Navy Total Force Manpower Requirements Handbook

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NAVY TOTAL FORCE MANPOWER

REQUIREMENTS HANDBOOK

NAVY MANPOWER ANALYSIS CENTER

MILLINGTON, TN

Rev Nov 2021

TABLE OF CONTENTS

PAGE

TABLE OF CONTENTS i

FOREWORD vii

Chapter 1 - The Five Steps to Performing a Study

General. . . . . . . . . . . . . . . . . . . . . . . 1-1

Steps to Performing a Study. . . . . . . . . . . . . 1-1

Step 1 - Planning . . . . . . . . . . . . . . . . 1-1

Step 2 - Data Gathering . . . . . . . . . . . . . 1-1

Step 3 - Data Analysis . . . . . . . . . . . . . 1-4

Step 4 - Documentation and Reporting . . . . . . . 1-6

Step 5 - Implementation . . . . . . . . . . . . . 1-7

Chapter 2 - Performance Work Statement (PWS) and Workload

Indicator (WI) Development

PWS Development. . . . . . . . . . . . . . . . . . . 2-1

WI Development . . . . . . . . . . . . . . . . . . . 2-2

Chapter 3 - Staffing Standards and Manpower Estimating

Models (MEMs)

Staffing Standards Development . . . . . . . . . . . 3-1

General . . . . . . . . . . . . . . . . . . . . . 3-1

Staffing Standards Development Process Milestones. 3-1

PWS Development . . . . . . . . . . . . . . . . . 3-2

Selection of Locations for Data Gathering. . . . . 3-8

Selecting the Appropriate Work Measurement Methods 3-11

Data Gathering/Analysis. . . . . . . . . . . . . . 3-12

Staffing Standards Computation . . . . . . . . . . . 3-12

Computation Process . . . . . . . . . . . . . . . 3-12

Regression Analysis . . . . . . . . . . . . . . . 3-17

Staffing Standard Report Preparation . . . . . . . . 3-27

Format for New Staffing Standard Reports . . . . . 3-27

Preparation of Staffing Tables . . . . . . . . . . 3-30

Back-Up Requirements . . . . . . . . . . . . . . . 3-41

Peacetime MEMs . . . . . . . . . . . . . . . . . . . 3-43

General . . . . . . . . . . . . . . . . . . . . . 3-43

Considerations for Developing a MEM. . . . . . . . 3-43

Steps in Developing a MEM. . . . . . . . . . . . . 3-45

Maintaining Valid MEMs . . . . . . . . . . . . . . 3-47

Future MEM Efforts in Support of the Shore

Manpower Requirements Determination Program

(SMRDP) Process . . . . . . . . . . . . . . . . 3-47

Chapter 4 - General Work Measurement and Methods Study

Tools and Techniques

General . . . . . . . . . . . . . . . . . . . . . . 4-1

Work Measurement . . . . . . . . . . . . . . . . . 4-1

Methods Study . . . . . . . . . . . . . . . . . . 4-1

Study Considerations . . . . . . . . . . . . . . . . 4-1

General . . . . . . . . . . . . . . . . . . . . . 4-1

Total Force Manpower Management. . . . . . . . . . 4-3

Classification of Organizational Component Tasks . . 4-5

Task Analysis . . . . . . . . . . . . . . . . . . 4-5

Proper Accountability of Tasks . . . . . . . . . . 4-6

Nonavailable Time. . . . . . . . . . . . . . . . . 4-7

Collateral Duties. . . . . . . . . . . . . . . . . 4-8

Application of Performance Rating and Allowances . . 4-10

Performance Rating . . . . . . . . . . . . . . . . 4-10

Allowances . . . . . . . . . . . . . . . . . . . . 4-10

Minimum Manpower Requirements and Standby

Determination . . . . . . . . . . . . . . . . . . . 4-12

Need for Minimum Manning and Standby . . . . . . . 4-12

Contributing Factors . . . . . . . . . . . . . . . 4-12

Evaluating Minimum Manpower Requirements . . . . . 4-13

MMF Method . . . . . . . . . . . . . . . . . . . 4-14

Standby Determination with Work-hour Collection

Methods . . . . . . . . . . . . . . . . . . . . . 4-17

Minimum Manpower Requirements Documentation . . . 4-19

Instructions for Completing the Minimum Manpower

Computation Sheet) . . . . . . . . . . . . . . . . 4-20

Section I - Minimum Manpower Factor Computation. . 4-20

Section II - Minimum Manpower/Standby Computation. 4-22

Chapter 5 - Operational (Op) Audit

General . . . . . . . . . . . . . . . . . . . . . . 5-1

Directed Requirement Technique . . . . . . . . . . . 5-1

Historical Experience Technique . . . . . . . . . . 5-2

Good Operator Technique . . . . . . . . . . . . . . 5-2

Best Judgment Technique . . . . . . . . . . . . . . 5-2

Special Instructions on Detailed Audits . . . . . . 5-4

Development and Documentation of Op Audit Data . . . 5-4

Instructions for Preparing Operational Audit

Data Sheet . . . . . . . . . . . . . . . . . . . . 5-5

Operational Audit Skill Worksheet . . . . . . . . . 5-11

Instructions for Preparing Operational Audit

Skill Worksheet . . . . . . . . . . . . . . . . . 5-11

Operational Audit Software Program . . . . . . . . . 5-12

Chapter 6 - Work Sampling

iii

General . . . . . . . . . . . . . . . . . . . . . . 6-1

Uses of Work Sampling . . . . . . . . . . . . . . . 6-1

Economic Desirability of Work Sampling . . . . . . 6-2

Supplementing Work Sampling with Op Audit . . . . . 6-2

Work Sampling Errors . . . . . . . . . . . . . . . 6-3

Sampling Error . . . . . . . . . . . . . . . . . . 6-3

Bias . . . . . . . . . . . . . . . . . . . . . . . 6-3

Nonrepresentative Sample . . . . . . . . . . . . . 6-4

Work-hour Accounting . . . . . . . . . . . . . . . 6-4

Work-hours Sampled . . . . . . . . . . . . . . . . 6-4

Establishment of a Work Count System . . . . . . . 6-4

Work Sampling Categories of Work . . . . . . . . . 6-5

Sampling Period . . . . . . . . . . . . . . . . . . 6-7

Determination of Observations Required and Development

of Observation Schedules . . . . . . . . . . . . . 6-7

Procedures for Making Observations . . . . . . . . . 6-11

Work Sampling Data Collection . . . . . . . . . . . 6-12

Preparation and Completion of Daily Work Sampling

Observation Sheet . . . . . . . . . . . . . . . . . 6-13

Preparation of Observation Sheet . . . . . . . . . 6-13

Use of the Observation Sheet . . . . . . . . . . . 6-16

Work Sampling Recap Sheet. . . . . . . . . . . . . 6-17

Preparation of the Work Sampling Recap Sheet . . . . 6-19

Control Charts . . . . . . . . . . . . . . . . . . . 6-21

Use of Control Charting. . . . . . . . . . . . . 6-21

Development of Control Limits. . . . . . . . . . . 6-21

Productivity Charting . . . . . . . . . . . . . . 6-22

Productivity Control Chart Preparation . . . . . . 6-22

Interpretation of Control Charts . . . . . . . . . 6-22

Preparation of Work Sampling Computation Sheet . . . 6-24

Work Sampling Skill Worksheet . . . . . . . . . . . 6-28

Instructions for Preparing Work Sampling Skill

Worksheet . . . . . . . . . . . . . . . . . . . . 6-28

Productive/Nonproductive Work Sampling . . . . . . 6-34

Chapter 7 - Group Timing Technique (GTT)

General . . . . . . . . . . . . . . . . . . . .

Study Preparation . . . . . . . . . . . . . . .

Select Work Units and Establish a Work Count

System..............................................7-2

Establish a Work-hour Accounting System. . . . . . 7-3

Define Work Categories . . . . . . . . . . . . . . 7-3

Select Observation Interval. . . . . . . . . . . . 7-4

Determine Number of Observations Required. . . . . 7-4

Study Length . . . . . . . . . . . . . . . . . . . . 7-5

Conduct of Study/Completion of GTT Forms . . . . . . 7-6

Instantaneous Observations . . . . . . . . . . . . . 7-7

. .

7-1

. .

7-2

Performance Rating . . . . . . . . . . . . . . . . . 7-7

Study Accuracy . . . . . . . . . . . . . . . . . . . 7-7

Calculation of Allowed Time Per Unit . . . . . . . . 7-8

Chapter 8 - Work Distribution Analysis

General . . . . . . . . . . . . . . . . . . . . . . 8-1

Instructions for Preparing a Work Distribution Chart 8-1

Work Distribution Analysis . . . . . . . . . . . . . 8-3

Chapter 9 - Organization Analysis

General . . . . . . . . . . . . . . . . . . . . . . 9-1

Organization Analysis Studies . . . . . . . . . . . 9-1

Basic Study Objectives . . . . . . . . . . . . . . 9-1

When a Study is Needed . . . . . . . . . . . . . . 9-1

Principles of Organization . . . . . . . . . . . . 9-2

General Principles . . . . . . . . . . . . . . . . 9-2

Assignment of Functions. . . . . . . . . . . . . . 9-2

Uniformity of Organization Structure . . . . . . . 9-3

Homogeneity of Assignment . . . . . . . . . . . . 9-3

Unity of Command . . . . . . . . . . . . . . . . 9-3

Span of Control . . . . . . . . . . . . . . . . . 9-4

Delegation of Authority . . . . . . . . . . . . . 9-5

Layers of Management . . . . . . . . . . . . . . . 9-6

Basic Data Gathering Techniques . . . . . . . . . . 9-6

General . . . . . . . . . . . . . . . . . . . . . 9-6

Existing Records . . . . . . . . . . . . . . . . . 9-7

Interviews . . . . . . . . . . . . . . . . . . . . 9-7

Organization Analysis Appraisal Sheet . . . . . . 9-7

Other Analysis Tools . . . . . . . . . . . . . . . 9-7

One-Level Organization Chart . . . . . . . . . . . . 9-7

Responsibility Analysis Charting . . . . . . . . . . 9-8

General . . . . . . . . . . . . . . . . . . . . . 9-8

Responsibility Analysis Chart Format . . . . . . . 9-10

Questions Answered Through Use of a

Responsibility Analysis Chart . . . . . . . . . . 9-11

Interpreting Data and Developing Solutions . . . . . 9-11

Defining the Problem . . . . . . . . . . . . . . . 9-11

Determining Causes of the Problem . . . . . . . . 9-13

Determining Objectives of the Solution . . . . . . 9-13

Developing the Solution in Principle . . . . . . . 9-13

Getting the Solution Accepted in Principle . . . . 9-14

Designing the Most Efficient Organization . . . . 9-15

Organization Charting Techniques . . . . . . . . . . 9-15

General . . . . . . . . . . . . . . . . . . . . . 9-15

Purpose of Organizational Charts . . . . . . . . . 9-16

General Principles of Organization Chart

Arrangement . . . . . . . . . . . . . . . . . . . 9-16

Organization Chart Format . . . . . . . . . . . . . 9-18

Structural Organization Chart . . . . . . . . . . 9-18

Functional Organization Chart . . . . . . . . . . 9-18

Requirement or Position Assignment Organization

Chart . . . . . . . . . . . . . . . . . . . . . . 9-23

Combination . . . . . . . . . . . . . . . . . . . 9-23

Chapter 10 - Benchmarking

General . . . . . . . . . . . . . . . . . . . . . . 10-1

What is Benchmarking? . . . . . . . . . . . . . . . 10-1

Bechmarking is not . . . . . . . . . . . . . . . . . 10-2

Why do Benchmarking? . . . . . . . . . . . . . . . . 10-2

When to do Benchmarking? . . . . . . . . . . . . . . 10-3

Where to do Benchmarking?. . . . . . . . . . . . . . 10-5

How to Benchmark . . . . . . . . . . . . . . . . . . 10-7

Chapter 11 - Shipboard Manpower Requirements Determination

Protocols

General . . . . . . . . . . . . . . . . . . . . . . 11-1

Watches . . . . . . . . . . . . . . . . . . . . . . 11-1

Optimization Formulation . . . . . . . . . . . . . . 11-2

Work Allocation Break Point (overdrive) Factor . . . 11-2

Workload Variables . . . . . . . . . . . . . . . . . 11-3

Requirements . . . . . . . . . . . . . . . . . . . . 11-4

Workload . . . . . . . . . . . . . . . . . . . . . . 11-5

Maintenance . . . . . . . . . . . . . . . . . . . . 11-5

Allocations . . . . . . . . . . . . . . . . . . . . 11-6

APPENDICES

A - Instructions for Completing the Risk Analysis

Worksheet . . . . . . . . . . . . . . . . . . . . . A-1

B - Mission, Functions, Tasks (MFTs) Questionnaire. . . . B-1

C - Performance Work Statement (PWS) Worksheet . . . . . C-1

D - Examples of a Detailed (Section One) and Condensed

(Section Two) PWS . . . . . . . . . . . . . . . . . . D-1

E - Sample Staffing Standard Report . . . . . . . . . . . E-1

F - Data Consolidation and Skill Distribution . . . . . . F-1

G - Table of Breakpoint Values . . . . . . . . . . . . . G-1

H - Interviewing Techniques . . . . . . . . . . . . . . . H-1

I - Performance Rating . . . . . . . . . . . . . . . . . I-1

J - Organization Analysis Appraisal Sheet . . . . . . . . J-1

K - Basic Organizational Structures . . . . . . . . . . . K-1

L - Acronyms . . . . . . . . . . . . . . . . . . . . . . L-1

M - Glossary of Terms and Standard Symbols. . . . . . . . M-1

THIS PAGE INTENTIONALLY LEFT BLANK

vii

FOREWORD

This Handbook provides an explanation of work measurement

and methods study tools and techniques frequently used in

conducting productivity improvement studies and determining

manpower requirements. It also provides some reporting formats

to guide the analyst in manpower requirements

determination/staffing standards studies. We included only

those tools and techniques our customers indicated would be of

most use to them.

Study procedures used to determine manpower requirements

and develop staffing standards should comply with governing

military and civilian manpower and classification directives.

The tools and techniques found in this document should be used

in conjunction with established industrial engineering

techniques, not as the sole authoritative source for conducting

manpower requirements studies. This Handbook does not replace

recognized industrial engineering techniques contained in many

other sources. You should refer to various industrial

engineering reference books for additional tools and techniques,

as appropriate.

We strongly encourage you to submit recommendations to add

or change any portion of the Handbook to include manpower study

methods you have found to be successful. It is only through

sharing our successes that we can ensure this document remains a

useful tool to our customers. Submit your recommended changes

to Navy Manpower Analysis Center (NAVMAC).

1-1

CHAPTER 1

THE FIVE STEPS TO PERFORMING A STUDY

100. General. When the decision is made to perform a manpower

requirements determination study on a particular function,

branch, or even an entire organization, the analyst needs to

plan out what needs to be accomplished to ensure the validity of

the study. Studies can be divided into 5 steps. How the

analyst plans and executes each phase impacts the validity of

the final output -- minimum manpower requirements needed to

perform the activity's directed mission, functions, and tasks

(MFTs).

101. Steps to Performing a Study

1. Step 1 - Planning. The following actions normally occur

during this step:

a. Determine study dates.

b. Select and train study analysts.

c. Notify the appropriate activity or functional area of

the study.

d. Begin background research of materials that will

provide knowledge of the activity.

e. Identify points of contact (POCs).

f. Develop an initial study strategy.

g. Develop an initial Plan of Action & Milestones (POA&M).

2. Step 2 - Data Gathering. Although this steps starts during

the planning process, this is where application of any of a

number of tools and techniques occurs to conduct work

measurement and methods studies. Most of the tools and

techniques used during this phase require direct observation of

the workers or access to work records and supervisors. The

tools and techniques used may vary from component to component

within the same activity. The following actions may take place

during this step:

1-2

a. Assemble a library of working documents that will

provide knowledge of the activity. This information will assist

the analyst in determining or refining the relative scope,

methodology, and strategy. The analyst also needs this

information to identify organizational relationships. It is

during this step that the analyst validates an activity's

peacetime and/or mobilization mission. Data gathering should

include, but is not limited to:

(1) Activity's current Activity Manpower Document

(AMD).

(2) Pertinent directives for the purpose of answering

questions such as:

(a) What directives, publications, documents,

letters, agreements, etc., task the activity with its peacetime

and/or mobilization mission?

activity?

(b) What is tasked to be done?

(d) Who is resourcing the directed tasking?

done?

(e) When and for how long must the tasking be

(f) For mobilization: Does the tasking and/or

workload change as time progresses during an increased condition

of readiness or increase or decrease from normal the peacetime

tasking? Does the performance of how peacetime functions are

accomplished change when there is an increased condition of

readiness?

(3) Previous studies (e.g., Efficiency Review Report

(ERR), audit reports).

(4) Past organizational or methods changes.

(5) Current methods of operation.

(6) Existing staffing standards.

(7) Commercial Activities (CA) Program status.

1-3

b. Validate the activity's mission to ensure all taskings

are supported in writing from higher authority. This is

important because it ensures only authorized, not assumed,

taskings are used in determining manpower requirements. The

analyst should validate any inferred tasking with the manpower

claimant and initiate action to amend tasking directives prior

to using the workload to support manpower requirements.

c. Evaluate the organizational structure for effectiveness

with respect to the mission. Information gathered during the

planning step will assist in this review. The activity's

Standard Organizational Manual (SORM) will provide a current

diagram of the organization's structure. Compare this structure

to the governing directives as well as to other similar

activities. Look for:

(1) Too many layers.

(2) Nonessential positions.

(3) Too many supervisors (narrow span of control).

(4) Duplicate functions or tasks.

(5) Multiple units of minimal size.

(6) Overly specialized units limiting flexibility.

(7) Misalignments with mission and/or functions.

(8) Excessive overhead.

(9) Paygrades too high.

(10) Deviations from normal career ladders.

(11) Confused lines of authority and/or

responsibility.

(12) Too many deputy or staff positions.

If the study identifies a need for fewer people in an

organizational component, investigate support areas for possible

reductions to support manpower requirements. How to conduct an

organization analysis is discussed in a later chapter.

1-4

d. Refine the Performance Work Statement (PWS) if used.

The PWS is a valuable tool and is discussed in Chapter 2.

e. Evaluate applicable staffing standards identified

during the planning step for potential application within each

organizational component. The purpose of this evaluation is to

determine whether the existing standard generates manpower

requirements that are appropriate for an efficient operation.

During this review, it will be necessary to gather and use

current workload data in applying the equation. The analyst can

use additives or subtractives to the standard to account for

unique taskings. A later chapter deals with the development of

staffing standards.

f. Conduct work measurement to ensure and validate

personnel are fully productive and to provide unit times

necessary in conducting methods improvement and predicting

future workload requirements. Later chapters address some of

the tools used to conduct work measurement or perform methods

studies, as well as some data collection forms one can use when

collecting and recording measured work-hour data.

g. Conduct a risk analysis to assess the risk associated

with reducing or eliminating a tasking. This is valuable when

asking what if questions. In analyzing a category, your prime

concern is whether or not you can eliminate that category in its

entirety. The analyst, in conjunction with the activity's

managers and subject area experts, must establish the categories

of risk. Appendix A provides a detailed explanation of how to

complete the Risk Analysis Worksheet and conduct the analysis.

The minimum risk levels should be:

(1) High - infers detrimental to national defense

and/or mission essential (e.g., safety, health, etc.).

(2) Medium - effects the level of service; however,

could function without detriment to the mission.

(3) Low - no adverse effects.

3. Step 3 - Data Analysis

a. Data gathering and data analysis go hand-in-hand and

are generally done during the same time frame. When data

gathering is done at a remote site, the analyst may postpone

data analysis when possible, to conserve travel funds. The

hazard here is the analysis may generate new questions for data

1-5

not gathered. If analysis is not to be performed on-site, take

special care during the original work measurement and methods

study to obtain data in sufficient detail to allow later

analysis.

b. When considering an improvement in one organizational

component, be sure to anticipate the potential impact on other

components so as not to create new problems elsewhere.

Carefully examine solutions to problems provided by activity

personnel, particularly when the solution seems the obvious

thing to do. There may be a reason why this solution has not

been implemented. Analysts should try to find more than one

source of information on a particular possibility. The more

information obtained on a possible problem, the easier it will

be to distinguish real problems from matters of individual bias.

c. Ensure you concentrate on truly significant improvement

areas. It is easy to expend a lot of time and money

investigating a problem that would not save any significant

amount of time or money even if solved. Individuals must be

given freedom to be innovative and creative in developing

proposals for improving the organization. Senior management can

weigh the potential impact or value of recommendations after all

the facts are presented and considered .

d. It is extremely important to have credible

documentation to back up any recommendation changing the

organization or recommending increases/decreases in manpower.

The analysis must be thorough enough so the basis for

conclusions and improvements can be presented clearly and in a

manner convincing enough to demonstrate their correctness.

e. Develop the Statement of Manpower Requirements (SMR)

and/or Mobilization Statement of Manpower Requirements (MSMR)

during this step. In general terms, the analyst develops the

SMR/MSMR by calculating quantitative and qualitative manpower

requirements based on work measurement and methods improvement

data. The SMR/MSMR will reflect the skill and manpower mix

requirements needed to support the activity's directed MFTs and

associated workload. Be sure to include other manpower

considerations that might impact the development of an SMR

(e.g., contractor manpower, deprived ratings and Navy Enlisted

Classifications (NECs), use of Temporary Additional Duty (TAD)

and temporary/transient personnel, etc.). Take care to

coordinate and balance changes made in each area to ensure the

overall organization is effective and efficient. Use of the

1-6

following forms and resources will assist in development the

SMR:

(1) The Minimum Manpower Computation Sheet provides a

means to compute and document minimum manpower requirements and

provides an audit trail for inclusion of required standby work-

hours as a part of total productive work-hours on the Work-Hour

Requirements Consolidation Sheet.

(2) The Work-Hour Requirements Consolidation Sheet

provides a means to consolidate measured work-hours collected by

multiple measurement techniques and to incorporate nonsampled

overtime, minimum manpower requirements, and standby work-hours

into total work-hour requirements.

(3) The Work Distribution Chart provides a means of

associating minimum skill levels required to perform work

(qualitative requirements) with work-hours identified by

productive categories (quantitative requirements) to produce an

SMR and/or MSMR baseline. Separate Manpower Distribution Charts

should be prepared for each organizational component.

(4) Appendix B is a questionnaire designed to assist

in determining the impact of additions, changes, and/or

deletions to MFTs, workload, and manpower requirements.

(5) Use Human Resource Office assistance, Office of

Personnel Management (OPM) Handbook of Occupational Groups and

Families, and the DOD Manual 1312.1M (Occupational Conversion

Manual) when determining civilian paygrades and job series. Use

NAVPERS 15839I and NAVPERS 18068F when determining military

skills.

4. Step 4 - Documentation and Reporting

a. Use backup data, including narratives of study findings

and recommendations, to support the SMR/MSMR. Good record

keeping will ensure program integrity, realization of expected

benefits, and adherence to standards and performance criteria

identified in the study.

b. At the conclusion of the study, the manpower claimant

or activity should maintain a project file with all working

papers, data collection forms, computer listings, and other data

used and/or developed during the study. These files will assist

in the review and approval process and should allow a reviewer

not familiar with the study to follow the steps taken and

1-7

clearly understand the findings of the study. Clear and

complete audit trails are very important and will greatly

enhance future study efforts.

c. Manpower claimants determine how their activities are

to summarize and report the outcome of the study; however, the

analyst should present the results in a logical, easy-to-

understand format.

5. Step 5 - Implementation. Complete and submit a Total Force

Manpower Management System (TFMMS) or TFMMS Micro Manpower

Change Application (TMMCA) package reflecting validated

additions, changes, or deletions to the activity's SMR/MSMR. A

study is not complete until the claimant approves the SMR/MSMR

and supporting documentation and the AMD/TFMMS reflects the

approved changes.

2-1

CHAPTER 2

PERFORMANCE WORK STATEMENT (PWS)

AND

WORKLOAD INDICATOR (WI) DEVELOPMENT

200. PWS Development

1. General

a. A PWS:

(1) Identifies authorized work to be done without

stating how to do the work,

(2) Identifies authorized products or services

(output) from individual departments, divisions, or the activity

as a whole, and

(3) Establishes standards for quantity of output.

b. A PWS serves as a basis for work measurement, methods

improvement, and other industrial engineering and management

tools both within and outside the study process. It also

provides information useful in budgeting, managing, and

decision-making to continuously evaluate the resource and

methods tradeoffs to enhance mission performance, quality,

efficiency, and effectiveness.

2. When building the PWS, break down the activity into

organizational components beginning with activity (mission),

directorates or departments (functions) and on to the next lower

levels (e.g., divisions and branches (subfunctions)). Continue

this process until the subdivisions reflect groupings of

personnel performing work in support of a common function/

subfunction, usually in a centralized area, and at a level of

detail being considered for the outputs (authorized products and

services) associated with the PWS.

3. A further systematic breakdown of the work performed within

an organizational component into categories, tasks, subtasks,

and even elements may be required to perform work measurement

and/or methods study to determine work-hour requirements and/or

improve processes and procedures. Appendix C provides a

suggested PWS worksheet and instructions for its use.

2-2

4. It is extremely important that each category/task be

distinct enough to be recognizable to the reader. Structure

categories so they are independent and the reader can easily

identify them with a WI(s) and manpower requirement skill.

Recommend brief statements using a verb and noun to describe

tasks, etc., for ease of use in work measurement and methods

improvement. Add notes, when necessary, for clarity and to

identify exactly what a particular task/subtask/element

includes. Failure to define work specifically and clearly may

inhibit data analysis and invalidate study results. The

Required Functional Category (RFC) codes, found in the TFMMS

Coding Directory, provide an excellent source of PWS

descriptions.

5. Appendices C and D show, respectively, how to use the PWS

Worksheet and examples of two levels of PWS detail:

a. Detailed. Provides a breakdown of functions/

subfunctions into categories and tasks. This breakdown of work

is ordinarily required for organizational components where

methods improvement or detailed application of work measurement

techniques are going to be used. This does not mean that the

final PWS will require this level of detail.

b. Condensed or macro. Used in areas where little or no

methods improvement or detailed work measurement is considered

necessary (i.e., the current methods and procedures and staffing

appear to be efficient and the cost of detailed analysis might

outweigh the potential for efficiencies to be gained).

201. WI Development

1. General. WIs are a characteristic of the output of a work

process that can be measured against standards of performance in

terms of production or service and can be used in measuring the

effect of process improvements.

2. WIs are selected and contained within the PWS to quantify

the output from each organizational component and can be used in

measuring the effect of process improvements.

3. After the WI has been identified, the next step is to define

an acceptable quality level for each WI to ensure performance is

within acceptable levels and to help identify workload changes

that are sufficient to drive a change to the SMR.

2-3

4. Ensure WIs represent final output rather than the work

process. WIs must be readily identifiable and countable

products or services and representative of the majority of the

defined workload they are associated with in the PWS.

Collectively, WIs constitute the measure of output for an

organizational component, and when related to broader mission

areas, the output of a Navy activity.

5. Whenever possible, use existing management information

systems as a source for collecting information on WIs. Do not

allow the collection, analysis, and monitoring of indicators and

changes in workload to become so difficult they in themselves

become excessive new workload.

3-1

CHAPTER 3

STAFFING STANDARDS

AND

MANPOWER ESTIMATING MODELS (MEMs)

300. Staffing Standards Development

1. General

a. Staffing standards are defined as Department of Defense

(DOD) component-approved quantitative and qualitative

expressions of personnel requirements needed to perform

prescribed tasks at varying levels of workload. The objective

of developing staffing standards is to articulate the

mathematical relationship between a work center's SMR and its

workload.Staffing standards are management tools for determining

the equitable distribution of limited manpower resources.

They may be used to support Program Objectives

Memorandum/Planning, Programming, and Budgeting System/Future

Years Defense Program (POM/PPBS/FYDP) manpower requirements;

answer "what if" questions; project future manpower

requirements; and speed up a shore manpower requirements

determination study.

b. MEMs are macro-level models designed to provide

"roughly right" manpower estimates. The "top-down" methodology

used to develop macro-models is a less rigorous approach than

the "bottom-up" approach used to develop manpower requirements

at the work center level. Models are developed when there is a

need for a higher level of aggregation, when a quick estimate is

desirable, and/or when less precision is necessary or

attainable.

2. Staffing Standards Development Process Milestones. Prior

planning will facilitate the development of staffing standards.

Recommend the following steps in conducting staffing standards

studies. Subsequent paragraphs detail each step.

a. Develop a "standard" PWS for each staffing standard,

including associated WIs (i.e., potential workload factors

(WLFs) and work units). (Note: WIs and work units are

potential WLFs for staffing equation development purposes and

will be referred to when discussing staffing standards

development as Potential WLFs regardless of their origin.)

3-2

b. Identify the potential universe of activities to be

covered by the standard. If multiple RFCs are involved,

identify the universe for each RFC.

c. Determine a representative sample of the work centers

to be measured from the potential universe.

d. Select the appropriate work measurement methods for

collecting manpower/work-hour requirements and associated

potential WLFs.

e. Perform data gathering/analysis during studies.

f. Perform computations, using All Purpose Language

Statistics (APLSTATS) or other computer software capable of

performing statistical/regression/correlation analysis and

select the best model based on guidelines provided herein.

g. Write a staffing standard report for each standard

developed using the recommended report format provided.

3. PWS Development

a. Defining the work center for which a standard is to be

developed is a critical step.This process of defining the work

center assumes added significance because the standard is

normally applicable at multiple locations and at varying

workload volumes. Work centers must be defined in a manner that

relates the associated manpower cost with WIs/WLFs. A work

center is defined as a grouping of personnel using similar

machines, processes, methods, operations, and performing

homogeneous type work, usually located in a centralized area.

The term is used to identify a relatively small activity within

a broad functional segment. Personnel within a work center

perform work that basically contributes to the same end product

or result, and their duties are similar or closely related.

Work centers are similar to organizational components. The PWS

should isolate those categories/tasks that have a significant

impact on the staffing requirement, but are not common to work

centers at all locations, for separate treatment. To meet these

requirements, analyze the various required tasks of the work

center in detail. Identify and document tasks at a level of

detail that best accommodates data gathering, analysis, and

computation.

(1) Identify each task either as common to the work

center at all locations or for separate treatment.

3-3

(2) The level of detail expressed in the PWS should

ensure comprehensive and accurate data gathering.

(3) Select the best data gathering method for each

category/task or for any given group of categories/tasks.

b. Figure 3-1 presents a condensed hypothetical example of

a detailed analysis extending through basic motions. Although

it is rarely necessary to use this amount of detail, the example

illustrates an analysis that can be carried to the n

degree, if

necessary, with the relative value of each task clearly evident

from its position in the structure. With tasks arrayed in such

a manner, potential variables in the work center can be

isolated, and by analyzing subordinate subtasks, possible

sources can be identified. The net result is a list of

potential variables that must be separately quantified during

the manpower requirements determination study to ensure

successful development of a staffing standard that can be

applied at applicable locations.

c. RFCs in the TFMMS Coding Directory provide an excellent

source for PWS information.

d. Other Considerations

(1) Additives. During data gathering, unique work

requirements (additives) may be identified at some activities.

Credit these additive workload requirements only to those

activities performing the additive task. Therefore, associated

additive work-hours should be collected and processed as a

separate entity. Since additive workload may fluctuate as

activity taskings change, it is desirable to identify related

WLFs to provide a realistic association with additive

work-hours.

(2) Deviations. Data gathering may indicate significant

time variations for performing functions or tasks. When

significant variations are noted, data gathering should be

accomplished as scheduled; however, analysts should research and

analyze the reasons for time variations. Deviations are

normally defined in terms of procedural, equipment, or climate

differences; rather than any differences in the description of

the work. When valid deviations do exist, single-point

standards may be appropriate. When deviations are identified

and analyzed, decide on the feasibility of implementing the

staffing equation at the locations where deviations exist. In

most instances, separate equations will be required.

3-4

TRANSPORTATION MAINTENANCE WORK CENTER

MAINTAIN MATERIALS

HANDLING EQUIPMENT

MAINTAIN

MOTOR VEHICLES

CONSTRUCTION EQUIPMENT

MAINTAIN

TYPE 1 VEHICLES

TYPE 2 VEHICLES

TYPE 3 VEHICLES

REPAIR

DRIVE

MECHANISM

ELECTRICAL

SYSTEM

REPAIR

ENGINE

BODY

STEERING

REPAIR

CAM

BLOCK

CARBURETOR

RADIATOR

FUEL PUMP

DETAILED ELEMENTS OF WORK

DISASSEMBLE

REPLACE

PARTS

REASSEMBLE

INSPECT

REMOVE STUD BOLTS REMOVE COVER REMOVE JETS REMOVE FLOAT

GRASP

WRENCH

TURN

BOLT

TRANSPORT

3-5

Figure 3-1. Example of Work Center Definition Process

3-6

(3) Exclusions. Identify and document

categories/tasks not required at a specific activity, which are

required and common to other like activities. Derive work-hours

associated with exceptions caused by excluded workload from

measurement at other like activities.

e. WIs, WLF, and Work Units (Potential WLFs)

(1) Identify potential WLFs for each category and major

task of the PWS. This will make it possible to conduct a

meaningful analysis of like category/task time variances during

the initial steps of computation.

(2) Potential WLFs should be:

(a) Directly related to the time and effort

expended on the associated task.

(b) Economical and convenient to report and use.

item/task under more than one work unit.

(d) Susceptible to audit, so the accuracy of the

work count can be readily verified.

(e) Readily understood by those who plan, schedule,

and control the work.

(f) Clearly identifiable when production is in

progress or has been completed.

(g) Helpful in indicating specific opportunities

for management improvement.

(h) Individually standardized in terms of the

procedures required for their accomplishment.

(3) Identify potential WLFs for the staffing standard

early in the study. A WLF is an index or unit of measure

consistently relatable to the work required to accomplish the

defined responsibilities of the work center. Since it is

unlikely we can determine ahead of time which WLF will be best,

it is necessary to identify and define all potential WLFs that

may be used. There are three types of WLFs:

(a) Work Generator or External. These are factors

beyond the control of the work center influencing the amount of

3-7

work required (e.g., station military population or monthly

flying hours). These factors are likely to be predictable

(programmable) and are probably already being reported.

(b) Production or Internal. These WLFs are a

count of units of output physically produced by the work center

(e.g., engines repaired or customers serviced). These factors

may be more difficult to program or collect, but are usually

highly related to direct work-hours expended.

constructed following measurement from weighted combinations of

either external, internal, or both types of WLFs. An example

is: equivalent acres of ground maintained (X

); made up of

improved grounds (X

), semi-improved grounds (X

), and unimproved

grounds (X

); the formula is: X

= X

+ .5X

+ .15X

. These

factors eliminate or reduce the need for multivariate equations,

and are particularly useful where all WLFs do not exist for all

locations. Since relationships are seldom known prior to data

gathering, potential equivalent WLFs are rarely encountered.

(4) The ideal WLF has two highly significant

attributes:

(a) Relationship. A change in the WLF’s value

accurately predicts a corresponding change to the work-hour

requirements generated by the staffing equation. Without this

attribute, no relationship exists.

(b) Predictability. The value of the WLF can be

predicted to make the standard useful as a programming tool.

The study team must thoroughly investigate the PPBS process as

it relates to the specific functional area. A list of

predictable WLFs should result when careful attention is paid to

facts that were used to support budget submission, FYDP

development, and POM submissions. Tasking that is programmed

over a five-year period is particularly important. This type of

information will probably have to be obtained from the manpower

claimant or functional sponsor.

(5) Every effort must be made to identify WLFs that are

both predictable and relatable.

(6) Identify potential WLFs in a logical manner:

(a) Identify work generator or external WLFs first.

These are probably already being reported in some form. When

these WLFs cannot be identified or there is a low probability of

3-8

high correlation between WLFs and work-hours, identify

production or internal WLFs.

(b) Additional potential WLFs may be obtained by

analyzing lower levels of the work center structure.

(7) Evaluate WLFs by arranging them in order of

development (i.e., the external type first). Eliminate those

not readily identified or easily counted, and any that are

relatively insignificant to the total work center cost. Those

remaining are the potential WLFs for which a count should be

obtained during data gathering. The source of this count should

be specifically identified. For WLFs that are time dependent,

specify the time period in the WLF definition. A minimum of

three potential WLFs should be considered for each work center.

(8) Use terms that reflect an actual experience, not

programmed workload (i.e., use "assigned" vice "authorized"

strength for population factors and "hours flown" vice "hours

programmed" for flying hour factors). After subsequent phases

have accurately established the WLFs for the standard, revise

the factor titles and definitions to reflect program

terminology.

(9) Reference sources of WLF information that are

projected for future time periods. These sources may include

the Department of the Navy FYDP, Pilot Training Rates (PTR), and

the Resource Analysis and Planning System (RAPS). Historical

workload reports without workload projections are not sources of

programmable data and must not be listed.

f. Establishing a Work Count System

(1) Develop the list of items to be counted during the

identification of WIs and potential WLFs. Establish a procedure

to obtain a count. This production count should be the

activities' source of potential WLF parameter data. Preferably,

the production count will be installed as early as possible so

the work center personnel will become accustomed to the count.

This procedure will facilitate incorporation of any necessary

changes into reporting systems to ensure desired information

will be obtained in an efficient and timely manner. Compare

measured WLF counts against historical records/data during the

on-site period to ensure the validity of data obtained.

(2) Analysts should carefully review existing workload

reporting systems to determine whether the required items are

already being reported. If the reported information differs

3-9

only slightly from that required, determine if it would be more

economical to modify the existing report vice establishing an

additional report.

(3) Recommend the following considerations to ensure an

accurate and usable work count.

(a) Clearly specify what constitutes a unit of

count. Reporting should include a cut off date, a specific

reporting period, and clear identification of the work count.

(b) Identify/establish the source of count, or the

point in a process at which a unit of count results. Citing a

report title is not sufficient. Identify down to the exact

section, line, or item in the source document so there is no

room for misinterpretation.

the anticipated length of the on-site period. This is

especially important if work sampling is prescribed.

(d) Establish safeguards that will minimize the

possibility of duplicate or missed counts such as work performed

at greater than 12-month intervals (e.g., a random external

audit of the workload reports).

(4) Require a minimum of six months of work count data,

in addition to the daily or short-term counts that may be made

during the data gathering. Twelve months of work count data is

preferable. This historical information will be of value later

during computation.

4. Selection of Locations for Data Gathering

a. Sample Selection Requirements

(1) The primary requirement of any sample selected is

that it be representative of the population (or universe) from

which it is drawn. Stratified sampling is the recommended

technique for selecting a representative sample. In stratified

sampling, the population is divided into strata by some

characteristic (i.e., size, potential WLF, or major work unit).

Once the population has been stratified, activities are selected

randomly from each stratum.

(2) The responsibility for selecting study locations

rests with the claimant. Proper selection of locations for data

gathering should satisfy these five basic conditions:

3-10

(a) Include a sufficient percentage of the work

center locations in the sample to ensure adequate coverage

across the range of each potential WLF. The percentage will

vary due to conditions such as size of work center, type of work

performed (repetitive or nonrepetitive), variance or anticipated

variance in WLF volumes, etc. If ten or fewer activities are

performing the function, measure all of the activities. If more

than ten activities are performing the function, measure at

least 15% (but not less than eight).

(b) Select representative locations in terms of

workload (i.e., a proportionate number of locations from the

universe with the lowest and highest workload volumes will

normally be included except in those instances where a

single-point standard is deemed more appropriate). This often

occurs when there are activities at the extreme ends of the

range of the universe. Select sample sites so the range of

activities is evenly covered.

the sample selection.

(d) Select locations representative of the

variations among work centers to ensure possible differences can

be analyzed during the computation phase.

(e) Identify activities found to have variations in

procedures in the selection of data gathering sites.

(3) Once sample sites have been approved, do not permit

substitutions for reasons of convenience or nonavailability of

funds or analyst resources, unless provision is specifically

made in the basic sample design for acceptable alternatives.

Select a minimum of one additional site over what is required

for each stratum. List these sites in the sample selection and

label them as an alternative. All alternate sites should be the

last ones drawn. Where knowledge of the universe is limited or

there is some reason to suspect changes may have to be made to

the data gathering sites, the claimant will make a judgment to

determine the appropriate number of alternate sites over and

above the minimum stipulated above.

b. Alternate Sample Selection Process

(1) The following alternate sample selection process may

reduce the time required to develop predictive staffing

standards. This methodology is applicable to any activity/work

center universe with a minimum of eight sites where homogeneous

3-11

organizations and/or functions exist.

(2) Some activities/work centers perform identical

functions better than others. Therefore, they are using

assigned personnel more efficiently to accomplish their assigned

mission. Recognizing this fact provides potential for using the

natural efficiencies already present in organizations/functions

to improve the efficiency of other like activities/functions by

modeling the homogeneous universe to reflect the characteristics

of the best performing activity/work center. Identification of

the best (model) activity or work center can be achieved by

statistical analysis of questionnaire-acquired WI and associated

manpower utilization data from all activities in a specific

universe. After identification of the model activity/work

center, identify the poorest performing site and conduct studies

first at these two sites. Conduct additional studies at the

smallest and largest activity/work center and other logically

selected sites. This will ensure study sample sites span the

full spectrum of the universe and will facilitate testing the

application of the refined model activity/work center manpower

productivity characteristics at other study sites. Upon

completion of the studies for the sample sites, the data sets

for all study sites should reflect the most efficient

performance characteristics of the model activity/work center.

(3) The data collection questionnaire should consist of

draft standard PWSs and standard WI data collection sheets

including generic data collection sheets designed to collect

additional information (i.e., number of personnel authorized,

number of personnel assigned, number of borrowed work-hours of

labor, number of official overtime work-hours, number of

required training work-hours, or number of actual training

work-hours per month). Ask activities in the universe to

validate the PWS and provide current WI/generic data that may be

reviewed, analyzed, and corrected prior to a computer assisted

statistical analysis to determine the best (model) and poorest

performing activity/work centers.

(4) The process is as follows:

(a) Identify activities and/or functional elements

for predictive model development.

(b) Develop standard PWS(s) and WI(s) packages.

including:

1. PWS(s).

3-12

2. WI collection sheets.

3. Generic data collection element sheets.

(d) All activities in the universe validate the

PWS(s), collect all required data using the data collection

sheets provided, and submit data to appropriate claimant.

(e) Claimant analyze data and develop a data

matrix.

(f) Claimant perform correlation and regression

analysis to determine best performing and worst performing

activity/work center(s), and designate them for on-site studies.

(g) Claimant select largest, smallest, and other

sites for on-site studies.

(h) Claimant conduct top-down study at selected

sample sites in the following order:

1. Best performing (model) activity/work

center(s).

2. Worst performing activity/work center(s).

3. Smallest activity/work center(s).

4. Largest activity/work center(s).

5. Other selected activities/work centers.

5. Selecting the Appropriate Work Measurement Methods

a. Throughout study planning, continuously evaluate

potential work measurement methods. The development of the PWS

and the selection of work units depends to some extent on the

work measurement methods employed. It may not be possible to

obtain accurate and representative measurement of all tasks in

the work center with a single measurement method. For example,

in most work measurement situations, certain tasks either do not

occur or occur at abnormal frequencies. In these situations,

the Operational (Op) Audit technique can be used to support or

modify other measurement methods. Selection of the measurement

method depends on the following considerations:

(1) Nature of work being accomplished.

3-13

etc.).

(2) Work center environment (i.e., layout, schedule,

(3) Shift requirements.

(4) Number of persons to be measured in the work center.

(5) Number of persons and amount of time available to do

the measurement.

(6) Length of work cycle.

(7) Programmed changes in work center.

(8) Accuracy or type of standard desired

b. Select method or combination of methods to satisfy the

above considerations and meet economic constraints. Economy and

accuracy seldom go hand-in-hand. The study team may trade off

some of the long-term benefits associated with precise and

detailed measurement methods for the short-term economies of

work sampling or Op Audit techniques. The PWS task structure

previously described should serve as an excellent point of

departure for selecting measurement methods.

6. Data Gathering/Analysis. Ensure consistency of data

collection at each site data is gathered using standard PWSs and

work measurement and methods study tools and techniques. Also,

be alert for variations in tasking and technique to determine

the need to address additives, deviations, and exclusions during

the development of the standard.

301. Staffing Standards Computation

1. Computation Process

a. Scope of the Computation Process. Staffing standard

studies involve a computation process resulting in a staffing

equation. The computation process is the search for a sensible,

useful, and reasonably accurate mathematical answer to the

question: How does workload drive manpower? Although

computation begins after the completion of data gathering, it is

important to remember the computation process begins during

study planning and continues through the life of the standard.

(1) The Computation Process During Study Planning.

During study planning, the analyst should begin to ask the

3-14

question: How does workload drive manpower? The tentative

answer to this question is a critical element in the development

of the PWS, the choice of potential WLFs, the identification of

the universe, the selection of a sample, and the overall

approach to the study. Success or failure during computation

depends on the quality of study planning as much as it does on

the proper use of the computational methods described herein.

The analyst should ensure:

(a) Computation considerations are addressed in the

study planning process.

(b) Statistical analysis is performed on work-hour

and/or workload data available during planning.

(2) The Computation Process During Data Gathering.

During on-site data gathering, the computation process continues

as the analyst receives information from on-site visits.

Detailed analysis may be conducted throughout data gathering as

this analysis may indicate the necessity to change the conduct

of the study. Specifically, the analyst should:

(a) Begin a comparative spread sheet analysis upon

receipt of the second site's input data.

(b) Generate and examine computer products as soon

as input data from the sixth site is in hand.

consistent with each other in their approach to data gathering

and correct this situation immediately.

(3) The Computation Process During Implementation. It

is possible (though unlikely, if the study has been conducted

properly) the staffing equation may be found to be inappropriate

for the universe during implementation. Should this be

suspected, the analyst should reexamine the work done during

computation and investigate alternative staffing equations.

(4) The Computation Process Throughout the Life of the

Standard. Manpower claimants should examine standards and be

alert to changes that may indicate the staffing equation has

been rendered obsolete by changes in the work center's methods

or mission. Conduct statistical analysis when appropriate to

test the validity of staffing equations as workload levels

change from year-to-year.

3-15

b. Approaches to Computation

(1) Multi-Point. Study results from a number of

activities are used to develop a staffing equation using the

multi-point approach. The method most commonly used to derive

the equation is regression analysis. Other methods may be used

if they provide sensible, useful, and reasonably accurate

answers.

(2) Single-Point. This approach is used for unique

activities and for functions where the number of activities is

too small for regression to provide reliable answers.

c. Analysis of Input Data. A work center staffing standard

reflects, as closely as possible, the manpower required to

perform varying volumes of a defined workload. This should not

be achieved by simply correlating bulk work-hours with workload

counts reported for each data gathering point. Such a

correlation may include unrecognized activity differences,

resulting in a "standard" that averaged requirements but would

not fit any one activity well or provide a predictor of future

manpower requirements. With a comparative analysis of the input

data, it is possible to identify true differences and

alternative means of resolution. Analysts should analyze the

collected data to identify what might be abnormal work center

conditions. This information should be the basis for

determining standard values and adjustments. The following

procedures should facilitate an orderly and comprehensive

analysis. The degree to which some of these procedures can be

used will depend on how much data is available and the method by

which collection was performed.

(1) Ensure data gathering is complete and accurate,

required forms were completed, and calculations are correct.

(2) Note exceptions or variations to the PWS.

(3) Verify proper collection of data. Ensure the proper

sites were measured, WLFs were collected from the correct

source, and work-hours/workload data represent like time

periods.

(4) Identify and justify the use of skills or grades not

normally found in the work center.

(5) Perform comparative analysis using spread sheets,

graphs, and various data arrays. Data should normally be

3-16

arrayed in ascending order of work-hours for comparative

analysis, and should always be arrayed in ascending work-hour

order for regression analysis.

