1. The entire reason for executing the PQS program is to ensure people assigned to a command can effectively and safely perform their duties. It should be used as the final check that training was held and properly retained. Use of the PQS theory, systems and fundamentals as a basis for training is mandated by reference (e), which ensures efficient use of training resources, by providing a ready training lecture outline and the appropriate references. This instruction requires that qualified people man the watchstations at a command. The Explosives Handling Personnel Qualification and Certification Program requires accomplishment of weapon system PQS prior to performing the remaining portions of the handling certification process. PQS is the "glue" that connects these processes together. Involvement of senior personnel is a strong indicator of an effective PQS program.

2. PQS is designed to employ the entire chain of command. Watch bill problems, scheduling conflicts and training evolutions are within the purview of the Planning Board for Training (PBFT). Those ships inspected that had an involved PBFT which all key personnel attended tended to have better programs.

3. The interim qualification program is designed to be just that, interim.

4. Use of manual charts or ADP to monitor PQS progress is at the discretion of the commanding officer.

5. PQS is a Navy-wide qualification system which is transferable to other ships. A frequent complaint is that entering PQS accomplishment in service records is too hard or takes too much time. Ships with effective programs seem to accomplish this documentation without difficulty. A steady strain in the personnel office will help. Entering the PQS qualification in the individual's service record permits the discarding of the qualification book, records the training accomplishment, and provides a progress record to the Navy. Thirty days from qualification completion is a reasonable standard.

6. Record the complete noun name of the watch station as well as the NAVEDTRA number on Page 4. This protects against errors such as improperly transposing a NAVEDTRA number during the recording process.

7. The reverse side of a Page 4 should be filled up before a new page is started. Multiple Page 4s with only one or two watch stations recorded on each page complicate the administration and unnecessarily fill up the service record.

8. Personnel returning from school frequently have PQS line items signed off as completed. These should be recorded in the applicable PQS book.

9. Many PQS books are generic and must be tailored to the ship. PQS books need to be tailored two times. The first case is the specific needs and equipment installations of the unit and the second to the entry level of the individual that will use a book to qualify. Accelerated qualifications (the PQS requirements being cut down to compensate for the prior knowledge of the person) are allowed by the PQS Management Guide and can save time in meeting watchbill requirements, by giving credit to those who already know the systems.

10. Discourage mass sign offs. If a large number of items are signed off on the same date, the likely hood of attentiveness to each detail of each line item is reduced. Mass sign offs also indicate poor quality control.

11. Qualifiers should sign off items as the member's knowledge is demonstrated, not save them to be signed all at once. Attendance at a training lecture should not result in signatures without demonstrated knowledge.

12. Use all the talent assigned to your ship. Encourage the most qualified personnel to do the qualifying and sign off. Just because a person is qualified to a certain level does not mean they should be a qualifier.

13. Overloading an individual with too many PQS requirements at the same time is counter-productive. While there is no assigned specific number of qualifications that should be pursued by one person, three assignments at a time is a nominal number for consideration. This number should be modified to compensate for the need to meet a fully qualified watch team for deployment or other operational requirement, the ability of the individual to absorb the information as a result of greater seniority or experience (a senior petty officer or chief reporting in from being an instructor on the equipment they will be operating), or that the person has special tasking that is excessively demanding on their time (e.g. assignment as a Food Service Assistant).

14. Department heads should make sure adequate numbers of personnel are qualified or being qualified to meet DCPO requirements for the department.

15. A thorough internal PQS program audit has proven beneficial in preparation for:

a. POM


c. LMA

d. Harpoon/Tomahawk/NSSMS Certification

e. Major weapons onloads

f. Fast cruise/dock trials/sea trials

16. NAVSURFLANT PQS Assist Team. A PQS assistance team is available at NAVSURFLANT READSUPPGRU Norfolk to aid NAVSURFLANT ships in assessing their PQS programs.

a. NAVSURFLANT ships request a PQS assist visit from NAVSURFLANT READSUPPGRU Norfolk.

b. A standard PQS assist visit is 2 days in length and will review division, department and PQS coordinator programs. Ships may request a tailored visit to suit their specific needs.

c. The assist visit will be conducted using this instruction with enclosures and reference (d) for guidance.

17. PQS is based on accomplishing the qualification over a period of time. Effective management has been facilitated by using simple tools, such as a bar chart to track the progression paths of an individual, showing the simultaneous assignments, with each assignment being translated to an X-Y graph to monitor the progress each week. Using combinations of these tools can help managers and individuals alike track progress towards the assigned goals of the command.


PQS Progress Plan for OSSN Harold Jones

Starting Date: 3 APR 1995

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