in teams, to extend their individual abilities ship-wide; then the authority one level above the person who trained them inspects to insure that the desired results have been achieved. When you combine this training philosophy with the purpose and procedures described in this chapter for inspections, you have the essence of the ORI. Readiness is a determination of your organization’s state of preparation and availability y for service or action. An assessment of readiness takes into consideration three basic resources: personnel, material, and training. To assess readiness, these resources are compared to a standard that has been established by higher authority, analyzed  for  deficiencies,  and  then  upgraded  as necessary  to  meet  the  standard.  To  assess  your organization’s readiness, compare your resources to a standard established by higher authority as follows. Then analyze them for deficiencies and upgrade them as needed to meet that standard. Personel–Compare the authorized number of personnel having the skills needed to perform the command’s wartime mission with the actual number of personnel on board who have those skills. Material–Compare the equipment, supplies, and funds needed to perform the mission with those actually available. Training–Compare the training requirements established by higher authority with the actual level of training achieved. Personnel strengths and the best equipment are useless without effective training. Carefully evaluate every training evolution to determine the strengths and weaknesses of your personnel. In aiming for a higher state of readiness, constantly compare what you have accomplished to the established standards. Then initiate whatever actions are required to improve performance. As a senior or master chief, you should be able to determine your organization’s level of readiness by reviewing your plans and records. On any day, a good senior or master chief knows exactly where his or her division stands regarding readiness. INSPECTIONS In general terms, inspection describes the efforts of all formally organized groups within the Department of the Navy who periodically evaluate units and activities. More specifically it describes an examination of a unit’s condition of effectiveness to perform its assigned mission. It involves a critical, official, and formal examination of the personnel and readiness of the unit. Inspections are imposed by higher authority and sanctioned by the chain of command. The results of the examination are reported to higher authority, and a follow-up system ensures problem areas are resolved. PLANNING FOR INSPECTIONS Inspections happen in one of two ways, scheduled and unscheduled. A scheduled inspection occurs within a period scheduled in your long-range training plan. Unscheduled inspections or surprise inspections allow little or no advance notice. Provisions are made for surprise inspections within the inspection programs established by commanders in chief  (CINCs)  and  other  ISICs/UICs.  Surprise inspections are substituted for the next regularly scheduled inspection unless deficiencies indicate a need for reinspection. All inspections require a measure of preparation, some more than others. However, all units should take the following preparatory steps during the inspection cycle (fig. 7-1): Obtain all instructions and checklists that pertain to the area(s) being inspected. Make sure they are current and they are the same ones the inspector will use. Prepare and maintain your records, equipment, spaces, and so forth, to be inspected. Keep your superiors and subordinates informed, and prepare a plan of action and milestones (POA&M). Request assist visits as needed to provide a critical  examination  of  personnel  or  material  to determine the condition or effectiveness of the unit to perform the assigned mission. Schedule a preliminary inspection either by you or  some  other  knowledgeable  person  to  detect discrepancies and possible improvements. Make arrangements for the inspection to progress through all areas in a logical order, preferably in the same sequence shown on the checkoff list. Document all known discrepancies before the inspection. Correct and document deficiencies immediately after the inspection or while the inspection is in progress 7-4