(6) Resolve problems with inaccurate, incomplete, or

questionable data by contacting the study team and/or the

measurement site.

d. Comparative Analysis

(1) Work-hours. Data from various sites may be compared

using numerous ratios such as the ratio of total productive,

category, or task work-hours to total work-hours, or the ratio

of one category's work-hours to another's. Plotting this

information on a scatter diagram allows easy identification of

problem sites. These ratios should indicate what is a normal

range or pattern for the function under study. Measurement

sites not following the pattern need to be studied closely to

find the cause of the variance. (Note: In performing ratio

analysis, remember if a curvilinear relationship exists between

variables, these ratios will show a varying relationship in

which the ratio will change from the smallest to the largest

activity.) When problems are found, check input data for

mistakes or to identify unrecognized differences in the function

from site-to-site. Some things to check for are:

(a) Transposition errors.

(b) Proper treatment of additive work-hours.

(d) Treatment of standby hours.

(e) The effect of overtime on work-hours.

(f) Personal/fatigue allowance exceeding the norm.

(g) Unavoidable delay allowances - these must be

clearly justified.

(h) Representation of the measurement period-

compare monthly work-hours to the onboard counts for the

previous 12 months.

(2) Workload

(a) For each site, examine historical counts

3-17

collected for each WLF. Use at least 12 months of workload (or

a complete work cycle) for a meaningful analysis. Consider the

variance in counts over the reporting period.

1. If large variations or no variations are

reported from month-to-month, we need to understand the cause.

This may indicate a problem in counting or reporting that, if

not due to measurement error, may make the WLF a poor indicator

of manpower requirements. However, if fluctuation is due to the

work cycle or seasonal swings, the WLF should not be dismissed.

2. WLF values used in regression must be

representative of the period for which work-hours were

collected. If work-hours were collected for only one month, use

only that month's workload count. If work-hours are a

historical average for the year, workload should be also.

3. If an Op Audit was used to measure

work-hours, then the workload level used for computation should

agree with the workload level used to derive the work-hours on

the Op Audit forms. Specifically, if WLFs were used as work

units, their frequencies should correspond.

(b) Consider workload ratios: the ratio of one WLF

to another and the ratio of a work unit to its related WLF.

These ratios may be plotted on a scatter diagram to facilitate

analysis.

(3) Work-hours per Unit of Workload. Examine the ratio

of work-hours to workload.Figures used may be total

productive, category, or task work-hours and associated

workload. Analyze differences in the amount of time spent per

unit of workload from site-to-site. Construct scatter diagrams

to aid in this analysis. These plots will reveal:

(a) Whether a linear, curvilinear, or no

relationship exists.

(b) The relationship of one activity to another.

outliers.

Remember, scatter diagrams show the relationship of only one

workload variable at a time to the work-hour figure depicted.

The analyst should avoid jumping to conclusions on the basis of

scatter diagrams when more than one WLF affects the depicted

work-hours.

3-18

(4) Results of Comparative Analysis. Analysis of data

in computation may indicate that one or more elements or paired

values vary significantly from the rest of the data. Ascertain

a logical, defensible reason for such variation and cite as

justification for adjustments. Analysis can also cause measured

work-hours, reported workload, or both to be reclassified or

regrouped. All original data should remain intact with a single

straight line drawn through the data to indicate an adjustment

has been made. Enter the adjusted data to show an audit trail

to their origin.Document each problem encountered, the

subsequent action, and explanation of such action in detail and

retain. Do not interpret this adjustment as a means to

arbitrarily change raw input data.

(5) Returning to Comparative Analysis During

Computations. While examining computer products, questions will

arise requiring repeating some of the procedures discussed in

this section. Comparative analysis is a vital part of the

computation process and is useful in understanding a work center

in all phases of standards development.

2. Regression Analysis. The purpose of this topic is to assist

the team leader, or designated computation analyst, in

understanding the concepts essential in performing regression

analysis on input data. The reader is assumed to be familiar

with the concept of least squares regression. Mathematical

formulations for the measures of fit and prediction and the

other statistical tests discussed are available from other

sources and are not provided here.

a. Use of Statistical Techniques. A number of statistical

techniques may be used to obtain, arrange, analyze, and present

numerical work-hour and workload data. This section discusses

the use of regression to identify, measure, and explain the

relationship between workload and work-hours. Regression

analysis is used primarily to develop manpower staffing

equations with input data from selected activities. This

technique provides useful information for decision making, but

will not make a decision for you. For example, by logic it is

determined in a supply activity the number of line items

processed influences the number of work-hours required.

Regression analysis will indicate the degree to which the number

of required work-hours is mathematically dependent on the number

of line items processed. If the decision is made that the

degree of dependency is acceptable, then the number of line

items processed could be used as a WLF. In this example, the

number of required work-hours (the dependent variable) is said

3-19

to depend on the number of line items processed (the independent

variable). The dependent variable will normally be a measure of

work-hours required and the independent variable will be

relatable either directly or indirectly to workload

accomplished.

b. Starting Off on the Right Foot

(1) Statistics and Logic. It is important to remember

that a staffing standard must be sensible and useful and that

the best answer is not necessarily the best statistical answer.

An acceptable outcome of regression analysis is a staffing

equation that satisfies the “sensible and useful” test and the

statistical test.

(2) Quality of Data. A regression equation is only as

good as the quality of data used to construct the equation. A

related concept is that the equation is a product of the data

set; if new data were taken, the computation results could be

quite different.

c. Model Selection. During the model selection process, the

analyst is concerned with two things: which potential WLFs

should be used in the staffing equation and what type of model

is appropriate. All of the work that has gone into the study

has been in preparation for this critical process, during which

a model will be chosen to describe how workload drives

work-hours.

d. WLFs. As computations begin, analysts may choose to

eliminate from consideration certain potential WLFs that are now

understood to be redundant, irrelevant, or impossible to count

accurately.

(1) Sensibleness. A WLF may be called sensible when it

logically drives a significant portion of the work center's

required work-hours. Example: The number of purchase request

cancellations in a supply work center provides excellent

statistical correlation with work-hours. However, the work

associated with cancellations is known to constitute only 1% of

the work center's work-hours. Therefore, this WLF is not a

significant driver of work-hours and should not be used to

predict any significant portion of the total work-hours.

(2) Usefulness. A WLF is considered useful if it is

able to be counted and reported with a reasonable degree of

accuracy.

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(3) Programmable WLFs. A WLF may relate to work-hours

either directly or indirectly. Some indirect WLF are

programmable for future years. Other considerations being

roughly equal, develop staffing equations using programmable

WLFs.

(4) Keeping or Eliminating WLFs. In most study efforts,

not all workload variables measured in the data gathering phase

are necessary. This is because there is usually some "overlap"

in the workload variables in the way they influence work-hours.

In other words, workload not only drives work-hours but, as far

as the numbers are concerned, workload drives workload. For

example, if five workload variables are measured, all the

information necessary to describe work-hours adequately may be

contained in just two or three of the measured WIs. This

overlapping information is not necessary and is likely to be

harmful. This condition is referred to as collinearity,

discussed later in this section.

e. Types of Models. A mathematical model expresses the

relationship between one or more workload variables (X) and

monthly required work-hours (Y). During the computation

process, consider various types of models. Some different types

of regression models are:

(1) Bivariate Models

(a) Linear or Straight Line Y

= a + bX

(b) Curvilinear Models

Parabolic Y

= a + bX + cX

Hyperbolic (ratio) Y

a + bX

Log-log (geometric) Y

= aX

(c)

Nonlinear Y

= a + bX

(2) Multiple Regression Models. Multiple linear

regression models take the form:

= a + b

+ b

+ ... + b

This is a regression model with two or more independent

variables (Xs) and one dependent variable (Y), expressing a

linear relationship.

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f. Limits of Regression Analysis. Even though it is a

valuable tool, be careful not to expect too much of regression

analysis. Specifically, regression will produce unreliable or

unusable results in these situations:

(1) Insufficient Error Degrees of Freedom. This means

using too few data points to estimate too many coefficients. To

calculate error degrees of freedom, subtract the number of terms

in the model from the number of observations. Thus, if we are

using data from 15 sites and considering a model of the form Y

a + b

+ b

, we are operating with 12 error degrees of freedom

(# sites)(15) minus one for each term a, b

, and b

). The lower

the error degrees of freedom, the less reliable the regression

coefficients will tend to be. In order for a model with less

than six error degrees of freedom to be acceptable, the staffing

equation will have to be very sensible and useful, and should be

supportable by other than statistical means.

(2) Too Many Independent Variables. Even with a high

number of error degrees of freedom, regression analysis using

many independent variables will often yield workload

coefficients not workable in light of what is known about the

work center. For example, a WLF that is known to account for the

bulk of the workload may produce only a small portion of Y

the regression equation. Conversely, a WLF associated with

only a small part of the overall workload may assume undue

importance in the formulation of Y

. Even worse, workload

coefficients may be negative or the standard errors of the

coefficients may be quite large. The larger the number of

independent variables in the model, the more likely these things

are to occur. Therefore, if a work center is defined such that

manpower is driven by more than three different WLFs, each

representing an important portion of the overall work, the

analyst must be prepared for the possibility that regression

analysis will yield unacceptable results and other methods will

have to be used.

g. Measures of Quality. Some mathematical models are better

than others. The best regression is the one combining two

qualities, a good "fit" to the data collected and a capacity for

good "prediction" or estimation of manpower for nonsampled

activities in the universe. These qualities and other important

considerations are described in this section.

(1) Measures of Fit

(a) Coefficient of Determination (r

). This

3-22

statistic is derived from a ratio of the explained variation to

the total variation of the dependent variable. The closer this

figure approaches 1.0, the better the regression line. The

coefficient of determination gives us the proportion of

variation in "Y" explained by the variation in "X". If this

value ranges from .7 to 1.0, the regression line is considered

good; if it is as low as .5, that particular model is of

questionable use, particularly in staffing equation development.

In models with a forced zero intercept, the r

value is redefined

and does not have the same statistical significance as the

normal r

. Exercise special care in using the redefined r

as a

primary measure of quality.

(b) Coefficient of Correlation (r). Computing the

square root of the coefficient of determination gives the

coefficient of correlation, indicating the relative strength of

the relationship between the independent and dependent variable.

The quantity "r" can vary from +1 to -1. The signs "+" and "-"

are used for positive and negative correlation, respectively.

(Note: The "r" (as is r

) is a dimensionless quantity (i.e., it

does not depend on the units of measure employed). Despite the

relative values of these two coefficients (the extent to which

they approach but are less than +1), they do not determine the

worth of the model by themselves.

statistic expresses, in units of work-hours, a measure of

absolute "natural" dispersion around the regression line. In

other words, Sy.x expresses what might be considered ordinary

variation due to differences among activities (geographical,

management, and philosophical differences) even after modeling

is done. No model will fit the data perfectly. Sy.x is the

standard deviation in manpower expected for activities within

the workload range of the sample. It is important for this

statistic to be low, with the ultimate criterion depending on

size of activities in the sample. This naturally leads to the

coefficient of variation.

(d) Coefficient of Variation (CV). This statistic

measures dispersion (Sy.x) as a proportion of the mean of the

work-hours in the sample. A small value implies a good

regression equation. A figure of .10 (10%) or less is

outstanding. Anything less than 30% is workable; anything

exceeding 30% is of doubtful utility.

(2) Measures of Prediction. Even more important than

fit is the ability of the model to predict or estimate manpower

for nonsampled activities. The following measures are used to

3-23

assess the prediction capabilities of a model.

(a) Prediction Sum of Squares (PRESS). This

measurement simulates prediction in that each observation in the

sample is predicted using all other observations. A prediction

residual is calculated for each observation, and these are

squared and summed. The value of PRESS lies in the fact that a

data point is not used in the prediction of itself. Within any

given data set, the lower the PRESS statistic, the better the

prediction capability of the model. PRESS statistics should not

be compared for different data sets.

(b) Standard Error of Prediction. A model's ability

to predict may be measured by using workload data from the

universe to compute a standard error of prediction for each

activity. The average standard error of prediction for the

universe may be used to compare the prediction capability of

candidate models.

in assessing the prediction errors in the model under

consideration. Form a set of these limits or bounds for each

data point. The limits are 95% confidence limits, and their

interpretation is as follows: We say we are 95% confident that

the mean manning for activities with this level of workload is

contained within the bounds. A tight set of bounds indicates a

standard with good capacity for prediction.

(3) Tests of Significance for a Regression Coefficient.

Tests of significance are statistical measures determining

acceptability of a given relationship or statistical value.

They actually reflect the odds that an indicated relationship is

due to chance. Each coefficient, including the intercept, has

an associated t-value. This value equals the coefficient

divided by its standard error. While the analyst is cautioned

against thinking in terms of absolute cutoffs, a WLF or an

intercept whose t-test results in an absolute value of less than

1.5 may be said to be contributing very little to the regression

and is of doubtful value in a staffing equation.

(4) Realism and Economy Criteria. To be used as a

staffing equation, a model should be realistic and economical.

(a) Realism. The staffing equation is considered

realistic if manpower is positive for all values of workload

greater than zero and there is no net loss of manpower for an

increase in workload.

3-24

(b) Economy. Since manpower normally comprises the

greatest portion of the budget dollar, economy of the model is

an important issue. A staffing equation is considered

economical if there is no increase in the manpower cost per unit

of workload as workload increases.

Economy in the Model

1. Incorrect or nonrepresentative input data.

2. Limited range of workload values.

3. Two or more levels of operation included

in the data.

4. Non-standardization of the operation under

study.

5. Inappropriate model selected.

(d) Waiver from Constraints. An equation with a

negative intercept may be used if all values within the range of

the standard are positive. If the study team desires to use a

staffing equation that fails to satisfy the realism or economy

criteria for reasons other than a negative intercept, a request

for waiver from the constraints should include documentation of

problems, attempted solutions, and rationale for using the

model.

h. Nonlinear Modeling with Multiple Workloads. Normally,

the first computer runs the analyst examines with multiple WLFs

are linear regression models, such as Y

= a + b

+ b

. If

the WLFs X

and X

are sensible when used together, and if the

model has at least passable measures of quality and is being

considered for the staffing equation, then one of the first

questions to consider is whether or not each workload variable

is truly linear in relation to work-hours. If not, the measures

of fit and prediction may improve considerably with a nonlinear

model.

(1) Detecting a Nonlinear Relationship

(a) Scatter Diagrams. Suppose X

is truly nonlinear

in terms of the work-hours associated with performing the work

represented by X

WH). There are economies of scale in the

performance of this work. In this case, a plot of X

vs X

would show a curved pattern. It is quite possible that fit and

3-25

prediction will be enhanced by allowing this curved relationship

to enter into the model, using the following:

Y = a + b

+ b

(where the exponent g = < 1)

If the work-hour data can be split to isolate the work-hours

associated with a particular WLF, scatter plots such as this one

should be analyzed. If work-hour data cannot be broken down, it

may still be instructional to examine the plot of X

vs. total

work-hours. A plot showing a curved relationship may call for

an exponent on X

(b) Residual Signs in Linear Model. Another clue

indicating an analyst should pursue nonlinear modeling may be

found by examining the signs of the residuals in the linear

model. If all or most of the sites at the lower end of the

spectrum in terms of work-hours have negative residuals (i.e.,

these sites are being overestimated by the model), it is

possible a nonlinear model may produce better results.

i. Collinearity. In para 2d(4) above, we discussed the

problem of overlapping information in multiple workload models.

This condition is often referred to as collinearity. A high

degree of correlation between two workload variables may

indicate this problem. However, when more than two workload

variables are used together, they may interact in such a way

that multicollinearity is present even though the paired

correlation coefficients are not extremely high. Suppose there

are five workload variables and three of them adequately explain

the variation in work-hours. It is quite likely using all five

will result in a poorer estimation of the regression

coefficients and will produce a standard that predicts manning

3-26

ineffectively. If two or more workload variables have a strong

dependency among each other (as far as the data are concerned),

the regression will be more effective if one or more is

eliminated.

j. Influential Outliers. For a particular data point, the

relationships among the variables used in the model may be

significantly different from those relationships in the rest of

the sample. This data point may be called an outlier. A

problem occurs when such a point exerts a great deal of

influence on the path taken by the regression line. (Note: An

extreme value by itself does not make a data point an outlier,

nor does it make it influential.)

(1) Detection of Influential Outliers. In bivariate

situations, it is fairly easy to identify outliers and influence

points using scatter diagrams. In multivariate situations,

detection is more difficult.

(2) What to do About Influential Outliers. There are

many possible causes for this condition and many possible

solutions. (See Table 3-1)

TABLE 3-1

CAUSES OF INFLUENTIAL OUTLIERS

CAUSE

Measurement error

SUGGESTIONS TO THE ANALYST

Check for errors in math or

definition

Poor choice of workload

factors

Check models using other WLFs. Is

the same site an influential

outlier?

Differences in work

center method,

organization, or mission

Can differences be quantified? Is

there any WLF that reflects them?

The site may not belong in the

universe.

Poorly defined work

center

May need to split the work center

apart into smaller ones or

consolidate small work centers into

one large one.

Wrong type of model is

being tested

Consider curves, transformations,

weighted WLFs

3-27

k. Transformations. At times, it may be appropriate to

perform a mathematical transformation on workload variables and

then use the transformed variable(s) in regression. For

example, two workload counts may be added together to form a new

one if it is known the work-hours associated with one unit of

one WLF is about equal to the work-hours associated with one

unit of the other. Another kind of transformation is to

multiply two WLFs together. There should be a reason for doing

this (e.g., the number of admissions multiplied by the average

length of patient stay to form a variable that is an indicator

of the patient population).

l. Weighted Workload. These WLFs are artificially

constructed following measurement from weighted combinations of

two or more WLFs. An example is: weighted acres of ground

maintained (X

) made up of improved grounds (X

), semi-improved

grounds (X

), and unimproved grounds (X

); and the formula is

= X

+ .5X

+ .15X

. The implication is that per acre,

semi-improved grounds require 50%, and unimproved grounds 15%,

of the maintenance work-hours required for improved grounds.

These factors eliminate or reduce the need for multivariate

equations, and are particularly useful where all WLFs do not

exist for all locations. The values of the weights may be based

on measured data, accepted manpower accounting systems, or

expert opinion. This technique may be useful when the study

suffers from "too many independent variables," discussed

previously in Limits of Regression Analysis.

m. Classification Variables. There may be data sets where

the data points fall into two or more groups that are

distinguished from each other by different relationships between

workload and manpower. Distinctly different methods, differing

levels of service, or different regulatory requirements are

examples of factors that could split what is otherwise a

homogeneous universe into two or more groups. (Warning:

different data gathering teams could be another!) In these

cases, a classification variable may support or contradict the

hypotheses that there are two or more groups. The values for a

classification variable are either one or zero: one if a member

of the group is in question, zero if not. When used in multiple

regression along with one or more WLFs, examine the

classification variable for its significance (t-value). A high

level of significance supports the hypotheses that there are two

groups. If it is to be used in the staffing equation, first

evaluate a classification variable for the sensibleness of its

coefficient and the effect of its use in the application of the

standard. Remember it becomes, in effect, a constant additive

or subtractive.

3-28

302. Staffing Standard Report Preparation

1. Format for New Staffing Standard Reports

a. The staffing standard report documents the results of

staffing standards development. Prepare a staffing standard

report for each staffing standard using the format provided in

Appendix E. Specific preparation instructions follow:

(1) Staffing Standard Cover Sheet. This should contain

a general overview of the staffing standard report written

primarily for the benefit of commanders and staff officers not

in the manpower field. Appendix E presents an example page.

Adjust this format to satisfy specific report situations.

(2) PWS

(a) Description of Work Center Responsibilities.

Portray work center responsibilities at the category level.

Identify work required to be accomplished to the maximum extent

practicable without stating how work is performed. Define

additive categories after the last category. See Appendix E for

sample.

1. Additive. By using additive work-hours/

work-years and the associated WLF count, it is possible to

develop an additive equation or coefficient that will be

responsive to change in additive workload tasking. Additives

may be developed and expressed in monthly work-hours or actual

manpower requirements where no corresponding work count can be

identified, or when the additive workload will remain relatively

constant (See Figure 3-2). Before using, ensure that additives

are indeed unique and required to support the mission of the

activity.

2. Subtractives. Subtractives are simply the

opposite of additives. Develop subtractives for activities

having excluded workload situations. When work-hour intensive

tasks are excluded or not performed by a portion of the

universe, the manpower requirements for those activities will be

over-estimated by the model unless a subtractive coefficient or

work-hour subtractive is used to adjust the monthly required

work-hours. Develop subtractives essentially the same way as

additives and express as either a separate equation/coefficient,

work-hour, or actual manpower space/requirements subtractives.

3-29

(b) WI(s)/WLF(s). List each WI/WLF used. Indicate

title, definition, and corresponding source of count. The

definition should identify the unit of measure and frequency and

should be in sufficient detail to ensure complete understanding.

The source of count should be as precise as possible to ensure

correct values are obtained.

Statement. Indicate the staffing equation selected for use.

The dependent variable (Y

) may be reflected in weekly or monthly

work-hours or work-years required. After the equation, state

which was used, for example, "where Y

= computed monthly work-

hours required." Provide an applicability statement explaining

the activity covered by the standard. Indicate additive

manpower requirements (see Figure 3-2). Indicate where an

algebraic expression is not determinable.

(3) Application Instructions

(a) Multivariate and Bivariate Staffing Equations

with Additives. Provide staffing standard application

instructions which will allow for computation of the total

monthly work-hours/work-years required in the work center to

include additives, deviations, and exclusions. The instruction

format will facilitate the determination of individual work

center requirements prior to entry into the staffing table. See

Appendix E for sample.

(b) Bivariate Staffing Equation Without Additives.

Required manpower increments are reflected in the staffing table

in terms of "X" (WLF). WLF values may be read directly into the

staffing table.

distribution table, include the appropriate application

instructions for that work center in the report. Specific

instructions are provided below.

(d) Transient Availability Factor. Some work

centers use transient or other manpower with productive work-

hour availability factors (WAFs) which are different from those

used to develop the staffing or skill distribution tables. When

this occurs, identify the factors along with instructions for

their use. The analyst should fully document the rationale for

the development and use of the factors in the report back-up

data.

3-30

Treatment of Additive Manpower Requirements

Example 1: Work-hour Additive

"Total Additive Work-hours: NAVADCOM ORLANDO FL 88"

Example 2: Coefficient Additive

= Number of funeral/memorial services per month.

Monthly average number of funeral and memorial

services performed by Navy chaplain(s) providing

service at the Arlington National cemetery Applies to

NAVDIST WASHINGTON DC, only."

"ADDITIVE: + 5.8134X

. This additive term is to be

used along with the above equation for NAVDIST

WASHINGTON DC, only."

Example 3: Manpower Space Additive

"Whole manpower space additive for NAVHOSP Great

Lakes, only:

1 RADIOL THERAP 2100/I 0135

1 CLINICAL NUC MED TECH HM2 8416"

Example 4: Additive Equation

= Visits per month. Monthly average number of

outpatient and inpatient speech pathology visits for a

twelve-month period."

"ADDITIVE EQUATION FOR SPEECH PATHOLOGY

= 1.3907X

APPLICABILITY: The additive staffing equation for

speech pathology applies to all Naval hospitals/

clinics providing this additional service."

Figure 3-2. Examples of Treatment of Work Center Additives

3-31

(4) Staffing Table. The staffing table should follow

the application instructions. (see Preparation of Staffing

Tables below for Staffing Table preparation instructions.)

(5)Staffing Standard Universe Listing. List, by

manpower claimant all activities in the universe, ensuring all

activities have a consistent format with a geographical location

listed. (If there are multiple RFCs included in the report,

reflect the universe for each RFC.) Display the following

information for each activity: activity title; geographical

location; Unit Identification Code (UIC); and activity code.

Identify activities where measurement was conducted with

asterisks. See Appendix E for sample.

2. Preparation of Staffing Tables

a. Purpose and Composition of the Staffing Table. Develop

a staffing table for each staffing standard depicting manpower

required for various workload volumes. Each staffing table

provides qualitative and quantitative information about the

required number of manpower requirements for various workload

volumes. See Appendix E for a sample.

b. Development of Qualitative Manpower Requirements for

the Staffing Table

(1) Array the recommended specialties and skills from

all data gathering sites onto a Manpower Distribution Chart (see

Appendix F). In the second column, list all recommended

qualitative manpower requirements. In succeeding columns, list

the workload value and the staffing recommended for each manpower

requirement, beginning with the smallest manpower requirement and

progressing to the largest. This will aid in spotting any

obvious inconsistencies.

(2) Plot a scatter diagram for each qualitative

manpower requirement, with workload values on the X-axis and

recommended staffing on the Y-axis. Fitting a regression line to

the data will aid both in identifying "mavericks" and in

selecting the phase points for increasing the staffing of each

qualitative manpower requirement.

(3) Study the data array and the scatter diagrams to

determine the workload values where significant changes are

apparent in either specialty or skill requirements. Some

examples of these are:

3-32

occurs;

warranted;

(a) the point where an officer requirement first

(b) the point at which a staff officer is first

requirements; and

(d) the points where multiple requirements for any

of the foregoing is first encountered.

Enter these requirements in the appropriate workload columns of

the staffing table. Then, using these entries as firm "fixed”,

and referring to the trends indicated by the data array and

scatter diagrams, complete the required entries in each workload

column.

(4) When there is more than one skill involved, some

subjective decisions may be necessary to solve fractional

specialty problems. In many cases, specialties will have

overlapping duty responsibilities.

(5) In the final analysis, analyst judgment will weigh

heavily in integrating the recommendations, the results of data

array analysis, and the specialty descriptions to develop the

most realistic distribution of manpower requirements. The task

cannot be taken lightly; it requires constant adherence to the

principle that quality is just as important as quantity in the

SMR/MSMR.

(6) Qualitative staffing standard recommendations made

in the report should comply with policy and guidance contained in

the OPNAVINST 1000.16 series. Identify civilian manpower

requirements at the full-performance level.

(7) Show each listed manpower space listed as military

when the space requires a military incumbent based on military

essentiality and as civilian when the space does not require a

military incumbent.

c. Staffing Table Qualitative Entries. Titles and

associated qualitative requirements for each manpower requirement

in the staffing table columns represent the actual specialty and

skill level requirements of the work center. When more than one

military skill or civilian series is appropriate, list the skills

or series most frequently authorized and make a note at the

bottom of the form. The note will provide any skill that can be

3-33

substituted for the skill or series listed in the table. Assign

one skill level per line item in the staffing table.

(1) Requirement/ Position Title. Titles for officers

shall conform with the Navy Officer Billet Classification (NOBC)

title in Volume I, NAVPERS 15839I. Titles for enlisted personnel

shall conform with the NEC title in Volume II, or, in the absence

of an NEC, the rating title in Volume I, NAVPERS 18068F. Titles

for civilians shall conform with OPM guidelines.

(2) Subspecialty Code. When an officer subspecialty

code is required, the code should appear in brackets immediately

after the billet title.

(3) Military Essentiality Code (MEC). Each military

entry will include the appropriate MEC found in the TFMMS Coding

Directory.

(4) Designator/Grade/Rating/Rate. Officer designator

and grade, enlisted rating/rate, and civilian series and pay

level should conform to those directives referenced in (1) above.

(5) NOBC/NEC/Additional Qualification Designation

(AQD). All officer entries will include an NOBC. Enlisted

entries shall include an NEC, when appropriate. When a secondary

NOBC/NEC/AQD is required to properly identify the manpower

requirement, indicate both the primary and secondary code

respectively (e.g., 0234/0020).

(6) Functional Area Code (FAC). As required, each

military entry will include the appropriate FAC (see TFMMS Coding

Directory).

Table

d. Development of Extrapolation Range for the Staffing

(1) Determine Range of Total Manpower Requirements. To

establish an extrapolation range that is realistic, yet ensures

the useful life of a standard, analyze the computed

work-hour/work-year (y

) or WLF value range. Also, consider

factors such as type of model selected, projected tasking,

universe additions and deletions, work center staffing range, and

other factors that might impact future manpower requirements.

Compute extrapolation values based on a percentage of the high

and low computed work-hour or WLF values, dependent on the

staffing equation and treatment of additive work-hours. For

example, a bivariate equation with no additive work-hours will be

extrapolated based on WLF values; all other situations should be

3-34

extrapolated based on work-hours. Once extrapolation values have

been determined, establish the upper and lower limits of the

staffing table to encompass the full range of the whole billet

column bounding the extrapolated values. The lower extrapolation

value will normally be the computed work-hour breakpoint of the

previous whole manpower requirement plus .01 work-hours. Example

(standard with work-hour breakpoints):

computed work-hour limits 4318.00 - 11,720.00

25% extrapolation range 3238.50 - 14,650.00

whole-billet columns bounding extrapolated

work-hour limits of staffing table to (22) (101)

encompass full range of 22/101 billet 3120.43 & 14,731.30

columns

(2) Compute Breakpoint Values. Reflect breakpoint

values in terms of WLFs for bivariate models without work-hour

additives and as work-hours/work-years in all other situations.

Compute computation of breakpoints per the following paragraphs.

(3) Fractional Manning (FM)

(a) Overload factors are established based on the

premise that separate criteria should be applied respectively to

small and large work centers, as well as economic considerations

in regard to breakpoint determinations. A maximum individual

work overload is established at one-half hour per working day.

The overload is cumulative until reaching a maximum equating to

one-half manpower requirement. The cutoff point is the highest

value to which the fractional manpower can equate before the

manpower requirement is rounded to the next higher integer.

(b) Whenever possible, consolidate work centers to

avoid over manning due to FM allowances.

cutoff points that coincide with whole manpower requirements

(military and civilian).

(d) Sample calculation for Table 3-2 values are as

follows:

FM = 6 x .5 x 20.908 + 6(145.136) = 6.43217 (6.432), where N = 6

145.136

e. Manual Method for Developing the Staffing Table

3-35

TABLE 3-2

FRACTIONAL MANPOWER CUTOFF VALUES

REQUIRED MANPOWER FRACTIONAL MANPOWER

CUTOFF

(N)

(FM)

1.072

2.144

3.216

4.288

5.360

6.432

7.500

OVER 7

Required + .500

Requirements

(1) Develop qualitative requirements. (See

subparagraphs b and c above.)

(2) Determine Military/Civilian Mix. Determine the

military/civilian mix (number of military and civilian manpower

requirements) with each increment in the staffing table.

(3) Distribute Total Requirements. Distribute total

requirements to appropriate individual manpower requirements

within each staffing increment.

(4) Compute Work-hour Breakpoints. Compute the

work-hour breakpoints for each staffing interval per the formula

specified. The monthly WAF for Continental United States (CONUS)

military and civilian manpower requirements assigned to shore

activities during peacetime for a 40-hour work week is 145.136.

Use: Y

breakpoint = (FM)(145.136) (or see Appendix G for

computed values)

Example: Compute the monthly work-hour breakpoints for a work

center with 1-8 positions covered by the staffing equation.

3-36

Positions (c)

FMc

Yc Breakpoint

1.072

155.59

2.144

311.17

3.216

466.76

4.288

622.34

5.360

777.93

6.432

933.51

7.500

1088.52

8.500

1233.66

= (6.432)(145.136) = 933.5148 or 933.51, where N = 6

(a) Multivariate Equation and Bivariate Staffing

Equation With Additive Work-hours. Enter the staffing table

limits and computer manpower breakpoint (Y) values (carried to

two decimal places) developed by the preceding procedures in the

appropriate columns of the Staffing Table (Appendix E). Place

computed breakpoint (upper value) in the bottom position of each

column heading. The top number (lower value) in each column

heading is found by increasing the last digit of the preceding

upper value by one (for example, 1319.31 increased by one

one-hundredth becomes 1319.32).

(b) Bivariate Staffing Equation. The work-hour

breakpoints (Y) are computed for each staffing requirement’s

increment. The values of these same work-hour breakpoints are

substituted for (Y) in the staffing equation that is then solved

for the WLF (X). Enter the workload values for each manpower

increment in the appropriate columns on the Staffing Table

(Appendix E). The steps to use in solving common mathematical

models for (X) in terms of (Y) are summarized in Table 3-3.

Values will be reflected in whole numbers when whole requirement

value ranges are 10 or over. Carry ranges less than 10 to two

decimal places. Example: Assuming the simple linear equation of

Y = 95.4364 + 5.4195X and a computed manpower

breakpoint (Y) of 1474.8983:

Y = a + bX (Solve for (X) in terms of (Y))

X = Y-a

X = 1474.8983 - 95.4364 = 254.54 (which rounds to 255)

5.4195

When Y = 1474.8983, X = 255

f. Computerized Method for Developing the Staffing Table.

Using the Lotus 123 "Staffing Table" software program available

from NAVMAC:

3-37

(1) Develop qualitative requirements.

(2) Determine lower and upper extrapolation limits.

(3) Compute breakpoints using the computerized

BREAKPOINTS program to determine the number of manpower

requirements for the first and last columns of the staffing

table.

(4) Complete Staffing Table Worksheet as follows

(Figure 3-3):

(a) Billet Number: Number the billet titles

consecutively, starting with number 1. Where you want to see a

line skipped in the final report, skip a line on the worksheet.

(b) Billet/Position (Requirement) Title: Enter

titles and associated qualitative information per Preparation of

Staffing Tables paragraph above.

you would see it on the finished product. Make sure the number

of manpower requirements in Column 1 is correct for the

breakpoint range.

(d) Successive Columns: Fill in all the numbers.

(e) Jumps: A jump is a change in qualitative

manpower requirements that does not affect the total number of

requirements for the column. Indicate the number of

requirements resulting from a jump. Remember, if there is a

positive jump in a column, there must be a negative jump in the

same column to compensate.

(f) Summary: The increments and jumps are

summarized in the block at the bottom of the page. Enter the

manpower requirement line number that increases for each column.

Also, enter the billet line number for each positive and negative

jump. This is the section from which the column changes are

entered into the computer.

(g) Footnotes: The footnotes for the lower and

upper extrapolation limits are automatic and you do not have to

include them when running the STAFFING program. If there are

other footnotes, include the symbol and verbiage in the footnote

block. Remember to show the footnote symbol in the staffing

table text where it belongs when you fill in your worksheet. If

3-38

you need more space, use the back of the page.

(5) Alternate Skill. The "Staffing" software program

has the capability to display alternative skills (i.e., military

and civilian equivalents) for use in reflecting skill mix

possibilities during staffing table development. Do not reflect

alternate skills on staffing tables included in a staffing

standard report.

g. Skill Distribution Table. The development of staffing

tables for work centers where the range of manpower requirements

is extremely large becomes a very time consuming task. Rather

than develop a large number of staffing table pages to deal with

such work centers, a skill distribution table may be used for

work centers requiring a large number (i.e., 65 or more) of

manpower requirements to identify the distribution of total

work-hours to specific skills over the range of the standard.

When several individual skills are involved, use the normal

staffing table procedures to cover the lower range of manpower

requirements and introduce the skill distribution table format

after incorporating all skills into the array of required

manpower requirements. When including a skill distribution

table for a given work center, document the rationale for its

development. Decide and include the use of the skill

distribution table in the application instructions for the work

center.

(1) Development of the Skill Distribution Table

(a) Determine the fixed manpower requirements

(i.e., requirements that do not change as the workload changes,

within the range of the staffing equation (e.g., Department

Head)).

(b) For each of the remaining specific skills,

determine the percentage of the work-hours (less the manpower

associated with fixed manpower requirements) associated with

that skill. Repeat this step for each skill.

prepared skill distribution table.

(2) Use of the Skill Distribution Table. When using a

skill distribution table in the report, include the following

instructions:

(a) Determine total monthly work-hours resulting

from the use of the staffing equation.

TABLE 3-3

STEPS FOR DETERMINING WORKLOAD BREAKPOINTS OF STAFFING STANDARD CURVE FORMS

Step Description

CURVE FORMS

Linear

Geometric

(log-log)

Ratio

(Hyperbola)

Parabolic

Non-linear

Write general

equation

Y =

a +bX

a + bX

a + bX + cX

a + bX

Solve equation for “X”

term

X =

Y − a













1 − bY

−b + b

− 4

(

a − Y

)





Y − a









EXAMPLE:

When Y = 10 authorized (i.e., 10.5 x 145.136 = 1523.928),

solve for the



1523.928



 





log x =

log(1523.928 / a)





1523.928 − a









corresponding values

of X for each Y

breakpoint value

within the staffing

standard range.

1523.928 − a

1523.928a

1 − 1523.928

−b + b

− 4

(

a − 1523.928

)

X =

3-38

3-39

STAFFING TABLE WORKSHEET PAGE 1 OF 2 BRANCH 612

RFC: ICS 04.001 BRANCH HEAD SIG:

TITLE: PROVIDE CONUS RELIGIOUS PROGRAM & CONSULTATIONS

COMPUTED LOWER EXTRAPOLATION LIMIT 149.44

LOWER LIMIT IF OTHER THAN COMPUTED

TYPE OF BREAKPOINTS: WH X WLF

BILLETS

(do not

count

skipped

lines)

BILLET/POSITION TITLE

(MAX 32 CHARACTERS)

DESIGNATOR/

GRADE/

RATE/

RATING

NOBC/

NEC/

AQD

IF WLF BREAKPOINTS: COEFF A

How many decimal places? 0 1 2 COEFF B

Model: LIN HYP LOG PARA NLIN COEFF C

COL 1 COL 2 COL 3 COL 4 COL 5 COL 6 COL 7

COMPLETE COL 1 THEN INDICATE

INCREMENTS AND JUMPS FOR THE

ONLY

REST

Supv Chaplain

4100/G

3740

Supv Chaplain

4100/H

3740

GEN Chaplain

4100/H

3701

GEN Chaplain

4100/I

3701

GEN Chaplain

4100/J

3701

Religious Program Specialist

RPC

Religious Program Specialist

RP1

Religious Program Specialist

RP2

Religious Program Specialist

RP3

Religious Program Specialist

RPSN

Clerk Typist

GS-322-5

TOTAL

Footnotes:

ENTER

BILLET

NUMBER

FOR:

Summary

Increment

+Jump

- Jump

Figure 3-3. Example of a Staffing Table Worksheet

3-40

STAFFING TABLE WORKSHEET (Continuation) PAGE 2 OF 2 BRANCH 612

RFC: ICS04.001

COLUMN NUMBER :

FOOTNOTES:

BILLET # →

TOTAL

ENTER INCREMEN T

BILLET + JUMP

NUMBER

FOR: - JUMP

Figure 3-3. Example of a Staffing Table Worksheet (Continued)

3-41

(b) Multiply each fixed manpower requirement by the

WAF and sum. (The report must indicate the availability factor

used.)

hours from the total monthly work-hours. (d) Multiply the

remaining work-hours by the percentage factor for each of the

skills listed on the skill distribution table to determine the

work-hours associated with each skill requirement.

(d) Multiply each fixed requirement by the work-

hour availability factor and sum. (The report must indicate the

availability factor used.)

(e) Divide each of the work-hour figures by the

WAF to determine the manpower requirements for each skill. At

this point, round to only one decimal point and total.

(f) If the decimal is .5 or over, round up to the

next whole manpower requirement; if less than .5, round down.

Sum and compare to the total obtained in paragraph (e) above.

(g) If the totals of paragraphs (e) and (f) are not

the same after rounding the sum of paragraph (e), adjust them so

they are equal by modifying the manpower requirement for the

skill with the largest percentage factor by plus or minus one

manpower requirement. Repeat this process, modifying the next

and subsequent largest percentage factor until the totals of

paragraphs (e) and (f) are the same. In no case should a

manpower requirement be reduced to zero by this procedure.

3. Back-up Requirements. Organize working papers and computer

listings, developed during the measurement and computation

phases, into a project file at the conclusion of the standards

development effort as part of the back-up documentation. Retain

as a minimum, the following back-up items:

a. Measured work-hours and WI/WLF/work unit count sheets for

each measurement site.

b. Spread sheets of measured work-hours and WLFs/work units

developed during analysis of input data, including explanation

of adjustments to input data.

c. Data arrays developed for determining qualitative

requirements.

d. Computer printouts of models selected and models tested.

3-42

WORK CENTER STAFFING

TABLE (PAGE 1

OF 1 PAGE(S)

12. STAFFING TABLE

WORK CENTER/RFC CODE:

OPERATE A NAVAL

TRNG

CENTER

DINING

FACILITY

(SUP04.014)

BILLET/

POSITION TITLE

DESIGNATOR/

GRADE

RATING/RATE

NOBC/

NEC/

AQD

BREAKPOINTS:

MANPOWER REQUIREMENTS

SKILL

% FACTOR

DISTRIBUTION

TABLE

FOOD SERVICE

3100/I

1130

1 FIXED

FOOD SERVICE

7520/N

1130

1 FIXED

COOK FOREMAN

WS-7404-12

1 FIXED

COOK FOREMAN

WS-7404-10

2 FIXED

COOK FOREMAN

WS-7404-09

.124

SUPPLY CLERK

GS-2005-05

.116

SUPPLY CLERK

GS-2005-04

.143

SUPPLY CLERK

GS-2005-03

.177

COOK LEADER

WL-7404-08

.212

COOK LEADER

WL-7404-06

.228

Figure 3-4. Example Of Skill Distribution Table

3-43

303. Peacetime MEMs

1. General. MEMs bridge the gap between functionally oriented

staffing standards or claimant prepared activity studies and

program oriented budget considerations. The bridging is done by

relating manpower requirements to program oriented independent

variables. It is a top-down approach which can cover several

work centers or groups of organizations, depending on the level

of aggregation desired. MEMs may be developed on the basis of

completed studies, existing staffing standards, data available

in TFMMS, data available in other systems/data bases, or data

collected specifically for the development of a MEM.

2. Considerations for Developing a MEM

a. The relation of staffing standard equations and

peacetime SMRs to MEMs is governed by the following

considerations:

(1) MEMs usually cover several work centers and include

multiple functions or subfunctions. They will normally be

developed at the highest practicable level, which might be at

the activity, mission area, or functional area levels or an

aggregation thereof. This determination will be influenced by

the level of aggregation desired or possible. Coverage by

staffing equations or SMRs is not a prerequisite to coverage by

a MEM. The MEM is used to determine the total manpower required

by the combined work centers/organizational components for the

programmed workload volume. MEMs can also be developed for

individual work centers/organizational components. However,

utility of such MEMs is limited since the PPBS and POM processes

do not operate with a primary focus on that level of detail.

(2) MEMs can become either the primary or secondary

method of determining manpower requirements. If staffing

standards or completed studies do not exist, then a MEM may be a

primary determinant of manpower requirements for a functional or

mission area by directly relating manpower requirements to one

or more program WIs. If staffing standards or completed studies

exist, the MEM is the secondary method of determining manpower

requirements.

(3) Staffing equations may be expressed solely in terms

of programmable WLFs. In this case, the equation may be

recomputed and expressed in terms of total manpower requirements

vice work-hours. The resultant model may then be used as a MEM.

3-44

(4) Program Estimating Factors (PEFs) are

program-oriented, independent variables used in an estimating

relationship to forecast manpower requirements for the FYDP or

for PPBS purposes. They are sometimes published in official

planning and programming documents. However, there may be

functions where no PEF exists. For these functions, the

manpower requirements determined by studies, when completed,

will be used to develop MEMs that could be used in predicting

manpower requirements. The manpower predictions can then be

used to determine manpower resource requirements in support of

the PPBS/POM processes.

b. The chief goal of a MEM is to produce a credible,

defensible link between standard-driven manpower requirements or

SMRs and the budget that will be as accurate as the methodology

permits, easy to build and use, and have broad user utility.

c. The following characteristics are worthy of consideration

in model development. It is desirable for any model to have

these characteristics:

(1) Theoretical Consistency. Since it is desirable to

keep MEMs as simple as possible, some theoretical consistency

must be sacrificed or remain untested (although it should not be

ignored). To the extent possible, linear manpower models based

on the fewest programmable variables are preferred. MEM

development will primarily rely on simple linear relationships.

In most cases this should not seriously impair the predictive

ability of a MEM since MEMs are designed to provide "roughly

right" results and quick turnaround estimates.

(2) Statistical Soundness. Good statistics is another

desirable quality of a model, particularly to the extent that

the statistics reflect the model's predictive ability. It is

important, however, to guard against correlation pushing. A

high correlation of determination (r

) is desirable in the sense

that it measures the dispersion from the estimated model line

(the sum of residuals). However, if the hypothesis is based on

prior knowledge and properly tested, a relatively low r

is not

bad. The r

tells only part of the story. The PRESS, t-values

test, confidence intervals, and other measures are also

important.

(3) Predictive Ability. It is important that the MEM be

a good predictor of manpower. A number of statistics serve to

gauge predictive ability (e.g., PRESS and confidence intervals).

However, no model can predict with 100% accuracy since the

3-45

future is uncertain. In addition, the following factors may

also impede predictive accuracy:

(a) Data Limitations. The most accurate data

source is desirable since it will generate a better predictor;

however, data availability, timeliness, and cost effectiveness

must also be considered. For example, if the most accurate data

source is not available in a timely manner, it may be necessary

to use a less accurate source.

(b) Cost Effectiveness. In addition to data costs,

maintenance costs may also be a limiting factor to a model's

usefulness. A less accurate model may be chosen over a more

accurate model if the more accurate model requires excessive

data collection and maintenance costs.

also limited when it is used for purposes for which it was not

designed. In most cases, MEMs are of limited usefulness when

estimating manpower requirements for a particular work center

because that is not the purpose for which the model was

designed. The "bottom line" for a MEM is its predictive

ability. It must also be understood, however, that the above

qualities are not mutually exclusive.

3. Steps in Developing a MEM. The following steps describe the

general procedures recommended for developing a credible MEM.

a. Step 1. Define the area under study. Identify the

potential universe and establish a relationship to study

functions, if possible. This step would entail reviewing

resources such as the RFCs listed in the TFMMS Coding Directory;

Staffing Standard Reports; completed studies; and revised PWSs

and TFMMS manpower authorizations. Obtain models developed by

other office/organizations, reviewed, and evaluated for possible

adaptation if available and economically feasible.

b. Step 2. Identify and establish contact with the resource

sponsor for preliminary liaison and the potential MEM user.

Procure the necessary documents identified in Step 1.

c. Step 3. Identify candidate WIs (e.g., PEFs/WLFs) as well

as sources of the desired data.

d. Step 4. Identify potential problem areas and determine

the economic feasibility of developing a model as it relates to

the universe.

3-46

(1) Area Under Coverage. Determine functions that

overlap with another area of coverage, commonality of functions

for the activities in the universe, and reasons for variations.

(2) Parameters. Determine whether parameters are

programmable. If parameters are programmable, verify their

accuracy. If parameters are not programmable, select

alternative variables.

(3) If it is determined that model development is not

economically feasible, document the reasons and discontinue the

study.

e. Step 5. Contact the Office of the Chief of Naval

Operations (OPNAV) program/resource sponsor, functional sponsor,

and/or manpower claimants to ascertain which WIs are currently

used in the PPBS and POM processes and determine whether they

meet the criteria for a historical time period for regression

analysis purposes. Verify the official source of the variables

for inclusion in the MEM Report. Since the selection of a

variable and data availability are necessarily dependent,

consider the following criteria:

(1) The ideal independent variable (WI) should be

programmable and should be a manpower "driver."

(2) The data source must be available now as well as in

the future, and must be timely.

(3) The most accurate data source should be chosen if it

meets the above criteria and is cost effective to collect.

f. Step 6. Collect the data on the possible independent

variables and the dependent variable (standard driven plus proxy

requirements). Identify the time period and potential problems

with the data. Note any problems with the data to aid in

regression analysis and for future reference.

g. Step 7. Perform regression analysis.

(1) Use the Shore Manpower Document-Statistical

(SHMD-STAT) software package.

(2) Enter the data.

(3) Run regressions and statistical tests.

3-47

(4) Analyze the results on the statistical printouts.

