

\

51

52

53

54

55

56

57

8

9

0

61

2

63

4

65

66

7

8

69

70

71

2

73

74

75

243

1 2 3 4

0 0 0 00 0 0 0E:3000000000000 0 0 00000

5 00005 00006 0 0 0 0

00006 0 0 0 0

00006 0 0 0 0

00000000

6 00006 0 0 0 0

0 0 0 00 0 0 00000

7 0 0 0 00 0 00 0 0 00 0 0 0

SCORE

PRIM OR TYPE

NAMEADDRESS

Les Plat Nab Straellik*/UNit/Dirieloa, At

STEELWORKER 1&CNAVEDTRA 10654-E

YRANK/RATE SOC. SEC. NO. DESIGNATOR ASSIGNMENT NO.

r.D USN USNR 0 ACTIVE C=1 INACTIVE OTHER (Specify) DATE MAILED

SCOPZ

I

1 2 3 14 3T. ; 3 416600 2600002 0000- 27 03 0 0 0 0 28 0000 53

4 0000 29 0000 re

5 0 0 0 0 30 0000 55

6 0000 M 0 0 0 0 t7 0 0 0 0 32 0 0 0 0

8 0 0 0 0 33 0000 58

11 27 3 4

51 0052 0000

0 0 0 000000000

56 000057 0 0 0 0

00009 DODO__ 340000 590000

60 0 0 0 061 0000

100000 35 0 0 0 0

11 0000 __ 36 00-0012 0000 , 37 0000 62

13 0000 38 0000 630000140000 39000015 0000 40 0 0 0 0

16 0000 41 0000 66

170000 42 0 0 0 0

10 0 0 0 0 43 0000 68

19 0 0 0 0 44 0 0 0 0

20 0 0 0 0 45 0 0 0 0

21 0 0 0 0 46 0000 71

22 0000 47 0000 72

230000 48 0 0 0 0

24 0 0 0 0 49 0 0 0 0

25 0000, 500000

24,1

0000

64 065 0000

000067 0 0 0 0

0 0 0 069 0 0 0 070 0 0 0 0

00000000

73 0 0 074 0 0 0 075 0 0 0 0

PRINT OR TM

STEELWORKER l&CNAV ErTRA 10 654 E

NAMEADDRESS

bst FIrst Midas Stroet/14111/Uoit/Drrisloa, etc.

City or ITO Stars

RANK/RATE SOC. SEC. NO. DESIGNATOR ASSIGNMENT

1E1 USN C:1 USNR ACTIVE I INACTIVE OTHER (Specify) DATE MAILED

24

4 2 3 4 1 2 3 4 1 2 3 4

1 0a 0 0 26 b (3 0 0 51 00002 0 0 0 0 __ __ 27 0000 52 0000

3 0 28 0 0 0 0 53 0000

4 0000 29 0000 54 0000

5 0000 30 0000 " 0 0 0 0

6 0 0 0 0 31 0 0 0 0 56 0 0 0 0

7 0 0 0 0 32 0000 57 00008 0 0 0 0 33 0 - 58 0000

9 0000 34 0 0 0 0 39 000010 0000 35 0000 60 000011 0000_ - - - 36 0000 61 0 0 0 0

12 0000 37 0000 62 0 0 0 0

13 0 0 0 0 38 0000 63 0 0 0 0 - - _ - -

14 0000 39 0 0 0 0 64 0000

150000 40 0000 65 0000

16 0000 41 0000 66 0 0 0 0

17 0000 42 0000 67 0000

18 0000 43 00 -- 68 000019 0 0 0 0 440000 69 0 0 0 0

20 0 0 0 0 45 0 0 0 0 70 0 0 0 0

21 0 0 0 0 46 0000 71 0 000

22 0000 47 0000 72 0000

23 0 0 0 0 48E100 73000024 49000 1402s 0007 500000 750000

SCORE,

PRINT OR TYPE

NAME ADDRESS

STEELWORKER 1 &C

NAVEDTRA 10654 -E

La First Middle Street/Ship/Unit/Division, etc.

ee.

City or FPO State

RANK/RATE SOC. SEC. NO DESIGNATOR ASSIGNMENT NO

USN USNR ACTIVE INACTIVE OTHER (Specify) DATE MAILED

1

1, ; 3 4 3, 2F 3 4 1 2 3 4

10 00_ 26 00 51 bh 00_ 27 DODO 52 0000

28 0000 53 040000 29 0000 54 0000s 0000_ 30 0 55 00008 00 00 31 -0 56 000070000 32 0000 57 00008 33 0 000 58 0 0 0 0

34 0000 59 000035 0000 60 0 0 0 0

. 36 0000 61 0120000 37 0000 62 0000130000 38 0 0 0 0 63 000014 0 0 0 0 39 0000 64 000015 40 0000 65 0000160000 41 0 0 0 0 66 000017 0 0 0 0_, 42 0000 67 01800 k 43 DODO 68 000019000 44 0 0 0 0 69 0 0 0 020 0 0 0 0210000'22023 0 0 0 024000ö25

2 0 0 0 03 0 0 0 0

0 0 0 08 0 0 0 0

10 0 0 0 011 00 0 0_

45 0 0 0 046 0 0 0 047 0 0 0 048 0 0 0 049 000050 000a

216

70 DODO71 DODO72 000073 0000

,740000750000

-Zip

SCORE

Documents

DOCUMENT RESUME ED 211 839 CE 031 187 Essinger, Patrick J ... · 05/01/2019 · DOCUMENT RESUME ED 211 839 CE 031 187 AUTHOR Essinger, Patrick J. TITLE Steelworker 1 & C. Rate Training