Labour market information Explore careers by essential skills

• Locate names, dates and times on work schedules and timesheets. (1)
• Enter job details such as locations, work to be carried out and customers' contact information into work orders. They also outline the detailed tasks for various assembly or maintenance jobs that must be completed by workers they supervise. (2)
• May read completed inspection forms to ensure all maintenance, repair and inspection tasks have been adequately completed by their workers. For example, an automotive service foreperson examines provincial inspection and maintenance forms to verify that a technician has completed a vehicle inspection. An aircraft servicing team leader reviews an aircraft maintenance engineer's inspection report to certify that tasks have been carried out prior to releasing the aircraft to its owner. (2)
• Study assembly drawings for equipment to determine what parts are required and how they go together. For example, heating systems mechanics supervisors read assembly drawings prior to installing new or complex furnaces and air exchange systems. Supervisors of aircraft maintenance engineers consult assembly drawings of aircraft engines before major rebuilds. (3)
• Identify structures and locate dimensions in scale drawings. For example, a contractor of heating, ventilation and air conditioning mechanics reviews architectural drawings and building plans to determine the best locations for installing heating and ventilation equipment. An aircraft maintenance chief looks at various sectional views of airframes to identify support members. A farm machinery maintenance shop foreperson looks at scale drawings of combines and tractors to locate dimensions needed to properly install after-market baling systems. (3)
• Locate devices and trace circuits in complex schematic drawings of electrical, electronic, hydraulic, vacuum and compressed air systems. For example, an aircraft maintenance crew chief uses a schematic of an aircraft's electrical distribution panel to identify and repair an electrical fault. An appliance service supervisor reviews an electronic schematic of a microwave oven to troubleshoot electrical faults. (4)

• Write short comments in log books, daytimers and on forms such as work orders and job sheets. For example, an aircraft servicing team leader writes notes in an aircraft's maintenance history log book to keep accurate records of work completed and deferred. An automotive service supervisor writes notes on work orders to describe special tasks and to list repair procedures for mechanics to follow. An electrical appliance service supervisor writes descriptive text such as date of purchase, origin of any fault and the customer's and seller's contact information on a refrigerator warranty claim. (2)
• May prepare formal written employee evaluations for annual reviews. They record positive feedback about an employee's strengths and areas of improvement, record comments from supervisors and other co-workers and set goals for the employee's training. (3)
• May write reports on matters such as workplace safety and efficiency. For example, an automotive service supervisor writes customer concern or issue reports. In the reports, the supervisor describes particular concerns, offers diagnoses of underlying causes and recommends corrective actions. An electromechanical foreperson creates health and safety reports that outline workplace hazards and document incidents requiring further follow-up. They determine potential causes of the incidents to develop safety recommendations and may monitor compliance of new safety policies. They often must submit these reports to management. (3)
• Write narrative accounts of accidents and descriptions of causes and preventative measures taken on accident investigation and reporting forms. For example, a heating and air conditioning systems contractor describes equipment damaged by installation errors. An aircraft servicing team leader describes a repetitive strain injury and follow-up actions taken. (3)
• May write and revise policies and procedures. For example, an aircraft maintenance and repair supervisor writes preventative maintenance procedures and overhaul activities to be carried out after ten engine test cycles have been completed. A foreperson of farm equipment mechanics writes policies that describe customer service and communication requirements for field repairs. (3)
• May write proposals to management or bids for large installation, maintenance and repair contracts. For example, an aircraft maintenance and repair supervisor writes an understanding of a manufacturer's specifications, outlines the skills of team maintenance members and details the prices and warranties required to complete a proposal to bid on a three-year commercial aircraft maintenance and repair contract. An automotive shop foreperson writes a proposal that details business goals and cost benefits to secure corporate funding for a large expansion to the shop's existing maintenance facilities. A heating and air conditioning systems contractor replies to a provincial government tender by outlining past related installation experience, the cost of required materials and the total labour for the installation of a heating system in a large rural hospital. (4)