(5) Check the model's predictive ability.

(6) Identify problem areas.

(7) Select the best model.

h. Step 8. Prepare the MEM Report. The format for the MEM

Report may vary to take into consideration the unique

characteristics of each MEM, but the report will:

(1) Define the area under study.

(2) Specify the data sources and the applicable dates.

(3) Present the estimating equation along with the

relevant statistics. (At a minimum, include the coefficient of

determination, the coefficient of variation, and the standard

error of the estimate with t-values in parentheses.)

(4) Provide examples of the application of the model in

determining manpower requirements.

i. Step 9. Submit the MEM Report and statistical printouts

to NAVMAC for review and comments.

j. Step 10. Revise the model/MEM Report considering the

recommendations received. Adjudicate and refine the suggested

changes as required until the MEM is logically valid.

k. Step 11. NAVMAC will forward MEM Reports to Chief of

Naval Operations (CNO)(N12) for approval.

l. Step 12. Once approved, CNO (N12) will officially

promulgate to potential users.

4. Maintaining Valid MEMs. In order to ensure the MEM remains

a valid estimator of manpower requirements, solicit and receive

feedback from MEM users on problems encountered in the use of

the MEM and/or suggestions for improving the application of the

MEM.Review and update the MEM on an annual basis, or as

required.

5. Future MEM Efforts in Support of the Shore Manpower

Requirements Determination Program (SMRDP) Process. Wherever

3-48

possible, concentrate on developing MEMs based on specific

activity universes that have approved studies completed.

4-1

CHAPTER 4

GENERAL WORK MEASUREMENT AND METHODS STUDY TOOLS AND TECHNIQUES

400. General

1. Work Measurement. The primary work measurement techniques

used to obtain work-hour data for establishment of manpower

requirements baseline and/or development of staffing standards

are Op Audit and Work Sampling.

2. Methods Study. Methods study is concerned with the analysis

of methods and equipment used in job performance, design of an

optimum method, and standardization of proposed methods.

References such as Handbook of Industrial Engineering and

Industrial Engineering Handbook describe additional techniques

that are applicable for use in conducting manpower requirements

and/or staffing standards studies.

401. Study Considerations

1. General

a. Study Preparation. The analyst should perform several

preparatory tasks before beginning a work measurement and

methods study. These preliminary tasks will add to the

effectiveness of the study. Preparation is required to identify

the PWS, WIs, work units (as appropriate), and standard

practices/methodologies and to establish a production work count

system.

(1) Obtain Cooperation. Establish a good working

relationship with the individuals to be studied. Cooperation is

most easily obtained by conducting an orientation session

covering the following points.

(a) Purpose of the study.

(b) Procedures to be followed.

(d) Planned disposition of gathered data.

(e) Potential effect on those being studied

4-2

(2) Become familiar with the work situation.

(3) Inform those to be studied.

(4) Define Standard Practice. In some work situations,

a written standard practice contains pertinent information

describing, in some detail, the method used to produce the work

units under study. The future value of a standard is enhanced

tremendously if information exists showing how the work was

performed at the time the standard was developed.

(5) Conduct interviews. Appendix H provides a detailed

discussion on interviewing techniques.

(6) Establish a work count system.

b. Planning the Study

(1) Decide on the scope and level of the study, prepare

a timetable with approximate starting and finishing dates, and

determine proposed methods and techniques.

(2) Establish realistic deadlines that will minimize

interference with the regular work of the components being

studied.

(3) Make sure the analysis will neither overlap a recent

study nor follow another so closely it will conflict with the

successful installation of recommendations.

(4) Develop an atmosphere in which activity personnel

can express their ideas on organizational problems.

c. Data Gathering

(1) Some general principles to observe while gathering

study data are:

(a) Stay within the boundaries of the study and the

time allotted.

(b) Follow the plan of approach closely but be

flexible as to how, when, and where the facts are gathered.

few facts.

4-3

(d) Organize working papers systematically. This

will prevent important items from becoming buried and overlooked

during the analysis phase.

(2) If some tasks found during the data gathering phase

are not included in the common PWS and task definitions, they

will be measured and recorded separately on all required forms.

(Applies if multiple-activity staffing standards are being

developed from study results.)

2. Total Force Manpower Management

a. Manpower Resourcing

(1) Contractor Manpower. Contract labor work-hours may

be substituted for other forms of manpower if such a

substitution is cost effective and considered to be in the best

interest of the Navy, and if the manpower requirements are not

needed to support military essentiality (see TFMMS Coding

Directory).

(2) TAD Personnel

(a) Some aircraft squadrons are provided TAD assets

to supplement the allowance of the ship or shore activity where

the squadron is assigned. Identification of manpower

requirements within Squadron Manpower Documents (SQMDs) varies

with the category of squadron. For shore-based deployable

squadrons, TAD billets labeled as “Integrated Services” and

"Aircraft Intermediate Maintenance Deparment (AIMD)” are

included under the squadron’s UIC. Carrier-deployable squadrons

receive Integrated Services manpower requirements based solely

on shipboard manpower requirements. Supporting AIMD manpower

requirements are filled by personnel assigned to Sea Operational

Detachment (SEAOPDET) components at the squadron’s home port

naval air station. Detachment deployable squadrons are not

normally provided with TAD billets. For non-deploying aircraft

squadrons permanently based ashore, comparable TAD manpower

requirements may be assigned to a separate aircraft operational

detachment UIC as a component of the supporting naval air

station. In computing manpower requirements for a naval air

station or any other activity using squadron TAD resources, use

the following procedures:

1. If an SQMD has been developed, use it to

determine the number of manpower requirements available.

4-4

2. If no SQMD exists, use the current

authorization for TAD manpower requirements or the authorization

for the operational detachments to determine the number of

manpower requirements available.

3. Subtract the average number of TAD

manpower requirements available from the total manpower

requirements for the appropriate component. Compute the average

number of TAD manpower requirements using the following

procedures:

a. Activities with aircraft operational

detachments assigned, count 100% of manpower requirements as

available.

b. Activities with shore-based deployable

and carrier deployable squadrons assigned, count 33% of the

assigned squadrons at home.

c. Activities that host visiting

squadrons, count the historical assigned TAD for the past year.

(b) Some activities receive support from TAD

personnel assigned to other activities (excluding squadrons).

In this case, determine what portion of the workload of the

functions in which TAD personnel are used should be accomplished

by permanent duty station personnel and what portion should be

accomplished by TAD personnel. In making this determination,

assign the following categories of work to permanent duty

personnel. The remainder of the work could be accomplished by

TAD personnel.

operations.

supervision.

1. All productive workload in support of base

2. All supervision, other than working

3. Working supervision and productive

workload requiring a skill which would not be provided by TAD

personnel.

4. Workload associated with providing

training and adequate continuity of operations.

5. Facilities maintenance workload, other

than that which results directly from the presence of the

4-5

activities providing the TAD personnel.

sufficient manpower requirements on the AMDs of the activities

providing the TAD personnel to cover the workload assigned to

them.

(3) Temporary/Transient Personnel. Under certain

circumstance, valid workload may be accomplished by temporary or

transient personnel. Maximum use of these personnel should be

made within the guidelines of pipeline management.

b. Deprived Ratings and NECs. Ratings and NECs in paygrades

E-5 through E-9 requiring additional shore manpower requirements

to meet sea/shore rotation goals are designated as deprived

ratings or NECs. Retention of shore duty manpower requirements

for deprived ratings and NECs takes precedence over the

substitution of other forms of manpower.

c. General/Administrative Manpower Requirements.

General/administrative manpower requirements are paygrades E-5

through E-9 of a general military nature that require a

qualitative rate level rather than a technical skill. Consider

recommendations for establishment or adjustment of general/

administrative manpower requirements when developing the

activity’s manpower requirements baseline.

d. Civilian Position Classification. Civilian positions

within the Navy are subject to the Classification Act unless

specifically exempted. Civilian Personnel Instruction (CPI) 511

contains a complete list of exempted positions. Craftsmen and

labor-type positions (blue-collar workers) are exempt from the

Classification Act, they are covered by the Federal Wage System

(PL 92-392).

402. Classification of Organizational Component Tasks

1. Task Analysis. When analyzing work center tasking, first

determine if the work is required by a higher echelon directive.

When a tasking directive exists, further analysis is then needed

to determine if work tasked to the work center is or is not

mission essential to the work center. Classify work-hours

expended on tasks identified as mission essential productive.

Classify non-essential tasks as nonavailable, not allowed, or

assumed, depending on tasking language contained in pertinent

higher echelon directives.

4-6

2. Proper Accountability of Tasks. Certain tasks may be

confusing or difficult to classify. Some common areas of

confusion are:

a. Intra-related Tasks

(1) Telephone calls are usually made in conjunction with

doing another task; therefore, include time for telephone calls

with the respective task.

(2) Work-oriented discussions are required between

supervisors and workers. Include this discussion time with the

respective task time.

(3) If travel between work centers or from the work

center to the job site, or TAD travel with the purpose of doing

official mission-oriented direct work is required to do a

specific task, establish a subtask under the task for travel.

If the travel is required to do two or more tasks in the same

direct category, establish a separate task in the category for

travel. If the travel is required to do tasks in two or more

categories, establish a separate category for travel. (Ensure

credit for travel is not double counted in the tasks or

categories identified.)

(4) Include work-hours expended obtaining, documenting,

or returning replacement parts or supplies in the respective

direct task time.

(5) Establish a "management" category to contain those

tasks necessary to support the subordinate work centers when two

or more subordinate work centers are being managed. Management

or overhead work centers can have both "management" and

"supervision" categories. The "management" category will reflect

tasks to support personnel in subordinate work centers while the

"supervision" category will reflect tasks to support people

inside the work center. Direct management tasks should be

written clearly and not duplicate work described in other

category descriptions. When using work sampling, measure the

management and supervision categories using a two step system.

Combine them into one category for work sampling to provide the

time expended in the categories. Both categories should then be

operationally audited to determine the percentage of time spent

in each of the tasks. By applying this percentage to the work

sampling results, an accurate figure for both categories can be

obtained. When employing the Op Audit measurement method, the

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PWS will be written to clearly define the specific tasks

involved.

b. Training

(1) When personnel who are formally designated as

apprentices or trainees are accomplishing direct tasks while

receiving on-the-job training (OJT), associated work-hours

should be credited to the direct task done. Work-hours expended

on tasks performed by personnel receiving in-house proficiency

training or qualification training in a classroom environment in

lieu of numerous individual OJT sessions on one subject should

be credited to an OJT productive indirect task. If the worker

is "learning while producing", record his time in the

appropriate productive category, whether it be direct or

indirect, and not as OJT. On-the-job study of career

development course materials, unless the course materials are

being used as a reference for one of the aforementioned

conditions of OJT, is considered non-productive, avoidable delay

(idle).

(2) Job related TAD training is categorized in the PWS

as such, and credited to the organizational component (using an

Op Audit). Travel time associated with such training is

included in the allowed work-hours for travel. Enroute TAD

training is not credited to the work center.

(3) Time expended by a supervisor in providing OJT is

also productive, but should be classified under the category of

supervision, not OJT.

(4) General military training is included in

nonavailable time.

3. Nonavailable Time

a. Some non-mission-related tasks that make people

unavailable for assigned primary tasks are directed, approved,

or recognized by Navy. These tasks impact on all activities.

Associated work-hours are subtracted from assigned time to

produce the available workweek.

b. The major groupings of nonavailable time for Navy

military and civilian personnel are leave, holidays, training,

and service diversions/special absences. Nonavailable time is

not measured during an Op Audit because associated work-hours

have been accounted for in the establishment of Navy standard

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workweeks. Work sampling accounts for all work-hours including

nonavailable time; however, the resulting nonavailable

work-hours are not used in the work-hour equation, nor are

nonavailable categories included in the PWS.

4. Collateral Duties

a. General. Determining whether work identified as

“collateral duty” should be included as authorized workload and

therefore measured/studied during work measurement or staffing

standards development is an area of concern to study personnel

because of the lack of precision in the term. The OPNAVINST

1000.16 series defines collateral duty as duty assigned to

individuals by the Commander, Commanding Officer, or Officer-in-

Charge and is in addition to the individual’s primary duty.

These duties are normally performed at the individual’s

permanent duty station. Almost every work center or

organizational component has additional or collateral duties

assigned by higher authority. These duties are assigned to

achieve a wide variety of goals benefiting the command or

uniform service as a whole, but do not necessarily directly

support a work center or organizational component’s primary

mission.Collateral duties may in fact have little or no

relationship to the mission of the work center or organizational

component to which the tasked individual is assigned.

b. Under standard Navy manpower measurement methodology,

collateral duties are classified as either productive or

nonproductive. For purposes of workload measurement, these

terms are defined as:

(1) Productive. Duties that are useful and essential to

the command’s mission and directly support the work center or

organizational mission. The work hours expended performing

these collateral duties are considered productive and should be

measured and captured. Examples are: Automated Data Processing

(ADP) Security Officer, Drug & Alcohol Program Advisor, Safety

Officer, and Command Fitness Coordinator.

(2) Nonproductive. Duties that are not functionally

related to a work center and, therefore, the SORM does not

identify a specific work center or function to perform the work.

While this work benefits the command, it does NOT directly

support the work center or the organizational mission and

therefore these work hours SHOULD NOT BE measured or captured.

Nonproductive collateral duties are those associated with

activities such as being a member of a Board or Committee. The

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work hours expended on these duties have already been captured

and incorporated in the Navy Standard Workweek under diversion.

Examples are: Mess Audit Board Member, Planning Board for

Training Member, Welfare & Recreation Committee Member, Safety

Committee Member, and Special Courts-Martial Panel Member.

c. Capturing work hours. Work hours identified to support

collateral duties established in OPNAVINST 3120.32 series or

other directives published by higher authority shall be captured

as productive work hours and used in the manpower requirements

determination process as follows:

(1) Where the directive identifies a specific function

or work center to perform the duty:

(a) Include the required tasks in the work center

description and credit productive work hours accordingly.

(b) In some instances, the directive will specify a

certain work center (e.g., personnel, administrative, training,

etc.) to perform the collateral duty; however, there may be

individuals’ in other work centers performing some of the duties

associated with the collateral duty. The directive does not

identify these other work centers.When this dual tasking

exists, measure and credit the work performed in the specified

(primary) work center and count it as productive time for that

specified (primary) work center. Do not credit the work hours

expended by other work centers performing some of the associated

duties. These work hours are included in the nonavailable work

hour portion of assigned time (covered by the diversion

allowance included in the Navy standard workweek.

(2) Some collateral duties, although productive, are not

functionally related and therefore, OPNAVINST 3120.32 series

does not identify a specific work center or function to perform

the work. Although this work is performed in a specific work

center, it is not essential to the accomplishment of that work

center’s mission, however, this productive workload must be

identified and captured somewhere in the organization. Under

these circumstances, capture these work hours as follows:

(a) Identify work hours expended and categorize it

as nonavailable or nonproductive for the work center.

(b) Identify these productive work hours and

combine them with other like work hours. Organizationally place

these hours somewhere within the command (e.g., admin, staff,

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etc.). NOTE: these hours are not intended to increase the

manpower requirements within the work center credited with

performing the work hours. They are captured to ensure the

analyst identifies the work hours expended for productive

collateral duties unassigned to a specific work center.

d. The OPNAVINST 1000.16 series provides the policies

concerning collateral duties.

403. Application of Performance Rating and Allowances

1. Performance Rating

a. Measured productive time should be leveled (i.e., a

leveling factor applied) whenever possible. In work sampling

and Group Timing Technique (GTT), leveling is limited by the

observed task. In an Op Audit, the use of leveling is further

limited to one technique -- the Good Operator (actual timing)

technique. Time values obtained with the Directed Requirement,

Historical Experience, or Best Judgment techniques are not

leveled. Some productive tasks for which rating is impractical

will be encountered in nearly every work center/organizational

component. If this is true of an entire productive category, do

not apply the leveling factor.

b. The performance rating (leveling) method prescribed for

manpower requirements studies is pace rating. This method is

explained briefly in Appendix I. Appendix I also contains an

explanation of how to compute an average leveling factor.

c. The number of performance ratings required varies with

the work measurement method being used.

cycle.

(1) Good Operator Op Audit Technique. Rate each time

(2) Work Sampling/GTT. Rate each worker at least four

times per day. If the sampling schedule exceeds an average of

four observations per hour, it is desirable that at least one

performance rating be made for every four samples obtained.

d. Schedule pace rating training sessions for those analysts

that will employ the method before measurement is to begin.

2. Allowances

a. Work center/organizational component time values include

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appropriate allowances for personal, fatigue (rest), and

unavoidable delay (PF&D). Total allowed time is leveled time

plus PF&D allowances. If leveling is neither required nor

feasible, allowed time is actual productive time plus necessary

PF&D allowances, as appropriate. A recommended PF&D allowance

factor (AF) of 1.15 (13%) for white collar workers and 1.17

(14.5%) for blue collar workers is considered realistic for most

work centers. PF&D allowances used during work measurement may

vary based on operations within the work center, working

environment, or other conditions affecting the work situation.

Under these circumstances, a PF&D AF other than that recommended

may be appropriate. Compute the AF for PF&D with the equation:

AF = 100% , where percentages are expressed

100% - PF&D% in terms of the total workday.

Example of an AF Computation

White Collar AF = 100% =

100 %

1.15

100% - 13%

87%

Blue Collar AF = 100%

100%

1.17

100% - 14.5%

85.5%

b. Selective application of allowances is provided for each

measurement method used in manpower requirements baseline

development. The degree of selectivity ranges from the element

level of Op Audits to the category level in work sampling

studies. As a general rule, PF&D allowances are added when the

productive time value has been derived in a manner that

definitely limits that value to purely productive time.

Specific rules for applying allowances vary with the measurement

method or technique and with the particular category or task

involved. Rules for application, by method are:

(1) Work Sampling/GTT. Apply allowances to all

appropriate productive categories. Some categories, because of

the work involved, may be given a higher or lower AF than other

productive categories in the same study. When this occurs,

document an explanation of special allowances, indicating the AF

used and reason for factor deviation for affected categories.

(2) Op Audit. Allowances are not applied to work-hours

developed as directed manpower requirements. If the Good

Operator (actual timing) technique is used, allowances are

applied to observed time values. Application of allowances to

time values developed with the Best Judgment technique is

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appropriate only when time estimates are developed on the basis

of detailed task/subtask or element analysis, with each task

time being estimated and weighted to develop the standard time.

Historical Experience time values are usually the result of

work-hour accounting systems that either do not separate

personal and rest time from productive time, or make accurate

and confident identification of such values impossible.

Therefore, the time values derived are considered to include

personal and rest time, and no allowances are added.

c. The applied PF&D AF should be fully documented in the

measurement back-up data. The DOD Manual 5010.15-1-M

(Standardization of Work Measurements) provides information on

the development of PF&D AFs.

404. Minimum Manpower Requirements and Standby Determination

1. Need For Minimum Manning and Standby. There are situations

where measured work-hours, based on low workload volumes, may

not provide the manpower required to support the work center/

organizational component's minimum staffing manpower

requirements as driven by level of service and/or shift tasking.

Management decisions often generate minimum manpower levels that

drive standby time. Standby time should be documented when the

dictated manpower requirement exceeds that required for the

actual productive effort (i.e., productive work-hours that would

result if all of the productive tasks were timed). Standby time

that is mission essential is allowed in manpower studies;

however, to merely explain the computations used to derive

standby time is not sufficient. Since standby time is

nonproductive and costly, all standby time included in manpower

requirements determination studies and staffing standards should

be justified. Management decisions leading to minimum manpower

requirements and associated standby time should be validated.

2. Contributing Factors. Numerous factors contribute to

establishing minimum manpower requirements. Some of these

factors, often a result of management decisions, are: mission

requirements, performance standards, machine design, facility

limitations, hours of operation, shift size and necessity, crew

size, post-manpower requirements, safety, and security. In

certain situations, the manpower requirement is dictated by the

necessity for one or more people to be present in the work area,

although these personnel may not be continuously productive.

For example, the identification-checker station in a commissary

sales store must be manned during all open store hours, whether

or not any customers are passing the check point. Certain base

4-13

utilities, such as small power production facilities or water

plants, might require continuous surveillance to ensure

uninterrupted service. Standby time can occur at any workload

volume. Some work areas require standby time to maintain the

capability to provide a given level of service other than that

associated with establishing minimum staffing. Some examples

are one hour turn-around-time for scheduled aircraft, ten minute

response time for on-station taxi requests, and 30-minute

response time to fill requests for parts. Determining the

amount of standby time to be included in the total work-hour

requirement involves analysis of many factors (e.g., acceptable

customer waiting times, acceptable backlog level, work arrival

rates and distribution, transferability of direct and indirect

work, etc.). In these situations, required standby time is the

difference between the allowed time associated with productive

work (productive time plus PF&D) and allowed time required to

satisfy a level of service constraints.

3. Evaluating Minimum Manpower Requirements

a. In some cases, minimum manpower requirements can be

identified without a detailed measurement study. Required

manpower may be determined by use of a Minimum Manpower Factor

(MMF) in situations such as the continuous watchstanders (post

manning) requirement. In other cases, a detailed study may be

required to identify or verify the existence of a minimum

manpower situation and/or to quantify actual standby time

required.

b. Minimum manpower requirements can be identified by work

measurement techniques as they are used to measure normal

productive workload if the levels of service are properly

defined before measurement. In many cases, standby time can be

reduced by transferring productive work to replace measured

standby work-hours. Shift Profile Analysis is an effective way

to identify and minimize standby time by leveling workloads to

economize on nonproductive standby periods.

c. Carefully check the requirement for minimum manpower.

Question the basic need. Offer alternatives and clearly define

the cost of such service. Study documentation must contain

rationale to justify minimum manpower requirements. After

confirmation of minimum manpower requirements, quantifying

standby time is generally straightforward. Standby time can

often be reduced or minimized through improved shift scheduling,

reorganization, planning, and workload control techniques. The

analyst must be prepared to show the manager how to meet the

4-14

required performance standards with minimum standby time. When

standby time is minimized, the total manpower requirement is

also minimized.

4. MMF Method

a. The MMF method uses predetermined manpower factors to

compute manpower requirements for "post manning" type situations

(e.g., continuous watchstanders). Component manpower

requirements in these situations are usually supported totally

by the minimum manpower requirement. The MMF method determines

a component's quantitative manpower requirements with results in

whole manpower requirements, without detailed work study.

b. Compute the factor by dividing the work-hours for

position coverage by the appropriate the WAF. The WAF may have

to be adjusted to allow for additional work-hours associated

with position coverage. These additional work-hours fall into

two categories.

(1) Category 1: Work-hours required for tasks that must

be performed either before or after the position coverage

starts. In the case of security guard posts, for example, the

security personnel must obtain a weapon and ammunition from the

armory and attend guard mount before assuming the post.

Likewise, at the end of the shift, security personnel must turn

in the weapon and ammunition to the armory. The time associated

with these tasks is in addition to the time required for

position (post) duty.

(2) Category 2: Recurring training time needed to keep

an individual qualified to fill the position. This is training

that cannot be received while the individual is actually on

position duty. An example of this type of training is

proficiency or refresher training required of all security

personnel such as weapons training. Before developing a special

allowance, make sure such training has not already been credited

in the WAF.

c. When additional allowances are given for these two types

of position-related work-hours, derive the work-hours used in

computing the allowances from work measurement.

d. To compute required manpower, divide the position

coverage in work-hours by the WAF. For example, a position

requiring coverage 7 days a week, 24 hours a day by one

individual generates a requirement for 730.464 available monthly

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work-hours. If the work force is in CONUS and on a 5-day,

40-hour workweek, the manpower requirement is 5.033

(730.464/145.136). However, if the work force is military on a

6-day, 56-hour workweek, the manpower requirement is 3.00

(730.464/243.488). These numbers, 5.033 and 3.00, are MMF.

Standby time is normally an inherent part of positions based on

MMF application, such as security personnel assigned to a base

access gate and fire fighters.

e. Use the following equation to compute MMFs:

MMF = (Days/WK)(HRs/Day)(4.348 WKs/MO)(DRF*) (Crew Size)

WAF

*The Directed Requirement Factor (DRF) is a constant work-hour

requirement directed by higher headquarters policy in addition

to duties for a minimum manpower situation. For example, if

each person must receive 2.50 hours per month of proficiency or

refresher training, and training cannot be received while on the

job, then compute the DRF as follows:

DRF = 1 + [(T/(WAF - T)]

where WAF = work-hour availability factor, and

T = required training hours

If T = 2.5 and WAF = 145.136, then,

DRF = 1 + [2.5/(145.136 - 2.5)] = 1.018

The DRF is equal to 1.00 unless otherwise stated. In this case,

the MMF value is the same as the post manning factor value.

f. Certain functions such as base security require

adjustments to these procedures. In this case compute an MMF

for each position, sum the MMFs, and refer to the fractional

manpower cutoff values for the whole manpower requirement. For

example, a small naval station has 3 gates. Main gate duties

require two security personnel, 24 hours a day, 7 days a week.

East gate duties require one security person, 8 hours a day, 5

days a week. West gate duties require one security person, 4

hours a day (all in one shift), 5 days a week. The east and

west gates are closed for holidays (10 days a year). The base

security work center having the mission of providing manpower

for these gates is on a 5-day, 40-hour workweek.

Position-coverage associated tasks require 0.669 hours per shift

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and recurring training that cannot be performed while at the

positions requires 5.40 hours per month per person. The total

manpower requirement for these three gates is as follows:

(1) Calculate the DRF for training:

DRF = 1 + [T/(WAF - T)] = 1 + [5.40/(WAF - 5.40)]

Since the WAF for a CONUS 5-day, 40-hour workweek is

145.136, DRF = 1 + [5.40/(145.136 - 5.40)] = 1.0386

Apply this factor to the total work-hour requirements it takes

to fill the post, that is, to both the basic position coverage

and the position-coverage associated tasks. Since the main gate

has three shifts, the total daily work-hours for

position-coverage associated tasks is 3(0.669) = 2.007. Adding

this result to the 24 work-hours of position coverage per day

equals 26.007. This result (26.007) is the entry for the

hours/day item in the MMF formula for the main gate:

MMF = (Days/WK)(HRs/Day)(4.348 WKs/Mo)(DRF) (Crew Size)

WAF

MMF = (7)(26.007)(4.348)(1.0386) (2) = 11.329

145.136

(2) East gate duties require one security person, 8

hours a day, 5 days a week. Only one shift is involved, so the

total entry for the hours/day item in the MMF formula is 8 +

0.669 = 8.669.But there is another problem. This position is

not filled during holidays (10 days a year), and the conversion

factor (4.348 weeks/month) will add unneeded work-hours to the

position coverage because it includes holidays. Therefore,

replace the 4.348 conversion factor with a new one that does not

include the 10 holidays, as follows:

365.25 days/year (YR) - 10 days/YR = 355.25 days/YR

355.25 days/YR x 1 YR/12 MOs x 1 WK/7 days = 4.229 WKs/MO

Now the MMF formula for the east gate is:

MMF = (Days/WK)(HRs/Day)(4.229 WKs/MO)(DRF) (Crew Size)

WAF

MMF = (5)(8.669)(4.229)(1.0386) (1) = 1.312

145.136

4-17

(3) West gate duties require one person, 4 hours a day,

5 days per week. The gate is closed on holidays. Although 4

hours is not a complete shift, 0.669 hours are still associated

with the shift because the same tasks would apply to a partial

shift as to a whole shift. The entry for the hours per day item

in the MMF formula is 4.669, and MMF is calculated as follows:

MMF = (days/WK)(HRs/Day)(4.229 WKs/MO)(DRF) (Crew Size)

WAF

MMF = (5)(4.669)(4.229)(1.0386) (1) = 0.706

145.136

(4) To find total manpower required, add the three MMFs:

11.329 + 1.312 + 0.706 = 13.347. According to the fractional

manpower cutoff value, 13.347 rounds to 13 manpower

requirements.

g. When determining MMFs for multiple posts of identical

make-up in hours of operation, crew size, DRF, etc.; compute the

MMF for a single post and multiply the result by the number of

posts authorized for the function under study.

5. Standby Determination with Work-hour Collection Methods

a. Study Design

(1) A well-designed study accurately identifies minimum

manpower requirements and true standby time. Necessary standby

work-hours cannot be identified during the staffing standards or

manpower study development processes when they are grouped in

with other nonproductive time and when the minimum manpower

requirements have not been accurately documented.

(2) When the possibility of standby time exists, clearly

define the method of determination. Normal data collection and

work measurement procedures can be used to identify standby;

however, some innovation is required with these methods. Do not

simply state queuing or shift profile analysis will be used to

quantify standby time; tell how to use these techniques.

Standby time computed according to procedures of this section

may be included as input to manpower study work-hours or to

regression analysis when developing a staffing standard

work-hour equation. If standby time does not exist at all

locations of multiple-location standards studies, develop an

additive standard for applicable locations.

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b. Data Collection and Analysis Procedures. When work

sampling or queuing is used and standby time exists, use the

Work-hour Shift Profile Analysis to aid in minimizing standby

time. Use of work-hour shift profile charts can aid in defining

the minimum essential manpower levels by leveling workloads to

economize on nonproductive standby periods and identifying

minimum standby time based on the accepted level of service.

(1) Op Audit

(a) When an Op Audit is used as the primary work

measurement method, include sufficient rationale in the study

report to support the minimum manpower requirement. If the

minimum manpower requirement represents the total work-hour

universe, then it is not necessary to measure standby time.

Justify and compute the minimum manpower requirement on the

Minimum Manpower Computation Sheet.

(b) When the total work-hour universe is greater

than the minimum manpower requirement, minimize and fully

explain all standby allowed in the study. Developing a

work-hour shift profile chart from Op Audit measurements may be

difficult because task times are not associated with each hour

of the duty day. Therefore, consider using short-cycle work

sampling to collect work-hours for a work-hour shift profile

chart. Use the work sampling as backup for the Op Audit

work-hours.

(2) Queuing. Queuing analysis provides a means of

determining manpower requirements necessary to accommodate

various levels of service. After an acceptable level of service

has been determined (e.g., the number of taxi drivers required

to provide a 4-minute response time) the percentage of server

time in productive work may be determined with the queuing

utilization factor. Queuing also shows when servers are not

busy, including standby time. Queuing data does not directly

identify allowed standby time. If queuing is used, design the

study to collect queuing data on standby time.

(3) Work Sampling

(a) Standby time can be identified during work

sampling observation rounds when minimum manpower requirements

are previously defined. For example, suppose a finance office

requires that customers with pay inquiries be waited on within

30 minutes of customer arrival. It has been predetermined that

two finance clerks are necessary to provide this level of

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service at the finance counter between 0900 and 1500. When the

analyst knows this information before the study begins,

provisions can be made to isolate and identify the required

standby time. On each observation round, the analyst records

each worker in the respective category. The analyst may enter a

maximum of two standby tallies during each observation round,

but this would occur only if both service clerks were awaiting

customers.

(b) Standby time thus collected represents the

result of the minimum manpower requirement. Standby time

derived in this manner can be used to show management the

manpower cost of providing this level of service. Analysis of

work sampling observation sheets and waiting time data (e.g.,

the time finance customers actually wait for service) may reveal

that the specified level of service has been exceeded or that

the second server is needed only during peak periods, such as

pay days.

represents adjusted or derived standby time required to support

a predetermined level of service. However, if the level of

service is not clearly defined, it is impossible to identify

whether the worker should be sampled as idle or standby. When

this is the case, conduct a Work-hour Shift Profile Analysis to

determine required standby time. Show the standby time derived

through this procedure on the Work Sampling Computation Sheet.

Do not level or apply allowances to this time. Standby time may

be used to reduce PF&D for other productive category work-hours.

6. Minimum Manpower Requirements Documentation

a. The Minimum Manpower Computation Sheet (Figure 4-1) is

used to compute and document minimum manpower requirements and

to provide an audit trail for inclusion of required minimum

manning and standby work-hours on the Work-Hour Requirements

Consolidation Sheet (Appendix F). No standard format would

satisfy every possible minimum manpower computation. Any form

used to compute minimum manpower requirements and standby

work-hours should be supplemented with additional documentation

as necessary to explain the development rationale.

b. When component manpower is supported totally by minimum

manpower requirements, use the Minimum Manpower Computation

Sheet to establish and document quantitative manpower

(work-hour) requirements and determine qualitative requirements

for the component by use of the Manpower Distribution Chart

4-20

(Appendix F). In these situations, the Work-Hour Requirements

Consolidation Sheet is not necessary.

c. When the minimum manpower computation is not the sole

measurement method for the organizational component, compute

minimum required work-hours on the Minimum Manpower Computation

Sheet, and enter the work-hour requirements on the Work-hour

Requirements Computation Sheet, under the "Other" monthly

allowed time column.

405. Instructions For Completing The Minimum Manpower

Computation Sheet (Figure 4-1)

1. The Minimum Manpower Computation Sheet is provided to assist

in computing minimum manpower requirements and standby

work-hours. Complete the header information including the

specific organizational component. Section I, Minimum Manpower

Factor Computation, is designed to develop and use an MMF in

establishing minimum manpower requirements. This method is

normally used in situations where requirements within a

component are supported totally by "post manning" type minimum

manpower requirements.

2. Section I - Minimum Manpower Factor Computation

a. (Columns A - I). Enter specified data and compute the

MMF. If more than one MMF is to be computed to cover minimum

manpower situations within the component, use a separate line to

show calculations for each and sum in the MMF column.

b. Round the resulting MMF total to whole manpower

requirements based on fractional manpower cutoff values, and

enter the "whole body" minimum manpower requirement. If the

resultant requirements constitute the total component manpower

requirement, reflect qualitative requirements on a Manpower

Distribution Chart. If minimum manpower positions do not

constitute the total component manpower requirement, accomplish

actions in (3) and (4) below.

c. Enter the WAF, based on the activity's existing standard

Navy productive workweek. (Normally 145.136 monthly work-hours

for Navy activities ashore during peacetime.)

4-21

MINIMUM MANPOWER COMPUTATION SHEET DATE: 10/16/96 PAGE 1 OF 1

ORG. COMPONENT: PHYSICAL SECURITY OPERATIONS ANALYST: H. ROCKOE

UIC: XXX1X

ACTIVITY: WETLANDS NAVAL STATION

SECTION I. MINIMUM MANPOWER FACTOR COMPUTATION

DAYS

PER

WEEK

(A)

HOURS

PER

DAY

(B)

WEEKS

PER

MONTH

(C)

DIRECTED

REQUIRE-

MENT

FACTOR

(DRF)

(D)

MONTHLY

REQUIRED

WORK-HOURS

(A X B

X C X D)

(E)

WORK-HOUR

AVAIL-

ABILITY

FACTOR

(WAF)

(F)

WORK-

MONTHS

----

(G)

CREW

SIZE

(H)

MINIMUM

MANPOWER

FACTOR

(MMF)

(G X H)

(I)

26.007

4.348

1.0386

822.103

145.136

5.6644

11.329

8.669

4.229

↓

190.382

↓

1.3117

1.312

4.669

4.229

↓

102.537

↓

.7065

.706

16.000

4.348

1.0000

486.976

↓

3.3553

3.355

NOTES: [For use in computing “Post manning”

minimum manning rqmts.]

MINIMUM MANPOWER FACTOR TOTAL 16.702

MINIMUM MANPOWER REQUIREMENT

WORK-HOUR AVAILABILITY FACTOR

145.136

MINIMUM REQUIRED WORK-HOURS

2467

SECTION II. MINIMUM MANPOWER / STANDBY COMPUTATION

SHIFT PERIOD/NO.

HOURS

(J)

NUMBER

PERSONS

REQUIRED

(K)

WORK-

HOURS

PER

SHIFT

(L)

DAYS

PER

MONTH

(M)

MINIMUM

MONTHLY

WORK-

HOURS

(LxM)

(N)

PRODUCTIVE

WORK-HOURS

AVAILABLE

(MEASURED)

(O)

STANDBY

WORK-HOURS

REQUIRED

(N-O)

(P)

0800-1600/8

30.438

487

839

0800-1600/8

20.908

335

317

NOTES: For use in netting minimum manning rqmts and measured

TOTAL

productive work-hours. Reflect Column P standby

work-hours in Column G “other” of the Work-hour rqmts Consolidation

Sheet and in the appropriate skill/skill grouping column on the

Manpower Distribution Chart

Figure 4-1. Example Of Minimum Manpower Computation Sheet

4-22

d. Multiply the "whole body" minimum manpower requirement

by the WAF and round to whole work-hours to establish minimum

required monthly work-hours. Reflect these required work-hours

in Column G, "Other" of the Work-Hour Requirements Consolidation

Sheet and in a separate skill/skill grouping column on the

Manpower Distribution Chart. Identify minimum manpower

requirements not associated with a measured category by a

category title such as "minimum manpower positions."

3. Section II - Minimum Manpower/Standby Computation

a. Section II, Minimum Manpower/Standby Computation, is

provided to compute derived standby time when standby work-hours

were not determined as part of the measurement of productive

allowed time and there is an overlap between productive

work-hours and minimum manpower requirements needed to achieve a

specified level of service, mission requirement, shift posture,

etc.

b. Make a separate line entry for each minimum manpower

situation, e.g., two people required from 0800-1600, 7 days per

week. If a third person is required on this same shift for only

5 days per week, a separate line entry is used to reflect that

portion of the manpower requirement as a separate situation.

c. Column J, Shift Hours. Indicate shift period/number of

hours.

d. Column K, Number Persons Required. Indicate number of

personnel required on the shift.

e. Column L, Work-hours Per Shift. Multiply the number of

hours in the shift by the number of personnel required to

compute work-hours per shift.

f. Column M, Days Per Month. Indicate days per month.

g. Column N, Minimum Monthly Work-hours. Multiply

work-hours per shift (Column L) by days per month (Column M) to

compute minimum monthly work-hours. Reflect this figure in

whole work-hours.

h. Column O, Productive Work-hours Available (Measured).

Document what category of work is to be accomplished by what

skills during minimum manpower shift hours. Determine and enter

amount of allowed time from the Work-Hour Requirements

Consolidation Sheet that can reasonably be accomplished during

4-23

indicated minimum manpower shift hours. When minimum manpower

is based strictly on providing "open door" coverage, enter total

allowed time generated by the appropriate shift.

i. Column P, Standby Work-hours Required. Compare

productive allowed work-hours available (Column O) with minimum

work-hour requirement (Column N) and establish the net

difference between the two values. The amount by which minimum

manning requirements exceed available productive allowed

work-hours is derived standby time. Reflect Column P required

standby work-hours in Column G, "Other" of the appropriate

category lines on the Work-Hour Requirements Consolidation Sheet

and in the appropriate skill/ skill grouping column on the

Manpower Distribution Chart.

5-1

CHAPTER 5

OPERATIONAL (Op) AUDIT

500. General

1. Op Audit is a work measurement tool in where work-hours

required to accomplish defined categories, tasks, and subtasks

of work within a work center/organizational component are

derived by identification and summation of frequencies of

occurrence multiplied by their unit times. Discussion of

general interview techniques to augment Op Audit skills may be

found in Appendix H.

2. Op Audit integrates four techniques (Directed Requirement,

Good Operator, Historical Experience, and Best Judgment) into a

flexible, systematic work measurement method to attain unit time

values and task frequencies. Use the technique providing the

most accurate and realistic data to determine the value of each

separate frequency or unit time. It is common to use one

technique to determine frequency and another to determine unit

time for a given task. The various techniques provide a broad

range of data sources to use in gathering Op Audit data.

3. Essential to the proper application of Op Audit is the

identification and definition of required MFTs and workload.

Assumed and inferred taskings are not credited. All authorized

work is included, even if not currently being accomplished.

4. The various techniques and multi-sourced nature of Op Audits

give it a degree of flexibility not present in work sampling or

time study. This method is especially useful in a supplementary

role in work sampling, for example, to measure infrequently

performed tasks (e.g., annual audits or inventories) not easily

covered by work sampling.

501. Directed Requirement Technique

1. This technique recognizes that many activities have some

manpower requirements that are directed by higher authority, and

provides for incorporating the associated manpower requirements

in the measurement. This technique saves time by precluding

unnecessary measurement.

5-2

2. Whole manpower requirements may be documented with this

technique, with no further study required, if the following

conditions are met:

a. OPNAV, Chief of Naval Personnel (CHNAVPERS), or the

manpower claimant directs the need for the manpower requirement

in a written directive.

b. The manpower requirement is one of a kind in the work

center and/or organizational component and driven by a

requirement to perform a specific mission, function, or task

(e.g., medical corpsman assigned to a SEAL (Sea, Air, Land)

Team).

c. The manpower requirement cannot be one directed solely

to establish responsibility.

502. Historical Experience Technique

1. This technique draws on documented historical data and

experience. It serves in a contributory, subordinate capacity

to the detailed audit process, and not as an independent work

measurement method.

2. Evaluate both production and work-hour accounting records

before using the data with this technique. Examine 6 to 12

months' worth of data. Discuss the work situation fully with

the supervisor to find out whether changes were made in methods,

products, or type of services during or since the period covered

by the records, and what effect any changes may have had on the

data. Give credit for work-hours and production measurements

for the current and more efficient method of production.

503. Good Operator Technique. Time values are obtained with

this technique by selecting a qualified individual (ideally one

who works at a normal pace and with normal skill) and observing

the amount of time taken by that person to perform a given task.

The time is taken as representative of the time others would

take to perform the same work. Because values obtained from

actual timed observations are more readily accepted by managers

than those obtained by less objective means, the Good Operator

technique will be given maximum feasible usage in Op Audit

studies.

504. Best Judgment Technique

1. In many cases, time values and frequencies may not be

5-3

attainable with any of the other Op Audit techniques. When this

occurs, rely on best judgment estimates for the audit

computations. Use best judgment estimates for activity

frequencies only when no alternative data source is available.

If used, attempt to verify occurrence by cross-referencing with

other relatable task frequencies. The Best Judgment technique

employs the combined experience and background of the manpower

analyst, the worker, and functional supervisory personnel to

derive time frequency estimates through use of personal

interviews. The validity of data developed by the Best Judgment

technique depends heavily on the familiarity of the analyst,

supervisors, and workers with the factors and circumstances

affecting the work center and/or organizational component, and

their ability to systematically interpret and evaluate facts.

Appendix H provides additional techniques for conducting

fact-finding interviews.

2. Make time estimates at the highest level of work that will

allow confidence in the validity of the estimate. For example,

if a task time can be confidently estimated, there is no need to

go into more detail.

3. To make best judgment standards more objective, determine

estimated time values by obtaining three time estimates: the

"most likely time" to do the job; the "pessimistic time" (i.e.,

if things go wrong); and the "optimistic time" (i.e., if

everything goes well). The idea is to determine the estimated

decimal percent occurrence for each time value, then find the

average time by using the following formula:

Y = o(O) + m(M) + p(P) where,

o = Estimated % Occurrence - Optimistic O = Optimistic time

m = Estimated % Occurrence - Most likely M = Most likely time

p = Estimated % Occurrence - Pessimistic P = Pessimistic time

4. In the absence of historical frequency records, rely heavily

on the experience and judgment of the supervisor and workers to

obtain estimates of frequencies. In some cases, however, it is

possible to relate unknown frequencies to reliable indirect

recorded data, and thus derive an estimate less subject to human

error. For example, if there is no record in a work center

and/or organizational component to show the frequency with which

a particular part is replaced on a piece of equipment, a check

of supply issue records might aid in the frequency

determination. Explore any action that will incorporate the

objective judgment of the analyst into the estimating process.

5-4

505. Special Instructions on Detailed Audits. The final values

developed by detailed Op Audits reflect a summation of numerous

frequency and time products; one product for each documented

task, subtask, or element. Each product is only as accurate as

the frequency and unit time value from which it was computed.

In turn, the frequency and unit time values are only as accurate

as the statement or definition of the task to which they apply.

State tasks, subtasks, or element titles in terms that readily

support a work unit count and that are in a singular unit form.

Make every possible effort to use task, subtask, or element

titles that are in singular unit form. This enhances the

accuracy of the associated unit time and frequencies of

occurrence. Titles stated in vague terms, or in a plural sense

with undetermined quantity increase the chances for error in the

associated frequency of occurrence and unit time values. Also,

subsequent qualitative or quantitative analysis of the data will

not be possible. Below are some examples of good and poor

verbiage for stating tasks, subtasks, or elements:

Good Poor

Make telephone call Telephone calls

Type letter Type letters

Check pump Inspection

Sort incoming mail Process mail

Draft RCS: XXX Report Prepare reports

506. Development and Documentation of Op Audit Data

1. Work measurement data developed by Op Audit will be recorded

and summarized by category on Operational Audit Data Sheets and

summarized by minimum skill/grade requirements on the

Operational Audit Skill Worksheet. Detailed instructions for

preparing the Operational Audit Data Sheet and Operational Audit

Skill Worksheet are provided below. Category work-hour totals

from Op Audit will be combined with allowed work-hours from all

other sources by use of the Work-Hour Requirements Consolidation

Sheet. (See Appendix F for work-hour data consolidation

procedures.) Minimum skill work-hour requirements, as reflected

on the Operational Audit Skill Worksheet, are used in developing

the Manpower Distribution Chart quantitative/qualitative matrix.

This data array is then analyzed to establish the component's

most efficient skill/grade mix.

2. Workload counts (potential WLFs and work units) should be

collected and reported on workload collection forms designed for

the specific study. If at all possible, on-site workload count

5-5

collection/verification should be done prior to the start of

work-hour data collection. Historical counts should always be

used to verify task frequency estimates.

507. Instructions for Preparing Operational Audit Data Sheet.

Following the instructions below, use the Operational Audit Data

Sheet (Figure 5-1) to document detailed work center/

organizational component workload data.

1. Complete header as required.

2. Category Number. Number each work category/task/subtask as

listed in the PWS.

3. Category/Task Title (Column A). Enter categories/tasks/

subtasks involved in the audit. Number and letter categories

and tasks exactly as shown on the PWS. Validate need for tasks

found during measurement that are not included in the PWS.

4. Number of Personnel Required (Column B). If only one

individual is required for each performance of a task, record

the task frequency in column E with no entry in this column. In

certain situations, two or more individuals must spend time

concurrently to perform a certain task. For example, a safety

directive requires a worker trouble-shooting high voltage

equipment to be accompanied by a second worker; or two people

are required to lift a heavy object. For these situations,

enter the number of personnel required in column B.

5. Skill Level Requirement (Column C). Enter appropriate

qualitative requirements for each task, including necessary

military requirement classification subsystem qualifiers. List

qualifiers only when required to accomplish the specified task.

Absence of any qualifier will be interpreted as its being a

nonessential consideration. The information entered will be

sufficient to enable a determination of qualitative requirements

on the Manpower Distribution Chart. All entries should reflect

the minimum quality required to perform the specific task.

Specificquality of incumbents or authorized manpower

requirements will not be the sole determining factor. Take care

to reflect minimum requirements for the specific task and not

for the manpower requirement considered as a whole. The

Analyst, prior to going onsite, should become familiar with the

manuals and handbooks which will enable the assignment of

qualitative personnel requirements to each task. For officer

requirements, enter requirement designator and grade codes,

NOBC, and where applicable, AQDs, subspecialties, and/or FAC.

5-6

For enlisted manpower requirements, enter rate, and where

applicable, NEC and/or FAC. For civilian manpower requirements,

enter position category, series, and grade.

6. Work Unit (Column D). Enter the work unit. If it is

determined during the measurement phase that no data exists on

the work unit, the analyst may select another work unit.

Document all deviations in the back-up data.

7. Task Frequency (Column E)

a. Enter the whole number occurrences per time period which

expresses the actual task/subtask frequency (e.g., 1/day, 2/WK,

3/MO. Use the symbols shown below for stating the frequency of

occurrence in making these expressions.

