Figure 7-1.-The inspection cycle.
if possible. Documentation may include submitting
requisitions, work requests, or other documentary
Assist visits are not required and will occur only
when requested by the commanding officer. Usually, the
best time for assist visits is at the midway point between
inspections or before deployment. They can also be
requested whenever the commanding officer feels
assistance is warranted. Assist visits are not to be used
as inspections. The results will be made available to the
visited unit only. Commands should arrange desired
assist visits through their IUC/ISIC, who will coordinate
scheduling to ensure optimal use of assets.
Mobile Training Teams
Mobile training teams (MTT) have the principal
function of helping commands conduct shipboard
training. They may also perform a secondary function
of assessing the units readiness and organization within
their area of expertise. MTTs may provide a subjective
evaluation to the commanding officer and IUC, but they
do not conduct inspections and are not part of the
Coordination means making sure the resources and
activities of your command work in harmony to achieve
the desired goals. Every Navy command is part of a
larger environment that affects its performance. This
environment includes the commodore, squadron or
wing commander and staff, tenders, shipyards,
contractors, detailers, and other commands.
Coordination is the process of integrating the activities
and objectives of any other organization that affects
your commands achievement of its mission. The need
for coordination increases with the size of the command;
so does the difficulty of achieving it successfully.
Communication is the key to successful
coordination. Direct contact between personnel who
must deal with similar problems can be highly effective.
They should address any problems that are correctable
or uncorrectable along with those that are predictable
Planning and goal setting achieve coordination by
having all departments headed towards the same broad
target. Each individual within the departments should
understand who does what and when. As a senior or
master chief, you should establish a network of
relationships with significant groups and individuals,
both within and outside of your command. You should
draw upon these relationships to accomplish your goals.