separate sheet of paper for each job or in the form of a chart using separate columns for each job. l Operation performed —  Where  performed —  Knowledge  required — Skill and experience required — Equipment and material requirements .  Information  required  to  perform —  How  obtained —  Where  obtained l Time required to perform . Frequency of operation . Disposition of completed work . Related jobs Another  feature  of  job  analysis,  in  addition  to determining skills required to perform the various jobs efficiently,  is  the  information  to  group  similar  jobs  so that they may be assigned to the same person. After you have inventoried and analyzed the tasks to be performed, then match the personnel with the skill requirements in the job analysis. Simple? Hardly. You will seldom be in the position of having a group of people who possess all of the skills required. At this point, you are primarily concerned with assigning an individual to each job. Therefore, the job responsibility should be assigned to the person most nearly  matching  the  skill  requirements.  Rate  alone  is not always the best way to make this determination. An AKAN may have more experience in a particular job than an AK3, or an AK3 may be more qualified in an area than an AK2. Another factor to be considered is the number of jobs and the number of personnel you have to fill them. The number of jobs to be assigned to a member  depends  upon  the  member’s  experience.  The more experienced person may be able to handle several jobs  with  ease;  whereas  the  person  with  limited experience may be able to do only one job successfully. With  all  the  inventorying  and  analyzing,  don’t forget that you are dealing with people and not material. Try to find out something about the person you are assigning.  An  individual  may  have  special  aptitudes, interests, physical characteristics, or personality traits that make that person particularly well suited or unsuited for certain tasks. These traits should be considered when  making  assignments.  This  is  not  to  say  that personnel  should  be  coddled,  but  individuals  doing  jobs that they like and are well suited for, will do a better  job with  less  supervision. Your  goal should be the timely, accurate completion of all jobs with the work equitably distributed among all personnel. Once  you  have  assigned  jobs  to  each  of  your members, don’t be misled into assuming that you have everything covered. Every person will not be on the job every day, you will have people TAD or on leave, and personnel  being  transferred.  Some  provision  must  be made to cover the tasks these persons were doing. One way to make sure that personnel are checked out  on  other  tasks  is  by  job  rotation.  As  personnel become   proficient   in   their   jobs,   they   should   be considered for reassignment to different jobs. They probably will learn faster if the new job is related to the old one, and, if possible, personal preference should be one of the factors in deciding new assignments. Job rotation should not become a periodic game of “musical  chairs.” Each  reassignment  should  be  a progression from an easier job to a harder one, and the individual must stay in each job long enough to develop a sense of responsibility y for a job well done. Otherwise, you may end up with personnel who know a little bit about a lot of jobs but are generally confused about the purpose and procedures for any one of them. Everyone benefits when more than one person is qualified to handle each of the jobs in the department. Duty Section Supply  operations  consist  of  24-hour  service  to customers.  Most  services  are  rendered  during  normal operating   hours. The  efficiency  of  any  supply organization is challenged by its ability to handle urgent business  during  nonworking  hours. After normal operating hours, the duty section mans the supply department. Duty  sections,  afloat  and ashore, are normally under the leadership of a supply duty  officer  (SDO).  Whether  or  not  an  officer  is assigned, the duty section must have authority in equal measure with responsibility. When an emergency arises that can be alleviated by some action possible within the supply department, the personnel present in the duty section  must  be  able  to  take  action  at  once.  A  full account must then be presented to the supply officer or a cognizant assistant at the earliest opportunity. 1-6