If the frequency of occurrence is: Use Symbol

Daily for a 5-day week......................... D1

Daily for a 6-day week......................... D2

Daily for a 7-day week......................... D3

Daily for a 4-day week......................... D4

Weekly......................................... WK

Monthly........................................ MO

Quarterly...................................... QT

Saturday/Sunday only........................... SS

Yearly......................................... YR

Holiday only................................... HO

Not applicable (activity not performed)........ NA

b. The task frequency reflects the expected natural rate of

occurrence. For example, a monthly task should be expressed as

1/MO, not 12/YR.A quarterly report is shown as 1/QT, whereas a

task which occurs at four random times throughout the year is

shown as 4/YR. Generally, no effort will be made to adjust

natural frequencies in this column. An exception is made for

work which occurs less than once a year. For example, a task

which occurs every two years should be shown as .5/YR. A second

exception is made for tasks that occur 48 or more times a year

and are not included in the cycles listed above. In these

instances, multiply the yearly task frequency by .083, round the

resulting monthly average to two decimal places, enter it with

the "MO" symbol, (e.g., 3.98/MO) in Column E and use 1.000 for

the conversion factor in Column F.

OPERATIONAL AUDIT DATA SHEET

ANALYST: H. ROCKOE

COMPLETION DATE: 9/15/98

PAGE 2 OF 4

UIC: XXX1X

ACTIVITY: WETLANDS NAVAL STATION

COMPONENT: LAW ENFORCEMENT OPERATIONS

CAT.

NO.

CATEGORY/TASK TITLE

(A)

NO.

PERS

REQ

(B)

SKILL LEVEL

REQUIREMENT

(C)

WORK

UNIT

(D)

FREQUENCY

ALLOWED WORK-HOURS

TASK

FREQ

(E)

CONVER

FACTOR

(F)

PER MO

(E x F)

(G)

PER

ACCOMP

(H)

PER MO

BxGxH)

(I)

CATEGORY

TOTALS

(J)

TRAFFIC LAW ENFORCEMENT

574

130

5.1

OPERATE ROVING PATROL/VEH

GS-083-04

PATROL

3/D1

20.908

62.724

4.000

250.90

5.2

CONDUCT TRAFFIC CONTROL

GS-083-03

STATION

4/D1

20.908

83.632

2.000

167.26

↓ ↓ ↓

↓

2/SS

8.696

17.392

1.750

30.44

5.3

COORDINATE CONVOY MGT

GS-083-06

CONVOY

10/MO

1.000

10.000

1.000

10.00

5.4

PROVIDE CONVOY ESCORT

GS-083-04

↓

10/M0

1.000

10.000

1.500

15.00

5.5

OPERATE SPEED DET EQUIP

↓

SHIFT

4/D3

30.438

121.752

.750

91.31

5.6

IMPOUND ABANDONED VEH

↓

VEHICLE

1/WK

4.348

2.000

8.70

CATEGORY WORK-HOUR TOTAL

573.61

ARMS ROOM SERVICE

6.1

CLEAN WEAPONS ROOM

GS-083-03

EVENT

1/D3

30.438

.667

20.30

6.2

ISSUE/RECEIVE WEAP/AMMO

GS-083-04

ISSUE/RCV

40/D1

20.908

836.320

.033

27.60

↓ ↓ ↓ ↓

↓

15/SS

8.696

130.440

.033

4.30

6.3

PERFORM DAILY INSPECTION

GS-083-04

INVENTORY

1/D1

20.908

.250

5.23

6.4

PERFORM ANNUAL INVENTORY

GS-083-06

↓

1/YR

.083

5.000

.42

6.5

PERFORM EQUIPMENT MAINT

GS-083-05

EVENT

10/WK

4.348

43.480

1.667

72.48

CATEGORY WORK-HOUR TOTAL

130.33

COMPONENT WORK-HOUR TOTAL

2031

BSCs / PSCs COVERED:

CIVILIAN: 00010-00045

INTERVIEWEES:

LT H. GUNN, MR. LAW, MS. BYRD

Figure 5-1. Example Of Completed Operational Audit Data Sheet

5-7

5-8

c. Do not combine the natural task frequencies. For

example, a task such as "make telephone call" will be shown as 15

per day at two minutes each, not as one per day at a half-hour

duration. This allows valid comparisons of frequencies and unit

times for the respective entries.

d. If a task is not performed, enter "NA" in the

"Conversion Factor" column and leave the remaining columns

blank.

e. When measurement requires more extensive documentation

at the task, subtask, or element level than exists on preprinted

measurement forms (staffing standards only) place an asterisk in

the "Task Frequency" column. (This asterisk indicates that a

page has been added for the purpose of clarifying work performed

on the subject task, subtask, or element.) Using a blank

Operational Audit Data Sheet, enter the task, subtask, or

element number and complete the line entry. Total the "Allowed

Work-Hours per Month" column, transfer that figure to the

original page, and number the additional work measurement form

with the next sequential number.

8. Frequency Conversion Factor (Column F)

a. Develop manpower requirement on monthly allowed work-

hours. Use frequency conversion factors to convert time

estimates based on natural task frequencies to monthly frequency

values for use in computing monthly allowed work-hours.

b. Enter the applicable conversion factor from those listed

in Table 5-1, or a compound value if the time is not listed.

TABLE 5-1

FREQUENCY CONVERSION FACTORS

Frequency

of Occurrence

Conversion

Factor

Frequency

of Occurrence

Conversion

Factor

Frequency

of Occurrence

Conversion

Factor

DAY

WK)

20.908

(WEEKLY)

4.348

SAT/SUN ONLY

8.696

DAY

WK)

25.256

(MONTHLY)

1.000

HOLIDAY ONLY

.833

DAY

WK)

30.438

(QUARTERLY)

.333

DAY

WK)

16.560

(YEARLY)

.083

c. Frequency conversion factors are based on the

assumptions and development computations displayed in Table 5-2.

5-9

ASSUMPTIONS:

365.25 days/YR (includes extra Leap Year day); 12 MOs/YR; 4

QTR/YR; 7 days/WK; 2 weekend days/WK; and 10 holidays/YR

G. 1 (YR)

12 (MOs/YR)

.083 (A MO's FRACTION <---|

of a YR)

H. COMPUTATION OF WORK DAYS PER AVERAGE MO (FIVE-DAY WORKWEEK)

365.25

(DAYS/YR)

-104.358 (WEEKENDS 52.179 X 2)

- 10.000 (HOLIDAYS)

250.892 (WORK DAYS/AVERAGE YR)

250.892

20.908 (WORK DAYS/AVERAGE MO) <---|

TABLE 5-2

FREQUENCY CONVERSION FACTOR COMPUTATIONS

COMPUTATIONS

CONVERSION

FACTORS

A. 365.25 (DAYS/YR)

52.179

WKs/AVERAGE

7 (DAYS/WK)

B. 52.179 (WKs/YR)

4.348

WKS/AVERAGE

<---|

12 (MOs/YR)

C. 365.25 (DAYS/YR)

30.438

DAYS/AVERAGE

12 (MOs/YR)

D. 365.25 (DAYS/YR)

11.999

(12) MOs/YR

30.438 (DAYS/MO)

E. 12 (MOs/YR)

1.000

MOs IN AVERAGE

<---|

12 (MOs/YR)

F. 4 (QTRs/YR)

.333

QTRs/MO

<---|

12 (MOs/YR)

9. Frequency Per Month (Column G). Compute this column by

multiplying the entries in Columns E and F. Enter the interim

result, rounded to three decimal places in Column G. Leave the

result of this computation in your calculator to continue

calculation of Allowed Work-hours Per Month (Column I).

5-10

10. Allowed Work-hours Per Accomplishment (Column H)

a. Entries in this column will reflect the work-hours

required for one person to accomplish the task/subtask. This is

true even if an entry has been made in Column B. For example,

if a two-man team required an elapsed time of one hour to

accomplish a task, the correct entry in Column H is one

work-hour.

TABLE 5-3

DECIMAL HOUR VALUES

SECONDS=HOURS

MINUTES=HOURS

10 .003

.117

.350

.583

.817

15 .004

.133

.367

.600

.833

30 .008

.150

.383

.617

.850

45 .013

.167

.400

.633

.867

60 .017

.183

.417

.650

.883

.200

.433

.667

.900

MINUTES=HOURS

.217

.450

.683

.917

.233

.467

.700

.933

1 .017

.250

.483

.717

.950

2 .033

.267

.500

.733

.967

3 .050

.283

.517

.750

.983

4 .067

.300

.533

.767

1.000

5 .083

.317

.550

.783

6 .100

.333

.567

.800

b. Enter the allowed time, expressed in units of hours,

required for one occurrence of the task/subtask listed in Column

A. Decimal hour values are provided in Table 5-3. If the time

value as derived does not include allowances, multiply the time

value by the appropriate AF before entering it, and identify it

as a computed allowed time value by entering the letter "A"

following the last digit. Express computed allowed times in

units of hours and rounded to three decimal places.

11. Allowed Work-hours per Month (Column I)

a. This column will contain the product of the Column G

value carried in your calculator, multiplied by Column B (when

applicable), multiplied by Column H, rounded to two decimal

places. This product will reflect the allowed work-hours per

month required by the work center/organizational component to

perform task/subtask listed in Column A.

5-11

b. Whole Manpower Requirements. Enter whole manpower

requirements established by the directed manpower requirement

technique directly into Column I in multiples of the appropriate

available work-month.

12. Category Work-Hour Totals

a. (Column I). Enter category work-hour totals, rounded to

two decimals, one space down from the last entry for that

category.

b. (Column J). Enter whole work-hour totals in Column J.

This total represents all the work-hours required to perform the

audited category.

13. Grand Total. The final entry, the summation of all

category work-hour totals, is the Monthly Allowed Work-hour

Total.

14. Enter category work-hour totals and the component Work-hour

total contained in Column J in Column F of the Work-Hour

Requirements Consolidation Sheet.

508. Operational Audit Skill Worksheet. The Op Audit Skill

Worksheet serves as a cover sheet for each set of Operational

Audit Data Sheets and summarizes documented work-hours by

category and minimum skill level requirements. Op Audit data may

be summarized at various levels, e.g., geographic grouping of

manpower requirements; component; or other logical and useful

grouping. When worksheets are developed for groupings below the

component level (level used in development of the Work-Hour

Requirements Consolidation Sheet and Manpower Distribution Chart)

a consolidated skill worksheet should be developed at the

component level to facilitate subsequent data consolidation and

analysis. (A skill worksheet and subsequent manpower

distribution analysis may not be needed if the component consists

of only a few positions or if very few tasks or skills are

involved and appropriate grade/skill distribution is apparent

without further analysis.)

509. Instructions for Preparing Operational Audit Skill

Worksheet (Figure 5-2)

1. Complete header as required. When a component-level

consolidated summary is prepared, the "analyst" block will

reflect the person who prepared the consolidated skill worksheet.

5-12

2. Billet Sequence Codes (BSCs) Covered (Section A). Reflect

range, on current AMD, of officer, enlisted, and civilian BSCs

covered by summarized Op Audit data (e.g., Civilian: 00010-

00045).

3. Minimum Skills Required (Category Totals)(Section B). Across

the top of columns, reflect the inventory of skills identified as

the minimum skill required to perform tasks reflected on

Operational Audit Data Sheets.

4. Category Number (Column C). Enter category numbers (numbers

reflected on the PWS) from Operational Audit Data Sheets.

5. Minimum Skill Work-hour Entries

a. Sum and enter work-hours by minimum skill and category

work-hour total associated with each category number, as

reflected on associated Operational Audit Data Sheets.

b. If nonbudgeted work-hours (TAD, Borrowed, Temporary Duty

(TEMDU), etc.) are involved, reflect budgeted work-hours required

to replace work-hours presently provided from nonbudgeted sources

in a separate "minimum skill required" column and explain in the

remarks section.

c. Monthly Allowed Work-hours Totals (Column D). Use totals

in this column, reflected in whole work-hours, as a check against

category totals reflected on the Operational Audit Data Sheets.

Resolve any discrepancies and adjust rounding errors to the

Operational Audit Data Sheet value.

6. Minimum skill work-hours, by category and minimum skill

total, (rounded to whole work-hours and force balanced to Column

D work-hour total) are carried forward to appropriate minimum

skill level columns on the Manpower Distribution Chart.

7. Audit Checks (Section E). The Operational Audit Skill

Worksheet will be signed by the team member(s) conducting the

logic and math checks.

8. Remarks (Section F). Identify interviewee(s), along with any

additional information that will be of assistance in clarifying

data reflected on the skill worksheet.

510. Operational Audit Software Program. Use of automated Op

Audit programs and consolidated spreadsheet software is

5-13

encouraged because it increases computation accuracy and reduces

the volume of backup materials.

OPERATIONAL AUDIT SKILL WORKSHEET

ANALYST: H. Rockoe

DATE: 9/22/92

UIC:

XXXXX

ACTIVITY:

Wetlands Naval Station

COMPONENT/WORK AREA:

Law Enforcement Operations

A. BSCs COVERED:

Civilian: 00010 - 00045

NORMAL WORK HOURS:

See Remarks

E. AUDIT CHECKS

LOGIC: I. R. Right _9/23/92

Signature Date

MATH: U. R. Wright 9/24/92 _

Signature Date

CAT.

NO.

B. MINIMUM SKILLS REQUIRED (CATEGORY TOTALS)

MONTHLY

ALLOWED

WORK-

HOUR

TOTALS

GS-9

(083)

GS-6

(083)

GS-5

(083)

GS-4

(083)

GS-3

(083)

F. REMARKS

(1) Working Hours: GS-9 works normal (0800-1630) 5 day

week. Remaining personnel work 8 hour shifts (0730-1400,

1330-2400, 2330-0800) based on duty schedule to provide

7 day, 24 hour coverage of patrol and crime prevention

services.

(2) Measurement Categories: Categories 2, 7 and portions of

1 and 5 - 15 measured by work sampling. Category 3

developed by post manning computations.

(3) Interviews:

Mr. F. Farr GS-083-9

Ms. J. Byrd GS-083-6

13.27

36.63

12.15

9.83

308.12

35.31

125.06

297.75

776

10.00

365.91

197.70

574

.42

72.48

37.13

20.30

130

75.20

121.07

196

2.96

18.02

3.05

5.17

7.37

6.72

2.65

9.25

18.51

2.33

12.40

25.32

32.10

8.14

7.35

5.15

8.40

24.32

2.35

3.16

4.18

3.41

11.90

5.35

16.24

18.15

6.63

1.65

6.63

13.93

TOTALS

138

576

143

578

596

2031

Figure 5-2. Example of Completed Operational Audit Skill Worksheet

5-14

6-1

CHAPTER 6

WORK SAMPLING

600. General

1. Work sampling is a work measurement tool rooted in the

laws of probability and the Binomial Theorem. Work sampling is

based on the principle that adequate random samples taken from a

large group tend to exhibit the same distribution

characteristics as the entire group. Conclusions are drawn

about the whole population based on the sample. Statistical

techniques which provide a selection of the degree of confidence

and accuracy are used to determine the minimum size of the

sample required.

2. In conducting a work sampling study, the analyst makes a

number of random observations of personnel in a work area. At

each observation, the analyst notes and tallies what each

individual is doing according to previously identified

categories. The ratio of the total number of observations made

in any one category to the total number of observations made in

all categories will be the percentage of time spent in random

intervals over a period of several days revealed that that

category. For example, if 1,000 observations made at a clerk

was typing 500 times, filing 300 times, telephoning 100 times,

and idle 100 times, it would be reasonably certain that the

clerk's time during the period was distributed as follows:

typing 50%, filing 30%, telephoning 10%, and idle 10%. The

percentages listed for each category may not be true for any

single day, but they will tend to be valid over a period of

several days, providing the study was made during a period of

normal activity for the work area. These percentages in

conjunction with work-hours sampled can then be used to compute

monthly work-hours and project manpower requirements.

601. Uses of Work Sampling

1. Work sampling is a widely used work measurement method.

Results from work sampling have many uses including: developing

manpower standards and product standards, evaluating equipment

utilization, determining work-hours for work distribution

analysis, determining areas of concentration for methods

improvement studies, and establishing and verifying allowances

and production standards. One main advantage that makes work

sampling a flexible, multi-use tool is its methodology allows

6-2

"custom design" of the data collection for the particular

purpose (use) of the study. Work sampling is particularly

useful in components having irregular or nonrepetitive work,

many different categories of work, or many workers in a

relatively small area.

2. Work sampling can be applied to almost any type of work

including indirect labor jobs, clerical work, maintenance,

repair, warehousing, and facility maintenance, to name a few.

However, some types of work have been difficult to sample such

as: product analysis, closed-session counseling, and creative

thinking. For components with a majority of one of these types

of work, consider using productive and nonproductive sampling,

as discussed later in this chapter.

602. Economic Desirability of Work Sampling

1. The economic desirability of measuring work with work

sampling increases with the number of people to be sampled. It

is especially efficient when applied to components with a large

number of workers. Each analyst conducting the sampling ideally

should measure a minimum of five workers. Generally, very small

organizational components (less than 5 people) should be

measured with Op Audit.

2. The measured work force should consist of personnel who

expend most of their available time in a location that permits

observation of the work by the analysts. See Procedures for

Making Observations later in this chapter for procedures to

account for work performed away from the immediate work area for

extended periods.

603. Supplementing Work Sampling with Op Audit

1. Work sampling may be used in conjunction with other

measurement methods to measure all the work of a component

efficiently. For example, a portion of a component’s work not

suitable for sampling could be measured with Op Audit. Also,

normally, a supplemental Op Audit should be done in conjunction

with work sampling to ensure all required work is measured. A

representative sample period reduces the need for Op Audit, but

an Op Audit may still be required to identify and report

cyclical work that occurs less frequently than the normal work

cycle (e.g., quarterly or annually).

6-3

2. Care should be taken not to overlap and measure the same

work twice. Analysts must be cautious and realize there is a

difference between work not occurring during the sampling period

and work not observed. If a particular task was done but was

not observed due to the randomness of the observation schedule,

do not Op Audit time the task. Op Audit only those nonroutine

required tasks occurring less frequently than the work cycle

captured in work sampling. Be particularly careful when

supplementing work sampling data for indirect tasks. For

example, preparing annual reports may be a "wash" item since

daily or monthly reports normally feed into annual reports and

the sample may have captured a normal amount of time for report

preparations.Required reports and meetings may need careful

analysis.

604. Work Sampling Errors. There are three basic types of

errors that occur in a work sampling study. Design and conduct

each study in a manner that eliminates or minimizes their impact

on the study results. They are:

1. Sampling Error. A sampling error is made when an inference

is made about some characteristic of a population based only on

measurement of an inadequate portion of the population. The

only way to totally eliminate a sampling error is to measure the

entire universe. The number of observations taken controls the

sampling error. An important advantage of determining the

number of observations statistically is that it permits the

designer of the study to numerically specify a tolerable

sampling error within a prescribed confidence level.

2. Bias. A bias exists when a given activity (category) is

recorded at a different portion of the time than actually occurs

due to the means by which the observations are made. In work

sampling there are two kinds of bias:

a. Bias introduced by the work sampling team analysts.

Common causes are: poorly defined or misunderstood category

definitions, improper worker identification, nonadherence to

observation schedule, tallies in improper categories, continuing

study despite worker bias, not obtaining cooperation, not

statistically evaluating results throughout the study for

errors, and not recording special or unusual conditions or work

counts.

b. Bias introduced by those being observed: Examples are:

redoing work, signaling supervisor or workers when observer

appears to ensure productivity, creating work not normally in

6-4

cycle, and not notifying analysts of work situation or process

changes or abnormalities.

3. Nonrepresentative Sample. This situation exists when the

period studied is not typical of the circumstances which prevail

over an extended period of time, e.g., holidays, slow work

period, training, etc. For the sample to be representative, a

complete and normal work cycle must be observed. Days differ

appreciably, so analysts cannot expect one day to be

representative of all days. The same is possible of weeks,

months, seasons, etc. General business activity, trends in DOD,

budgetary ups and downs, and the like all cause random

variations, cycles, and trends in production activity. Thus,

the designer of a work sampling study must give careful

attention to the representability of the sample. An attempt

should be made to minimize nonrepresentative sample error by

appropriate choice of when and how long to conduct the study.

The period sampled should be typical of what is expected in the

future.

605. Work-hour Accounting. Develop a system to show the time

the workers to be observed are on the job and available for work

during the study. Daily accounting on routine timekeeping

records for leave and other nonavailable time for each worker

during the course of the study is the usual method. The

work-hour accounting system should account for all time expended

by all members of the organizational component for the duration

of the study. Transfer daily assigned work-hour totals to the

Work Sampling Recap Sheet.

606. Work-hours Sampled. The hours to be sampled during the

study consist of work-hours for available, nonavailable,

borrowed, lunch, and overtime. Loaned work-hours are excluded.

For the computations of the sampling results the “Work-hours

Sampled” excludes nonavailable time. This maintains the

integrity of the accuracy and percentage of occurrence results,

which are determined from time available to perform the work,

and also provides for the complete accounting of time. Document

any nonsampled work-hours, such as nonsampled overtime, for

later consolidation of organizational component required

work-hours on the Work-Hour Requirements Consolidation Sheet.

607. Establishment of a Work Count System. Work-hours

collected during work sampling studies represent only one part

of the data needed. The other part is work counts. Establish a

system to record workload volume on a daily basis. If

conditions of the work center/organizational component preclude

6-5

compliance with this requirement, record the work unit count as

frequently as the work is completed. Use a production report if

it is available, but make periodic checks to ensure it is

accurate. The period of the production report should correspond

with the study. Give particular attention to recording correct

values for work started before the study and work continuing

after the study. Install the production count procedure prior

to the actual study so the measured activity may become

accustomed to it. This will also reveal if any system changes

are necessary to ensure the desired information will be

obtained. The system actually used during the course of the

study should yield timely and accurate information regarding

work units completed. Compare the count of work units completed

during the study to historical records and/or performance to

determine if production during the study confirms the study as a

representative sample. Consider work units counted for use as

quantity WIs in conjunction with the PWS. In any staffing

standards development that uses results of work sampling,

consider the work units counted as potential WLFs/WIs.

608. Work Sampling Categories of Work

1. The categories of work should reflect the productive

categories from the PWS for the organizational component under

study and be defined to facilitate observation during sampling.

Clearly define each category being measured so proper

discrimination between categories can be made at the moment of

observation. The selection of categories should be such that

the objective of the study can be met. Tasks and subtasks

within categories may be “given category status” and listed to

reflect the level of detail desired for separate analysis,

realizing that categories cannot be divided to provide more

detail during the study but, can be combined to provide less

detail. However, care should be taken not to use unnecessary or

confusing detail or any task not easily distinguishable during

an instantaneous observation.

2. Categories should cover all required work and be clearly

distinguishable, yet mutually exclusive. If categories are not

clearly defined, percentages will be distorted and analysis of

sampling data difficult.

3. Identify categories for time spent in available and

nonavailable activities. Broadly described, available time may

be productive or nonproductive. Nonavailable activities include

any time a person is not available for productive effort (e.g.

leave, sick call, TAD). See “Time” in the Glossary for further

6-6

definition of available/nonavailable and other time to aid in

defining categories. Use one "Nonavailable" category to

document all nonavailable time, while nonproductive categories

such as "Personal/Break", "Idle/Avoidable Delay", "Unavoidable

Delay", and "Lunch" are listed separately.

4. Use a "Standby" category to separately document necessary

standby time when minimum manpower requirements are previously

defined.

5. To avoid creating catchalls, do not use titles such as

“Other” or “Miscellaneous” for nonproductive or any other

categories.

6. Sample lunch to account for productive time expended during

the lunch period and to account for nonproductive time taken for

an extended lunch. Sampling of lunch eases the accounting of

observations at the end of each sampling day. Be cautious when

selecting random times and making observations during lunch

period. Incorrect accounting of lunch observations affects

other category percentages. The following example illustrates

the need for caution:

- Assume three observations per hour are being taken and

the lunch period for half the work center is 1100 to 1200.

Assume the other half takes lunch from 1200 to 1300.

- Select random times so three observation times occur

between 1100 and 1200 and three occur between 1200 and 1300.

The sampling technician normally records three observations for

lunch for each worker.

- However, if worker “A” (from the first group) was working

at 1145 (observation time) and did not take his or her full

lunch hour, then one productive observation and two lunch

observations would be recorded.

- On the other hand, if worker “B” (from the second group)

left for lunch at his or her regular time and was still on lunch

break at 1310 (observation time), then three lunch observations

and one idle or extended lunch observation would be recorded for

worker “B”.

- If lunch periods are staggered or workers do not take

scheduled lunch breaks, use stratified hourly sampling, sample

lunch cautiously, and check the percentage of lunch observations

daily and at the end of the study to verify representability.

6-7

7. An “Unscheduled” category is useful for maintaining

accountability of observations. Establish this category when:

a. Shift changes are staggered during a multi-shift

operation.

b. Workers are doing required work before the beginning or

after the end of a scheduled shift.

609. Sampling Period. Work sampling should be conducted over a

representative period or work cycle. A period of normal

productivity under normal workload for at least one complete

cycle is desirable. Sampling periods should consist of whole

normal workdays. Sampling periods may range from five days to

an entire month or more depending on the length of the work

cycle. The more pronounced cycles such as the work week cycle

(not based on workload) should be spanned by the study. If

possible, work sampling should start and stop at the same point

in the work cycle, especially when only one long cycle is

studied. Use the experience of the studied component personnel

to set up an average work cycle to pinpoint recurring periods of

heavy productivity. Plotting these cycles against a time scale

may reveal a pattern and its composite effect on the component.

Observations required to meet accuracy requirements and

observation schedules may also impact the duration of the study.

Provide the minimum sampling period which will encompass a

representative period or work cycle and provide a sufficient

number of observations to meet the percent of absolute accuracy

requirement.

610. Determination of Observations Required and Development of

Observation Schedules

1. The purpose of sampling is to provide information about the

population. Characteristics discovered in the sample are

expected to exist in the population from which the sample is

taken. The key to unbiased sampling is randomness of the

sample. Several methods are available to ensure randomness.

Two are discussed here.

a. Random Numbers Tables. Randomly pick a starting point in

a random numbers table. Proceed horizontally, diagonally, or

vertically and record the one-digit, two-digit, or three-digit

numbers as they appear. Disregard numbers outside the needed

range. For example, if you need two-digit random numbers

ranging from 00 through 59, then disregard the two-digit numbers

greater than 59. If a number appears again after it has

6-8

previously been recorded for use within a particular strata

(hour or day), ignore its subsequent appearance. If it requires

five minutes to make an observation round, disregard numbers

within five minute increments of each other. Continue selecting

numbers until you reach the desired sample size.

b. Random Numbers from Computers. When a computer is

available, obtain a series of numbers with the required number

of digits. Treat this series the same as with the random

numbers table.

2. An observation is a single recorded status of one person

during a round of observations at a preselected random time. An

observation round yields a number of observations equal to the

number of people observed. For example, a round made at 10:15

in a seven-person work center yields seven observations. Cycle

length, desired accuracy, and number of people assigned to

conduct the work sampling determine the number of observation

rounds required.

3. In the application of work sampling for manpower

requirements determination, a 95 percent confidence level within

plus or minus three percent absolute accuracy is recommended

(i.e., three percent of error to be allowed in the sample with

accuracy set at 95%, regardless of the mean). To obtain an

initial estimate of the required sample size (n), determine the

estimated percentage of occurrence for the largest category (P).

This may be obtained by running a small sampling study of 50 to

100 observations if no other confident estimates are available.

The largest category percentage of occurrence (P value), when

applied to the chart in Table 6-1, will provide an initial

estimate of the total number of observations required for the

study.

4. The following formula is an alternative method of

determining the required number of observations:

N' = 4(P - P

)

Where N' = number of observations required

P = the largest category percentage of occurrence (decimal

form)

S = desired degree of absolute accuracy expressed as a

percentage (.03 for 3%)

TABLE 6-1

OBSERVATIONS REQUIRED (N) FOR A GIVEN DEGREE OF ABSOLUTE

ACCURACY AT 95% CONFIDENCE LEVEL

+1%

+2%

DEGREE

+3%

ABSOLUTE ACCURACY

+4% +5% +6%

+7%

.01/.99

396

.02/.98

784

196

.03/.97

1164

291

129

.04/.96

1536

384

171

.05/.95

1900

475

212

110

.06/.94

2256

564

251

141

.07/.93

2604

651

290

163

104

.08/.92

2944

736

327

184

118

.09/.91

3276

810

364

205

131

.10/.90

3600

900

400

225

144

100

.11/.89

3916

979

436

245

157

109

.12/.88

4224

1056

470

264

169

118

.13/.87

4524

1131

503

283

181

126

.14/.86

4816

1204

536

301

193

124

.15/.85

5100

1275

567

319

204

142

105

.16/.84

5376

1344

598

336

215

150

110

.17/.83

5644

1411

628

353

226

157

116

.18/.82

5904

1476

656

369

236

164

121

.19/.81

6156

1539

684

385

246

172

126

.20/.80

6400

1600

712

400

256

179

131

.21/.79

6636

1659

738

415

265

185

136

.22/.78

6864

1716

763

429

275

191

141

.23/.77

7084

1771

787

443

283

198

145

.24/.76

7296

1824

811

456

292

203

149

.25/.75

7500

1875

834

469

300

209

154

.26/.74

7696

1924

856

481

308

214

158

.27/.73

7884

1971

876

493

315

219

161

.28/.72

8064

2016

896

504

323

224

165

.29/.71

8236

2059

916

515

329

229

169

.30/.70

8400

2100

934

525

336

234

172

.31/.69

8556

2139

951

535

342

238

175

.32/.68

8704

2176

968

544

348

242

178

.33/.67

8844

2211

983

553

354

246

181

.34/.66

8976

2244

998

561

359

250

184

.35/.65

9100

2275

1012

569

364

253

186

.36/.64

9216

2304

1024

576

369

256

189

.37/.63

9324

2331

1036

583

373

259

191

.38/.62

9424

2356

1048

589

379

262

193

.39/.61

9516

2379

1058

595

381

265

195

.40/.60

9600

2400

1067

600

384

267

196

.41/.59

9676

2419

1076

605

387

269

198

.42/.58

9744

2436

1083

609

390

271

199

.43/.57

9804

2451

1090

613

392

273

201

.44/.56

9856

2464

1096

616

394

274

202

.45/.55

9900

2475

1100

619

396

275

203

.46/.54

9936

2484

1104

621

397

276

203

.47/.53

9964

2491

1108

623

399

277

204

.48/.52

9984

2496

1110

624

399

278

204

.49/.51

9996

2499

1111

625

400

278

204

.50

10000

2500

1112

625

400

278

205

6-9

6-10

5. The number of sampling observations determined is the

estimated minimum required, based on preliminary information.

More may be required to meet the limits established. As the

study proceeds, use cumulative data (accumulated study totals)

to recalculate the percentages of occurrence and use Table 6-1

or above formula to ensure the required number of observations

have been or will be taken to meet the percent of absolute

accuracy requirement. [Note: Developing the observation

schedule to obtain no fewer than 1112 available observations

(excluding lunch) in each work center ensures accuracy in all

available categories for + 3% absolute accuracy at the 95%

confidence level (see Table 6-1) and eliminates the need to

estimate the number of observations required.]

6. To develop an observation schedule:

a. Determine observations required per day by dividing the

total number of observations required for accuracy by the number

of days during which the study is to be conducted to capture the

representative period or cycle.

b. Divide the number of observations required per day by

the number of work area hours of operation to be sampled daily.

This will determine the minimum number of observations required

per hour.

c. Divide the minimum number of observations per hour by

the number of observations to be recorded per observation round

(one per worker) to determine the minimum number of rounds

required per hour.

7. The length of time it takes to complete a single observation

round may dictate the number of observations obtainable within

an hour or day and thus may impact on number of analysts

assigned or study duration.

8. Do not assign an analyst more observations than reasonable

for the time allotted. Assigning too many workers or work

stations to an analyst may not allow timely observations and

resolve of questionable situations within the study and may bias

the study data. Conversely, assigning too few workers for the

analyst to observe may create idle time and lead to an

unfavorable impression of the analyst, the study team, the work

sampling study, and the end results.

9. In the majority of work sampling studies, it is desirable to

ensure each hour of the day has equal representation in the

6-11

sample. Use stratified sampling in components where activity

fluctuates hourly, where lunch periods are staggered, or where

Shift Profile Analysis is to be conducted. In this procedure,

determine the number of observation rounds needed per hour and

randomly select observation times within the hour. Once

sampling begins, analysts must consistently follow the

predetermined schedule per hour until the completion of the

sampling period. Ensure the number of observation times for

lunch are representative prior to sampling. Observation time

determination, differing somewhat from the simple random method,

may be achieved as follows:

a. Divide the number of observations to be made daily by

the number of hours the work area is to be observed each day.

This provides the number of observations required each hour.

b. Divide the minimum number of observations per hour by

the number of observations to be recorded per observation round

(one per worker) to determine the minimum number of rounds

required per hour.

c. Determine the observation times by selecting the

required number of two-digit numbers from a table of random

numbers, disregarding all those over 60, and equating the

selected numbers to corresponding clock times of the hour.

d. Repeat step b for each working hour to be studied.

10. When an observation schedule cannot be met because of widely

dispersed locations, develop a randomized location schedule.

List the title of each location on tickets or cards. Draw cards

randomly from a hat or box, record locations in the order drawn,

replace the cards in the box, and then repeat the draw a second,

third time, etc. Next, visit each location in the order

recorded. Begin sampling at the start of the normal duty day

and continue until the end of the normal duty day. Move from

one location to another in the order previously recorded but on

no prescribed schedule. Sample the location upon arrival.

Follow the recorded order until enough observations are obtained

to achieve accuracy, a complete cycle is sampled, and the

sampling period is covered. Op Audit overtime when this method

is used.

611. Procedures for Making Observations

1. Adhere to the scheduled times as closely as possible to

protect the randomness of the sample data.

6-12

2. Enter the work area and record the observed categories

without alerting or distracting the work force. If simply

entering the work area could cause biased results, remain in the

area between observation rounds.

3. Each sample should be the result of an instantaneous

observation. When it is not possible to identify positively the

proper category of the observation, indicate whether it is

productive or nonproductive, if possible, and investigate later

between rounds. Worker activity before and after the

observation will usually provide clues to help proper

classification. Trial sampling for familiarization will reduce

questions and errors and help to identify and prevent potential

problems before the actual study.

4. Be alert to identify "make work" and inferred or assumed

tasking and record these observations separately. Inferred work

will later be credited to the proper component and assumed or

"make" work removed from allowed work-hours.

5. Record observations for every worker whose time is included

in the Work-hours Sampled total. Whenever possible each

productive observation should include performance rating of the

worker or homogeneous skill group.Appendix I provides

discussion on performance rating.

6. The measured work force should consist of personnel who

spend most of their available time in a place that permits

observation of work. Account for work performed away from the

immediate work center for extended periods of time as follows:

a. Arrange for a sampling technician to observe the worker

at the out-of-area location, or

b. If it is not feasible to observe the worker, designate

the observations for this time under an "Out-of-Area" category

on the daily observation sheet, treat the observations as

nonavailable observations when calculating the work sampling

results, and Op Audit this time.

612. Work Sampling Data Collection

1. There is no standard form for recording sampling

observations during a work sampling study. Because of

individual study differences, it is not possible to provide

specific daily sampling guidelines for each situation, nor is it

6-13

practical to dictate the use of forms or formats for every work

sampling data collection. This "custom design" of data gathered

is an advantage which allows variances in format required to

satisfy individual study requirements dictated by the intended

use (purpose) of the study.Take care in the design of

collection forms to ensure they provide for collection of all

the necessary data. Also, forms should provide an area to

record notes, or an indication that notes are recorded on the

back of the form or on attached pages. Analysts should note any

questionable events, methods, or procedures during actual

observation of the work for later clarification or methods

improvements.

2. The level of detail required in the data collected directly

affects the design of collection forms and subsequently the

complexity of their use. In addition to simply determining

accurate work-hour requirements, work sampling studies may

involve a component with several different skills or skill

levels where skill changes or redistribution of work among

skills is anticipated to develop the manpower requirements

baseline. Such a study will require data that:

a. Provides a breakdown of work into categories that

reflect tasks as transferable or nontransferable from

skills/skill levels, and

b. Associates the existing skills/skill levels with the

corresponding categories of work.

613. Preparation and Completion of Daily Work Sampling

Observation Sheet (Figure 6-1). The example daily work sampling

observation sheet provided in Figure 6-1 allows flexibility for

tailoring observations to specific work centers, as discussed

above. For example, columns are provided to record observation

times and rows are provided to record names or codes,

qualitative information, and daily category totals. Prepare

enough daily observation sheets in advance to accommodate the

entire sampling period.

1. Preparation of Observation Sheet

a. Complete the Header Information. Enter the actual

period of time during the day that sampling observations will be

taken in the "Sampling Period" block. Reflect the indicated

hours as full normal workdays for the component/work area under

study. When gathering work sampling data for use in development

of functional staffing standards, indicate the appropriate RFC

DAILY WORK SAMPLING OBSERVATION SHEET

UIC: XXX1X

ORGANIZATIONAL COMPONENT:

PHYSICAL SECURITY OPERATIONS

SAMPLING PERIOD:

0800-1630

ANALYST:

H. ROCKOE

A. NAME/SKILL

CATEGORY

B. OBSERVATIONS TIMES

TOTALS

08 04

0840

0900

0935

1010

1051

1115

1142

1210

1245

1305

1342

1410

1448

1516

1552

1618

LT GUNN 1000J

N. LAW GS-082-9

C. HOKE GS-082-7

F. KELLY GS-083-6

K. NELSON GS-083-4

T. YOUNG GS-083-4

H. SISK GS-083-3

W. LEE GS-083-3

J. DAY GS-083-6

A. FURR GS-083-3

SEE NEXT PG FOR CATEGORIES

CATEGORY TOTALS:

NOTES:

WORK COUNTS:

Figure 6-1. Example of a Daily Work Sampling Observation Sheet

6-14

DATE:

9/14/96 SAMPLE DAY: 1 PAGE 1

OF 1

DAILY WORK SAMPLING OBSERVATION SHEET

UIC: XXX1X

ORGANIZATIONAL COMPONENT:

PHYSICAL SECURITY OPERATIONS

SAMPLING PERIOD:

0800-1630

ANALYST:

H. ROCKOE

Figure 6-1. Example of a Daily Work Sampling Observation Sheet (Continued)

6-15

DATE:

9/14/96 SAMPLE DAY: 1 PAGE 1

OF 1

A. NAME/SKILL

CATEGORY

B. OBSERVATIONS TIMES

TOTALS

08 04

0840

0900

0935

1010

1051

1115

1142

1210

1245

1305

1342

1410

1448

1516

1552

1618

1. MANAGEMENT

2. SECURITY GD SVS

7. RESOURCE PROTECT

8. SUPERVISION

9. ADMINISTRATION

10. SUPPLY

11. EQUIP MAINTENANCE

12. MEETINGS

13. TRAVEL

14. TRAINING

15. CLEAN UP

P PERSONAL/REST/

BREAK

D DELAY

I IDLE

L LUNCH

N NON-AVAILABLE

CATEGORY TOTALS:

170

NOTES: Security Guard Posts and Supervision of 2

and 3

shift security force supervision work-hour requirements were developed using minimum manpower (post

manning) computations. These positions within the security operations division are not included in work sampling. Work sampling includes Operations Division Head

position (1000J). One-half hour allowed for lunch.

WORK COUNTS:

#1 45

#2 12

6-16

after the component title in the "Organizational Component"

block.

b. Name/Skill and Category (Section A). Down the “Name/

Skill/Category" column, list the employees under study by name,

requirement quality identifiers (i.e., series and grade; or

rate, rank, NEC, NOBC, etc.), and working hours if irregular or

overlapping shifts are involved. If a second sheet is required

to list the employees under study, the "sampling period" and

“observation times” will be the same as the sheet continued.

c. Observation Times (Section B). Log the observation round

times across the top of the sheet; the first observation time at

the top of the first column, the next observation time in the

next column, and so on until the required observation times are

entered. If a second sheet is required to log in the required

number of observation times, the "Sampling Period" block on each

sheet should reflect the correct time period for that particular

sheet to avoid confusion between sheets.

d. List the categories of work from the PWS, plus a

"Nonavailable" category in the "Name/Skill" column under a

"Categories" heading following the last employee name, or, if

insufficient lines are available on the sheet, on a separate

observation sheet. Assign category numbers to all productive

categories and alpha codes to all nonproductive categories and

nonavailable. (Assignment of alpha codes to nonproductive

categories and nonavailable makes these codes easily memorized

and they can be accumulated by category at the end of the

sampling day.)

2. Use of the Observation Sheet

a. The analyst will determine which category best describes

each individual's activity at the instant of each observation

and place the appropriate category number or letter code for

each observation in the proper observation time column. Repeat

this for each individual studied, ensuring each is observed and

accounted for during each round of observations. Enter

performance rating factors for productive observations, if used,

above the code entry.

b. At the end of each observation round, enter the number

of observations, by category, on appropriate lines of the

observation round column. Enter the number of personnel

observed during that round on the bottom row marked "Totals."

6-17

Use this figure to verify the number of entries per column and

to help account for each worker during the course of the study.

c. At the end of the day, count the number of entries for

each individual and enter the numbers in the "Total" column

(Column C). The sum of this column of totals equals the total

observations for the day. The total observations for the day

should equal the number of observation times (rounds) multiplied

by the number of employees observed, unless employees are on

loan to another work center; borrowed from another work center;

working overtime; or assigned to or transferred from the work

center during the sampling period.

d. Transfer category observation totals to the appropriate

daily column on the Work Sampling Recap Sheet.

e. When rating is used, compute a daily average performance

rating factor for each productive category and enter in the form

margin beside the corresponding category observation total.

f. Review of observation time letter and number code entry

distribution on the observation sheet may indicate patterns for

consideration during the analysis phase (e.g., long lunch

periods, groupings of meetings, duplication of tasks, etc.).

g. The "Notes" block provides space to record such things

as deviations from normal work center operations, explanation of

nonsampled time periods, time allowed for lunch, need for

further methods review, etc.

h. The "Work Count" block is provided to record information

on workload volume completed during the study on a daily basis,

such as name and volume of work units completed and status at

the beginning or end of the daily sampling period. Reflect work

counts for only the work completed during sampling hours.

Include whatever data is necessary to feed the work count system

previously established/identified.

614. Work Sampling Recap Sheet. The Work Sampling Recap Sheet

(Figure 6-2) provides daily and accumulated category observation

totals and productivity data for comparison and analysis and

deletion of any abnormal daily data. It provides an orderly

transition from the Daily Work Sampling Observation Sheets to

the Work Sampling Computation Sheet. Use recorded data in

developing control charts and during shift profile analysis.

WORK SAMPLING RECAP SHEET

DATE: 10/13/96

SAMPLING PERIOD: 9/14 -- 10/9

PAGE 1 OF 5

UIC: XXXXX

ORGANIZATIONAL COMPONENT: Physical Security Operations

ANALYST: JOHN DOE

A. PRODUCTIVE

CATEGORY

TASK X

DATE:

OCT

PAGE

UIC:

12345

WORK

AREA:

ADMIN

DIV,

PWD

SUPV:

CLARK

NAME:

ZONE

POSITION:

CLERK

GRADE:

YN2

No.

TASK

HOURS

PER WEEK

WORK

COUNT

CAT

No.

Take and transcribe dictation

File correspondence

Post and dispatch supply requisitions

Maintain personnel files/records

170

Type weekly station work-completed

reports

Campaign-charities U/W, Red Cross, etc.

TOTALS

222

xxxxx

Figure 8-1. Example of a Category/Task List

8-3

takes place, covering an entire office rather than an individual.

To develop a good category list, it is necessary to group related

tasks from the task list into categories. There is no firm rule

on how to do this. Generally, the analyst should go through the

task list, pick out those tasks falling into similar categories,

and identify each task to its appropriate category, using the

furthermost right column on the Category/Task List.

Simultaneously, identify and register major categories on the

category list. When complete, a sum of like tasks will be

reflected as a category on the Category List (Figure 8-2). These

categories will be the data elements for the Work Distribution

Analysis worksheet.

3. Using a pencil or computerized spreadsheet, prepare the WDC

(Figure 8-3). The Category List provides the information needed

to do the chart. If you properly and accurately arrange the

information on the chart, you will have a clear picture of the way

the work is presently distributed. It will be much easier to see

where you can make improvements.

a. First, list the categories of work for the work

center/organizational component in the left column of the chart.

Also useful is the category description.

b. The top columns are for listing each person/requirement

that has tasks summarized in the categories identified in the left

column of the chart. For the purpose of analysis, list

individuals performing the tasks in the first (left) column by

grade, beginning with the person in charge.

c. Record hours per week spent by each person on each task in

the proper column.

d. Sum hours spent by all workers on each category in the

Totals column in the far right.

e. Sum hours spent by each worker on all their individual

tasks in the bottom of the column directly beneath that worker's

name.

f. The resultant WDC reflects the sum of work done by each

individual, the sum of work performed in each category, and the

total work-hours expended by the component as a whole.

802. Work Distribution Analysis

8-4

TYPE

LIST:

CATEGORY X

TASK

DATE:

OCT

PAGE

UIC:

12345

WORK

AREA:

ADMIN

Div,

PWD

SUPV:

CLARK

NAME:

POSITION:

GRADE:

No.

TASK

HOURS

PER

WEEK

WORK

COUNT

CAT

NO.

Preparation of Correspondence

Process Incoming Correspondence

Maintenance of Central Files

Administration of PWD Fund Accounts

Work Progress Control and Reporting

Preparation of Public Works Budget

Preparation of Employee Time Reports

Maintain Civilian Employee Personnel

Records

Supervision of Division Employees

Reception of Phone Calls and Visitors

Miscellaneous

TOTALS

XXXXX

Figure 8-2. Example Of A Category/Task List

1. ORGANIZATIONAL COMPONENT

ADMINISTRATIVE DIVISION, PUBLIC WORKS DEPT.

UIC

WORK DISTRIBUTION CHART

DATE

APPROVED BY

A. R. CLARK, LT (SC), USN

PAGE OF

 EXISTING ORGANIZATION RECOMMENDED ORGANIZATION

NAME

A. R. CLARK

8. NAME

E. F. GORDON

9. NAME

H. I.

JARMAN

10. NAME

K. L. MOORE

11. NAME

M. O. PETERS

12. NAME

Q. R. SMITH

5. CHARTED BY

A. R. CLARK, LT(SC), USN

a. POSITION

ADMIN OFFICER

b. GRADE

LT (SC)

a. POSITION

STENOGRAPHER

b. GRADE

GS-04

a. POSITION

TYPIST

b. GRADE

YN3 (E4)

a. POSITION

RECORD CLERK

b. GRADE

SW (E3)

a. POSITION

CLERK TYPIST

b. GRADE

SN (E3)

a. POSITION

RECEPTIONIST

b. GRADE

SA (E2)

CAT

CATEGORY

W ork

count

Hours

per

week

TASKS

Cnt

Hrs

per

TASKS

Cnt

Hrs

per

TASKS

Cnt

Hrs

per

TASKS

Cnt

Hrs

per

TASKS

Cnt

Hrs

per

TASKS

Cnt

Hrs

per

NO.

Preparation of Correspondence

150

Screen, assign and review

correspondence

Take and

transcribe dictation

Type

Correspondence

Type

Correspondence

Take and transcribe

Dictation

Type Correspondence

Process incoming correspondence

440

Screen and route

correspondence

220

Sort Mail

220

Record/Maintain In &

Out Mail Logs

Maintenance of Central Files

Supervise maintenance of

files

File

Correspondence

Maintain

Instruction/Notice file

Administration of Public Works

departmental FUND ACCOUNTS

Analyze, allocate & report on

funds

Post and dispatch

supply requisitions

Type Public Works

requisitions

Prepare Daily

labor reports

Maintain records of funds

Plan for and estimate P.W.

funds

W ork Pr ogress control

and reporting

Answer inquiries and prepare

weekly work report

Type weekly

station work

completed rpts

Type weekly

station work

competed rpts

Prepare work

progress reports

Compute

employee work

measurement

Maintain/control Reports File

Data

Preparation of P.W . Budget

Prepare Quarterly Budget

Preparation of Employee

Time Reports

Supervise/monitor employee

timekeeping

Prepare employee

Time reports

Prepare/distribute

employee time

car ds

Maintenance of Civilian

Employee Personnel Records

170

Liasion with NAVSTA

CivPers Office

Maintain Personnel

files/rec ords

170

Supervision of Division Employees

General Supervision

Prepare Time

Distribution Cards

Reception of Phone Calls and

visitors

Receives and route

Visitors, answer

Receive and route

Visitors, answer

telephone inquiries

Miscellaneous

Campaign-

Charities

U/W. Red Cross,

etc.

Inventory, maintain

Order office

supplies

Sort & Distribute

Savings Bonds

Perf orm P.W .

messenger servic es

Sort and distribute payroll

checks

TOTAL (WORKHOURS)

852

250

270

222

250

W ork Count data is optional

ANALYSIS: WHAT TAKES THE MOST TIME?..IS THERE MISDIRECTED EFFORT?..ARE SKILLS USED PROPERLY?..ARE THERE TOO MANY UNRELATED TASKS?..ARE TASKS SPREAD TOO THINLY?..IS WORK DISTRIBUTED EVENLY?

Figure 8-3. Work Distribution Chart

8-5

8-6

1. After completing an initial WDC, do a systematic analysis of

the recorded findings. The following questions help in

examining the detail.

a. Are skills being used properly? Is everyone being used

in the best possible manner or are special skills and abilities

being wasted? Persons with higher skills should not do tasks

that can be done by lower skill levels.

b. Is work distributed evenly? Measure the relative

importance of tasks assigned to persons engaged in similar

tasks. For example, two clerks of equal ability and grade

normally should be charged with similar volumes of work. Spread

the urgent and important tasks as evenly as possible to make

certain all work is done according to schedule.

c. Are tasks spread too thinly? Performances of the same

task by many workers may mean duplication of effort. The

assignment of a task to one person sets responsibility and

enriches the job.

d. Are individuals doing too many unrelated tasks? Greater

efficiency results if workers are assigned related tasks.

e. Is there misdirected effort? Is the work center/

organizational component spending too much time on relatively

unimportant operations or unnecessary work? Instances of

misdirected delegation of authority can restrict creativity and

cause unnecessary delays.

f. Are there excessive supervision or consultation tasks?

Resistance to delegation of authority can restrict creativity

and cause unnecessary delays.

g. Which activities take the most time? Are they the ones

which should take the most time? Normally, the largest total

time is spent on what is considered the major activity in the

organization.

2. The answers to the above questions help develop improvement

proposals. Prepare a new responsibility chart or distribution

chart showing recommended processes and division of work. This

will best display proposed changes and compare them with present

procedures. Display associated reduction in work-hour

requirements to support the change.

9-1

CHAPTER 9

ORGANIZATION ANALYSIS

900. General. Organization Analysis is a method for evaluating

an organization’s structure. It examines structure development

effectiveness with respect to the mission and includes

development of a suitable organization.

901. Organization Analysis Studies

1. Basic Study Objectives. Organization Analysis studies are

made for one or more of the following reasons:

a. To determine how effectively an activity and its

organizational components are carrying out their mission, to

prevent or resolve problems, and to discover and strengthen

weak spots within the command/activity.

b. To determine quantitative and qualitative manpower

requirements.

c. To develop improvements in organizational programs,

methods, procedures, and policies.

d. To develop recommendations for constructive changes in

the command such as adjustment of emphasis among functions.

e. To analyze specific problem areas and develop solutions.

f. To determine, from the components being surveyed,

successful techniques that can be applied elsewhere.

2. When a Study is Needed. The items listed below may indicate

the need for Organization Analysis.

a. Supervisor’s relationship with subordinates is vague.

b. Shore manpower requirements determination study

interviews reveal signs of organizational weaknesses.

c. Comparison of the organization to other similar

organizations reveals shortcomings within the command.

9-2

d. Reports by the Inspector General and other auditors

indicate noncompliance with regulations as a result of

inefficient organizational structures.

902. Principles of Organization

1. General Principles

a. The Command’s mission and tasking determine the work to

be performed. Mission, function, and subfunction will be

clearly stated and understood by those responsible for

fulfilling them.

b. Simplify the command’s organizational structure as much

as possible and keep the number of functions and subfunctions at

a minimum, consistent with needs of the command. No function

should be set up unless there is a distinct job to perform.

c. The organizational structure will be flexible enough to

meet new and changing conditions.

2. Assignment of Functions. Consider the following list

regarding assignment of tasking:

a. Provide for every significant tasking within the command

to ensure accomplishment of its mission.

b. Assign every tasking to a specific organizational

component. Under normal circumstances, no single tasking will

be assigned to more than one component.

c. Normally assign closely related or similar taskings to a

single organizational component.

d. Clearly define responsibilities of two or more related

components.

e. There will be no overlapping, duplication, or conflict

among organizational components.

f. Assign tasking so as to minimize cross-relations

among components.

g. Separate line functions from staff functions.

h. Assign tasking to promote balance and to preclude

overemphasis of less important tasking.

3. Uniformity of Organization Structure. Whenever possible,

apply consistent types of organization structure at each level

of command. There are several reasons for adhering to a

standard pattern. Some of these are:

a. To simplify organizational relationships and procedures

by conforming the structure to a logical, homogeneous pattern

based on one fundamental plan.

b. To standardize organizational structures at all levels,

as much as possible, on the basis of the most effective pattern

in keeping with applicable directives.

c. To provide a simple basis for a general understanding

and recognition of the exact location of responsibilities

throughout the organization.

4. Homogeneity of Assignment. The principle of homogeneity of

assignment means grouping the tasking required to accomplish the

mission by similarity in practice and assigning individuals to

these groupings by their capabilities and interests.

5. Unity of Command

a. The principle of unity of command states that the final

responsibility and authority for all work of the command at each

level of operation rest with one person. Only one leader is

required to unite the efforts of subordinate personnel. Unity

of effort, consisting of direction, control, and coordination

depends on principle. Normally, anyone under authority of more

than one superior will have divided loyalty and confused

actions.

b. Everyone in an organization will know to whom they

report and who reports to them. At first glance, this seems

obvious.However, one of the most common faults, especially in

the lowest units, is the members lack of knowledge as to who

their senior in command is, or who their subordinates are. This

lack of knowledge leads to confusion in assigning duties and

responsibilities. Also, unclear definitions of duties seriously

hampers the best performance of a command's mission.

c. Under certain circumstances, strict adherence to the

unity of command principle may not be possible, but where

reporting relationships are clearly defined, no difficulty will

be encountered.

9-3

6. Span-of-Control. The principle of span-of-control implies

that the greater the number of people supervised by a person the

more difficult it will be to supervise them effectively. The

executive capacity of an individual is important in determining

the number of people controlled. Consider the following

limiting variables or phases concerning procedures that can be

effectively installed and controlled particularly during the

organizing process.

a. Number of Personnel Under Supervision

(1) The "scope of supervision" is an important

consideration in organization. It ensures those in supervisory

positions give adequate attention to subordinate functions and

activities.

(2) No formula exists to indicate the number of personnel

one person can direct effectively within various types of

commands. This depends upon the character of work being done,

the people being supervised, and the supervisor. The general

recommendation is the scope of a superior's job should cover all

that he can manage effectively. First line supervision of

blue collar workers will often exceed 20 to 30 people. Another

important factor is the number of organizational relationships

among the supervised since they also exist among subordinates.

In some situations, other factors having a bearing on number of

personnel supervised are the spans of energy, personality, and

knowledge of both superior and subordinates.

b. Distance Element. The second phase of span-of-control

deals with the area or distance involved in supervision. The

location of subordinates with relation to their superiors will

be considered in making supervision easier. If activities to be

supervised require frequent personal contact, the subordinates

accessibility must be considered. The distance of these

activities from the supervisor has an important bearing on

supervisory effectiveness. Effectiveness is materially reduced

when the distance between a superior and his subordinates is

increased to a degree that energy and resources are wasted.

c. Time Element. The third phase of the span-of-control

principle implies that superiors will have under their control

only those activities for which they have the time to spend in

supervision to accomplish all work required. This includes

accomplishment of the basic management functions: planning,

organizing, directing, coordinating, and controlling. The

supervisor’s time can be divided into the following categories:

9-4

9-5

(1) Routine Work. That amount of work in every

supervisory position which should be performed, insofar as

possible, by subordinates.

(2) Regular Work. Duties associated with normal

supervision of activities and subordinates and duties which can

be performed only by the supervisor.

(3) Special Work. Work assigned to the supervisor by

his/her superior or initiated by the supervisor and not related

to the supervisor’s regular work. An example of such work

might be preparation of a report on a problem not immediately

associated with the primary task.

(4) Creative Work. Work done to improve the quality and

quantity of routine, regular, or special work. Creative work

assures progress in an organization. Examples of creative work

are: devising a method for improving relations among personnel

in an organization, drawing up new policies and procedures to

improve the general efficiency of the organization, and

developing new and better methods.

7. Delegation of Authority. Delegate authority as far downward

as possible within the organization. Assign individuals

authority they are competent to assume and which they require to

properly perform their duties.Delegation of authority is

essential for organizational growth and efficiency, and for

personnel development.

a. Authority Commensurate with Responsibility

(1) Responsibilities assigned to a specific individual or

component will carry corresponding authority, and all statements

of authority or limitations will be specific.

(2) Authority and responsibility for action will be

decentralized to components and personnel responsible for actual

performance, as much as possible, without loss of control over

policy or procedures.

(3) Delegation of authority will be consistent with

decentralization of responsibility but does not relieve an

official in higher authority of his overall responsibility.

(4) Each individual or command component assigned

specific responsibility will be held accountable for use of

9-6

resources and results.

(5) Overall responsibility cannot be delegated. A

superior remains responsible for delegated tasks, even though

the subordinate to whom the task is assigned is accountable to

him.

(6) Heads of components will be concerned with important

matters and delegate, to the maximum extent, ordinary details

and routine.

(7) All duties assigned to subordinates must be within

the scope of the supervisor's authority.

b. Guides for Effective Delegation

(1) Provide clearly stated guidelines to subordinates.

(2) Delegate authority and define job assignments to

ensure proper job accomplishment.

(3) Select subordinates who can fulfill assigned

responsibility.

(4) Maintain proper lines of communication.

(5) Set up proper controls.

(6) Give necessary help to subordinates.

(7) Evaluate results.

8. Layers of Management. The latest management philosophies

stress the importance of keeping the number of layers in an

organization to a minimum. One rule of thumb suggests there

should be no more than five layers at the command/activity

level, starting with the Commanding Officer and ending with the

working level. Increased layers of management tend to impede

communications and reduce productivity.

903. Basic Data Gathering Techniques

1. General. Study techniques vary widely, depending upon the

type of study to be performed. The analyst is not restricted to

the basic techniques described below and should constantly be on

the alert to devise new fact-finding methods.

9-7

2. Existing Records. These will provide background information

valuable in evaluating later findings. Instructions,

organization charts, statistical reports, and correspondence

files can be studied. However, do not draw final conclusions

from records alone.

3. Interviews. Interviews aid in gathering additional

information clarifying the organization questionnaire and in

collecting other data which cannot be obtained from directives,

manuals, and other publications. In addition, interviews often

act as stimulators for the interviewee and the analyst. Their

informality may help people discover facts which would not

otherwise occur to them or which they might not submit in

writing.

4. Organization Analysis Appraisal Sheet. The Organization

Analysis Appraisal Sheet (See Appendix J) is designed to assist

analysts in solving organization problems. Its use permits a

thorough evaluation of strengths and weaknesses of various

organizational aspects and a record of facts needed to develop

solutions.

5. Other Analysis Tools. Flow Process, Horizontal Procedure,

System Process, Work Distribution Charts, and other techniques

can be used to graphically portray distribution and flow of

work.

904. One-Level Organization Chart

1. The One-Level Organization Chart is used to identify an

organization as it is currently structured and operated, as

perceived by the employee. It also identifies problems in the

organization, confused lines of authority, layering and poor

supervision, misguided or misunderstood supervisory

relationships, span-of-control, and the informal organization.

2. The One-Level Organization Chart (Figure 9-1) is given to

supervisors to complete early in the data gathering phase. It

provides the analyst an overall picture of how the employee sees

himself within the organization. This tool provides an initial

clue as to whether further organizational analysis may be

required.

3. Instructions for preparing the One-Level Organization Chart

(Figure 9-1) are as follows:

9-8

a. A One-Level Organization Chart should be completed

personally by each supervisor.

b. Blocks 1-4 : Complete as indicated. Use abbreviations

when necessary.

c. Block 5 (A-J): Enter, in separate blocks, the name,

designator/grade/rating/rate and title of each person reporting

directly to you only if that person has subordinate(s) reporting

directly to them. Any person whose name appears in one of these

blocks will also be preparing one of these One-Level

Organization Charts.

d. Block 6 (A-L): Enter the name, designator/grade/

rating/rate, and title of each person who reports directly to

you but who does not have subordinate(s) reporting to them. Any

person whose name appears in these spaces should not prepare a

One-Level Organization Chart. (Note: There are spaces for 12

employees in this section. List additional names on reverse of

form and identify as "6M, N, O", etc.)

e. Block 7 (A): Indicate title of job as shown in block 4

and percentage of time expended in this function.

f. Block 7 (B, C, D): List only those collateral duties

which require a significant amount of time.

905. Responsibility Analysis Charting

1. General. Responsibility analysis charting provides a tool

for analyzing organizational structures, job functions, and

degrees of responsibility. This is a supplementary tool which

should be used in conjunction with other organizational planning

tools. It summarizes on one form many of the important

organizational facts from official organization manuals and

charts, gives a visual summary of functional and structural

relationships among various components, and pinpoints

responsibilities. It helps to quickly determine existing

organizational relationships without referring to organization

manuals or other lengthy written material. Some important uses

of this chart are:

7. MANPOWER REQUIREMENT/POSITION TITLES

% TIME SPENT IN

EACH

A. PRIMARY

B. COLLATERAL

C. COLLATERAL

D. COLLATERAL

TOTAL

Figure 9-1. One-Level Organization Chart

9-9

1A. DATE

1B. YOUR NAME

1C. BUILDING NUMBER

1D. ROOM NUMBER

2A. DEPARTMENT

2B. DIVISION

2C. BRANCH

2D. SECTION

4. YOUR GRADE AND TITLE

3. NAME, GRADE, AND TITLE OF YOUR SUPERVISOR

1E. TELEPHONE NUMBER

2E. UNIT/SHOP

9-10

a. Provides a tool for discovering organizational errors by

showing the actual rather than ideal situation. This can

indicate the need for an organizational study.

b. Provides a continuous check on personnel

responsibilities by clearly pointing them out.

c. Shows whether senior personnel are devoting too much

time to routine duties rather than delegating to subordinates.

d. Aids in conducting an organization study by showing

nature and levels of responsibility and presenting

organizational gaps.

2. Responsibility Analysis Chart Format

a. A Responsibility Analysis Chart (see Figure 9-2) is

arranged in grid format as described below. The date of chart

completion, UIC and name of the component being charted, and the

analyst's name are at the top left. Productive categories of

work for a component are shown on the left side of the chart.

At the top of the chart, list as column headings, the

requirement/position titles and grade/rate of personnel

performing or having some degree of responsibility for

accomplishing the work.

b. The responsibility symbols used on the chart indicate the

following factors:

(1) Who performs the work?

(2) Who exercises direct supervision?

(3) Who exercises general or final supervision?

(4) Who exercises supervision with coordination?

(5) Who must be consulted before reaching a decision?

(6) Who will decide on specific points submitted?

upon?

(7) Who must be notified of actions taken?

(8) Who may give his viewpoints on a matter if called

9-11

c. In completing the chart, place the proper symbol in the

box where the requirement/position title and productive category

intersect. This way, it is easy to see who is responsible for a

certain task and to what degree. The number of symbols used

depends on the type of command and its organization. The eight

symbols appear to be standardized in private industry and are

applicable for use in most Naval organizations.

3. Questions Answered Through Use of a Responsibility Analysis

Chart. Many questions can be answered through use of a

Responsibility Analysis Chart. Questions such as:

a. Is tasking properly assigned among personnel and

components?

b. Is authority equal to responsibility and vice versa?

c. Is there duplication of effort in performance of

specific categories of work among components?

d. Is decision-making assigned to proper levels?

e. Is work distributed evenly among components?

f. Is review and supervision of tasks commensurate with

their complexity and significance?

g. Can any of the tasks/categories be eliminated or

combined?

h. Are line-staff authority relationships contributing to

mission accomplishment?

i. Are there too many organizational levels?

906. Interpreting Data and Developing Solutions. There are six

distinct steps in this analytical process. They are:

1. Defining the Problem. In complicated organizational

problems, the analyst may find it best to use the following

approach:

a. Become thoroughly familiar with facts collected.

b. Summarize the existing situation so you can explain it

to someone with little or no knowledge of the problem.

RESPONSIBILITY ANALYSIS CHART PAGE 1 OF 1

DATE: 11/21/96

REQUIREMENT/POSITION TITLE; GRADE/RATE

UIC: 00000

C S

O P

N E

T C

R I

A A

C L

T I

S P

M U

A R

L C

L H

COMPONENT:

NAS Anywhere

ANALYST NAME:

John Doe

PRODUCTIVE CATEGORIES

Admin.Supply Allotment

Coordinate Dept Budget

Control Stock Adjustments

Issue Servmart Supplies

Maintain Payroll

Maintain Inventory Control

Supply Acquisition/Dist

Printing Requisitions

Prepare Travel Vouchers

Schedule/Arrange Travel

Assign Typewriters/Calculators

Contractor Mgmt Eval

Contractor Admin.

Incoming Receipts

Prepare Outgoing Reqs.

LEGEND: A - PERFORMS WORK E - MUST BE CONSULTED

B - SUPERVISES DIRECTLY F - DECIDES ON POINTS SPECIFICALLY SUBMITTED

C - SUPERVISES GENERALLY G - MUST BE NOTIFIED

D - SUPERVISES WITH COORDINATION H - MAY BE CALLED IN FOR INPUT

Figure 9-2. Example of a Responsibility Analysis Chart

9-12

9-13

c. Summarize and examine suggestions, criticisms, and

complaints submitted.

d. Test the validity of each complaint.

e. Examine every aspect of the situation to reveal major

organizational weaknesses as well as opportunities for

improvements.

f. Finally, summarize major indicators of the problem.

2. Determining Causes of the Problem. With a clear

understanding of the problem, the next step is to clarify

conditions which have created and are sustaining the problem.

Seek answers to such questions as:

a. How long has the problem existed?

b. When and where did it start?

c. Is the situation growing worse or better?

d. What are the basic causes today and what were they in

the past? A detailed diagnosis of the problem is often the most

important step in an analysis; when the causes are known, the

solution may become obvious.

3. Determining Objectives of the Solution. Determine specific

objectives of the proposed solutions. They can be identified in

terms of:

a. End results to be achieved such as sound organizational

structure, clearly defined missions, elimination of overlaps,

proper spans-of-control, and authority delegated in line with

responsibility.

b. The speed, financial expense, manpower, and skills

required or allowable in achieving these results.

c. Any other limitations or goals involved in reaching a

workable and acceptable solution.

4. Developing the Solution in Principle

a. Develop the solution, in principle, before filling in

details.

9-14

b. Picturing the solution to a well-defined problem comes

from the analyst's ability to apply knowledge and experience

with creative imagination. Imagination is usually stimulated by

commonplace, readily accessible ideas.

(1) Canvas all methods and procedures known. The

practices of other commands may reveal the approach. Reading

the experiences of others will help. Talking to the commanding

officer and his staff often stimulates the imagination.

(2) Do not accept or reject any reasonable approach to a

solution too quickly. Designing a solution frequently means

fitting together fragments of ideas from several sources.

(3) Test, in some detail, the most promising answers.

Before selecting an idea, even in principle, be sure it will

work.

(4) Finally, broadly outline the solution, listing facts

the commanding officer or department head must have to make a

preliminary decision. These facts include:

(a) A picture of the present organization showing

defects revealed by the study.

(b) A skeleton picture of major changes proposed.

can be shown.

(d) The cost of installing or changing over to the

new plan.

plan.

effect.

(e) The time required to install or convert to the

(f) The chief steps required to place the plan in

c. To develop a revised organizational structure, first

make a rough draft of an organization chart (preferable a

combined structural-functional chart based on information

obtained from the questionnaire and other sources).

5. Getting the Solution Accepted in Principle

9-15

a. The main goal is to develop a solution upon which the

command will act. Before perfecting the solution made in broad

outline, the analyst will seek acceptance of the principles on

which the solution is based. In most instances, it is desirable

to prepare, as a basis of discussion, a summary of findings of

the study and the basic proposals. A complete summary should:

(1) Explain the subject and scope of the study.

(2) Define the problem and its causes.

(3) Explain objectives which will be met by a

satisfactory solution.

(4) Present and illustrate the solution in principle.

(5) Highlight advantages of the solution.

b. Since this presentation is made informally, findings and

conclusions can be revised without embarrassment. The ability

to compromise gracefully and intelligently is an important

element in solving organizational problems. Organizational

planning and analysis is not an exact science, thus, attempting

to get an idea accepted is at least equal in importance to the

idea itself. An intelligent compromise seeks to modify a

solution by incorporating ideas which personnel contribute.

6. Designing the Most Efficient Organization. The final step

in organization analysis brings out the technical ability of the

analyst. This step requires extreme accuracy and painstaking

attention to detail. It is essential that the detailed solution

be understood and used. Develop the final most efficient

organizational structure.

907. Organization Charting Techniques

1. General

a. An organization chart is a portrayal of formal

organization relationships. It summarizes and presents the

organizational structure indicating component parts and their

interrelationships. The line organization and functional

organization, two basic organizational structures, are presented

in Appendix K.

b. An organization chart does not indicate the "human

elements" involved in management. However, it does provide a

tool to assist personnel in better understanding the

organization and furnishes information from which an improved

program may be developed. Its effective use, however, is

limited to factors whose relationships are subject to factual

presentation, such as lines of authority and responsibility,

span-of-control, and functionalism.

2. Purpose of Organization Charts. In general, the purpose of

charting organizational structure is five-fold:

a. To present an overall picture of an existing or proposed

organizational structure.

b. To provide a basis for planning.

c. To discover organization flaws such as:

(1) Confused lines of authority and responsibility.

(2) Duplication of functions.

(3) Inefficient allocation of personnel.

(4) Too extended a span-of-control.

(5) Lack of intermediate supervisory levels.

d. To discover organizational strengths useful in setting

standards for a good structure.

e. To provide a basis for reorganization.

3. General Principles of Organization Chart Arrangement. When

possible, standardize organizational charts. This creates a

more unified appearance and permits easier and more accurate

interpretation. An important factor in chart standardization is

proper arrangement. Principle points in chart arrangement are

completeness, simplicity, clarity, symmetry, and unity.

a. Completeness. A chart is a summary description of an

organization. It should be as complete as possible. The main

part will identify component relationships and the name of the

command.The date approved and signature of the commanding

officer will appear at the bottom.

b. Simplicity. An organization will be arranged to

eliminate confusing or complicating elements. Too much or too

9-16

detailed information will not be present on any one chart. A

complex chart may be the result of poor charting techniques or

an involved organization plan.

c. Clarity. Clarity and simplicity in charting are closely

related but not identical. For example, a chart can be simple

if it has only a limited number of organizational components

represented, with a small number of lines joining the blocks.

However, if the lines are confused or the organization blocks

are not labeled, the chart is not clear. Similarly, if the

organization title is omitted, the chart lacks clarity. Often,

the use of brief notes will clear up items which might be

confusing.

d. Symmetry. Symmetry in charting means simply the best

possible arrangement of the chart elements. Symmetry should not

be forced into a chart, but the command organization should be

presented in a well-balanced arrangement without clouding the

structure.

e. Unity. Unity in charting means that each component is

related to others on the chart, either by a connecting line or

through other organizational components. In its simplest terms,

this means that no branch, section, unit, or staff element can

exist by itself, but must be clearly subordinated to command

authority.

f. Organization Chart Construction Details. The following

examples are provided to help in the preparation of meaningful

organizational charts.

(1) Part-Time Splitting of Functions. When one

individual occupies two or more requirements, place an asterisk

in the appropriate boxes on the chart. This occurs particularly

with staff assistants, weapons and deck forces, yeoman duties,

and maintenance tasks. (See Figure 9-3)

(2) Staggering of Boxes. Numerous subdivisions on the

same level of authority may be "staggered" as shown in Figure

9-4.

(3) Lines of Authority to a Number of Subordinate Units.

See Figure 9-5.

(4) Standard and Special Boxes. For full-time

subdivisions, the rectangle is a solid line box. Show

subdivisions other than full-time as follows:

9-17

9-18

(a) Use a broken line box " - - - -" as a border

around a solid line box or the element added to an existing box

to show a permanent full-time subdivision to be created

(future).

(b) Use dot-dot-dash line box ".._.._" as a border

around a solid line box or the element to be deleted from an

existing box to show a full-time subdivision to be abolished.

(c), Use a dot-dot-dot box "......" as a border to

show inactive command components whose functions are currently

being performed by another activity, or which will be manned

upon mobilization.

(5) Achieving Simplicity in Organization Chart Layout.

See Figure 9-6.

908. Organization Chart Format

1. Structural Organization Chart. A structural organization

chart represents the most common and simplified method of

presenting an organizational plan. Showing the structure of a

command is most useful in outlining basic relationships among

its various components. The size of the command shown by such a

chart is immaterial. This can be used for the smallest or the

largest and most complex component of command, or at any level

in between.

2. Functional Organization Chart

a. A functional type of organization chart indicates the

interrelationship of functions. The blocks on the chart include

functional statements applicable to the component represented.

The functional chart should not be confused with the functional

organization. These terms represent two entirely different

concepts. Functional charts indicate, in abbreviated form, the

functions performed by various components, i.e., department,

division, unit, and section. The functional type of

organization is characterized by a decentralization of

supervision to several functional supervisors.

b. Points to be emphasized in making functional charts are:

(1) Start at the lowest level at which it is desirable

to show functions and relationships. An excessive number of

blocks will be confusing and should be avoided.

9-19

Admin.

Ass’t*

Admin.

Ass’t*

Admin.

Ass’t*

A technique which can be used to indicate a part-time splitting

of functions is as follows:

Legend:

* Part-time splitting

of functions. Same

person performs the

duties of administra-

tive assistant to A,

B, and C.

Figure 9-3. Example of Part-Time Splitting of Functions

9-20

Numerous subdivisions on the same level of authority may be

staggered as follows to make the chart more compact,

particularly where space is limited.

THIS

RATHER THAN THIS

Figure 9-4. Example of Staggering of Boxes

9-21

Wrong Right

EXPLANATION

1. Chart at left is wrong because head of

Records Vault Unit does not report to head

of Records Control Unit. Chart at right

presents correct picture.

2. Organizational designation (“Section” and

“Unit”) should be shown.

3. Note preferred method of drawing line

of authority.

4. Smaller “Boxes” for units aids

interpretation.

Figure 9-5. Example of Lines of Authority to a Number of

Subordinate Units

Enlisted Records

Records Control

Records Vault

Enlisted Records Section

Records Control Unit

Records Vault Unit

9-22

WRONG

RIGHT

EXPLANATION

Clerk-Steno should not be shown 3. Diagonal lines should not be

as a separate component. used.

Sections, when space permits, 4. Avoid crossing lines of

should be drawn on the same authority.

horizontal plane.

5. Note preferred method for

drawing lines of authority for

"Units", when drawn vertically

under the Section.

Figure 9-6. Example of Achieving Simplicity in Organization

Chart Layout

Public Works

Maintenance Branch

Clerk Steno

Building

Trades

Section

Labor

Section

Roads &

Grounds U.

Materials

Section

Sanitation

Shop Unit

Joiner

Shop Unit

Plumbing

Shop Unit

Electric

Shop Unit

Paint

Shop Unit

Public Works

Maintenance Branch

Building

Trades

Section

Materials

Section

Labor

Section

Joiner

Shop Unit

Roads &

Grounds U.

Plumbing

Shop Unit

Sanitation

Shop Unit

Paint

Shop Unit

Electric

Shop Unit

9-23

(2) Include all organizational units having a close

connection with each other to show points where all units are

interrelated.

(3) Omit introductory statements such as "The function

of the department is..."

(4) Omit functions common to all components shown on the

chart.

(5) Functional statements will be clear, as complete as

possible, written in the present tense, and start with action

verbs.

(6) Describe the actual day-to-day functions; not

theoretical occasional functions.

c. An example of a simple functional organization chart is

shown in Figure 9-7.

Requirement or Position Assignment Organization Chart

a. Requirement or position assignment charts show the

various requirements/positions required in the organizational

components. These charts may be of one or two types, each

serving a different purpose:

(1) One type of chart shows names, requirements/

positions, and titles or grades of personnel as they fit into

the current organization plan.

(2) The other type shows the requirement/position titles

and grades of a planned setup, but does not include names of

personnel. Manning tables for new organizations are similar to

this. One important thing to remember is that, in chart making,

a requirement/position on a chart indicates relationship, not

status.

b. An example of a requirement or position assignment chart

is shown in Figure 9-8.

Combination

a. The purpose for preparing the chart will indicate the

kind of chart needed. In many instances, as in an organization

survey, combinations of these charts will be used. For example,

it is possible, if the organization is small and simple, to

9-24

combine all three (structural, functional, and billet

assignments) into one chart. However, combining too much

information into a single chart may tend to result in a chart

too complex for effective use.A combination chart will be

preferred by most larger organizations for picturing their

subordinate components.

b. If the basic chart is a structural type, the combined

structural-functional type may be best used in portraying all

necessary details of the subordinate components. The top block

will contain the functional designation of the component

represented and a brief statement of its functions. Greater

detail can be shown on additional charts of the subordinate

components as required. Do not omit any details which point out

close relationships between functions. An abbreviated outline

of such a chart is shown in Figure 9-9.

9-25

NOT ES:

Ap pr ov ed

Da te :

Ac ti vi ty: Tr ai nin g Ac t i v i t y

Br an ch :

Ch ar t No.

De pa rt men t : Pe rso nn el

Se ct io n:

Di vi si on:

Un it :

Figure 9-7. Example of a Functional Organization Chart

MI LI TA RY P E RSO NN EL DE PA RT M E N T

Pl an s, di r e cts , an d c o o r d i na te s a c e nt ra li ze d

mi li ta ry p e rso nn el pr og ra m w h i ch in c l u d e s su c h

fu nc ti ons a s p r o c e ssi ng o f r e c rui ts , r e c e i p t ,

tr an sf er, c las si fi cat io n, ma in ten an c e of o f f i ce r

an d en lis t e d r e c o r ds, p e r s on ne l a c c o un ti ng , a n d

in fo rm ati o n an d ed uca ti on .

CL ASS I F ICA TI ON DI VI SI O N

P E R SON N E L A C C O U NTI NG

A N D RE C O RDS D I V ISI ON

ED UC AT ION A L AN D IN SUR AN CE

SE RVI C E S D I V I S ION

R E C EIP T , TR AN SF ER, A N D

S EPA R A TIO N DI VIS IO N

A d m ini s t ers b a s ic ba tt e r y

t e s ts t o re cr ui ts an d s p e c i a l

t e s ts t o se le ct ed pe rs o n n e l .

S c o res t est s an d r e c o r d s

g r a des .

P r e sen t s or ie nt ati on l e ct ur es

f o r re c r uit s on su ch t o pi cs

a s enl i s ted n a v al ca re e r pr o -

g r a ms, t rai ni ng , a n d d u ty

a s s ign m e nts .

I n t erv i e ws re cr uit s, a n d on th e

b a s is o f te st s cor es ,

e d u cat i o n, an d wor k ex p e r i e nce ,

r e c omm en ds as si gnm en t t o

g e n era l d u t y , s e r v ic e s c h o o l ,

o r spe ci a l as si gn m e n t .

I n f orm s rec ru it s, wh os e t e s t

s c o res o r e d u c a tio na l b a c k -

g r o und q ual if y the m, o f t h e i r

o p p ort u n iti es i n c o m m i s si on -

i n g pr o g ram s. Pre pa re s ,

p r o ces s e s, an d tra ns mi t s

a p p lic a t ion s.

Co mp il es, b y m a c h i ne me th -

od s, a va r i ety o f per so nn e l

re po rt s f o r Tr ai ni ng Ce nt e r

an d Bu rea u of Na va l P e r s o n -

ne l us e, s u ch as p ers on ne l

di ar ie s, c l ass if ic ati on

li st in gs, a nd al lo wan ce s.

Ma in ta ins e nli st ed pe rs on n e l

re co rd s f o r re cr ui ts an d

sh ip ’ s co m p any .

Fu rn is hes i nfo rm at ion f r o m

se rv ic e r e c ord s to de pa rt -

me nt s upo n req ue st .

Pr ep ar es a n d l o g s ide nt if i -

ca ti on , l i b ert y, a nd me ss

ca rd s.

Pr ep ar es a n d f o r w a rds

cl ai ms fo r per so na l

an d de pen d e nts ’ tr ave l, a n d

mo vi ng pe r s ona l ef fec ts .

Ad mi ni ste r s ed uc at ion al

pr og ra ms d e sig ne d for t h e

ge ne ra l e d u cat io na l a d -

va nc em ent o f m i l i t ary p e r -

so ne l (e. g . , U S A F I co ur se s )

an d th e p r o fes si on al

de ve lo pme n t of m i l ita ry

pe rs on nel ( e.g ., n ava l

co rr es pon d e nce i n rat in g) .

Ad mi ni ste r s hi gh s cho ol

an d co lle g e GE D te sts .

Pr ov id es e d uca ti on al gu id -

an ce f or r e cru it s and

sh ip ’ s co m p any p e r son ne l.

Ad mi ni ste r s th e go ver nm en t

in su ra nce p rog ra m.

Pr ov id es g u ida nc e on su ch

su bj ec ts a s se tt le men t

op ti on s, c a sh su rr end er s,

pr em iu m w a i ver s, a n d

ot he r pha s e s o f in sur an ce .

Re ce iv es a n d v e r i f ies o r d e rs ,

se rv ic e a n d ot he r rec or ds ;

pr ep ar es n e ces sa ry fo rm s

an d en dor s e men ts ; log s in

in co mi ng e n lis te d per so nn e l .

Tr an sm its p ay, m e d ica l, a n d

se rv ic e r e c ord s to co gn iz a n t

de pa rt men t s ; i n i t i ate s ac t i o n

to s e c ure m iss in g pap er s a n d

do cu me nts .

Co ll ec ts n e ces sa ry re co rd s

an d pr epa r e s T A O , TAD ,

in te r - an d int ra - s tat io n

tr an sf er o r der s fo r e n l i s t ed

pe rs on nel .

Pr oc es ses a nd re co rds

di sc ha rge s , re le as es, r e t i re -

me nt s, an d ree nl is tme nt s.

Ma in ta ins c han ge o f a d d r e s s

fi le f or 2 yea rs i n o r d e r to

an sw er pe r s ona l an d o f f i c i al

in qu ir ies .

9-26

NO T E S

A p pr ov e d :

Da te :

A c t ivity : T r ain in g A c t ivity

B r an ch :

Cha rt No .

D e p a rtm e n t: P e r s o n n e l

S e c tio n :

D ivisio n : C lassificatio n

Un it:

Figure 9-8. Example of a Requirement or Position Assignment Organization Chart

CLAS S IF ICA T IO N DIV IS IO N

C lassificatio n O f ficer - L T

A s s istan t C lassificatio n O ff ic e r - L T JG

T estin g B r an ch

In te r v ie w B ra n c h

S e lectio n & A ssig n m e n t B ran ch

1 P N C H ead

3 P N 1 T est A d m in istra to r

2 P N 3 T est C lerk

3 P N 3 T est S c o rer

4 P N 2 P ro c to r

1 P N C H ead

2 P N 1 In te rv ie w in g R eview er

1 Y N 1 C lassificatio n In te rv ie w e r

2 Y N 3 T y p ist C ler k

1 P N C H ead

1 P N 1 S e lecto r

2 P N 3 C a rd C o n tr o ller

2 P N 3 A ssig n m e n t

3 P N 3 T y p ist C ler k

9-27

Figure 9-9. Example of a Combined Organization Chart

NOTES:

Office Methods

Branch

ADMINISTRATIVE SERVICES DIVISION

Responsible for activity mail, rapid communi-

cations, files, office equipment and supplies, space

allocations, building services and maintenance, and

records, reports and forms management programs.

Communications & Files Branch

Dispatch Section

Mail Section

Files Section

Services & Supply Branch

Supply Section

Service Section

Messenger Section

Duplicating Section

Approved

Date

Activity: Training Center

Branch

Chart No.

Department: Administrative & Management

Section:

Division

Administrative Services

Unit:

Figure 9-9. Example of a Combined Organization Chart

10-1

CHAPTER 10

BENCHMARKING

1000. General. This chapter addresses the basic tenets of

What, Why, When, Where, and How to assist in gaining a

perspective about Benchmarking and how it can and should be

applied to your organization to achieve maximum efficiency and

effectiveness.

1001. What is Benchmarking?

1. Benchmarking is:

a. A business practice that leads to increased

competitiveness.Competition goes beyond just building a

customer base. As soon as one individual or organization

realizes there is someone else doing the same thing but better,

it becomes a "competitive necessity for survival" to learn why

and how and then take steps to change.

b. A process of continuously comparing our performance

against recognized leaders. Ascertaining what makes them

leaders is a key factor in your own initiative.

c. A measurement and analysis process. A detailed internal

look is important and necessary to stay healthy.

d. A business practice that complements continuous process

improvement because complacency is a sure step toward self-

destruction.

e. An effort of continuous improvement toward customer

satisfaction. Keeping existing customers is more important than

trying to attract new ones.

2. To bring all of this into perspective, we can define

benchmarking as "A continuous process of identifying,

understanding, comparing, measuring, and adapting the best

practices from organizations anywhere to help your organization

improve its performance and be more focused toward customer

satisfaction."

10-2

1002. Benchmarking is not:

1. A Program -- it is a process with solid philosophical

credentials.

2. A Quick/Easy Fix -- it is a process that requires extensive

planning, measurement, comparison, and analysis that upon

implementation yields long term results.

3. A Performance Appraisal Tool -- although there is a certain

air of competitiveness created during the process, the elements

of openness, teamwork, and trust do not lend benchmarking to be

used as a measure of individual performance.

4. A Substitute for Other Quality Improvement Initiatives -- it

is a very enhancing complement to any quality improvement

initiative.

5. Just Data Collection and Analysis -- it is a complete

process having a beginning (vision), a middle (planning,

measurement, comparison, and analysis), an ending

(implementation of recommendations), and on-going maintenance

(continuous improvement review).

6. Industrial Tourism, Spying, or Espionage -- it is a two-way

process involving exchange of information, open viewing, etc.,

benefiting all participants.

7. Competitive Copying or Catch-up -- it is a process of

"adapting" not "adopting."

8. Cheap -- it requires a substantial manpower resource

investment and potential capital investment for implementation.

1003. Why do Benchmarking?

1. To provide an opportunity to understand your own processes

and to assess respective performance.

2. To assist in identifying, developing, and validating

realistic goals and objectives.

3. To create a sense of urgency and the motivation to improve,

which is critical for survival.

4. To stimulate improved management/operational processes

reflecting increased efficiency and effectiveness.

10-3

5. To provide opportunities for innovations and breakthroughs

to be implemented which contribute to becoming the "Best of the

Best."

6. To facilitate managed change. Managed change is changing

what needs changing based on purpose and avoiding unnecessary

changes (i.e., those with no value added purpose).

7. To provide managers and supervisors with the knowledge to

manage change.

8. To take middle management and supervisors beyond their

traditional roles as participants in the total effort.

9. To provide an opportunity to "see outside the box" and to

witness firsthand how others perform similar processes in

different environments.

10. To provide opportunities to learn from others and determine

their activity's place in the industry.

11. To promote understanding of "world class performance" and

what it takes to be there.

12. To provide focus to customer needs and desires. When these

issues are taken into consideration and successfully addressed,

then you have satisfied customers and a satisfied customer is

the best public relations image any activity can have.

1004. When to do Benchmarking?

1. There is not a specific/designated point when benchmarking

should occur. However certain indicators should be the signal

to "let the games begin."

2. A strong indicator you are not an industry leader and

changes are required is when it becomes apparent others are

doing the same thing, only better. This is the starting point

for a benchmarking initiative.

3. An indicator that efficiency, effectiveness, and purpose

have been lost is when you realize your operations and processes

have become so complex that the relationships and interactions,

as they contribute to the whole, can’t be easily explained or

understood. This should indicate it is time to conduct an

extensive review of core processes and evaluate where changes

should occur.

10-4

4. An indicator that complacency has replaced initiative,

enthusiasm, and pride is when it is determined that quantum

changes or improvements are needed because customer satisfaction

is below the established level of acceptance. This should

stimulate an extensive review and survey of customer needs and

expectations and determine corrective measures to get back into

a competitive posture.

5. It is important not to start any benchmarking initiative

unless there is a total commitment from the top-down that they

will implement changes and improvements. Also, no initiative

can be effective without sufficient resources identified and

dedicated to the effort.

6. Benchmarking is part of a long-term quality strategy

requiring extensive planning and commitment. The following

assessment provides guidelines to successful benchmarking.

a. Does the organization have a vision and a strategic

plan?

b. Does the organization have long-range supporting goals?

c. Is everyone in the organization aware of and able to

discuss the vision and long-range goals in relation to the

organizational operations?

d. Have major organizational systems and processes been

identified and prioritized?

e. Is process management an active business practice in the

organization?

f. Have Process Action Teams been chartered and empowered

with implementation authority?

g. Does the organization have a quality improvement

implementation plan?

h. Were all levels of management involved in developing the

plan?

i. Are there other active work or problem-solving teams?

j. Are all levels within the organization actively

practicing or planning quality improvement training?

10-5

k. Have customers and suppliers been included in related

quality improvement processes?

l. Are the strategic and tactical plans used rather than

just updated?

m. Does the organization have customer-based WIs

identified?

n. Has the quality improvement system been reviewed within

the last six months?

o. Are plans and activities communicated to all levels of

the organization?

p. Have adequate resources been identified and allocated to

execute plans?

q. Does the organization have an active award system? Does

it reward risk taking as well as quality?

r. Does the organization's appraisal system recognize

customer-oriented performance?

s. Is top management actively committed to supporting and

encouraging innovation, change, and improvement?

t. Is the organization willing to share information "in-

kind" with a benchmarking partner?

7. If any of the above questions were given a "no" answer, then

a review of the quality improvement system should be conducted

before implementing a benchmarking process. Each "no" response

should be evaluated with the objective of making changes/

corrections in order to get a positive answer. Depending on the

issue/question and where it may fall in the system, benchmarking

may proceed while the issue is being reviewed.

1005. Where to do Benchmarking?

1. Determine where benchmarking should be done within an

organization by identifying areas of strategic importance.

Outputs of each system or process for critical impact on

quality, cost, or cycle time should be reviewed. Starting at

the systems level, processes are identified and prioritized in

terms of output relevance to service or product delivery (i.e.,

10-6

critical success factors are evaluated for meeting the goals and

objectives of satisfactory mission completion).

2. Most organizations can be divided into two major systems: a

management system which includes executive, administrative, and

technical functions, and a business system that includes all

other functions (i.e., those directly involved in product or

service output). Some questions to consider in systems review

are:

a. What processes/programs are related to the success of

the organization?

b. What areas are causing problems? Internal bottlenecks?

Customer complaints?

c. What performance measures often get the most attention

because the organization is not meeting them?

d. Are the performance measures related to any critical

success factors?

3. The following represents a general list of critical success

factors that have application to most organizations. Each

organization may identify additional factors that have a more

direct relationship to their operations.

a. New product development cycle time.

b. Customer service systems.

c. Distribution and delivery.

d. Capital investment decisions.

e. Maintenance practices.

f. Strategic planning process.

g. Minimization of administrative costs.

4. It is important to note benchmarking can be done at any

level and multiple benchmarking projects can occur

simultaneously. The number of project processes selected for

benchmarking will be determined by the willingness of top

management’s support and the commitment of resources. Apply the

10-7

following evaluation criteria for each project selected in

preparation for the start of the actual benchmarking initiative.

a. What is the output?

b. Why is it critical to the organization?

c. Who is (are) the customer(s)?

d. Where does it begin?

e. Where does it end?

f. What are the success measurements (performance factors)?

g. Who established these measurements?

h. How were they determined/established?

i. Do they actually measure the success of the process?

1006. How to Benchmark

1. The benchmarking philosophy, as has been stated, has many

variations when it comes to actual application. A critical and

essential element of a successful benchmarking initiative is to

follow a rigorous and structured process as if it were a road

map from your point of origin to your destination. The most

commonly used is a four phase process known as the Shewart Cycle

based on the Deming cycle of Plan-Do-Check-Act (PDCA),

fundamental in Total Quality Management (TQM).

2. In the Shewart model, the phases are called Plan, Do, Check,

Analysis, and Act. The primary elements of each are as follows:

a. Plan

(1) Prepare the benchmarking study plan which includes a

data gathering plan, a location visit plan, and an

implementation plan.

(2) Select the team to include subject matter experts,

those with vested interests (those involved in the process),

interested "third party" (those outside the process)

participants, management, and an "owner" (generally the person

in the organization who is responsible for the process to be

studied).

10-8

(3) Select a benchmarking partner, establish contact,

and formalize partnership guidelines.

(4) Discuss and analyze proposed plan for

familiarization and refinement.

b. Do (Collect)/Check

(1) Do data gathering per the benchmarking study plan.

(2) Do preliminary analysis to determine if all

measurement/data gathering is complete, accurate, and thorough.

c. Analysis

why?)

(1) Compare measured data to partner's data.

(2) Identify "gaps" (where is your partner ahead and

POA&M.

(3) Identify changes to be made and develop a POA&M.

(4) Revise/complete implementation plan to incorporate

d. Act

(1) Begin implementation.

(2) Monitor progress.

(3) Plan for continuous improvement in terms of new

goals and new opportunities.

11-1

CHAPTER 11

SHIPBOARD MANPOWER REQUIREMENTS DETERMINATION PROTOCOLS

1100. General. This chapter contains an explanation of the

concepts used in developing Manpower Documents for Ships, Afloat

Staff, and Deployable Operational Units and to a lesser degree

Aviation Squadrons.

It is understood that in the development of manpower documents,

the applicable Navy Availability Factor (NAF) will be utilized as

a constraint. The nature of Navy work, watch, and skills make it

impossible to fix work periods on a daily or weekly basis.

Commanders have the ability to adjust, in real time, watches and

work to mitigate risks and threats. At-sea, the work week assumes

a wartime environment with the unit operating in Condition III

with a three-section watch rotation.

1101. Watches

1. A watch is an operation station manned to satisfy the

Required Operational Capability (ROC) elements prescribed for the

condition of readiness in effect. A watch may require routine

relief of assigned personnel. Quantitative watch and station

requirements are dictated by the functions required of a ship

during specified conditions of readiness or to accomplish

specific evolutions. While the number or operating stations to be

manned will vary with each condition, generally, watch and

station requirements shall be kept to a minimum consistent with

ROCs and safety. Qualitative requirements are established by

determining the minimal levels of skill and training essential to

effective performance of the watch or station function. General

criteria for determining valid requirements are as follows:

a. The station is required for accomplishing the ship’s

mission under a specified condition of readiness or during a

special evolution.

b. The station is required to ensure the health or

safety of the crew.

c. The station is required to meet a directed security

requirement.

2. Condition III Watches. The minimum number of watch

standers is required to avoid unnecessary training and cost for

watch station qualification. The grouping of these hours are

11-2

required to reduce the number of skilled requirements needing to

be trained to perform the duties of the watch stations. 168 hours

are required for each Condition III watch station and grouped

together based on the number of watch section rotations.

Example: A three section watch rotation will have 56 hours

placed on three requirements. For watch standers, 56 hours is

allocated to watch stations (8 hours x 7 days) (l1 hours

available for work in addition to 56 hours watch standing = 67

hrs). This provides the minimum number of skill requirements to

satisfy the watch requirement based on the number of watch

sections selected.

3. Unconstrained Watches. Unconstrained watches must be

specifically identified and may be processed into other work

centers in a division, divisions within a department or

departments within the activity in accordance with specified

input record search parameters for specific organization codes

(ORGCODE) (e.g. Work Center, Division, Dept).

Note: The analyst assigns watches based on specific criteria.

Watch(es) are placed in the first available organization code

having the capacity to absorb the watch without growing a new

requirement. This process continues until watch(es) are absorbed.

If all organizational codes are unable to accept the watch(es),

the default organization code will be selected to receive the

watch(es) and grow any necessary manpower requirements.

Note: There are times when specific organization codes are

excluded from being assigned specific watches. Example: Chaplain

Department is excluded from the watch allocation search routines

because Chaplains and RP are not assigned combat watches.

Specific damage control watches can only be assigned to

requirements within the Engineering Department (e.g. Repair

Lockers, below deck rovers, etc.).

4. Positional Watches. Those watch(es) required during

specific conditions of readiness which may not generate watch

hours since they are manned for short periods of time without a

designated watch relief and/or watch rotation. Examples of

positional watches include those necessary during General

Quarters (Condition I) and during Amphibious Assault Operations

(Condition IA).

1102. Optimization Formulation – Optimization will determine

the minimum number and quality of manpower requirements (to

include paygrade and skill identifier (NECs) for each rate in a

11-3

work group (work center, division, department) based on directed

requirements, watches or work records coded using the appropriate

Department, Division, Work center taxonomy, as opposed to filling

requirements across the entire ship.

Note: Once the manpower requirements have been processed, the

analyst has additional options to move watches and workload to

further analyze the optimization process.

Other business rules may limit the recoding of watches and

workload to delete or move from the original organization code

(e.g. FM/CM).

To determine the initial manpower requirements, the Directed

Requirements (DR), work and watches must be assigned to the

appropriate organization level to reflect groupings of

requirements performing work to support a common function/sub

function, usually in a centralized area, and at a level of detail

being considered for the outputs (authorized products or

services).

This will put the watches and workload in the proper organization

code (work center, division or department) performing the work.

Any adjustment will have to be reviewed, approved and adjusted by

the analyst.

1103. Work Allocation Break Point (overdrive) Factor. During

the optimization process manpower requirements may not have a

full Productive Availability Factor (PAF) of workload. Any

residual work hours on a requirement of less than one-half of the

PAF may be absorbed by other requirements in the same

organization code up to 0.9 hours per requirement. However, if

there are not a sufficient amount of requirements to absorb the

excess work, then no work is redistributed and the total

requirements remain as initially processed.

Note: This is known as a requirement being in "over-drive" where

the requirements in the organization code are assigned the

maximum amount of hours (PAF) + 0.9 hours of ORGCODE work.

To minimize the impact of having a requirement with less than

one-half of a PAF in an organization code, the process will allow

other requirements within the organization code to exceed the PAF

limit by (+0.9) hours to absorb the excess hours. If requirements

within the organization code are not able to absorb all the

excess workload, then no manpower requirement reduction will

occur.

11-4

1104. Workload Variables

1. Planned Maintenance (PM) Workload Variable. Planned

maintenance (PM) Workload Variable work hours are calculated

using the following equations:

Step 1: PM Workload Standard work hours = (7 / [INTERVAL] x

[TOTALWORK-HOURS] x [Equipment Quantity])

Step 2: PM Allowance work hours = (PM Workload Standard work

hours * MRPA)

Step 3: PM Modifier (e.g. multiplier) work hours = (PM Workload

Standard work hours * PM modifier (e.g. multiplier)). This is

calculated as a percent of 100 to be accomplished.

Summary: PM Workload Variable work hours = PM Workload Standard

work hours + PM Allowance work hours + PM Modifier ((e.g.

multiplier) work hours

The allocation of PM hours will not be assigned to paygrades

lower than, or more than two paygrades higher than the paygrade

identified on the PM input record. Maintenance will not be pushed

to lesser paygrades that may not be qualified to perform the

maintenance.

Captures the individual work center maintenance hours from the

Maintenance Requirements Cards (MRC) and Maintenance Index Pages

(MIPs) for each maintenance work center.

2. Facility Maintenance (FM) Workload Variable. Using the

steps described below. Facility Maintenance (FM) work hours are

calculated within the assigned organization code using the

following equations:

Step1: FM Workload Standard work hours = Ʃ ((FM Task * Task Time

factor * Qty) * Frequency))

Step2: FM Allowance work hours = (FM Workload Standard work

hours * PF&D)

Step3: FM Modifier (e.g. multiplier) work hours = (FM Workload

Standard work hours * FM modifier (e.g. multiplier)). This is

calculated as a percent of 100 to be accomplished.

Summary: FM Workload Variable work hours = FM Workload Standard

work hours + FM Allowance work hours + FM Modifier (e.g.

multiplier)

The FM hours will be identified at the E-3 paygrade and the

allocation of the work shall not be allocated to more than two

paygrades higher than the paygrade identified on the FM input

11-5

record.

To capture individual work center/division cleaning hours to

maintain proper sanitation and a healthy living and work

environment.

1105. Requirements

1. Directed Requirements. Directed requirements are the sum

of the qualitative and quantitative manpower required to perform

those duties, functions, or tasks specifically directed by CNO, a

CNO agent, higher authority and/or by special programs. Directed

requirements (Officer/Enlisted, Civilian, Contractor) are

assigned to the organization code by the input record. Directed

Requirements (DRs) have the ability to absorb workload based on

the code below (per NAVPERS 15909) to identify source of the

workload as follows:

A – Whole Requirements – primarily officers; enlisted are auto

filled to the work week for that task level

C – Corrective Maintenance

F – Facilities Maintenance

L – Directed Workload

M – Planned Maintenance Workload

O – Own Unit Support Workload

P – Directed Workload – by analyst

S – Customer Support Workload

T – TAD (Temporary Assigned Duty)

“A” coded requirements do not absorb watch or workload.

Enlisted RQMTs - coded as “L” or “P” are able to absorb workload.

Initial Directed Requirements (DR) impact needs to be identified

prior to analyst intervention to move, modify or delete a

directed requirement to correct coding errors during the Quality

Assurance process or modified based on guidance provided by the

Senior Analyst, Deputy Department or Department Head.

2. Minimum Manpower Requirements Calculation. Minimum

manpower requirements are calculated for a specific rating in a

work center using the following equation (allow update of PAF

value):

Requirements = [(OM) + DR] + [([PM Workload Variable Work hours]

+ [CM Workload Variable Work hours] + [FM Workload Variable Work

hours] + [OUS Workload Variable Work hours] + [CS Workload

Variable Work hours]) / Productive Availability Factor (PAF)]

Note: Operational Manning (OM) includes all Conditions of

11-6

Readiness watches (e.g. I/III/UR/VR/FQ/IMH /IIMH/S). Directed

Requirements (DR) include all those input records not included as

watch or workload to support document production or special

programs (CMDCM, 3MC, Nuclear RQMTs, etc.).

The document development process takes the watch hours

established by the number of watch sections and workload at the

organization code level, then divides the hours by the PAF to

calculate the minimum number of manpower requirements. Certain

watches at specific Conditions of Readiness do not have

associated hours and are considered “positional watches” for

requirements determination purposes.

1106. Workload

1. Constrained Workload – Workload, PM, CM, FM, OUS, and CS,

processed and allocated to the organization code assigned by the

input record.

Note: Workload is not distributed outside of the organization

code unless analyst is authorized by the senior analyst, Deputy

or Department Head to move no more than one-half of the PAF to

another work center within the division; or to another division

within the department. However, no constrained workload will be

moved outside of the department.

Initial workload impact needs to be identified prior to analyst

intervention to move, modify or

delete work hours to correct coding errors during the quality

assurance process or modified based on guidance provided by the

Senior Analyst, Deputy Department Head or Department Head.

2. Constrained Watch Workload – Watches assigned to a

specific organization code identified on the watch input record.

Note: Initial watch allocation must be identified prior to

analyst intervention to edit, move or reassign a watch to correct

a coding error during the Quality Assurance process or modified

based on guidance provided by the Senior Analyst, Deputy Dept

Head or Department Head.

3. Unconstrained Workload – Facilities Maintenance (FM)

workload is assigned by the proper codes used on the input

record. Facilities Maintenance may be moved manually by the

analyst between selected organization codes (within a division or

division within a department) for less than one-half of

Productive Availability Factor (PAF) to keep from creating

11-7

additional manpower requirements.

Note: This will be controlled by the analyst with permission

from the Senior Analyst, Deputy Department Head or Department

Head. There is very little unconstrained work.

Note: DCPO maintenance will be addressed in another business

rule.

Manpower requirements are costly. The ability to move FM between

selected organization codes provides relief on determining

manpower requirements to process selected unconstrained workload

between work centers in a division, divisions within a

department.

This is an analyst-controlled movement.

1107. Maintenance

1. Damage Control Petty Officer (DCPO) maintenance.

(1) DCPO PM workload may be allocated to appropriate work

centers within divisions when activities use a centralized work

center (e.g. ER09) to manage DCPO maintenance.

(2) DCPO PM workload will be allocated as assigned to the

appropriate organization codes within divisions when activities

do not use a centralized work center to manage DCPO maintenance.

Two approved methods are utilized by the Fleet when managing DCPO

maintenance. One method uses a centralized work center (ER09)

where all PM actions are recorded and assigned to appropriate

work centers. The second utilizes a decentralized assignment of

DCPO maintenance by work centers within the activity.

2. Corrective Maintenance (CM) – Corrective maintenance will

be processed for each rate within a work center in accordance

with the PM/CM Ratio Table if CM data cannot be collected and

validated from other sources.

Note: If CM workload is collected and validated from other

sources, the PM/CM ratio will be suspended, and the actual

collected/reported work hours will be used.

1108. Allocations

1. Watch Allocation. The assignment of watches (except

11-8

Condition I) will not be allowed to migrate (assigned) to

requirements greater than two paygrades above the paygrade

assigned in the watch input record.

Exception: At Condition I, all requirements are eligible if

needed for optimizations. However, the optimization of the

watches will follow the business rules established for

"constrained and unconstrained" watches for allocation inside or

outside the organization code.

This aligns watch standing skills to those requirements closely

aligned to the pay band assigned. This prevents the assignment of

more junior watches to senior requirements at the expense of

losing junior personnel. The more senior the requirements, the

less watch standing duties are expected and have more oversight

and leadership demands placed on them.

2. Facilities Maintenance Hours Allocation. Facilities

Maintenance (FM) hours will be assigned within an organization

code at the E-3 paygrade and will not be allowed to migrate more

than two paygrades higher.

This aligns facilities maintenance (cleaning) skills to those

requirements closely aligned to the pay band assigned. The more

senior the requirements, the less cleaning duties are assigned

and more oversight and leadership demands are placed on them.

3. Own Unit Support (OUS) Hours Allocation. OUS hours are

assigned in a progressive order from the most senior requirement

in the organization code down to the lowest paygrade in the

organization code. If watches are assigned, the allocation of OUS

hours will be allocated based on available time by each rate,

until all hours have been allocated. The assignment of watches is

a priority over the assignment of OUS.

OUS hours are derived from either duties assigned in the

organization code or by skill identified in the Rate Occupational

Standards. In practice, senior personnel are more aligned to

administrative tasks and junior personnel are more aligned with

watch standing, maintenance and Facilities Maintenance. This "Top

Down" method of OUS hours allocation will place more OUS

administrative hours on the more senior requirements.

4. Preventive Maintenance (PM) Hours Allocation. The

assignment of PM hours will not be allowed to migrate to

requirements lower than or greater than two paygrades above the

paygrade assigned in the maintenance input record.

11-9

This aligns maintenance skills to those requirements closely

aligned to the pay band assigned. This prevents the assignment of

more junior maintenance actions to senior requirement at the

expense of losing junior personnel. The more senior the

requirements, the less maintenance they are assigned and have

more oversight and leadership demands placed on them. Maintenance

will not be pushed to lesser paygrades that may not be qualified

to perform the maintenance.

A-1

APPENDIX A

INSTRUCTIONS FOR COMPLETING THE RISK ANALYSIS WORKSHEET

Use the Risk Analysis Worksheet (Figure A-1) to assess the risk

associated with reducing or eliminating tasking.

1. Header Blocks. Complete header information, as appropriate.

2. Category Code. Cross-reference categories to PWS.

3. Job Titles. Enter all the job titles responsible for

performing the category/task being considered for elimination or

reduction. Under each position title, indicate the percentage

of total time or work-hours that the incumbent of the position

spends on the category/task.

4. Category/Task/Description. Enter a brief description of the

category/task performed by the employee(s) at each position.

This description should focus on the sequence of work steps the

employee takes to complete the category/task. Use brief action

verbs and nouns where possible.

5. R/D (Reduce/Delete)

a. The R/D column designates whether the risk described in

the next column refers to reducing or deleting all hours. Enter

a “D” if the risk listed is associated with deleting all hours

allocated by the position to perform the category tasking, thus,

the incumbent would no longer perform the tasking.

b. Enter an “R” if the risk listed is associated with

reducing the hours allocated by the position to perform the

subfunction. Hours can be reduced by:

(1) Reducing total hours allocated across all

categories/tasks (indicate percent or work-hour reduction).

(2) Eliminating specific tasks, but not all tasks

(indicate specific tasks).

c. Infrequently, it is advisable to increase the effort

devoted to a category or task in order to realize improvements

in cost, service, or quality. If this is the case, enter an “I”

in the R/D column and describe the benefit associated with the

increase in the “Risk of Reduction/Deletion” column.

A-2

RISK ANALYSIS WORKSHEET

UIC:

COMPONENT:

ANALYST:

DATE:

PAGE OF

CAT.

CODE

JOB

TITLE

CATEGORY/TASKDESCRIPTION

RISK OF

REDUCTION/DELETION

AREAS IMPACTED

BY CHANGE

Figure A-1. Risk Analysis Worksheet

A-3

6. Risk of Reduction/Deletion. Enter the risk associated with

deleting, reducing, or modifying a category or task (high,

medium, or low). This is then followed by a brief narrative

discussion of the risk. The following is required for each

position listed on the form:

a. Assess the risk of reducing the time expended by that

position on the category through either eliminating tasks or

reducing total time allocation. When eliminating tasks,

indicate those tasks being deleted. When reducing time

allocation, indicate the percent or work-hour reduction in

activity. If the risk associated with deletion is low, simply

note that the risk for reducing is the same.

b. Provide a brief description of the risk of deletion.

Deletion is the removal of all time allocated by that position

to the category. Deleting does not necessarily imply the

elimination of the category in its entirety.

c. Provide a brief description of improvement ideas (I.I.)

which can reduce time expended, improve work flow, or enhance

quality or service. This should be the last description in the

"Risk of Reduction/Deletion" column and it should be identified

by an “I.I.”.

7. Areas Impacted by Change

a. Enter areas in the command or organizational

component/work center that will be impacted by the change.

Identify those areas affected by the change in procedures, work

flow, or work-hour allocation (if appropriate).

b. When analyzing more than one category on a page,

separate categories by drawing a double line below category

code. Within a category, draw a single line after each

position.

8. Analysis

a. Analysts, supervisors, and department heads need to

review and challenge the risk values assigned to each category

and determine the advisability of implementing the reductions,

eliminations, and improvement opportunities presented. To

assess risk, the following questions should be considered:

(1) Does the category/task contribute to the operational

objectives of the organization?

A-4

(2) Is the category/task needed for the decision-making

process?

(3) Is the category/task required for control or

accountability?

(4) Is the category/task required for quality control?

(5) Is the category/task needed to maintain acceptable

levels of service?

(6) Does the category/task contribute to the competitive

position of the organization (e.g., shipyards, public works,

etc.)?

b. A second part of the analysis is to look for operating

improvement opportunities. These are identified from two

sources:productivity increases and work simplification.

Productivity addresses the output of employees. Work

simplification addresses how, what, and where activities are

being performed.

9. Summary. Risk Analysis is a very powerful tool for

developing and presenting the key arguments often needed by the

decision maker to determine the merits of methods improvement

proposals. By use of Risk Analysis, coupled with the use of

Organization Analysis and Work Distribution Analysis, an analyst

can quickly collect, analyze, and display high payback potential

opportunities for consideration.

B-1

APPENDIX B

MISSION, FUNCTIONS, TASKS (MFTs) QUESTIONNAIRE

1. This questionnaire is a tool designed to assist the analyst

in determining the impact of additions, changes, and/or

deletions to an activity's MFTs, workload, and manpower

requirements. It can also be used to assist with preparation

for inspections by outside agencies such as Naval Audit Service,

Navy Inspector General, and the General Accounting Office.

2. The questionnaire is divided into the following categories:

mission, functions, tasks, methodology workload, requirements,

skills, and supporting documentation. The purpose of the columns

is:

a. Column 1 – provides the questions to be answered under each

category.

b. Column 2 – indicates whether the response applies to

peacetime (PT) – check yes or no.

c. Column 3 – indicates whether the response applies to

mobilization (WT) – check yes or no.

d. Column 4 – comments, self-explanatory.

B-2

MISSION, FUNCTIONS, TASKS (MTFs) QUESTIONNAIRE

MISSION

QUESTIONS TO BE ANSWERED

PT WT COMMENTS

Does your current mission statement provide a

clear, concise statement of the goals and

objectives of the activity?

Is the current mission statement supported by

appropriate regulations?

Is the requested change in mission statement

(addition, modification, deletion) supported by

appropriate documentation (e.g., regulation,

instruction, policy letter, etc.)?

Which mission is affected by the change?

Does the change in mission result in a change to

workload?

FUNCTIONS

QUESTIONS TO BE ANSWERED

PT WT COMMENTS

Does the manpower study clearly list basic

functions?

Are current functions stated as broad areas of

required work?

Do current functions support the mission

statement?

Does the change in function(s) affect the

peacetime or mobilization mission?

Is there a proposed increase in function(s)

required to be performed?

B-3

FUNCTIONS

QUESTIONS TO BE ANSWERED

PT WT COMMENTS

Is the increase in function(s) supported by

sufficient justification?

Is there a proposed decrease in function(s)

required to be performed?

Will the activity’s mission be adversely affected

if the proposed function(s) is not performed?

Is the function performed at a like activity?

Are the functions related to a major output

product or service?

Is a standardized function statement applicable?

TASKS

QUESTIONS TO BE ANSWERED

PT WT COMMENTS

Does the change in task(s) affect the peacetime

and/or mobilization mission?

Do current tasks describe what is to be done or

what actions are to be taken to complete a

particular function?

Are current tasks described to the major task

level?

Do the tasks adequately define the described

function?

Is there an increase in the number of tasks of a

function?

B-4

TASKS

QUESTIONS TO BE ANSWERED

PT WT COMMENTS

Is the increase supported by sufficient

justification?

Is there a decrease in the number of tasks of a

function?

Is the decrease supported by sufficient

justification?

Will the activity’s mission be adversely affected

if the task(s) is not performed?

Is this task performed at a like activity?

Is a standardized task statement applicable?

WORKLOAD

QUESTIONS TO BE ANSWERED

PT WT COMMENTS

Were workload indicators (WIs) used as part of the

methodology?

If so, are the WIs clearly defined, easily

collectible, and relatable to the

mission/functions?

Is there a change in workload?

Does the change require a new WI?

Is the change directly related to a mission or

program change?

B-5

WORKLOAD

QUESTIONS TO BE ANSWERED

PT WT COMMENTS

Is the nature of the change documented?

If the workload tends to vary over time, is

sufficient historical data provided?

Does the change in workload support the requested

increase or decrease in requirements?

Are there standardized WIs?

REQUIREMENTS

QUESTIONS TO BE ANSWERED

PT WT COMMENTS

Is there an increase in requirements?

Is there a decrease in requirements?

Is the increase/decrease tied to a change in MFTs

or workload?

If requirements were increased, was a formal work

measurement technique used and documented?

Are the increased work-hour/manpower costs

properly documented?

Are the work-hour/manpower savings properly

documented?

Is there a matrix that shows the difference

between the baseline requirements and the updated

requirement?

B-6

MANPOWER TYPE MIX/SKILL INFORMATION

QUESTIONS TO BE ANSWERED

PT WT COMMENTS

Can the requirement be filled by a civilian?

Can the requirement be filled by a contractor?

Does the requirement require military skills based

on military essentiality codes?

Are military skills supported by an appropriate

occupational classification code (e.g., NEC, AQD)?

Do military skills reflect minimum levels

required?

METHODOLOGY/SUPPORTING DOCUMENTATION

QUESTIONS TO BE ANSWERED

PT WT COMMENTS

Was a formal work measurement technique used?

If so, was it properly documented?

If a work measurement approach was not used, what

was the methodology employed?

Was it properly documented?

Is the alternate methodology logical, supportable,

and easily tracked?

Does the supporting documentation support the

manpower requirements with an RI code of "E" in

the AMD?

B-7

METHODOLOGY/SUPPORTING DOCUMENTATION

QUESTIONS TO BE ANSWERED

PT WT COMMENTS

Are there approval letters on file for shore

manpower requirements determination studies that

were postponed (i.e., those to be completed after

the initial baseline deadline (30 Sep 95)?

Are there approved waivers on file for

requirements that were exempted from the shore

manpower requirements determination process?

Is there a matrix that shows the difference

between baseline authorizations and measured

requirements?

Do the results show a savings?

Is there a mechanism in place to review and update

the activity's manpower requirements?

Where is the supporting documentation for manpower

requirements determination studies filed?

Is the documentation filed in an organized manner?

Who is responsible for maintaining these

studies/reports.

C-1

APPENDIX C

PERFORMANCE WORK STATEMENT (PWS) WORKSHEET

1. General. The PWS Worksheet (Figure C-1) is suggested for

use in describing tasking elements accomplished at the activity

under study in PWS format. The form is designed for multiple

uses at the various stages of PWS development.

a. Use it during the planning phase in developing the study

strategy to identify the organizational components of the

activity. Do this by recording the mission statement on the

form and systematically breaking the mission into functions and

subfunctions until organizational components are defined.

b. Use it during the data gathering phase in refining the

PWS to document the further systematic breakdown of the work

performed within each organizational component. This generally

involves dividing subfunctions into categories, tasks, subtasks,

and elements as required to reach the level of detail needed to

conduct work measurement and methods study in each component.

c. Use it during the data analysis phase in preparing the

final PWS and WIs prior to writing the shore manpower

requirements determination study report.

2. Instructions For Use of the PWS Worksheet

a. Complete the header as required. Use separate forms for

each function during the planning phase breakdown. During data

gathering, use separate forms for each organizational component.

b. Complete the Code column using a system similar to that

shown in the example of a detailed PWS in Appendix D, or any

alpha/numeric coding system which clearly distinguishes levels

of detail. It may be possible to use existing organizational

codes for function and subfunction breakdown.

c. The Description column should describe tasking in short

verb and noun statements. When necessary for clarity, add

notes, clarifiers, etc., to the verb/noun statements. This is

often necessary to distinguish one category or task from

another.

C-2

d. Use the WI column to record the qualitative,

quantitative, and timeliness WIs associated with the desired

level of PWS (function or subfunction) for which measurable data

is available for monitoring changes in workload. Use this

column also to identify all directives from higher authority

that support/justify the tasking for the areas covered on the

form.

C-3

PERFORMANCE WORK STATEMENT WORKSHEET PAGE 1 OF 3

ACTIVITY/COMPONENT NAME: Scientific Investigations Department, NDRI

UIC:00000

ANALYST NAME: ADAM T. SPLIT

DATE: 3-15-96

CODE

DESCRIPTION

WORKLOAD INDICATORS &

TASKING DIRECTIVES

Medical Research and Development

Prepare and submit plans and objectives

for five year plan (FYP)

Analyze the strategic requirements

from an operational standpoint

Identify the strategic goals and

objectives

Obtain research background

material

Review research background

material

Identify the scientifically relevant

principles and ideas

Reformulate the goals and objectives

in terms of the principles and ideas

Apply the principles of scientific

research design in formulating FYP

Identify the research techniques

Identify the general area of

research experiments to be used to

test the hypotheses

Determine equipment requirements

Establish mid and long-range project

schedules, milestones, and objectives

II.

Develop the research proposal for the

short term

Analyze the problem from an opera-

tional standpoint

Identify the scientifically relevant

principles and ideas

Obtain research background

material

Review research background

material

Reformulate the problem in terms of

the scientifically revelant

principles and ideas

Apply the principles of scientific

research design in the formulation

of the proposal

Identify the research techniques

Identify the general area of

research experiments to be used to

test the hypotheses

Determine equipment requirements

1.1.

1.1.1.

EXPERIMENTS/INVESTI-

GATIONS CONDUCTED

1.1.2.

1.1.2.1.

QUANTITY: 40 PER MO

1.1.2.2.

QUALITY: ACCEPTABIL-

ITY RATE OF 90% OR

1.1.3.

HIGHER

1.1.4.

TIMELINESS: CONDUCT

IN 4 HOURS OR LESS

1.1.5.

(BUMED 00000.00)

1.1.6.

1.1.7.

1.1.8.

1.1.9.

1.2

1.2.1.

1.2.2.

RESEARCH PROPOSAL

SUBMITTED

1.2.2.1.

1.2.2.2. QUANTITY: 8 PER YR

1.2.3.

QUALITY: ACCEPTABIL-

ITY RATE OF 75% OR

HIGHER

1.2.4.

TIMELINESS:COMPLIANCE

WITH POA MILESTONES

1.2.5. (BUMED 0000.01)

1.2.6.

1.2.7.

Figure C-1. Example of Performance Work Statement (PWS)

Worksheet

D-1

APPENDIX D

EXAMPLES OF A

DETAILED (SECTION ONE) AND CONDENSED (SECTION TWO) PWS

SECTION ONE

PERFORMANCE WORK STATEMENT

SCIENTIFIC INVESTIGATIONS DEPARTMENT

1 Medical Research and Development.

1.1 Prepare and submit plans and objectives for Future

Year Defense Program (FYDP).

1.1.1 Analyze the strategic requirements from an

operational standpoint.

1.1.2 Identify the strategic goals and objectives.

1.1.2.1 Obtain research background material.

1.1.2.2 Review research background material.

1.1.3 Identify the scientifically relevant principles

and ideas.

1.1.4 Reformulate the goals and objectives in terms of

the scientifically relevant principals and ideas.

1.1.5 Apply the principles of scientific research design

in the formulation of the FYDP.

1.1.6 Identify the research techniques.

1.1.7 Identify the general area of research experiments

to be used to test the hypotheses.

1.1.8 Determine equipment requirements.

1.1.9 Establish mid and long-range project schedules,

milestones, and objectives.

1.2 Develop the research proposal for the short term.

D-2

1.2.1 Analyze the problem from an operational standpoint.

1.2.2 Identify the scientifically relevant principles

and ideas.

1.2.2.1 Obtain research background material.

1.2.2.2 Review research background material.

1.2.3 Reformulate the problem in terms of the

scientifically relevant principles and ideas.

1.2.4 Apply the principles of scientific research design

in the formulation of the proposal.

1.2.5 Identify the research techniques.

1.2.6 Identify the general area of research experiments

to be used to test the hypotheses.

1.2.7 Determine equipment requirements.

1.2.8 Establish mid and long-range project schedule,

milestones, and objectives.

1.3 Obtain funds.

1.3.1 Prepare and submit DD 1498 Research and Technology

Work Unit Summary.

1.3.2 Prepare and submit out-year research narratives.

1.3.3 Conduct liaison with program managers.

1.4 Refine the research proposal.

1.4.1 Review existing literatures in the research area.

1.4.2 Discuss the proposal with other research scientists.

1.4.3 Review related experiments.

1.4.4 Identify specific scientific methods to be used.

1.4.5 Put together specific or series of experiments.

D-3

1.4.6 Determine and develop computer programs.

1.4.6.1 Write flow process charts.

1.4.6.2 Write program code.

1.4.6.3 Test and debug program.

1.4.6.4 Write documentation.

1.5 Obtain laboratory equipment and materials.

1.5.1 Engage in consultation regarding equipment

requirements, availability, reliability,

maintenance, and compatibility.

1.5.2 Design laboratory equipment, instruments, and

systems.

1.5.3 Develop/fabricate laboratory equipment, apparatus,

and prototype models.

1.5.4 Provide graphs, sketches, blueprints, and diagrams

of the equipment.

1.5.5 Modify laboratory equipment.

1.5.6 Evaluate test equipment.

1.5.7 Determine materials required.

1.5.8 Initiate equipment and material procurement action.

1.6 Conduct experiments/investigations.

1.6.1 Locate and designate experimental subjects with

the necessary skills, knowledge, etc., to be used

as participants.

1.6.2 Prepare materials and equipment.

1.6.3 Conduct tests/experiments.

1.6.4 Provide photographic scientific documentation for

the research project.

1.6.5 Collect data.

D-4

1.7 Analyze and interpret data.

1.7.1 Organize the data.

1.7.2 Determine the completeness of data.

1.7.3 Enter data into the supporting ADP system.

1.7.4 Apply statistical/mathematical techniques.

1.7.5 Analyze data.

1.7.6 Draw conclusions.

1.8. Prepare reports.

1.8.1 Write reports of test results and project

accomplishments.

1.8.2 Review test and project reports.

1.8.3 Determine need for additional experiments.

1.8.4 Publish findings.

1.8.5 Make presentations at scientific meetings (to

include providing exhibits in support of

research).

Workload Indicators: Medical Research and Development

Indicator: Experiments/Investigations Conducted

Standard:

Quantity: 40 per month

Quality: Experiments/Investigations resulting in

acceptability rate of 90% or higher

Timeliness: Conduct Experiment/Investigation in 4 hours

or less

Indicator: Research Proposals Submitted

Standard:

Quantity: 8 per year

Quality: Proposal acceptability rate of 75% or higher

Timeliness: Submitted in compliance with POA milestones

D-5

SECTION TWO

PERFORMANCE WORK STATEMENT

SCIENTIFIC INVESTIGATIONS DEPARTMENT

1. Medical Research and Development. Prepare and submit plans

and objectives for Future Year Defense Program (FYDP); develop

the research proposal for the short term; obtain funds; refine

the research proposal; obtain laboratory equipment and

materials; conduct experiments/investigations; analyze and

interpret data; and prepare reports.

Workload Indicators. Scientific Investigations Department

Indicator: Experiments/Investigations Conducted

Standard:

Quantity: 40 per month

Quality: Experiments/Investigations resulting in

acceptability rate of 90% or higher

Timeliness: Conduct Experiment/Investigation in 40

hours or less

Indicator: Research Proposals Submitted

Standard:

Quantity: 8 per year

Quality: Proposal acceptability rate of 75% or

higher

Timeliness: Submitted in accordance with POA milestones

E-1

APPENDIX E

SAMPLE STAFFING STANDARD REPORT

"SAMPLE ONLY"

STAFFING STANDARD

FOR

PROVIDE CONSOLIDATED LAW ENFORCEMENT/PHYSICAL SECURITY SERVICES

1. Below summarizes attached staffing standard information.

a. Performance Work Statement. Indentifies what work is

required to be accomplished to the maximum extent practicable

without stating how to do it; Provides workload indicator (WI)

definitions and source(s) of count (and where appropriate,

applicable ranges). It also provides the staffing equation(s)

and applicability statement.

b. Application Instruction. Provides instructions for

using the staffing equation in computing total manpower required

in a work center to accomplish assigned tasking and workload as

identified by individual work center WIs, to include additives,

deviations, and exclusions, if applicable.

c. Staffing Table(s). Shows the quantitative and

qualitative increments of officer, enlisted, and civilian

required manpower for the applicable range of the staffing

standard.Civilian grades shown are for manpower planning only,

and should not be used as a basis for assigning grades to

individual positions.

d. Staffing standard universe listing. Lists activities tasked

with the functional responsibilities reflected in the

Performance Work Statement (PWS) and covered by the

applicability statement.

E-2

"SAMPLE ONLY"

PERFORMANCE WORK STATEMENT

WORK CENTER TITLE: WORK CENTER ID CODE:

Provide Consolidated Law Enforcement/

Physical Security Services SEC02.001

DESCRIPTION OF WORK CENTER RESPONSIBILITIES (By Productive

Categories):

DIRECT

1. Management. Plan, direct, and administer the operation of

the Law Enforcement/Physical Security (LEPS) Department; apply

policies and directives prescribed by higher authority; provide

advice and assistance; review, verify, and approve required

reports; review and endorse incoming and outgoing

correspondence; maintain liaison; manage training program;

develop and maintain a physical security plan; conduct physical

security survey; prepare and submit Post Validation forms; serve

on the Physical Security Review Committee (PSRC); serve on the

Physical Security Review Board (PSRB); prepare security

modification Plan of Action and Milestones (POA&M) report;

prepare and submit security department budget; prepare request

for waiver of security requirement; prepare request for

exception to a security standard; monitor the Loss Prevention

Program; manage the Integrated Security Management Information

System; manage the crisis response force program for the

anti/counter-terrorism and other potential threats; and serve on

the LEPS boards and committees as required.

2. Security Guard Service. Perform guard watch commander duty;

perform security guard supervisor duty; provide base entry/exit

control; provide security of base; perform Intrusion Detection

System (IDS) watch; and perform harbor patrol duty.

3. Post Related Duties: Obtain weapon, ammunition, and

equipment; travel to watch briefing; travel to post; assume and

relinquish post; travel from post; turn in weapon, ammunition

and equipment; and review daily log.

4. Central Control and Dispatch Duties: Perform shift

supervisor duties; and perform dispatcher duties.

E-3

"SAMPLE ONLY"

Provide Consolidated Law

Enforcement/Physical Security

Services (SEC02.001)

5. Police Services. Perform crime prevention and crime

detection in assigned patrol area; perform specialized patrol;

ensure enforcement of installation regulations; perform game

warden services; operate temporary detention cell; provide

armored car service; perform watch command duty; and perform

patrol supervisory duty.

6. Traffic Law Enforcement. Perform traffic law enforcement;

conduct traffic control; provide information; coordinate convoy

movement; provide convoy escort, operate speed detection

equipment; operate breath tester/breath analyzer; issue traffic

citation; enforce parking regulations; and impound abandoned

vehicles.

7. Preliminary Vehicle Accident Investigation. Respond to

scene of accident; provide aid to injured personnel; secure

accident scene; provide traffic control; examine driver

credentials; interview and question personnel; apprehend and

detain criminal suspect; restore roadway scene to normal traffic

flow; and provide input for motor vehicle accident report.

8. Arms Room Service. Operate and maintain an arms room;

provide clearing pit or drum; maintain weapon cleaning area;

issue and receive weapon, ammunition, and equipment; perform

inventory maintenance of equipment; and provide other arms room

services.

9. Resource Protection Program. Schedule inspection; inspect

resource protection program; administer resource protection

training; participate in conference; inspect fund security;

inspect weapon and ammunition security; inspect security of

precious metal storage area; maintain resource protection files;

and process resource protection waiver or exception.

10. Key Security and Lock Control. Maintain central key room;

conduct inventory of all issued keys; rotate and maintain

security locks, padlocks, and/or lock cores; issue keys for

security locks and padlocks; approve procurement of all security

locks and padlocks; and control and account for placement of

entrance seals.

E-4

"SAMPLE ONLY"

Provide Consolidated Law

Enforcement/Physical Security

Services (SEC02.001)

11. Patrol Dog Service. Perform patrol on validated military

working dog post; provide funds escort; assist with riot and

crowd control; assist with civil disaster; protect distinguished

visitor; conduct proficiency training; and conduct proficiency

demonstration.

12. Drug Detector Dog Service. Conduct search; apprehend

offender; conduct proficiency training; conduct proficiency

demonstration; and maintain training aid.

13. Explosives Detector Dog Service. Conduct explosives

inspection, investigation, or search; report explosives alert to

proper authority; respond to bomb threat to include handler and

spotter personnel; conduct proficiency training; and conduct

proficiency demonstration.

14. Kenneling. Provide dog care; maintain kennel facility and

equipment; maintain kennel sanitation; and provide kennel

security.

15. Personnel Identification Badges. (Other than

identification cards for active duty or retired personnel and

dependents.) Receive and review application; transcribe

descriptive data; take fingerprint and photograph; obtain

authenticating signature; laminate and trim identification

badge; complete accountability record; control and protect

unissued passes and badges; and monitor losses of identification

passes and badges.

16. Personnel Identification Passes. Receive and review

request; transcribe descriptive data; obtain authenticating

signature; and complete accountability record.

17. Limited/Exclusion Security Area Entry Control. Provide

inspection and control point; and perform pass/badge exchange

entry control. Note: applies only to security post separately

established for the purpose of controlling entry into security

areas.

E-5

"SAMPLE ONLY"

Provide Consolidated Law

Enforcement/Physical Security

Services (SEC02.001)

18. Vehicle Registration. Receive and review application form;

and issue decal.

19. Driver Record. Maintain driver record; purge file; and

issue government driver's license.

20. Non-NIS Investigations. Conduct command legal claim

investigation; conduct command security investigation; conduct

command criminal and related incidents investigation; assist

with other investigation upon request; gather evidence at the

crime scene; prepare and process Incident Complaint Report

(ICR); conduct surveillance and make apprehension; maintain

liaison with civil and military law enforcement authorities;

provide testimony at judicial proceeding; provide crime

laboratory services; and perform evidence control custodian

duty.

INDIRECT

21. Standard Indirect Support. Provide work center supervision

and administration; maintain supply account and obtain

expendable/nonexpendable supplies; maintain operator equipment;

attend and conduct meetings; perform local and TAD travel;

conduct and receive training; and perform cleanup.

ADDITIVE

A1. Provide VIP Escort/Protective Guard Services. Provide

Escort/Protective Guard for VIP personnel arriving/traveling in

and around/departing the activity.

WORKLOAD INDICATORS (Workload Factors/Definitions and Source of

Count

INDICATOR: X

= Number of Units. The claimant computed number of

validated post requirements.

Standard: The number of claimant computed Validated Units.

E-6

"SAMPLE ONLY"

Quantity: Average number.

Source: Claimant Certified and approved Post

Validation worksheets.

=(4.5727 (validated post work-hours per week))

145.136

This value must be computed by the claimant using the

staffing standard application instructions provided in article

203 of this report.

Staffing Standard Equation:

= 232.7609 (X

)

.9435

Where Y

= Computed monthly work-hours required.

APPLICABILITY: The Provide Consolidated Law Enforcement/

Physical Security Staffing Standard applies to all activities

consolidating physical security functions as described by

SECNAV MSG 202050Z JAN 97 with the exception of Naval

Facility Subic Bay, R.P., which is covered in SEC07.

E-7

"SAMPLE ONLY"

APPLICATION INSTRUCTIONS

203. Staffing Standard Application Instructions

a. When directed by major manpower claimant, the

installation's Consolidated Law Enforcement/Physical Security

Department will complete Post Validation Worksheets provided by

Appendices D, E, and G of this report and forward them to the

major manpower claimant. Use the following definitions to

assist in completion of the post validation forms:

(1) Post. ΑA position or location at which one or

more personnel are required to be present whether or not work is

being accomplished. Examples might be a telephone switchboard,

a service desk, or a retail facility. Examples of post for

security purposes might be an entry gate, a vehicle, or a

dispatch desk.Three types of posts are required.

(2) Fixed Posts. ΑThose posts which require law

enforcement or security personnel to remain at one point or

within a specific area. These will include posts at gates,

towers, traffic control posts, etc.

(3) Mobile/Roving Patrol Posts. ΑThose posts which

require security or law enforcement personnel to provide

surveillance over large areas such as station perimeters, large

ammunition storage areas, etc. Personnel may be on foot or

motorcycle, in a vehicle or boat, or in some other conveyance.

(Note: while walking patrols around a building or within a

fenced compound may properly be classified as either fixed or

mobile, the classification does not affect the workload factor

used in the standard.)

(4) Administration Posts. ΑAll fixed or one-of-a-kind

positions and all post requirements not classified as either

fixed or mobile/roving patrol posts required to provide Law

Enforcement/Physical Security Services. Normally, these are

posts associated with management and control functions such as

Shift Supervisors, Dispatchers, Intrusion Detection System (IDS)

monitors, etc.It should be noted that the true definition of a

post is violated in this definition. This was done

intentionally to include supervisory positions. The dispatcher,

IDS monitors, and field supervisors are true post requirements.

E-8

"SAMPLE ONLY"

The Shift/Watch Supervisor, Operations Officer, Chief of Police,

etc., are examples of fixed requirements.

b. Total Consolidated Law Enforcement/Physical Security

requirements are determined by computation of the model:

= 232.7609(X

)

.9435

The first step in the computation is to determine the value

of X

= 4.5727 (validated post work-hours per week)

145.136

Computation of X

by Claimant (EXAMPLE)

(1) Claimant list each approved validated post

separately and include for each a statement indicating the

number of personnel per shift, the number of shifts required per

day, the number of days the post must be manned each week, and

whether post-related duties (see below) are required. Post-

related duties are defined as those duties required to be

performed incident to assuming and/or relinquishing a post,

including obtaining a weapon, ammunition, and other equipment,

traveling to pre-watch briefing, attending pre-watch briefing,

reviewing daily log, traveling to post, assuming and

relinquishing the post, traveling from the post back to the

assembly area, turning in the weapon, ammunition, and other

equipment.

Post #1 (patrol): 1 person, 24 hours, 7 days, 3 shifts per

day requiring post-related duties.

Post #2 (patrol): 1 person, 24 hours, 7 days, 3 shifts per

day requiring post-related duties.

Post #3 (gate): 1 person, 10 hours, 5 days, 2 shifts per

day requiring post-related duties.

Post #4 (gate): 1 person, 2 hours, 5 days, 1 shift per day,

no post-related duties.

Post #5 (gate): 2 persons 16 hours, 7 days, 2 shifts per

day requiring post-related duties.

E-9

"SAMPLE ONLY"

Post #6 (gate): 1 person, 8 hours, 2 days, 1 shift per day

requiring post-related duties.

Post #7 (dispatcher): 1 person, 24 hours, 7 days, 3 shifts

per day requiring post-related duties.

Post #8 (field supervisor): 1 person, 24 hours, 7 days, 3

shifts per day requiring post-related duties.

(2) Using the post computation format below, compute the

weekly work-hours required to staff each post and include a

standard allowance of .5 work-hours per person, per watch, when

post related duties are necessary.

POST

NO.

PERS

REQD

POST

HRS/DAY

POST-

DUTIES

TOTAL

HRS/DAY

(C+D)

DAYS/

WEEK

HOURS

WEEK

(BxExF)

1.5

25.5

178.5

1.5

25.5

178.5

1.0

11.0

55.0

0.0

2.0

10.0

1.0

17.0

238.0

8.5

17.0

1.5

25.5

178.5

1.5

25.5

178.5

Validated Post Work-hours per week = 1034.0

(3) Compute total validated weekly work-hours for all

posts and apply the result to the formula:

4.5727 (validated Post Work-hours per week)

145.136

using example data, the correct computation for X

is:

E-10

"SAMPLE ONLY"

4.5727 (1034) = 4728.17 = 32.58 Claimant report value of

145.136 145.136 X

to NAVMAC

= 32.58, now substitute the value of X

into the

manpower model and solve for Y

Sample Manpower Model Computation

= 232.7609 (X

)

.9435

= 232.7609(32.58)

.9435

= 232.7609 (26.7590)

= 6228.45 required monthly work-hours

(4) Enter the staffing table for Provide Consolidated

Law Enforcement/Physical Security Services (SEC02.001) with the

6228.45 total required monthly work-hours figure. Using the

appropriate column for the value computed for Y

, the manpower

requirements and associated skills are displayed in that column.

E-11

*3555.84 3700.98 3846.11 3991.25 4136.3 4281.52 4426.66

"SAMPLE ONLY"

WORK CENTER STAFFING TABLE PAGE 1 OF 94 PAGES

12. STAFFING TABLE WORK CENTER/RFC CODE: PROVIDE CONSOLIDATED LAW ENFORCEMENT AND PHYSICAL SECURITY (SEC02.001)

DESIGNATOR

NOBC

BREAKPOINTS: COMPUTED MONTHLY WORK-HOURS

MANPOWER REQUIREMENT/

GRADE/RATE/

NEC/

POSITION TITLE

RATING/CIV

PAYPL-

AQD

*3555.84

3700.97

3700.98

3846.10

3846.11

3991.24

3991.25

4136.38

4136.39

4281.51

4281.52

4426.65

4426.66

4571.78

SERIES-GR

MANPOWER REQUIREMENTS

LES OFF SHRACT (OR)

1000H **

2775

SUPV PHYSICAL SECURITY SPEC

GS-080-13

LES OFF SHRACT (OR)

1000I **

2775

SUPV PHYSICAL SECURITY SPEC

GS-080-12

LES OFF SHRACT (OR)

1000J **

2775

SUPV PHYSICAL SECURITY SPEC

GS-080-11

LES OFF SHRACT (OR)

1000K **

2775

SUPV PHYSICAL SECURITY SPEC

GS-080-09

LES OFF SHRACT (OR)

1000L **

2775

SUPV PHYSICAL SECURITY SPEC

GS-080-09

MASTER-AT-ARMS (OR)

MACM

SECURITY FORCE SUPERVISOR

GS-08X-11

MASTER-AT-ARMS (OR)

MACS

SECURITY FORCE SUPERVISOR

GS-08X-09

MASTER-AT-ARMS (OR)

MAC***

SECURITY FORCE SUPERVISOR

GS-08X-07

MASTER-AT-ARMS (OR)

MA1***

SECURITY FORCE SUPERVISOR

GS-08X-06

MASTER-AT-ARMS (OR)

MA2***

SECURITY FORCE

GS-08X-05

PETTY OFFICER (OR)

PO3

954X

SECURITY FORCE

GS-08X-04

PETTY OFFICER (OR)

PO3

954X

SECURITY FORCE

GS-08X-03

YEOMAN (OR)

YN1

CLERK-TYPIST

GS-322-06

YEOMAN (OR)

YN2

CLERK-TYPIST

GS-322-05

YEOMAN (OR)

YN3

CLERK-TYPIST

GS-322-04

YEOMAN (OR)

YNSN

CLERK-TYPIST

GS-322-03

TOTALS

* LOWER EXTRAPOLATION LIMIT

** MAY BE FILLED BY EQUIVALENT GRADE LDO/CWO DESIGNATOR 649X/749X.

*** MAY BE FILLED BY EQUIVALENT PETTY OFFICER WITH APPROPRIATE 954X NEC.

E-12

*3555.84 3700.98 3846.11 3991.25 4136.3 4281.52 4426.66

"SAMPLE ONLY"

WORK CENTER STAFFING TABLE PAGE 1 OF 94 PAGES

12. STAFFING TABLE WORK CENTER/RFC CODE: PROVIDE CONSOLIDATED LAW ENFORCEMENT AND PHYSICAL SECURITY (SEC02.001)

DESIGNATOR

NOBC

BREAKPOINTS: COMPUTED MONTHLY WORK-HOURS

MANPOWER REQUIREMENT/

GRADE/RATE/

NEC/

POSITION TITLE

RATING/CIV

PAYPL-

AQD

4571.79

4716.92

4716.93

4862.06

4862.07

5007.19

5007.20

5152.33

5152.34

5297.46

5297.47

5442.60

5442.61

5587.74

SERIES-GR

MANPOWER REQUIREMENTS

LES OFF SHRACT (OR)

1000H **

2775

SUPV PHYSICAL SECURITY SPEC

GS-080-13

LES OFF SHRACT (OR)

1000I **

2775

SUPV PHYSICAL SECURITY SPEC

GS-080-12

LES OFF SHRACT (OR)

1000J **

2775

SUPV PHYSICAL SECURITY SPEC

GS-080-11

LES OFF SHRACT (OR)

1000K **

2775

SUPV PHYSICAL SECURITY SPEC

GS-080-09

LES OFF SHRACT (OR)

1000L **

2775

SUPV PHYSICAL SECURITY SPEC

GS-080-09

MASTER-AT-ARMS (OR)

MACM

SECURITY FORCE SUPERVISOR

GS-08X-11

MASTER-AT-ARMS (OR)

MACS

SECURITY FORCE SUPERVISOR

GS-08X-09

MASTER-AT-ARMS (OR)

MAC***

SECURITY FORCE SUPERVISOR

GS-08X-07

MASTER-AT-ARMS (OR)

MA1***

SECURITY FORCE SUPERVISOR

GS-08X-06

MASTER-AT-ARMS (OR)

MA2***

SECURITY FORCE

GS-08X-05

PETTY OFFICER (OR)

PO3

954X

SECURITY FORCE

GS-08X-04

PETTY OFFICER (OR)

PO3

954X

SECURITY FORCE

GS-08X-03

YEOMAN (OR)

YN1

CLERK-TYPIST

GS-322-06

YEOMAN (OR)

YN2

CLERK-TYPIST

GS-322-05

YEOMAN (OR)

YN3

CLERK-TYPIST

GS-322-04

YEOMAN (OR)

YNSN

CLERK-TYPIST

GS-322-03

TOTALS

* LOWER EXTRAPOLATION LIMIT

** MAY BE FILLED BY EQUIVALENT GRADE LDO/CWO DESIGNATOR 649X/749X.

*** MAY BE FILLED BY EQUIVALENT PETTY OFFICER WITH APPROPRIATE 954X NEC.

E-13

*3555.84 3700.98 3846.11 3991.25 4136.3 4281.52 4426.66

"SAMPLE ONLY"

WORK CENTER STAFFING TABLE PAGE 1 OF 94 PAGES

12. STAFFING TABLE WORK CENTER/RFC CODE: PROVIDE CONSOLIDATED LAW ENFORCEMENT AND PHYSICAL SECURITY (SEC02.001)

DESIGNATOR

NOBC

BREAKPOINTS: COMPUTED MONTHLY WORK-HOURS

MANPOWER REQUIREMENT/

GRADE/RATE/

NEC/

POSITION TITLE

RATING/CIV

PAYPL-

AQD

5587.75

5732.87

5732.88

5878.01

5878.02

6023.14

6023.15

6168.28

6168.29

6313.42

6313.43

6458.55

6458.56

6603.69

SERIES-GR

MANPOWER REQUIREMENTS

LES OFF SHRACT (OR)

1000H **

2775

SUPV PHYSICAL SECURITY SPEC

GS-080-13

LES OFF SHRACT (OR)

1000I **

2775

SUPV PHYSICAL SECURITY SPEC

GS-080-12

LES OFF SHRACT (OR)

1000J **

2775

SUPV PHYSICAL SECURITY SPEC

GS-080-11

LES OFF SHRACT (OR)

1000K **

2775

SUPV PHYSICAL SECURITY SPEC

GS-080-09

LES OFF SHRACT (OR)

1000L **

2775

SUPV PHYSICAL SECURITY SPEC

GS-080-09

MASTER-AT-ARMS (OR)

MACM

SECURITY FORCE SUPERVISOR

GS-08X-11

MASTER-AT-ARMS (OR)

MACS

SECURITY FORCE SUPERVISOR

GS-08X-09

MASTER-AT-ARMS (OR)

MAC***

SECURITY FORCE SUPERVISOR

GS-08X-07

MASTER-AT-ARMS (OR)

MA1***

SECURITY FORCE SUPERVISOR

GS-08X-06

MASTER-AT-ARMS (OR)

MA2***

SECURITY FORCE

GS-08X-05

PETTY OFFICER (OR)

PO3

954X

SECURITY FORCE

GS-08X-04

PETTY OFFICER (OR)

PO3

954X

SECURITY FORCE

GS-08X-03

YEOMAN (OR)

YN1

CLERK-TYPIST

GS-322-06

YEOMAN (OR)

YN2

CLERK-TYPIST

GS-322-05

YEOMAN (OR)

YN3

CLERK-TYPIST

GS-322-04

YEOMAN (OR)

YNSN

CLERK-TYPIST

GS-322-03

TOTALS

** MAY BE FILLED BY EQUIVALENT GRADE LDO/CWO DESIGNATOR 649X/749X.

*** MAY BE FILLED BY EQUIVALENT PETTY OFFICER WITH APPROPRIATE 954X NEC.

E-14

"SAMPLE ONLY"

UNIVERSE LISTING FOR CONSOLIDATED

LAW ENFORCEMENT/PHYSICAL SECURITY (SEC02.001)

PACIFIC MISSILE RANGE FACILITY BARKING

* DATA COLLECTION SITES

COMMAND

UIC

ACTIVITY

CODE

Chief of Naval Operations (OP-09BF)

WAR COLLEGE NEWPORT RI

00124

7932033300

*HEADQUARTERS NAVDIST WASH NAVSUPPACT

33355

3397093522

*NAVAL ACADEMY ANNAPOLIS MD

42082

7010020005

POST GRADUATE SCHOOL MONTEREY CA

62271

7685016600

NAVAL OBSERVATORY WASHINGTON DC

62285

4467000100

Chief of Naval Research

NAVAL RESEARCH LABORATORY WASHINGTON DC

00173

3860010000

Commander Naval Medical Command

*NAVAL HOSPITAL PORTSMOUTH VA

00183

3435072000

Commander Naval Air Systems Command

NAVAVIONCCEN INDIANAPOLIS IN

00163

1316002500

NAVAL AIR TRAINING CENTER PATUXENT RIVER

00421

1472070000

NAVAL AIR STATION PT MUGU CA

0429A

1452074000

SANDS HI

0534A

2320000700

NAVAL AIR PROPULSION CENTER TRENTON NJ

62376

1472060000

Commander Naval Supply Systems Command

SHIP PARTS CONTROL CENTER MECHANICSBURG

00104

5852000200

*NAVAL SUPPLY CENTER OAKLAND CA

00228

6170065000

*NAVAL SUPPLY CHEATHAM ANNEX NORFOLK VA

60138

6170050006

Commander Naval Sea Systems Command

PORTSMOUTH NAVAL SHIPYARD PORTSMOUTH NH

00102

5867065000

NAVAL WEAPON STATION YORKTOWN VA

00109

6035005000

E-15

"SAMPLE ONLY"

UNIVERSE LISTING FOR CONSOLIDATED

LAW ENFORCEMENT/PHYSICAL SECURITY (SEC02.001)

COMMAND

UIC

ACTIVITY

CODE

NAVAL WEAPON SUPPORT CENTER CRANE IN

00164

3052000500

NAVAL ORDNANCE STATION INDIANHEAD MD

00174

4621000900

NORFOLK NAVAL SHIPYARD PORTSMOUTH VA

00181

5867065100

NAVAL WEAPONS STATION CHARLESTON SC

00193

6035000500

NAVAL ORDNANCE STATION LOUISVILLE KY

00197

4621001100

HUNTERS POINT NAVAL SHIPYARD SF CA

00217

5867080000

PUGET SOUND NAVAL SHIPYARD BREMERTON

00251

5867015000

NAVUSEAWARENGSTA KEYPORT WA

00253

6303060000

NAVAL WEAPONS STATION CONCORD CA

60036

6035001000

NAVAL WEAPONS STATION EARLE NJ

60478

6035007000

NAVAL WEAPONS STATION SEAL BEACH CA

60701

6035003000

Commander Naval Facilities Engineering Command

CONSTRUCTION BATTALION CENTER DAVISVILLE RI

62578

2506010000

CONSTRUCTION BATTALION CENTER PT HUENEME CA

62583

2506060000

CONSTRUCTION BATTALION CENTER GULFPORT MS

62604

2506019800

Director Strategic Systems Project Office

SUBMARINE BASE KINGS BAY GA

STRATEGIC WEAPONS FACILITY PACIFIC

42237

6078065000

SILVERDALE WA

63402

4111001000

Commander in Chief U.S. Atlantic Fleet

SUBMARINE BASE NEW LONDON GROTON CT

00129

6078060000

*NAVAL AIR STATION JACKSONVILLE FL

00207

1452043600

*NAVAL AIR STATION KEY WEST FL

00213

1452048400

NAVAL AIR STATION GUANTANAMO BAY CUBA

00306

1452038800

NAVAL STATION ROOSEVELT ROADS PUERTO RICO

00389

6029066500

NAVAL FACILITY BERMUDA

57038

1089000100

NAVAL FACILITY ANTIGUA

57049

1089001200

NAVAL FACILITY ARGENTIA NEW FOUNDLAND

CANADA

57075

1089005000

NAVAL AIR STATION BRUNSWICK ME

60087

1452020800

*NAVAL AIR STATION OCEANA VIRGINIA BEACH VA

60191

1452065900

E-16

"SAMPLE ONLY"

UNIVERSE LISTING FOR CONSOLIDATED

LAW ENFORCEMENT/PHYSICAL SECURITY (SEC02.001)

ACTIVITY

COMMAND UIC CODE

NAVAL AIR STATION CECIL FIELD JAX

60200

1452025000

*NAVAL STATION MAYPORT FL

60201

6029052000

NAVAL STATION GUANTANAMO BAY CUBA

60514

6029028400

*NAVAL STATION CHARLESTON SC

61165

6029021000

NAVAL STATION BROOKLYN NY

61174

6029004700

NAVAL STATION PHILADELPHIA PA

61189

6029061800

NAVAL AMPHIBIOUS BASE LC NORFOLK VA

61414

1536040000

COMMANDER NAVAL BASE NORFOLK VA

61463

1860050000

NAVAL AIR STATION BERMUDA

62481

1452018400

NAVAL STATION KEFLAVIK ICELAND

63032

6090410000

NAVAL STATION RODMAN PANAMA CANAL PANAMA

66833

6029005000

NAVAL FACILITY RAF BRAWDY WALES UK

68165

1089002200

NAVAL STATION NEW ORLEANS LA

82268

6029056800

Commander in Chief U.S. Naval Forces Europe

NAVAL SUPPORT

*NAVAL SUPPORT

ACTIVITY NAPLES GAETA ITALY

ACTIVITY HOLY LOCH SCOTLAND

30829

3051000807

NAVAL SUPPORT

GREECE

ACTIVITY SOUDA BAY CRETE

46126

46127

3051000501

3051094501

NAVAL SUPPORT

OFFICE LA MADDALENA ITALY

46128

3048001201

NAVAL STATION

ROTA SPAIN

46129

6029067002

NAVAL SUPPORT

ACTIVITY NAPLES ITALY

46130

3051000801

NAVAL AIR STATION SIGONELLA SICILY ITALY

46131

1452091001

NAVAL ACTIVITIES LONDON ENGLAND UK

62585

3050050000

Chief of Naval Education and Training

ADMINISTRATION COMMAND NAVTRACEN GL IL

00128

1095030000

*NAVAL AIR STATION PENSACOLA FL

00204

1452073600

*NAVAL AIR STATION CORPUS CHRISTI TX

00216

1452029200

*FLEET COMBAT TRAINING CENTER DAM NECK VA

00281

6135002000

NAVAL AIR STATION MEMPHIS MILLINGTON TN 00639 1452056700

ADMINISTRATION COMMAND NAVTRACEN SD CA 0414A 1095060000

F-1

(MONTHLY ALLOWED WORK-HOURS

CATEGORY/TOTALS)

(WHOLE #s)

ORK-HOURS)

(MONTHLY ALLOWED WORK-HOURS

BY CATEGORY, SKILL, TOTALS)

(WHOLE #s)

APPENDIX F

DATA CONSOLIDATION AND SKILL DISTRIBUTION

1. General. This appendix provides instructions for using the

Work-Hour Requirements Consolidation Sheet to consolidate

measured/required work-hours into quantitative manpower

requirements and using the Manpower Distribution Chart to

determine qualitative manpower requirements. An overview of the

data consolidation and skill distribution process is provided in

Figure F-1.

OTHER WORK-HOURS

MINIMUM MANPOWER

COMPUTATION

(POST MANNING/STANDBY)

SYNTHESIS, GTT, ETC.

(MONTHLY ALLOWED W

(WHOLE #s)



EQUAL



(MONTHLY ALLOWED WORK-HOURS

BY CATEGORY/SKILL FOR

ANALYSIS/REDISTRIBUTION)

(WHOLE #s)

(MONTHLY ALLOWED WORK-HOURS)

(ADJUSTS WORK SAMPLING

WORK-HOURS TO MONTHLY VALUES,

COMBINES WORK-HOURS FROM ALL

MEASUREMENT METHODS)

(WHOLE #s)

(OBSERVATIONS BY

CATEGORY/SKILL)

(CONSOLIDATION OF OBS BY CATEGORY;

DAILY/CUMULATIVE OBS/PERCENTAGES;

ASSIGNED/AVAILABLE WORK-HOURS)

(WHOLE #s)

(ALLOWED WORK-HOURS BY

CATEGORY TOTALS) (WHOLE

#s)

Figure F-1. Overview of Data Consolidation and Skill

Distribution Process

WORK-HOUR

REQUIREMENTS

CONSOLIDATION

SHEET

MANPOWER

DISTRIBUTION

CHART

OP AUDIT

SKILL

WORKSHEET

(MONTHLY ALLOWED WORK-

HOURS BY CATEGORY, SKILL,

TOTALs) (WHOLE #s)

F-2

2. Work-Hour Requirements Consolidation Sheet. Shore required

manpower baselines and staffing standards are based on allowed

work-hours per month. In most cases, work-hour data will have

been measured or collected by more than one method, and must be

consolidated by category and reflected in allowed monthly

work-hours before the final computation process can proceed.

Work-hour data developed by Op Audit will already be in this

form. Data developed by work sampling, however, will have to be

adjusted to reflect an average work month. Use the Work-Hour

Requirements Consolidation Sheet to aggregate monthly allowed

work-hours obtained from work sampling, Op Audit, and other

specialized work measurement, and to combine validated minimum

manning and standby requirements with the measured work-hours.

The form also provides for conversion of total monthly allowed

work-hours to quantitative requirements.

3. Instructions For Preparing The Work-Hour Requirements

Consolidation Sheet (Figure F-2). Figure F-2 is a properly

completed Work-Hour Requirements Consolidation Sheet.

Instructions for preparing this form are as follows:

a. Complete the header information, including the specific

organizational component.

b. Compute "Total Monthly Allowed Time" for each category

and for the complete work center.

(1) Column A. Enter the productive categories of work,

preferably in the order listed on the PWS.

(2) Column B. Enter the allowed work-hours for each

category taken from Column F of the Work Sampling Computation

Sheet.

(3) Column C. Enter nonsampled overtime recorded during

the sampling study, by category and total.

(4) Column D. Enter the sum of entries in Column B and

C for each category and total.

(5) Column E. In the space provided in the heading,

enter the adjustment factor (three decimal place figure),

computed as follows:

Adjustment Factor = Average number of working days/month

Number of sampling days included in study

WORK-HOUR REQUIREMENTS

CONSOLIDATION

SHEET

DATE: 10/19/96

ORG.

COMPONENT:

BASE SECURITY OPERATIONS DIVISION

ANALYST: H. ROCKOE

UIC:

XXXXX

ACTIVITY: WETLANDS NAVAL STATION

ALLOWED TIME FROM

SUBTOTAL

(B+C)

(D)

MONTHLY

ADJUSTED ALLOWED

(1.045)xD

(E)

MONTHLY ALLOWED FROM

TOTAL MONTHLY

ALLOWED TIME

[E+F+G]

(H)

NO.

PRODUCTIVE CATEGORIES

(A)

WORK

SAMPLING

(B)

NONSAMPLED

OVERTIME

(C)

OP AUDIT

(F)

OTHER

(G)

MANAGEMENT

152

SECURITY GUARD SERVICES

621

631

659

POST RELATED DUTIES

2467

POLICE SERVICES

776

TRAFFIC LAW ENFORCEMENT

574

ARMS ROOM SERVICE

130

RESOURCE PROTECTION

235

246

264

SUPERVISION

196

285

ADMINISTRATION

105

SUPPLY

EQUIPMENT MAINTENANCE

MEETINGS

160

167

245

TRAVEL

TRAINING

133

CLEAN UP

TOTAL

1518

1528

1597

2031

2485

6113

NOTES: (1) 20 days work sampling

(2) "Other" monthly allowed work-hours from Minimum Manpower Computation Sheet.

TOTAL WORK-HOURS

REQUIRED

6113

FRACTIONAL MANPOWER

(TOTAL/145.136)

42.119

Figure F-2. Example of Work-Hour Requirements Consolidation Sheet

F-3

F-4

Example. A five-day work week with 20 sampling days included in

the data:

Adjustment Factor = 20.908 = 1.045

Multiply each figure in Column D by this adjustment factor and

enter the product rounded to whole work-hours in Column E and

total.

(6) Column F. Enter the allowed time from operational

audit by category and total from Column J of the Operational

Audit Data Sheet.

(7) Column G. Enter justified monthly allowed work-hours

by category from other supporting work-hour documentation/

measurement determinations, including minimum manpower

computation, time study, GTT, and queuing theory. These

work-hour sources should be identified in the "Remarks" block at

the bottom of the form.

(a) If the work center/component includes "post

manning" requirements validated by use of a Minimum Manpower

Computation Sheet, enter minimum required work-hours from Column

J of that sheet in Column G. If work-hours are not associated

with a measured category, add an additional category, "Minimum

Manning Positions" in Column A and enter the necessary minimum

manpower requirement work-hours in Column G.

(b) If the work center/component requires standby

time, enter the necessary standby work-hours in Column G of the

category associated with the standby requirement.

(8) Column H. Enter the sum of the entries in Column E,

F, G, and total.

(9) Convert to fractional manpower by dividing Column H

total by 145.136 and indicate fractional manpower required at the

bottom of the form.

c. When using the Work-Hour Requirements Consolidation Sheet

to consolidate measurement data for staffing standard

development, prepare a separate form to reflect work-hour data

for each additive category/task. (Measurement instructions will

dictate reporting requirements.)

F-5

3. Manpower Distribution Chart

a. Use the Manpower Distribution Chart to consolidate

monthly work-hours by work category and qualitative (skill)

requirements. Prepare separate charts for each organizational

component. Column headings show minimum skill levels required

to perform the work. Military billet column headings will show

appropriate military title, quality designators, and MECs;

civilian column headings will reflect appropriate civilian

title, series, and grade.

b. Use assistance from the Human Resources Office and

various OPM position classification guidelines in determining

civilian pay grades and job series. Use NAVPERS 15839I and

NAVPERS 18068F for military skills.

4. Instructions For Use Of The Manpower Distribution Chart

(Figures F-3 and F-4)

a. Spread required work-hours gathered through work

measurement for each productive category, as modified by methods

improvement, from the Operational Audit Skill Worksheet, Work

Sampling Skill Worksheet, and any appropriate supporting

worksheets. Enter derived standby, as computed by use of a

Minimum Manpower Computation Sheet or shift profile analysis, in

the appropriate skill requirement columns of the category

generating standby work-hours. (Study back-up should include

justification for any standby time.) Enter required work-hours

reflecting "post manning" whole minimum manpower requirements in

appropriate productive category skill columns and "box in"

entries.If a category includes like skill work-hours in addition

to the post manning requirement, reflect multiple line entries

for that category. Identification of these work-hours as

separate entries will ensure their retention as whole manpower

requirements following manpower distribution analysis. Whole

manpower requirement adjustments may be considered within the

post manning requirement total. Complete the Manpower

Distribution Chart. (Check "Existing" block (see Figure F-3).)

Monthly work-hour totals, with allowance for rounding error,

must agree with "Total Monthly Allowed Time" reflected in Column

"H" of the Work-Hour Requirements Consolidation Sheet.

b. To compute requirements for each skill level, divide the

total monthly work-hours for each column by the monthly WAF of

145.136 work-hours and round to two decimals. Leave the total

requirements for the component blank. c. Using a second

Manpower Distribution Chart (check "Recommended" block (see

Figure F-4)), show the results of moving transferable workload

to other skills/skill levels to bring the total work-hours for

each column as close as possible to the fractional cutoff value

associated with a whole number multiple of the 145.136 hours per

month WAF. The total number of skills/skill levels may be less

than the number on the original Manpower Distribution Chart.

All improvements and study results that affect skills/skill

levels within the component should be reflected on the

"Recommended" chart. If there is workload that is definitely

not transferable, some columns may still add up to slightly more

or less than a whole number of manpower requirements. "Post

manning" minimum manpower requirements will be carried forward

from the "Existing" Manpower Distribution Chart without

adjustment other than internal to this work-hour block, as

discussed above in paragraph 4a.

d. Sum "Total Monthly Work-hours" values across the bottom

to obtain the total required work-hours and cross check against

sum of Monthly Work-hour Totals column. This total should be

the same as on the "Existing" Manpower Distribution Chart and on

the Work-Hour Requirements Consolidation Sheet.

e. Divide total monthly work-hours for each column by

145.136 work-hours and determine whole requirements based on the

following fractional manpower cutoff values:

Required Manpower

Fractional Manpower Cutoff

1.072

2.144

3.216

4.288

5.360

6.432

7.500

Over 7

+ .500

f. Total the number of requirements across the bottom to

determine the final number of manpower requirements needed for

total required work-hours. Total manpower requirements cannot

exceed whole manpower requirements supported by the Total

Recommended Work-hours value (with fractional manpower cutoff

value considered). The final skill requirement numbers

represent the manpower mix required to accomplish current

workload.

g. Total activity manpower requirements are built, by UIC,

from the organizational component "Recommended" Manpower

Distribution Charts and forwarded as a total activity

reorganization by TFMMS.

F-6

F-7

MANPOWER

DISTRIBUTION

CHART

ANALYST:

ROCKOE

DATE:

10/22/96

PAGE 1

OF 2

EXISTING X

RECOMMENDED

UIC:

XXX1X

REQUIREMENT/POSITION

TITLE,

GRADE/RATE,

NOBC,

NEC,

AQD,

AND

MEC

CODE

COMPONENT:

BASE SECURITY, OPERATIONS

DIVISION

MONTHLY

WORK-HOUR

TOTALS

NO.

PRODUCTIVE CATEGORIES

HOURS

MANAGEMENT

152

SECURITY GUARD SVS

162

218

181

659

POST RELATED DUTIES

487

924

1056

2467

POLICE SERVICES

308

125

298

776

TRAFFIC LAW ENFORCEMENT

366

198

574

ARMS ROOM SVS

130

RESOURCE PROTECT

117

264

SUPERVISION

121

285

ADMINISTRATION

105

SUPPLY

EQUIPMENT MAINTENANCE

MEETINGS

245

TRAVEL

TRAINING

133

CLEANUP

TOTAL MONTHLY WORK-HOURS

152

150

138

912

630

1872

2107

6113

TOTAL REQUIREMENTS/POSITIONS

1.05

1.03

.95

6.28

4.34

12.90

14.52

Figure F-3. Example of "Existing" Manpower Distribution Chart

F-8

MANPOWER

DISTRIBUTION

CHART

ANALYST:

ROCKOE

DATE:

10/22/96

PAGE 1

OF 2

EXISTING _

RECOMMENDED X

UIC:

XXX1X

REQUIREMENT/POSITION

TITLE,

GRADE/RATE,

NOBC,

NEC,

AQD,

AND

MEC

CODE

COMPONENT:

BASE SECURITY, OPERATIONS

DIVISION

MONTHLY

WORK-HOUR

TOTALS

NO.

PRODUCTIVE CATEGORIES

HOURS

MANAGEMENT

152

SECURITY GUARD SVS

191

189

181

659

POST RELATED DUTIES

487

924

1056

2467

POLICE SERVICES

308

210

204

776

TRAFFIC LAW ENFORCEMENT

366

198

574

ARMS ROOM SVS

130

RESOURCE PROTECT

117

264

SUPERVISION

116

285

ADMINISTRATION

105

SUPPLY

EQUIPMENT MAINTENANCE

MEETINGS

245

TRAVEL

TRAINING

133

CLEANUP

TOTAL MONTHLY WORK-HOURS

155

930

622

1928

2013

6113

TOTAL MANPOWER REQUIREMENTS/POSITIONS

Figure F-4. Example of "Recommended" Manpower Distribution Chart

G-1

APPENDIX G

TABLE OF BREAKPOINT VALUES

BREAKPOINT VALUE

(FM) X (145.136)

RQMT WORK-HOURS

BREAKPOINT VALUE

(FM) X (145.136)

RQMT WORK-HOURS

BREAKPOINT VALUE

(FM) X (145.136)

RQMT WORK-HOURS

BREAKPOINT VALUE

(FM) X (145.136)

RQMT WORK-HOURS

155.59

5878.01

11538.31

118

17198.62

311.17

6023.14

11683.45

119

17343.75

466.76

6168.28

11828.58

120

17488.89

622.34

6313.42

11973.72

121

17634.02

777.93

6458.55

12118.86

122

17779.16

933.51

6603.69

12263.99

123

17924.30

1088.52

6748.82

12409.13

124

18069.43

1233.66

6893.96

12554.26

125

18214.57

1378.79

7039.10

12699.40

126

18359.70

1523.93

7184.23

12844.54

127

18504.84

1669.06

7329.37

12989.67

128

18649.98

1814.20

7474.50

13134.81

129

18795.11

1959.34

7619.64

13279.94

130

18940.25

2104.47

7764.78

13425.08

131

19085.38

2249.61

7909.91

13570.22

132

19230.52

2394.74

8055.05

13715.35

133

19375.66

2539.88

8200.18

13860.49

134

19520.79

2685.02

8345.32

14005.62

135

19665.93

2830.15

8490.46

14150.76

136

19811.06

2975.29

8635.59

14295.90

137

19956.20

3120.42

8780.73

14441.03

138

20101.34

3265.56

8925.86

100

14586.17

139

20246.47

3410.70

9071.00

101

14731.30

140

20391.61

3555.83

9216.14

102

14876.44

141

20536.74

3700.97

9361.27

103

15021.58

142

20681.88

3846.10

9506.41

104

15166.71

143

20827.02

3991.24

9651.54

105

15311.85

144

20972.15

4136.38

9796.68

106

15456.98

145

21117.29

4281.51

9941.82

107

15602.12

146

21262.42

4426.65

10086.95

108

15747.26

147

21407.56

4571.78

10232.09

109

15892.39

148

21552.70

4716.92

10377.22

110

16037.53

149

21697.83

4862.06

10522.36

111

16182.66

150

21842.97

5007.19

10667.50

112

16327.80

151

21988.10

5152.33

10812.63

113

16472.94

152

22133.24

5297.46

10957.77

114

16618.07

153

22278.38

5442.60

11102.90

115

16763.21

154

22423.51

5587.74

11248.04

116

16908.34

155

22568.65

5732.87

11393.18

117

17053.48

156

22713.78

G-2

BREAKPOINT VALUE

(FM) x (145.136)

RQMT WORK-HOURS

BREAKPOINT VALUE

(FM) x (145.136)

RQMT WORK-HOURS

BREAKPOINT VALUE

(FM) x (145.136)

RQMT WORK-HOURS

BREAKPOINT VALUE

(FM) x (145.136)

RQMT WORK-HOURS

157

22858.92

196

28519.22

235

34179.53

274

39839.83

158

23004.06

197

28664.36

236

34324.66

275

39984.97

159

23149.19

198

28809.50

237

34469.80

276

40130.10

160

23294.33

199

28954.63

238

34614.94

277

40275.24

161

23439.46

200

29099.77

239

34760.07

278

40420.38

162

23584.60

201

29244.90

240

34905.21

279

40565.51

163

23729.74

202

29390.04

241

35050.34

280

40710.65

164

23874.87

203

29535.18

242

35195.48

281

40855.78

165

24020.01

204

29680.31

243

35340.62

282

41000.92

166

24165.14

205

29825.45

244

35485.75

283

41146.06

167

24310.28

206

29970.58

245

35630.89

284

41291.19

168

24455.42

207

30115.72

246

35776.02

285

41436.33

169

24600.55

208

30260.86

247

35921.16

286

41581.46

170

24745.69

209

30405.99

248

36066.30

287

41726.60

171

24890.82

210

30551.13

249

36211.43

288

41871.74

172

25035.96

211

30696.26

250

36356.57

289

42016.87

173

25181.10

212

30841.40

251

36501.70

290

42162.01

174

25326.23

213

30986.54

252

36646.84

291

42307.14

175

25471.37

214

31131.67

253

36791.98

292

42452.28

176

25616.50

215

31276.81

254

36937.11

293

42597.42

177

25761.64

216

31421.94

255

37082.25

294

42742.55

178

25906.78

217

31567.08

256

37227.38

295

42887.69

179

26051.91

218

31712.22

257

37372.52

296

43032.82

180

26197.05

219

31857.35

258

37517.66

297

43177.96

181

26342.18

220

32002.49

259

37662.79

298

43323.10

182

26487.32

221

32147.62

260

37807.93

299

43468.23

183

26632.46

222

32292.76

261

37953.06

300

43637.57

184

26777.59

223

32437.90

262

38098.20

185

26922.73

224

32583.03

263

38243.34

186

27067.86

225

32728.17

264

38388.47

187

27213.00

226

32873.30

265

38533.61

188

27358.14

227

33018.44

266

38678.74

189

27503.27

228

33163.58

267

38823.88

190

27648.41

229

33308.71

268

38969.02

191

27793.54

230

33453.85

269

39114.15

192

27938.68

231

33598.98

270

39259.29

193

28083.82

232

33744.12

271

39404.42

194

28228.95

233

33889.26

272

39549.56

195

28374.09

234

34034.39

273

39694.70

H-1

APPENDIX H

INTERVIEWING TECHNIQUES

1. General. The interview is one of the main methods the

analyst uses in gathering facts about the present operation.

The purpose of an interview is to elicit frank and complete

answers from the respondent. The interviewer faces an

individual who will react both to the personality of the

interviewer and to the subject matter discussed. The

interviewer must consider the goals, attitudes, beliefs, and

motives of the respondent to make the most efficient use of the

interview. The interview also has other objectives. These more

subtle, but equally important, objectives are selling the idea

of progressive improvement in operations and the acceptance of

possible future changes. These objectives are realized by

providing the interviewees a perspective of their activity in

relation to the total problem area and identifying them with the

solution through the involvement of their suggestions and ideas.

2. Types of Interviews

a. The general plan of an interview is tailored to the

specific problem, and to some extent, to the subject of each

individual interview. Manager and worker interviews are similar

except in level of information sought and the request for full

cooperation and participation from managerial personnel to

interview their subordinates.

b. Managers usually provide summary information about their

areas, leaving detailed processing steps for explanation by

their subordinates. The workers' interests in the organization

and system are usually centered around individual roles and the

possible personal impact of any change resulting from the study.

The managers' interests center in the roles of assigned

managerial responsibility in the operation, except in the case

of their personal participation in the area, where their

interests are quite similar to the workers.

3. Interview Phases. The interview process can be divided into

four phases:

a. Prior Planning Phase. Prior planning ensures the maximum

benefit will be realized from the interview. The analyst should

decide on the type of information desired and major points to be

covered. Obtain a general knowledge of the area by researching

H-2

the system and organization from manuals, directives, or

instructions. Scheduling interviews in advance will allow the

respondent to consider and collect any background information or

examples that should be presented.

b. Opening Phase. The opening phase should start with an

introduction of the analyst and the reason for the interview,

followed by a statement defining and detailing the study.

Review the role of the interviewee in the problem area to

provide an overall perspective, the type of information desired,

and how the information should be used.

c. Discussion Phase. The major portion of the interview

falls in the discussion phase. In addition to asking questions,

observe the physical layout and note any equipment used and

logic of workflow. Take notes of major points presented for

later consideration and study. Obtain and record key facts

regarding document volumes, processing times, routing sequence,

types of problems, data entries, work steps, etc.

d. Close Phase. This phase of the interview is a time for

gradual phase out. The objective is to effectively terminate

the interview. Review data gathered with the interviewee to be

sure the information provided was understood and add any

additional data believed necessary. Arrange with the

interviewee to return and get additional information if

necessary. Express appreciation for assistance and cooperation.

4. Advantages of Interviewing. Many analysts prefer

interviewing to other fact finding techniques because of the

flexibility involved. They recognize that meaning is conveyed

between individuals not only by word, but by phrasing and

emphasis, and by silence, action, or inaction. In personal

interviews, the analyst can observe these subtleties and adjust

the approach to fit the situation. Other advantages and special

uses of the interviewing method are:

a. Interviews are necessary to secure information not

recorded anywhere except in the mind of the person interviewed.

b. An interview with a manager or supervisor is often the

best way to evaluate their general attitude, how they think, how

close they are to the job, and their knowledge of the people who

work for them.

c. An interview of an employee is often the best way to

secure information on how well the organization and systems

H-3

function, how well workers are trained, their qualifications,

what they do, how well they understand policies and instructions

given to them, what they do that is not covered by procedure,

and what ideas they have.

d. Interviews are often thought as stimulators for the

person interviewed and the interviewer. The informality of an

interview may motivate people to give information that otherwise

would not occur to them or which they would hesitate to submit

in written form.

5. Limitations. While the interview is a legitimate fact

gathering technique, it has definite and sometimes overlooked

limitations.

a. People interviewed are sometimes asked to give

information without having had an opportunity to thoroughly

check the facts or consider what is said. They may, therefore,

give inaccurate information unintentionally, or may be so

cautious they withhold information because they are not

absolutely positive of its accuracy.

b. When people are interviewed, they often feel they should

know the answers to all the questions. They may, therefore,

answer questions with "guesses" rather than admit their

ignorance.

c. The interviewer should keep a record of the facts

learned. This record may be hastily written and incomplete due

to the pressure of time, and errors may result. Even if notes

are complete and accurate, the person interviewed may deny or

modify statements made.

d. Some people unconsciously try to answer questions the way

they believe the interviewer wants them answered instead of

stating the facts or their true beliefs.

e. An interviewer is likely to get a collection of work

exceptions rather than normal job situations. Unusual,

humorous, or impressive incidents are more enjoyable to talk

about than everyday routines.

f. A person may unwittingly allow emotional consideration to

obscure factual issues. Analysts must learn to distinguish

between emotionally motivated statements and actual facts.

H-4

6. Guides for the Interviewer

a. Make adequate preparations before interviews take

place.

(1) Use care in selecting the people to be interviewed

and the order of the interviews. The client supervisor/manager

can determine who is best informed and guide the order employees

are to be contacted. An initial orientation of the overall

organization/system with a walk-through of the office space, in

the same sequence as major work flows, aids in subsequent

individual interviews.

(2) Know the kind of information wanted and the general

approach for obtaining it. The interview can be somewhat

structured by using some key questions to be asked of everyone

for selected information areas.

(3) Sufficiently familiarize yourself with the subject

matter to understand terminology and technical explanations

likely to be given. Learn organization codes, document

acronyms, work related terms, etc. prior to interviewing.

(4) Make definite arrangements for the time and pace of

the interview. Job-site interviews are best for understanding

the operations. Privacy is important. Make arrangements so the

interview is private and free from distractions.

(5) Before the interview, give the person to be

interviewed an idea of the subject matter to be discussed and

the general type of information needed.

b. Conduct interviews in as informal a manner as possible

consistent with the needs for an organized and planned result.

(1) Take notes during interviews in such a manner as to

minimize formality.

(2) Conversation, although controlled and directed to

some extent, should be natural and informal.

c. Limit the purpose of the interview to information

gathering.

(1) Do not try to promote ideas or concepts or to argue

with statements believed, or known to be, incorrect.

H-5

(2) Control conversations on social matters, mutual

acquaintances, etc. The interview will be regarded as "a

conversation with a road map".

(3) Do not imply or specify the selection of any

recommendation or course of action, even though tentative ideas

may have been formed.

d. Ensure accurate interpretation and recording of

information obtained. Repeating, in a summarized form, back to

the interviewee what was understood to be said for agreement is

a good way to better understand the situation as well as confirm

the accuracy of comments.

(1) Verify confusing or doubtful points by asking

questions, repeating back, or actually observing the operation

in question. Drafting an illustration of the situation also

helps in understanding some areas.

(2) Either take complete notes during the interview or

amplify them shortly after the interview.

(3) When the information given during the interview

relates to specific forms or reports, obtain and attach samples

of these documents to the interview notes.

e. It is sometimes advisable to review and digest the

information gained form one interview before staring another.

Systems studies that involve "paperwork chains" require a

knowledge of previous or more elementary phases to completely

understand the subsequent process.

7. Some Hints For Effective Interviewing

a. Plan. The lack of adequate planning is the greatest

single fault. A written outline of important points is very

helpful; even noting typical questions may be useful. CAUTION:

Reliance on a programmed questioning approach is often

disconcerting to the interviewee, and may lead to stereotyped

answers. Suggest a time limit by referring to the next

scheduled interview.

b. Build Rapport. The tone of the interview should convey

helpfulness, friendliness, interest, concern, and

confidentiality (i.e., nonattribution!). Put interviewee at

ease. Jotting small bits (small only) of information not only

H-6

helps in reconstructing the interview, but compliments the

interviewee by recognizing that their input is valuable.

c. Guide the Conversation. Since the interviewee is

sensitive to the interviewer's actions and reactions, use this

and steer the conversation along the most productive path. By

repeating phrases already expressed, the interviewee may expand

details on a relevant issue. Semi-verbal responses such as

"Umm..." are often useful; the interviewee receives them as they

want to, and therefore may emphasize a point as they see fit. A

summary or "mirroring" of information clarifies the

communication.

d. Develop Information. Questions are the interviewer's

tools, use them with care and dispatch. Gain information, but

also consciously but discreetly guide the conversation. Avoid

"double negatives" interrogation. "YES" "NO" questions should

be reserved for the very last part of the interview, if you use

them at all.

e. Allow for Silence. Although the inexperienced

interviewer fears this, it can be useful. Pace yourself, don't

hurry. Pauses may elicit vital bits of information. During

silence, ask yourself, "What is that person really trying to

tell me?"

f. Listen. Judicious application of active listening is

appropriate but, don't process the dickens out of the

interviewee. Always be aware that you are normal, that you will

hear what you want to hear. If this occurs, you are not being

an effective consultant. If you take up potential silence

periods with your conversation, you run the risk of projecting

your ideas into the interviewing process. You may in fact

filter out the interviewee's responses.

g. Analyze Data. Overwhelmingly conventional responses may

be suspect (i.e., "My Division Officer doesn't like me") and not

valid. Investigate with further questioning to see if there is

an underlying issue. If the interviewee is impervious to

interruption, it may indicate a need to relate the facts in a

predetermined pattern (may never be able to reassemble the

parts). Investigate. Fill in voids, gaps, and illogical

sequences with further questioning. Conflicting times or facts

merit careful attention. Nonverbal responses are the purest

kind of response. Assess how the feelings or attitudes of the

interviewee influence the information.

H-7

h. Conclude the Interview. The final 10% of the interview

may be the most productive in terms of volume of information.

Be ready. A summary of the information will be useful to both

parties in knowing what has just taken place. Reassert the

practice of nonattribution. Offer to show the interviewee any

notes that have been taken. Let them examine for potential

attribution.

REMEMBER, YOUR OWN BIASES AND ATTITUDES WILL AFFECT THE

INFORMATION GATHERED.

I-1

APPENDIX I

PERFORMANCE RATING

1. The Pace Rating System. Pace rating is used in conjunction

with direct observation work measurement to adjust time values

up or down to compensate for the observed pace being too slow or

too fast. In the pace rating system, the analyst relates the

observed pace, speed, or tempo of work performance to a

predetermined concept of normal pace that also considers the

performance for the type of work involved. During this process,

the analyst also mentally adjusts the work performance to

compensate for inherent job difficulties. It is recognized that

all jobs are not performed at the same pace, speed, or tempo.

The analyst will use a number of concepts of "normal," depending

on the type of work being observed. The best method an analyst

can use to mentally imprint a concept of normal pace is to

observe a number of workers and their performance over several

work cycles during a period of time. Unity (1.00) is envisioned

as the numerical value for normal pace and all ratings are given

a value in relation to it. For example, the analyst may assign

a rating of .95 for a particular person. This rating, assigned

in conjunction with a sample, indicates that at the time

observed, the worker was performing at a speed 5% slower than

normal for the activity observed. If the worker was rated 1.05,

he was performing at a speed 5% faster than normal.

2. Rater Proficiency. Training of the type required to help

analysts develop a "mental image" of normal and to rate

consistency, is a never-ending process. An analyst should not

attempt to rate pace without having received proper training in

this technique and undergoing refresher training on pace rating

within one month of use by viewing films or performing practice

sessions. The analyst must develop many concepts of normal

since they are involved in studying a wide variety of jobs.

While it is virtually impossible to provide the rater with every

possible "norm" that might be encountered, some

point-of-departure norms can be used. The following are

suggested for this purpose:

a. Various films, showing a wide range of tasks, are

available which are helpful in establishing a good point of

reference for normal pace. The Institute of Industrial

Engineers (IIE) and the Society for Advancement of Management

(SAM) have single and multi-image pace rating training films

available for purchase or rent. These are excellent films and

I-2

were designed to solve the pace rating problems of "establishing

the point of reference for norm" and "consistency of ratings."

Select a film that shows a task most resembling the tasks being

observed.

b. A less reliable technique is to deal playing cards. Deal

52 playing cards in four piles in .50 minutes. To deal the

cards hold the deck in the left hand (if right-handed), and with

the thumb, displace and advance the top card each time; with the

right hand, grasp the prepositioned corner of the top card

between the thumb and first finger, and carry it to the proper

pile. This training method requires at least three people:the

trainee, the card dealer, and a person with a stop watch. The

dealer deals the cards, the person with the stop watch times the

operation, and the trainee rates the operation. The true rating

is determined by dividing the known normal time (.50 minute) by

the stop-watch reading. For example:

Normal Time

0.50

= 1.25 (125%)

Stop Watch Time

0.40

Comparing the true rating with those given by the trainee is an

excellent way to show where the trainee is rating in relation to

the actual pace of the dealer.

c. In some cases, it will be necessary to identify (with

assistance of the supervisor) an employee performing the given

task at a normal or average pace to serve as the benchmark for

comparison.

3. Computing an Average Pace Rating. Work measurement studies

that involve pace rating invariably result in a number of

separate ratings. It is important to rate as often as necessary

in order to obtain a good evaluation of demonstrated

performance. At the conclusion of the study, determine the

average of these ratings and use it to compute leveled time.

The simplified example below illustrates the computation of an

average rating factor from six separate pace rating values.

I-3

Average Pace Rating Computation

Rating No.(N)

Pace Rating (R)

.95

.90

.95

1.05

.90

.95

N = 6

R = 5.70

Average Pace Rating ( R) =

5.70

= .95

N 6

4. Leveled and Allowed Time. Once average pace is determined

for the day/study period, multiply the measured time for each

category of work by the decimal average pace rating to determine

leveled time. Leveled time must be further adjusted to account

for personal, fatigue and delay allowances (multiplied by an

allowance factor of 1.15 for most white collar jobs and 1.17 for

most blue collar jobs) to derive the allowed time. Allowed time

is what is used to calculate manpower requirements.

J-1

APPENDIX J

ORGANIZATION ANALYSIS APPRAISAL SHEET

PREPARED BY: DATE:

l. Activity:

2. Organizational Component:

Department:

Branch:

Division: Section:

3. Suggestions for more appropriate title:

(l) (2)

4. Name of person in charge:

5. Billet title of person in charge:

6. Is there an organization chart for the component concerned?

Yes No

If so, is it adequate? Yes No

7. Is the mission of the organizational component adequately

defined?

Yes No

If so, where?

If not adequately defined, how should it be revised?

J-2

8. Appraise the organization in regard to the following

principles of organization. (NOTE: If any of these questions

are answered in the negative, explain in the space provided

following each question.)

a. Is every necessary function provided for to ensure

accomplishment of the total mission?

Yes No

Remarks:

Note: This appraisal form is designed so it can be applied at

any level of command (activity, department, division, etc.).

The questions have been phrased so they may be used with any

organization.

b. Is each function assigned to only one component of the

organization?

Yes No

Remarks:

c. Are the assigned responsibilities specific and clear

cut?

Yes No

Remarks:

d. Have consistent methods of organizational structure been

applied at each level of the organization?

J-3

Yes No

Remarks:

e. Does each member of the organization know (l) to whom

he/she reports and (2) who reports to him/her?

Yes No

In addition, is there only one supervisor at each

controlling level?

Yes No

Remarks:

f. Are the functions required to accomplish the mission

grouped according to similarity and practice, and are

individuals assigned to these groupings according to their

abilities and backgrounds?

Yes No

Remarks:

g. Is the responsibility for a function matched by the

authority necessary to perform that function?

Yes No

Remarks:

J-4

h. Is the span-of-control of each supervisor correct?

Yes No

Remarks:

i. Are channels of command violated by staff units?

Yes No

Remarks:

j. Is authority and responsibility for action decentralized,

to the greatest extent practicable, to components and

individuals responsible for actual performance of operations?

Yes No

Remarks:

k. Has the organization become so elaborate as to hinder work

accomplishment?

Yes No

Remarks:

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9. Appraise the organization with regard to the following

specific organizational aspects:

a. Do excessive unwritten procedures and informal

organization hamper defined organization?

(l) Unwritten Procedures: Yes

(2) Informal Organization: Yes

Remarks:

b. Are there rules and regulations which hamper

flexibility of the organization? (If yes, explain)

Yes No

Remarks:

c. Is centralization or concentration of authority too great?

(If yes, explain)

Yes No

Remarks:

d. Is the relationship of formal and informal organization

compatible? (If not, explain) Note: This may require

superimposing channels of contact, as a result of informal

relationships, on the current organization chart.

Yes No

J-6

Remarks:

e. Does each organizational component make a logical

contribution to the basic mission of the command? (If not,

explain)

Yes No

Remarks:

f. Are all functions of the organization carried out in

conformance with assigned responsibilities? (If not, explain)

Yes No

Remarks:

g. Are there any misunderstandings on the part of

individuals in key jobs as to their responsibilities and

authority? (If yes, explain)

Yes No

Remarks:

10. List any other aspects not covered in preceding sections

which should be considered in appraising the organization.

J-7

K-1

APPENDIX K

BASIC ORGANIZATIONAL STRUCTURES

1. Line Organization

a. The line organization is the simplest form of structure.

It is the basic organization framework and provides for an

unbroken chain of authority within the command (see Figure K-1).

Pure line organization structure is found mainly in small

organizations. In a line organization, the head of each

organizational component has complete responsibility for all

tasking required to accomplish the mission.

b. Line structure is frequently referred to as the military

or hierarchical type of organizational structure. It is based

upon relative authority and responsibility rather than the nature

of the various functions performed by the command.

c. A second characteristic of a line organization (not

always obvious on an organization chart) is that all departments

or divisions immediately under the Commanding Officer are

concerned with primary or line objectives of the command. Thus,

the term "line" indicates the succession of authority and

responsibility and hence, the chain-of-command. It indicates

functions that contribute directly to accomplishing the primary

objective of the command.

d. Advantages of a line structure are that it facilitates

rapid action and decision making, discipline is easily

maintained, and it permits clear lines of communication,

authority, and responsibility. Disadvantages are that it is

inflexible (increases in size and complexity will cause

management tasks to exceed the capacity of the line managers), it

may be operated on a dictatorial basis, and it may not operate

efficiently in large commands.

2. Line and Staff Organization

a. Many organizations, including military, are of the line

and staff organizational structure. The line elements perform

the tasking directly related to the mission, and staff elements

furnish technical guidance and services in specialized areas

such as personnel, comptroller, and legal (Figure K-2). Both

derive authority from the same command.

K-2

Line of Direct Authority

Figure K-1. Example of a Line Organization

Line of Direct Authority

Line of Informational and Advisory Contact

Figure K-2. Example of a Line and Staff Organization

ORGANIZATION

COMPONENT

LINE

UNIT

LINE

UNIT

LINE

SUB-

UNIT

LINE

SUB-

UNIT

LINE

SUB-

UNIT

LINE

SUB-

UNIT

ORGANIZATION

COMPONENT

STAFF

UNIT

LINE

UNIT

LINE

UNIT

LINE

SUB-

UNIT

LINE

SUB-

UNIT

LINE

SUB-

UNIT

LINE

SUB-

UNIT

K-3

b. Staff units do not stand one above the other in

descending order. Some persons are assigned to do "planning" or

"service" type tasking while others are assigned to "doing" type

tasking.Thus, line and staff units are not rival systems of

organization. A staff unit performs services to avoid

duplication and provides an economy in grouping like tasks into

one organizational component. One characteristic of this

structure is that the head of the component, in receiving

specialized advice and assistance from the staff, may accept or

reject it. Another is that each person reports to one

supervisor, yet each person receives specialized assistance and

advice from various experts and technicians responsible to other

supervisors.Naturally, each staff component must have a line

organization within itself for discipline and continuity. A

complete organization of a command or other unit of organization

will embody the principles of both line and staff for best

results.

c. Advantages of this type structure are: it provides for

increased operational proficiency, undivided authority and

responsibility, and it permits line personnel to concentrate on

functions related to the prime objective, while permitting the

staff to specialize.

d. Disadvantages include decreased effectiveness of the

organization to accomplish its mission because the staff may

lack authority to carry out its functions. The line may fail to

back the staff's recommendations, giving rise to confusion as to

the duties and responsibilities of the staff members unless

these are clearly written out. Line supervisors may see the

presence of staff as interfering in their functions.

e. Channels of command will not be violated by staff units.

Violation of this principle is one of the administrative errors

that causes great confusion in an organization. All staff

personnel should clearly understand the relationship of their

authority and responsibility.

f. Staff specialists are often described as planners or

developers of ideas; line supervisors implement policies and

procedures developed by the staff. The staff of a command is

removed from the line of action so it may counsel and lend

technical assistance to the line. It is the responsibility of

the staff to get facts upon which decisions or appropriate

actions may be based.

K-4

g. Organizational relationships between line and staff may

hamper the effectiveness of the command unless duties and

responsibilities of staff are made known and clearly indicated

by charts, instructions, or directives. Characteristics of a

sound line-staff relationship are:

(1) Line functions are accountable for the mission of a

command and will have final authority in this attainment.

(2) Staff functions provide advice and assistance to

line components in performance of their duties. Staff has no

command authority over line.

(3) Staff should offer its services where needed without

waiting for line request. It should think ahead concerning line

operating problems.

(4) Line will adequately consider staff advice and

services. Staff may possess more information on certain matters

than is available to line.

(5) Line may accept, reject, or change staff advice or

service.

(6) When disagreement arise, line and staff have the

right to appeal to higher line authority.

3. Functional Organization

a. In the functional organization structure, the authority

of the staff unit goes further. It has power to place its

recommendations into effect under the concept of delegated

"functional authority" in which the staff unit maintains control

through policies and implementing directives.

b. In a completely functional organization structure each

functional supervisor would have authority throughout the

organization for performance of the function. This is based on

the functional supervisor having superior knowledge of the

function. The supervisor gives orders to line personnel

concerning the specific function and ensures that

recommendations are carried out. The functional type of

organization structure represents the farthest advance that

management has made under the principle of providing the

services of specialists. It is an extension of the assistance

supplied the line organization by the staff.

K-5

c. Experience has shown that completely functional

structures do not operate satisfactorily. Nevertheless,

functional supervision has a place in a command's organization

when the amount and scope of authority and responsibility are

well defined and there is a strong line and staff organization

structure (See Figure K-3). For example, aboard ship, certain

personnel under direction of Weapons Officers and Engineering

Officers are assigned to do supply tasks. In doing the work,

they follow the policies and procedures prescribed by the Supply

Officer (what is to be done).While it appears that this

violates the principle of unity of command in taking orders from

two officers at the same time, this is not the case if the

authority and responsibility relationships are clear-cut and

written out.

d. The functional type of organization structure provides

for both direct line supervision and the expert services of

staff specialists. It is conducted in a line and staff

structure and requires strong lines of authority and

responsibility where each person knows to whom he/she is

responsible for performance of each specific task and each

individual knows exactly where supervision begins and ends.

e. Advantages of the functional structure are that it makes

use of expert knowledge and maintains functional efficiency of

personnel. Disadvantages are a potential lack of organizational

stability, conflicts in authority, difficulty in fixing

responsibility and accountability, stifled initiative, and

complicated routines.

4. Composite Organization. In many cases a command may be a

composite of line, line and staff, and functional structures.

The nature of operations at each level is usually the

determining factor. Questions involving special skill or

knowledge and degree of coordination and control are

considerations. For example, at a large Naval Air Station a

line and staff relationship may exist at the activity level, a

functional structure at the departmental level, and line

structures at the division and branch levels. It is usually

impractical to have more than one type structure at any one

level.

5. Departmentalization

a. Organization components may be divided horizontally,

sometimes referred to as departmentalization, and structured

vertically into levels of authority. Departmentalization is

K-6

Direct Line of Authority

Line of Informational and Advisory Contact

Line of Functional Authority

Figure K-3. Example of Functional Organization

a horizontal grouping of common functions. It relates to

decisions concerning logical divisions of work to be done.

These divisions are usually by function, product, and

geographical location. They are found at various levels of the

vertical structure.

b. Functional Departmentalization. This follows the lines

of a functional organizational structure on a command component

basis. It is the setting up of components by specific functions

necessary to mission performance, and placing qualified

personnel at their head. Functional departmentalization becomes

necessary when a supervisor's time capacity is exceeded in

managing the increasing number of specialized functions

requiring appropriate training and abilities.

c. Product or Service Departmentalization. This consists of

separation of activities on the basis of product, product lines,

or service. It occurs when skills and knowledge concerning a

particular product or service are of paramount importance. A

supervisor will have charge of all functions relating to that

product within a single group so that they may be properly

coordinated. Additional basis for departmentalization include

K-7

process, commodity, customer, or service as the primary unit of

organizational separation.

d. Geographic Departmentalization. This grouping of

command activities is in terms of geographic locations of field

installations and/or the area to be served. When a large

command has many subsidiary activities at various locations, and

when similar operations occur in different territories it may be

desirable to have a geographic structure to secure adequate

coordination and control.

e. Departmentalization Combinations. Combinations of the

three structures mentioned above exist in some commands. This

enables them to meet special problems by adapting their

organizational structures accordingly, thus maintaining

flexibility. They are desirable only when these combinations

will most effectively contribute to mission achievement.

L-1

APPENDIX L

ACRONYMS

This appendix provides a list of acronyms used in this

Handbook. Acronyms are words formed from the initial letter

or letters of each of the successive parts or major parts of

a compound term for Navy programs, processes, equipment, etc.

Acronym Term

ADP Automated Data Processing

AF Allowance Factor

AIMD Aircraft Intermediate Maintenance

Department

AMD Activity Manpower Document

APLSTATS All Purpose Language Statistics

AQD Additional Qualification Designation

BSC Billet Sequence Code

CA Commercial Activities

CHNAVPERS Chief of Naval Personnel

CNO Chief of Naval Operations

CONUS Continental United States

DMC Defense Mission Code

DOD Department of Defense

DON Department of the Navy

DRF Directed Requirement Factor

ERR Efficiency Review Report

FAC Functional Area Code

FM Fractional Manning

FY Fiscal Year

FYDP Future Year Defense Plan

GTT Group Timing Technique

HO Hour/Hourly

IIE Institute of Industrial Engineers

LCL Lower Control Limit

L-2

Acronym Term

MEC Military Essentiality Code

MEM Manpower Estimating Model

MFT Mission, Functions, and Tasks

MMF Minimum Manpower Factor

MO Month/Monthly

MSMR Mobilization Statement of Manpower

Requirements

NAVMAC Navy Manpower Analysis Center

NEC Navy Enlisted Classification

NOBC Navy Officer Billet Classification

OJT On-the-Job Training

OPM Office of Personnel Management

Op Audit Operational Audit

OPNAV Office of the Chief of Naval

Operations

PDCA Plan, Do, Check, Act

PE Program Element

PEF Program Estimating Factor

PF&D Personal, Fatigue, and Delay

POA&M Plan of Action and Milestone

POC Point of Contact

POE Projected Operational Environment

POM Program Objectives Memorandum

PPBS Planning, Programming, and Budgeting

System

PRESS Prediction Sum of Squares

PTR Pilot Training Rates

PWS Performance Work Statement

QT Quarter

QTR Quarterly

R/D Reduce/Delete

RAPS Resource Analysis and Planning System

RFC Required Functional Category

ROC Required Operational Capabilities

SAM Society for Advancement of Management

SEAL Sea, Air, Land

SEAOPDET Sea Operational Detachment

L-3

Acronym Term

SECDEF Office of the Secretary of Defense

SECNAV Office of the Secretary of the Navy

SHMD-STAT Shore Manpower Document-Statistical

SMC Subordinate Manpower Claimant

SMR Statement of Manpower Requirements

SMRDP Shore Manpower Requirements Determination

Program

SORM Standard Organizational Manual

SQMD Squadron Manpower Document

TAD Temporary Additional Duty

TEMDU Temporary Duty

TFMMS Total Force Manpower Management System

TMMCA TFMMS Micro Manpower Change Application

TPPH Transients, Patients, Prisoners, and

Holdees

TQM Total Quality Management

UCL Upper Control Limit

UIC Unit Identification Code

U.S. United States

WAF Work-hour Availability Factor

WDC Work Distribution Chart

WI Workload Indicator

WK Week/Weekly

WLF Workload Factor

YR Year/Yearly

M-1

APPENDIX M

GLOSSARY OF TERMS AND STANDARD SYMBOLS

ABSOLUTE ACCURACY: Size of error to be allowed in the sample

when accuracy is set at a specified amount, regardless of the

mean. Absolute accuracy is used primarily in Work Sampling. See

Desired Accuracy.

ACTIVE DUTY: Full-time duty in the military service of the U.S.

(other than active duty for training purposes).

ACTIVITY: A unit, organization, or installation performing a

specific mission or function and established under a commanding

officer, officer in charge, etc. (e.g., Naval Air Station, Naval

Shipyard, Naval Station, a specific air squadron, ship, etc.).

ACTIVITY CODE: A ten-digit code identifying each activity. The

first four numbers represent the type of activity (i.e., 1452:

Naval Air Station), the next four numbers are unique to a

specific activity, and the last two numbers indicate a parent-

component activity relationship (00: parent activity, 01 - 99:

component activity of the parent).

ACTIVITY MANPOWER DOCUMENT: The qualitative and quantitative

expression of manpower requirements (military, civilian, and

contractor) and authorizations (military) allocated to a Naval

activity to perform the assigned MFTs or Required Operational

Capabilities/Projected Operational Environment (ROC/POE). It has

the following uses and applications:

a. As an expression of manpower needs of an activity, it is

the authority used by CHNAVPERS and the applicable Enlisted

Personnel Distribution Office to provide requisite military

personnel distribution and Naval Reserve recall.

b. It is the basic document for current and future

peacetime and mobilization Navy military manpower planning in

the areas of personnel strength planning, recruiting, training,

promotion, personnel distribution, and Naval Reserve recall.

c. It is the single official statement of organizational

manning and manpower authorizations.

ACTUAL TIME: See Time.

M-2

ADDITIVE STANDARD: A manpower standard for additive workload.

ADDITIVE WORKLOAD: See Workload.

ADJUSTMENT FACTOR: Ratio of the appropriate monthly conversion

factor to the number of sampling days used to measure

productivity to adjust the sampling period to monthly work-

hours.

ALLOWANCE FACTOR: A coefficient, which when applied to

productive time (leveled time, if appropriate), results in the

total allowed time.

ALLOWANCES (PF&D): Work-hours added to leveled or base time to

provide for personal needs, fatigue, and unavoidable delay.

(Usually applied as a percentage of the leveled, normal, or

adjusted time.)

a. Personal - Allowance included in a standard to permit

the worker to attend to personal necessities such as obtaining

water, making trip to rest room, etc.

b. Fatigue - Allowance included in the production standard

to allow for decreases or losses in production that might be

attributed to fatigue (includes coffee breaks).

c. Delay - Allowance for unavoidable delay due to actions

beyond the control of the worker or supervisor.

ALLOWED TIME: See Time.

APPROPRIATION: An annual authorization by an Act of Congress to

incur obligations for specified purposes and to make payments

out of the Treasury. Appropriations are subdivided into budget

activities, subheads, programs, projects, etc.

ASSIGNED TIME: See Time.

ASSUMED WORKLOAD/ASSUMED TASKING: Work being accomplished which

is not normally tasked or required of the work center/

organizational component (i.e., no identifiable tasking

document). Assumed workload should not be used to support

manpower requirements. (See Inferred Workload.)

AUTHORIZATION: A funded manpower requirement.

AVAILABLE TIME: See Time.

M-3

AVERAGE MONTHLY WORKLOAD: The arithmetical average of the

actual monthly workload volumes.

AVOIDABLE DELAY: An unnecessary delay, regardless of source,

that causes work stoppage. Time lost to avoidable delay will

not be included in staffing standards or productive workload.

BACKLOG: An accumulated workload volume, not yet accomplished.

It is the difference between work input and output.

BASELINE: A point of reference which is used as a benchmark for

comparing manpower requirements and authorizations to present

conditions. For example, the officer and enlisted manpower

authorizations reflected in the most recent AMD will serve as

the baseline for military manpower.

BIAS: The amount by which the long run observed mean value of a

set of measurements differs from the true value of the quantity.

BILLET: A specific military manpower space, the manpower

requirement and authorization, which is assigned qualifiers that

define the duties, tasks, and functions to be performed and the

specific skills and skill level required to perform these

functions.

BILLET FILE: Manpower data base containing all quantitative and

qualitative information on all manpower requirements and

authorizations including those required for mobilization, and

SELRES manpower requirements.

BILLET SEQUENCE CODE (BSC): A five-digit, ascending sequence of

numbers determined by manpower claimants and/or activities to

organizationally structure manpower requirements, organizational

headers, and billet notes within an activity's AMD.

BILLET TITLE: A descriptive title that indicates the primary

function of a specific requirement. Organizational titles and

billet titles conform to the organization structure approved by

the cognizant command, bureau, or office.

BORROWED TIME: See Time.

BUDGETING: A plan for accomplishing an organization's program

objectives through planning, decision-making and management

control for a specified period of time.

M-4

CAPABILITY: The ability to execute a specified course of

action.

CATEGORY: A major subdivision of the PWS at the level analysis

is performed. Each category represents a number of associated

tasks. The sum of all categories should equal all work

authorized and required to be performed by the work center.

CHAIN OF COMMAND: The succession of offices from a superior to

a subordinate through which command is exercised.

CIVILIAN FULL-PERFORMANCE LEVEL: The typical working level in a

function for an occupation that is not considered a trainee or

developmental level. It is the grade level that best represents

the permanent on-going duties performed in a function. The full

performance grade level can be the target grade level up to

which a trainee or developmental position progresses, any

intermediate grade level described in an occupation, a

journeyman grade level, or a premium journeyman grade level

depending upon the nature of the non-trainee duties performed

within a function.

COLLATERAL DUTY: Duty assigned to an individual by the

commanding officer which is in addition to the individual∋s

primary duty. These duties are normally performed at the

individual's permanent duty station.

COLLINEARITY: A condition of correlation among two or more

independent variables. Collinearity causes least squares

regression to become unstable.

COMBAT MANPOWER: Manpower associated with ships and aircraft

squadrons. Combat manpower is all manpower associated with

units included in the Strategic Forces and General Purpose

Forces Defense Mission Codes (DMCs).

COMBAT READINESS:

a. When applied to organizations or equipment it means

availability for combat operations; or

b. When applied to personnel it means qualified to carry

out combat operations in the unit to which they are assigned.

COMMERCIAL ACTIVITIES (CA): A function either contracted or

operated by a Navy field or headquarters activity that provides

a product or service obtainable from a commercial source.

COMPONENT: A sub-unit of a parent activity established to

permit separate accounting and management due to remote

location, a different program element, or to support special

personnel management. Identified by last two digits of the

activity code and a separate UIC.

CONFIDENCE LIMITS: These limits are important in assessing the

prediction errors in the model that is being considered. A set

of limits or bounds is formed for each data point. When the

limits are set at 95% confidence limits, their interpretation is

as follows: We say we are 95% confident that the mean manning

for activities with this level of workload is contained within

the bounds. A tight set of bounds indicates a standard with

good capacity for prediction.

CONTRACT WORK-YEAR EQUIVALENT: The number of work-years

required if the contract were performed in-house at the same

workload and level of performance as by the contractor.

CONTROL LIMITS: Values that prescribe the probable range from

the original population within which the sample results will

lie.

CORRELATION ANALYSIS: The process of determining the

relationships that exist between independent variables or

between independent and dependent variables.

CURVILINEAR: A relationship of plotted data that approximates a

curved line.

CYCLE:

a. An interval or space of time in which one round of

elements that recur regularly and in the same sequence is

completed.

b. An interval or space of time during which a

representative composition and amount of work is performed in a

work center.

DATA ELEMENT: A basic unit of information having a unique

meaning, which has subcategories (data items) of distinct units

or values; e.g., pay grade, race, geographic location. In

manpower, each item on the AMD is a distinct data element.

DEPARTMENT OF THE NAVY (DON): DON is composed of SECNAV; CNO;

M-5

the Headquarters, Marine Corps; the entire operating forces,

including naval aviation, of the Navy and the Marine Corps, and

the reserve components of those operating forces; all field

activities, headquarters, forces, bases, installations,

activities, and functions under the control or supervision of

SECNAV; the Coast Guard when it is operating as a Service in the

Navy. (Public Law 99-433)

DELAY ALLOWANCE: A time increment included in a time standard

to compensate for unavoidable delays.

DEPRIVED RATING: Ratings and NECs in paygrades E-5 through E-9,

requiring additional shore manpower requirements to meet CNO

sea/shore rotation ratio goals.

DESIGNATOR: The primary specialty qualification category of an

officer.

DESIRED ACCURACY: The maximum amount of error acceptable in a

sample. This is stated as absolute accuracy or relative

accuracy.

DIRECT TIME: See Time.

DIRECTED FUNCTION: A manpower requirement that has been

established by a written directive from higher authority (CNO or

SECNAV). Such positions are not automatically added to the

validated manpower requirements of a work center; the overall

work center manpower requirements are first determined, and the

directed function is then identified within the total. In other

words, the total workload and associated work-hours will be

measured and equated to needed requirements. Every attempt

should then be made to ensure that the directed manpower

requirements are included with the total manpower requirements

and not simply added to the total manpower requirement.

DISESTABLISHMENT: To eliminate an activity from DON. In this

sense, the term usually applies to the elimination of shore

(field) activities and thus cease to exist as separate

activities.

DOWNGRADE: To lower the paygrade assigned to a manpower

requirement and/or authorization.

DUTY: The assignment of an individual, usually for a 24-hour

period, which requires his presence on board the activity to

meet any demands with respect to security, safety, or mission

M-6

fulfillment, especially during periods which are other than

normal working hours (i.e., weekends and the hours from 1630 one

day until 0800 the following day).

ELEMENT: A group of fundamental hand and body motions which

when grouped together form a division of work of sufficient

length to be conveniently timed.

END STRENGTH: The funded number of active-duty military and

civilian personnel in the Navy on the last day of the accounting

period. This number includes those Navy military personnel

serving with the Marine Corps, and those for whom reimbursement

is received from other agencies or foreign nations. It does not

include Navy military personnel paid from RPN appropriation

funds.

EQUIVALENT (WEIGHTED) WORKLOAD FACTOR: A single constructed WLF

value which is derived through a weighting of multiple work

units. The weighting process is accomplished by selecting one

unit as the "prime" work generator, assigning it a value of

1.00, and giving all other applicable work units a weighted

value in relation to that prime factor.

ESTIMATED "N": The calculated minimum number of samples

required to ensure a specified statistical accuracy and

confidence in Work Sampling, GTT, and Time Studies.

EXCEPTION TO STANDARD: Any one of the following conditions

causing noncompliance with a multi-point staffing standard:

additive workload, excluded workload, or a deviation.

EXTRAPOLATION: Extension of the regression line beyond range of

input data to increase standard's utility, to expand standard's

applicability, and to prevent rapid obsolescence due to workload

changes.

FATIGUE: A physical and/or mental weariness, real or imaginary,

existing in a person, adversely affecting the ability to perform

work.

FATIGUE ALLOWANCE: See Allowances (PF&D).

FORCE: An aggregation of military personnel, weapon systems,

and necessary support or combination of such elements.

FORCE STRUCTURE: The aggregation of units and personnel

associated with the fleet and shore establishment required for

M-7

sustained performance of the defense mission. Force structure

does not include manpower associated with TPPH, students,

midshipman, and officer candidates.

FRACTIONAL MANPOWER: Manpower requirements to do a specific

workload, expressed in fractional parts of whole manpower

requirements.

FRACTIONAL MANPOWER CUT OFF VALUES: Highest value to which

fractional manpower can equate before the manpower requirement

is rounded to the next higher integer.

FUNCTION: The aggregation of occupationally related tasks

within a mission.

FUNCTIONAL AREA CODE (FAC): A one-position alpha-numeric code

used to identify additional manpower requirement and/or

authorization information, special consideration in detailing

personnel, and provides for automated tracking of certain

categories of manpower authorizations.

FUNCTIONAL SPONSOR: An official at the OPNAV, manpower

claimant, or Subordinate Manpower Claimant (SMC) level having

technical knowledge of or cognizance over specific mission

and/or functional areas. Functional sponsors provide assistance

in manpower requirements determination.

FUNCTIONS: The appropriate responsibilities or assigned duties,

responsibilities, missions, or tasks of an individual office or

organization. The first organizational breakdown of the mission

into its organizational levels. The function often corresponds

to the departmental level.

FUTURE YEARS DEFENSE PLAN (FYDP): The official program that

summarizes Office of the Secretary of Defense (SECDEF) approved

plans and programs for DOD. The FYDP is published at least

annually. The FYDP is also represented by a computer data base

which is updated regularly to reflect budget decisions and

reprogramming actions.

GRADE: A step or degree in a graduated scale of military rank

or civilian grade that has been established by law or

regulation.

GROUP TIMING TECHNIQUE (GTT): A work measurement technique that

can be used to advantage in studying a group of workers or

machines involved in producing a common work unit. It is a

M-8

statistical sampling technique similar to Work Sampling.

HORIZONTAL PROCEDURE CHART: A methods tool which provides a

graphic representation of the flow of information. Its

principal use is in administrative functions where the product

consists of information, usually in the form of paperwork.

INCUMBENT: The individual assigned to a particular manpower

requirement.

INDIRECT TIME: See Time.

a. TPPH

(1) TRANSIENTS. This category contains only the

transient program element, and consists of active duty military

personnel in travel, leave in route, or temporary duty status

(except for training) while on Permanent Change of Station

orders.

(2) PATIENTS, PRISONERS, AND HOLDEES. This category

contains only the Personnel Holding Account program element

consisting of active duty military personnel dropped from the

assigned strength of an operational or training unit for reasons

of medical, disciplinary, or separation non-availability.

b. STUDENTS, TRAINEES, AND CADETS/MIDSHIPMEN. This

category contains active service officer students, active

enlisted students, active enlisted trainees, Service Academy

Cadets and Midshipmen, and active officer accession students not

assigned to a specific unit or activity.

INDUSTRIAL ENGINEERING:

a. The art and science of utilizing and coordinating

personnel, equipment, and materials to attain a desired quantity

and quality of output at a specified time at an optimum cost.

This may include gathering, analyzing, and acting upon facts

pertaining to buildings and facilities, layouts, personnel

organizations, operating procedures, methods, processes,

schedules, time standards, wage rates, wage payment plans,

costs, and systems for controlling the quantity and quality of

goods and services.

b. The design, improvement, and installation of integrated

systems of personnel, materials, and equipment. It draws upon

specialized knowledge and skill in mathematical, physical, and

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social sciences together with the principles and methods of

engineering analysis and design to specify, predict, and

evaluate the results to be obtained from such systems.

INFERRED WORKLOAD/INFERRED TASKING: Workload being performed by

a person in a given work center/organizational component, but

which is defined as the responsibility of another work

center/organizational component or is not specifically tasked to

a work center/organizational component but is "inferred" by the

general tasking. It can be treated by transferring either the

workload (prior to measurement), or the time expended on that

workload (after measurement), to the appropriate work

center/organizational component. If not specifically tasked,

the workload should be validated with the manpower claimant

prior to using to support manpower requirements.

LEVELED TIME: See Time and Leveling.

LEVELING: Process whereby an analyst evaluates observed

operator performance in terms of a concept of normal

performance. Synonym: performance rating.

LINEAR: A relationship of plotted data that approximates a

straight line.

MACRO MODELS: Manpower estimating models which use various data

sources to produce roughly right predictions of manpower

requirements. Emphasis is placed on utilization of programmable

variables which can be used in the PPBS/POM process. See

Manpower Estimating Models (MEMs).

MANAGEMENT INFORMATION SYSTEMS (MIS): Existing data bases which

should be used when possible as a source of input for developing

staffing standards, MEMS, and other manpower related studies/

information.

MANNING: The specific inventory of personnel at an activity in

terms of numbers, grades, and occupational groups.

MANPOWER CLAIMANT: In the Resource Management System, the major

commanders or bureaus that are authorized manpower resources

directly by CNO for the accomplishment of the assigned missions

and tasks.

MANPOWER ESTIMATING MODEL (MEM): Estimators that relate total

manpower requirements to program oriented independent variables.

MEMs permit Navy to predict out-year manpower requirements.

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M-11

(See Macro Models.)

MANPOWER MANAGEMENT: The methodical process of determining,

validating, and using manpower requirements as a basis for

budget decisions; determining manpower authorization priorities

based on available funding and personnel inventory; and the

ability to

link all these factors together.

MANPOWER MODELS: Mathematical equations which best describe the

relationship between the independent workload variable(s) and

manpower requirements.

MANPOWER REQUIREMENT: The minimum quantitative and qualitative

resource needed to perform a specific mission, function, or

task.

MANPOWER RESOURCES: Human resources available that can be

applied against manpower requirements.

METRIC: A standard measure of mission/function performance that

may be used for analysis of activity-based costing and/or

equitable distribution of associated resources (may be a

programmable work generator or a production output count).

MINIMUM MANPOWER FACTOR: Fractional manpower value that shows

the work-hours a requirement must be manned. These work-hour

values are dictated by the need for one or more individuals to

be on duty although they may not be continuously productive.

MILITARY ESSENTIALITY CODE (MEC): A code to denote the reason

for military staffing (i.e., combat readiness, law, training,

discipline, or military background).

MILITARY SKILL: Skill associated with a military paygrade as

opposed to occupational specialties. Defined for enlisted

personnel under the Naval Standards section of the Occupational

Standards.

MISSION: The highest generalized level of descriptive official

tasking by higher authority required to accomplish the Navy∋s

assigned war fighting and support capability.

MOBILIZATION: The act of assembling and organizing national

resources to support national objectives in time of war or other

emergencies. This includes activating all or part of the

reserve components, as well as assembling and organizing

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personnel, supplies, and material.

MULTILINEAR: A mathematical term which is applied to a multi

variate equation and is limited to linear relationships.

MULTIVARIATE: A mathematical term used to designate an equation

that consists of two or more independent variables and one

dependent variable. The equation may be either linear or

curvilinear.

MUTUALLY EXCLUSIVE: Occurrences or outcomes of an event which

cannot happen at the same time.

NAVY STANDARD WORKWEEKS: The total times expressed in average

hours per week, that are available per person to accomplish the

required workload (including watches) of the various types of

Navy units. Navy standard workweeks are key elements in the

calculation of Navy manpower requirements.

NONAVAILABLE TIME: See Time.

NONBUDGETED MANPOWER: Manpower resources used by an activity

which are not included in the activity's budget line (e.g., TAD,

transient, nonappropriated funded, reserves, military students,

marines, borrowed, and other (miscellaneous) support such as

volunteers, civilian student aids, interservice support received

categories).

NONPRODUCTIVE TIME: See Time.

OBSERVATION: In work sampling and GTT, the act of noting what

the people in a work area, or a specific portion of a work area,

are doing at a specific instant. Such an observation yields a

number of samples equal to the number of people observed.

OCCUPATIONAL STANDARDS: Standards that express the Navy's

minimum requirements for enlisted occupational skills.

ON-THE-JOB-TRAINING (OJT): Generally means the process of

learning while producing.

OPERATIONAL AUDIT (OP Audit): The process of measuring work by

personal interview/questionnaire, using either one to gather and

verify work center work-hours and production workload. Op Audit

can use any one or a combination of Historical Experience, Good

Operator, Best Judgment, and Directed Requirement techniques.

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ORGANIZATION ANALYSIS: A method for evaluating organizational

structure. It examines structure effectiveness and economy with

respect to the mission and includes development of a suitable

organization.

ORGANIZATIONAL COMPONENT: Grouping of personnel performing work

in support of a common function/subfunction, usually in a

centralized area. Similar to Work Center.

ORGANIZATIONAL CONCEPT: Division of an activity into small

physical units which become work centers irrespective of

function or functions performed.

OUTLIERS: A term used to describe data points that do not

conform to the general pattern or trend described by a data

array or scattergram. For example, data points beyond

established control limits or significantly divergent from an

otherwise apparent trend.

OUTPUT: The amount of something produced by a system or process

during a given span of time.

OVERTIME: See Time.

PACE RATING: A method of rating a worker's performance that

judges the speed or pace of an operation relative to an

established concept of normal speed for the type of work

observed. The rating is given as a performance percentage at

above, below, or normal; and the ratio or factor is applied to

the actual time to compute leveled or normal time. See

Leveling.

PARAMETER. A characteristic or property of a population. The

analogous measure for a sample is a statistic. One system of

notation is to use Greek letters for parameters and the

corresponding Roman letters for statistics. However, capital

letters are generally used for parameters and lower case letters

are used for statistics.

PERFORMANCE WORK STATEMENT (PWS): Identifies what work is to be

done to the maximum extent practicable without stating how to do

it. It identifies standards of performance to be met in

measurable terms of quality, quantity and timeliness.

PERSONNEL ASSIGNED: A tabulation of all officer and enlisted

personnel charged to an activity. This information is presented

in the unit's ODCR and EDVR.

PERSONNEL INVENTORY: Numbers of personnel available by

occupational classification, paygrade, and distribution

category.

PLANNING, PROGRAMMING, AND BUDGETING SYSTEM (PPBS): Assists the

CNO and SECNAV in making decisions regarding the allocation of

Navy resources. A formalized procedure by which strategy is

developed in consideration of the threat. Force requirements

are developed to support the strategy; programs are developed to

provide over a period of time the ships, aircraft, weapons

systems and manpower for the force requirements. Programs are

reviewed for execution, estimates are refined and funds are

budgeted to obtain the required manpower and weapons systems.

At the DON level the system produces inputs to the DOD planning

process, the DON POM, DON budget estimates and DON input to the

President's budget.

PROCEDURE CHART: A graphic display showing the flow of material

or information in an organization. It reflects the flow of

information between work stations and between work areas, shows

decisions made, and actions.

PRODUCTIVE TIME: See Time.

PROGRAM:

a. A combination of program elements designed to express

the accomplishment of a definite objective which specifies the

time-phasing of required actions and the means proposed for its

accomplishment. Programs are aggregations of PEs based upon the

first two numbers in the PE code, and in turn, aggregated to the

total FYDP.

b. A plan or scheme of action designated for the

accomplishment of a definite objective which is specific as to

the time-phasing of the work to be done and the means proposed

for its accomplishment, particularly in quantitative terms, with

respect to manpower, material, and facilities' requirements.

The program provides a basis for budgeting.

PROGRAM ELEMENT (PE): Identifies and allocates resources to a

specific Navy warfare and/or supportive program. Resources

include Navy personnel, equipment, and facilities.

PROGRAMMING: The process of translating planned force

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requirements into time-phased manpower over the FYDP.

PROGRAM OBJECTIVES MEMORANDUM (POM): Document in which each

military department and Defense agency recommends and describes

biannually its total resource and program objectives. Program

objectives are fiscally constrained. To allow flexibility for

each service to develop balanced programs, reallocation of funds

is permitted between major mission and support categories unless

specifically stated otherwise in SECDEF's Fiscal Guidance

Memorandum.

PROGRAM YEAR: A fiscal year in the FYDP that ends not earlier

than the second year beyond the current calendar year. Thus,

during the calendar year l997, the first program year is FY99.

PROJECTED WORKLOAD: An amount of work proposed or anticipated

in the future to meet the requirements of a program/function.

PROJECTED OPERATIONAL ENVIRONMENT (POE): The environment in

which the ship or squadron is expected to operate, including the

military climate (e.g., at sea, at war, capable of continuous

operations at readiness Condition III).

QUALITY: The skill, grade, and experience associated with the

manpower requirement and/or authorization.

QUALITY CONTROL: Those actions taken by the performing

organization to control the production of goods or services so

that they will meet the requirements of the PWS.

RANDOM NUMBER TABLE: A table of numbers arranged in a random

fashion used to make random times for observation in Work

Sampling and GTT studies.

RANDOM SAMPLE: A sampling method whereby each item/output in a

lot has an equal chance of being selected.

RANDOM SAMPLING: A method of looking at a few individual items

in a lot to determine the quality of that lot against a

standard.

RATE: Identifies enlisted personnel occupationally by paygrades

E-1 through E-9.

RATING: A broad enlisted career field identifying an

occupational specialty that encompasses related aptitude,

training experience, knowledge, and skills for the purpose of

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career development and advancement.

REGRESSION ANALYSIS: The process of determining, from a series

of data sets, a functional relationship between a dependent

variable and one or more independent variables.

REQUIRED OPERATIONAL CAPABILITY (ROC): Statements prepared by

mission and warfare sponsors which detail the capabilities

required of ships and squadrons in various operational

situations. The level of detail sets forth which weapons will

be ready at varying degrees of readiness (e.g., perform Anti-Air

warfare with full capability condition of readiness I; partial

capability in condition of readiness III).

REQUIREMENT: A specific manpower space which is assigned

qualifiers that define the duties, tasks, and functions to be

performed and the specific skills and skill level required to

perform the delineated functions.

RESERVE UNIT IDENTIFICATION CODE: UIC for a drilling reserve

unit.

RESOURCE SPONSOR: OPO responsible for an identifiable

aggregation of resources which constitute inputs to warfare and

supporting tasks. The span of responsibility includes

interrelated programs or parts of programs located in several

mission areas.

RISK ANALYSIS: A technique for assessing the risk associated

with reducing or eliminating functions/sub-functions. This is

accomplished by assigning a priority code to all functions/

subfunctions. Impact statements for lowest priority work are

developed for use by management in deciding whether to eliminate

or reduce low priority tasking.

ROUNDING: The elimination of unwanted numbers in computation

after intermediate calculations.

SAMPLE: A sample consists of one or more items/outputs drawn

from a lot, the outputs being chosen at random. The number of

outputs in the sample is the sample size.

SCATTER DIAGRAM: A two-dimensional chart on which known values

of two variables are plotted. Examination of the chart

indicates the form of the relationship which may exist between

the variables (e.g., linear or nonlinear).

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SEA/SHORE ROTATION RATIO: This ratio represents the number of

years that are required at sea, on average, for a certain number

of years of shore duty.

SERVICE DIVERSIONS: Service diversions are actions required of

personnel by regulations or standard routine which must be

accomplished during working hours and which detract from an

individual's availability to do productive work.

SHORE MANPOWER REQUIREMENTS: Claimant-approved quantitative and

qualitative manpower requirements for a naval shore activity.

SPAN OF CONTROL: A concept of the scope of supervision required

to provide effective management, subject to such variants as the

number and kind of personnel reporting directly to a supervisor,

the type of supervision required, the kind of work performed,

the distance at which the work is performed, and the effect this

distance has on the reaction time required.

SPONSOR: A broad term covering responsibilities assigned a

command, bureau, or office in support of a designated project.

Sponsor responsibility may include: justification of funds,

program objectives, technical guidance, procurement, manpower,

training, and other matters.

STAFFING STANDARD: Depicts the quantitative and qualitative

manpower required to accomplish a specific function(s) from the

lowest to the highest workload values.

STANDARD: An acknowledged measure of comparison.

STANDARD, PRODUCTION: A measure of time allowed to accomplish a

specific unit of work. It is based on an average trained,

skilled, and experienced operator working at a normal pace, plus

PF&D allowances to accomplish work by using a standardized

process or method.

STANDARD TIME: See Time.

STATEMENT OF MANPOWER REQUIREMENTS (SMR): For shore activities,

displays an activity∋s approved quantitative and qualitative

peacetime manpower requirements.

SUBFUNCTION: A further breakdown of the functions supporting an

activity's mission until groupings of personnel are identified

as an organizational component. See organizational component.

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SUBORDINATE MANPOWER CLAIMANT: A command or activity

immediately subordinate to the manpower claimant.

SUPPORT MANPOWER: Shore manpower associated with shore

activities. Support manpower is all manpower associated with

units included in categories not included in combat manpower.

SYSTEM: A group of interacting, interrelated, or interdependent

elements forming a collective entity.

TASK: A subdivision of work within a particular category.

TASKING DIRECTIVE: Any document from higher authority which

generates a requirement to perform work.

TIME: The various classifications or categories of time are

listed together under this major heading to facilitate selection

of the precise term required.

a. Accountable Time. The total work-hours for which the

work center supervisor is held accountable in determining

productive or operational efficiency. It equates to assigned

time plus borrowed time plus overtime minus nonavailable time

minus loaned time. Accountable time consists of productive time

(direct and indirect categories) and nonproductive time

(environmental effects, personal, PF&D, idle, and standby).

b. Actual Time. The time taken to complete a defined

amount of work. In Time Study, it is the observed time recorded

from the watch readings. In Work Sampling, it is the portion of

total sampled time that has been expended on each sampling

category.

c. Allowed Time. The leveled time plus allowances for

personal fatigue and unavoidable delays. If leveling is neither

required nor feasible, the allowed time is the actual productive

time plus necessary allowances for PF&D, as appropriate.

d. Assigned Time. The total work-hours assigned to the

work center. (NOTE: Borrowed personnel are not classified as

assigned for purposes of this computation. See Borrowed Time.)

e. Available Time. The total hours assigned personnel are

available to the work center to perform work. It equates to

assigned time minus nonavailable time.

f. Borrowed Time. Time on loan from other work centers.

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g. Direct Time. Productive time expenditure which can be

identified with and assessed against a particular end product

(work unit, WLF, etc.) or group of products accurately and

without undue effort and expense.

h. Idle Time. Any time expended by the worker in either an

avoidable delay status, or accomplishing unnecessary work, when

assigned work is available. It does not include time for PF&D.

Idle time is not included in a staffing standard. An individual

going to the base exchange, etc., with the above conditions met,

would be classified as being in an idle time status.

i. Indirect Time. Time that is expended in work categories

necessary to production, but which cannot be specifically

assessed against a particular product or group of products

accurately or without undue effort and expense.

j. Leveled Time. Actual productive time adjusted to

account for differences in pace on the part of the workers

observed.

k. Loaned Time. Time loaned to other work centers. This

time is not accountable to the work center providing the loaned

time.

l. Nonavailable Time. Work-hours assigned to a work center

but not available for productive effort for reasons which are

essentially beyond the control of the work center supervisor

(e.g., absences for leave, sick call or hospitalization, general

military training, and administrative duties such as special

cleanup details (external to the work center), taking a physical

examination, verifying personnel records, and taking advancement

exams).

m. Nonproductive Time. Accountable time expended in either

personal, rest, unavoidable delay, standby, or idle (avoidable

delay) status.

n. On Call Time. A nonproductive category of time in which

an off-duty worker can be contacted by telephone or other means

at a prearranged location other than the work station. Only the

productive time performed by the worker in the work center or at

the work location, including necessary associated travel, is to

be credited to the work center. Examples are: a photographer

needed to periodically take photos after duty hours or a

maintenance specialist who is needed infrequently to repair or

replace a critical item of equipment.

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o. Overtime. Time worked in excess of regularly scheduled

working time.

p. Productive Time. Time expended performing work that is

useful and essential to the mission of the work center (see

Direct Time, Indirect Time).

q. Sampled Time. The total work-hour population from which

samples are drawn in a Work Sampling study. It is the sum of

the hours each individual was subject to observation during the

study.

r. Standard Time

(1) Time that is considered necessary for a qualified

workman, working at a normal pace ordinarily used under capable

supervision and experiencing normal fatigue and delays, to do a

defined amount of work of specified quality when following the

prescribed method.

(2) The normal or leveled time plus allowances for fatigue

and unavoidable delays.

s. Standby Time. A category of time in which the worker is

required to be present, in a ready status to perform work, but

is prevented from performing work because none is available.

Time can be classified as standby only when it is essential to

mission accomplishment and no work can be done or made available

during that period. Examples of standby are: a Plane Captain

awaiting return of his aircraft from a mission; transient alert

personnel awaiting arrival or departure of transient aircraft;

and a commissary cashier awaiting customers to enter the check

out line.

TIME STUDY: A work measurement technique using a stop watch to

determine actual elapsed time for performing tasks. It is

primarily used in areas which have highly standardized and

repetitive tasks.

TRAINING: Instruction which provides the learner with knowledge

and skills required for immediate application in the

accomplishment of a specific task or combination of tasks.

TRAINING REQUIREMENT:

a. A requirement to train personnel in a specified quantity

to perform identified duties and thereafter be available for

assignment to the duties at a specified time.

b. A requirement for a training or educational program

which will produce trained personnel for an identified purpose.

c. The performance which is required of a person in order

to be effective in a given situation. Thus, the jobs to which

individuals are assigned have performance connotations, which

are training requirements in the sense that the individuals must

be trained to perform as required.

d. A need, established by the training organization, for

support of specified nature.

TRANSIENT AVAILABILITY FACTOR: The factor used to adjust normal

productive time to account for the actual availability of

transients to do work.

TRANSIENTS, PATIENTS, PRISONERS & HOLDEES (TPPH). (See

Individuals Account.)

UNAVOIDABLE DELAY: An occurrence which is essentially outside

the worker's control or responsibility that prevents him from

doing productive work.

UNAVOIDABLE DELAY ALLOWANCE: See Delay Allowance.

UNIVERSE: The total activities considered as performing a

function for staffing standards development and application.

UNIT IDENTIFICATION CODE (UIC): A five position numeric or

alpha-numeric code assigned by the Comptroller of the Navy

(NAVCOMPT) to ships, aircraft, units, shore activities,

divisions of shore activities, commands, bureaus and offices,

contractors' plants, and in some instances to functions or the

specialized elements for identification. By use of this code,

programming decisions can be related to organizational units and

to commands, bureaus and offices responsible for administering

funds affecting those units.

WATCH: That period during a duty day wherein an individual is

assigned and required to be at a specific place to carry out

such functions as security, safety, and communications.

Normally, this period will be of four hours' duration and will

fall between the hours at the end of one work day and the

beginning of the next. Total work-hours expended in the watch

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category are counted as productive work in the computation of

the minimum manpower requirements.

WORK: A series of actions, changes, or functions that bring

about an end result.

WORK AREA: The physical location in which work is accomplished.

WORK CENTER: A grouping of personnel using similar machines,

processes, methods, operations, and performing homogeneous type

work, usually located in a centralized area. The term is used

to identify a relatively small activity within a broad

functional segment. Personnel within a work center perform work

that basically contributes to the same end product or result,

and their duties are similar or closely related.

WORK COUNT: A summation of the number of work units completed

during a specified time period.

WORK CYCLE: That time required, from start to finish, to

produce a completed work unit (product).

WORK-DAY: A unit of work equal to the productive effort of one

person working one normal, 8-hour workday.

WORK-HOUR: A unit of work equal to the productive effort of one

person working one hour.

WORK-HOUR AVAILABILITY FACTOR (WAF): The average number of

work-hours per month an assigned individual is available to

perform primary duties. Required work-hours are divided by the

WAF to determine the manpower requirements.

WORK-WEEK: A unit of time that relates to a normal workweek per

individual (e.g., one workweek per 10 employees = 10

work-weeks).

WORK-YEAR: A unit of work equal to the productive effort of one

person working eight hours per day, five days per week for a

period of 1 year, adjusted to include paid leave and holidays.

WORK DISTRIBUTION ANALYSIS: A technique to improve production

that helps find out what work is being done, how much time is

spent on it, and who is doing it.

WORK MEASUREMENT: A technique employed independently or in

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conjunction with cost accounting for the collection of data on

work-hours and production by work units, so that the

relationship between work performed and work-hours expended can

be calculated and used as the basis for manpower planning,

scheduling, production, budget justification, performance

evolution, and cost control.

WORK SAMPLING: Work Sampling is a work measurement tool based

on the laws of probability and consists of taking observations

at random intervals. Inferences are drawn, from the proportion

of observations in each category, concerning the work area under

study.

WORK UNIT: The basic identification of work accomplished or

services performed. Work units should be easy to identify,

convenient for obtaining productive count, and usable for

scheduling, planning, and costing.

WORKLOAD: An expression of the amount of work, identified by

the number of work units or volume of a WLF, that a work center

has on hand at any given time or is responsible for performing

during a specified period of time.

a. Additive Workload. Work requirements of a specific

activity which are in addition to work requirements common to

other like activities.

b. Excluded Workload. Work not required at a specific

activity which is required and common to other like activities.

c. Deviation. Procedural, equipment, or climate

differences that cause significant time variations in common

tasks at like activities.

WORKLOAD FACTOR (WLF): An index or unit of measure which is

consistently relatable to the work required to accomplish the

defined responsibilities of the work center.

a. Work Generator (External). WLFs beyond the control of

the work center which influence the amount of work required.

Examples are station military population or monthly flying

hours. These factors are likely to be predictable

(programmable) and are probably already being reported.

b. Production (Internal). Units of output physically

produced by the work center. Common examples are engines

repaired or customers served. These factors may be more

M-24

difficult to program or collect, but are usually highly related

to direct work-hours expended.

c. Equivalent (or Weighted). WLFs which are artificially

constructed following measurement from weighted combinations of

either external, internal, or both types of WLFs. These factors

eliminate or reduce the need for multivariate equations, and are

particularly useful where all WLFs do not exist for all

locations. Since relationships are seldom known prior to

measurement, potential equivalent WLFs are rarely encountered.

WORKLOAD INDICATOR (WI): A broad index used to measure work and

establish a relationships between workload and manpower

requirements.

ZERO BASE REVIEW: An analysis of the Navy's capabilities to

provide certain services as compared to the Navy's total

requirements to provide these same services. As applied to

manpower, the Zero Base Review is a tool used to determine the

location, the total number, and grade of the requirements needed

to produce these services.

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STANDARD SYMBOLS

f = Frequency

g = (gamma) Exponent on an X value

LCL = Lower control limit

N = Total samples or observations

n' = Average daily samples

p = Percent occurrence - estimated

p' = Percent occurrence - daily

P = Percent occurrence - actual

R = Rating(s)-individual

R = Rating(s)-average

r = Coefficient of correlation

= Coefficient of determination

s = Accuracy of a sample (absolute)

Sy.x = Standard error of estimate

UCL = Upper control limit

CV = Coefficient of variation

X = Independent variable

X = Arithmetic mean of "X" values

Y = Dependent variable

Y = Arithmetic mean of "Y" values

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Yc = Computed value of dependent variable

∑ = (Sigma) Sum of

Sy = Standard deviation (dependent variable)

y = Estimated dependent variable