• May buy parts, supplies, tools and equipment using money from petty cash. For example, a supervisor of small engine mechanics may purchase cleaning solutions, rags and small engine parts. (1)
• May calculate total amounts for work orders and invoices. For example, a supervisor of automotive mechanics calculates total charges on work orders. The supervisor calculates labour charges using an hourly shop rate, and adds amounts for parts and subcontracted work and sales taxes. (3)

• Develop work schedules for workers they employ or supervise. For example, an aircraft servicing team leader develops a weekly work schedule that will allow a ten person crew to complete maintenance and repair tasks on several aircraft. (2)
• Perform accounting tasks such as reconciling bank statements and preparing income and expense statements. (3)
• Develop and monitor detailed overhaul, repair and preventative maintenance schedules for shop tools, equipment and vehicles. For example, a heating system installation and repair contractor plans and develops preventative maintenance schedule for a fleet of five trucks, outlining maintenance tasks for multiple parts and systems. Contractors and supervisors often adjust or modify multiple maintenance schedules to accommodate high priority tasks, emergencies, new jobs and unexpected delays to scheduled work. (3)
• Develop and monitor large operating and project budgets. For example, a heating, ventilation and air conditioning contractor develops an annual operating budget to plan for overhead costs such as utilities, loan payments and rents. An electromechanical foreperson monitors expenditures related to the addition of a maintenance wing worth more than a million dollars to ensure there are no cost overruns. (4)

• Measure physical properties using basic measuring tools. For example, a heating systems contractor uses a tape to measure lengths and widths of ducting to be installed. An automotive engine repair foreperson uses a thermometer to measure the temperature at which a cooling system thermostat opens. (1)
• Use scale measurements of distances on construction drawings to determine actual sizes. For example, a contractor of heating and air conditioning systems takes scale measurements in construction drawings to determine actual ceiling clearances before installing piping and ducting. (2)
• Take measurements using specialized measuring equipment. For example, a supervisor of auto mechanics uses an engine vibration analyzer to take precise measurements of engine vibrations. An aircraft maintenance supervisor measures cylinder leaks using a computerized compression gauge. (3)
• Use trigonometric functions to calculate angles of intersection and to establish points on curved surfaces. For example, an aircraft servicing team leader may calculate angles of intersection for large, curved wing surfaces by measuring points along the centreline to locate tangent points. Heating contractors installing very lengthy pipes over curved surfaces may use the horizontal circular curve to calculate intersection angles and properly connect two straight-line segments. (4)

• May compare measurements and equipment readings to specifications. For example, a supervisor of automotive service mechanics compares voltage and oil pressure readings to specifications in equipment manuals. An aircraft servicing team leader compares measurements of bearing diameters to manufacturer's tolerance values to draw conclusions about an engine's condition. (1)
• Manage inventories of supplies, tools and repair parts. For example, a foreperson of farm machinery mechanics completes a seasonal analysis of parts and supplies to determine ideal inventory levels. An appliance maintenance and repair supervisor analyzes the frequency of usage for parts and supplies to adjust minimum inventory quantities. (3)
• May collect and analyze data from productions, installations and repairs. For example, an automotive shop foreperson may administer customer satisfaction feedback forms, analyze the data and compare the results to data from other dealerships. A heating systems contractor calculates average times for common repair and maintenance tasks using data from completed work orders. (3)

• Estimate the required time to complete job tasks. For example, a heating, ventilation and air conditioning contractor estimates how long a typical air conditioner installation will take two workers to complete. A foreperson of boat engine mechanics estimates how long an engine diagnostic test and overhaul will take one mechanic to complete. (2)
• May estimate costs and labour requirements associated with large installation, maintenance and repair contracts. For example, an aircraft service supervisor may estimate the total repair time for engine overhaul tasks to determine how many technicians are requires for a three-year maintenance contract. An automotive shop foreperson estimates how much corporate funding is required for an expansion to the shop's maintenance facilities. Estimates must be made carefully to appropriately respond to requests for proposals to ensure adequate profit margins and reduce the probability of cost overruns. (3)

• Discuss ongoing work with workers they employ and supervise. For example, a heating, ventilation and air conditioning contractor outlines work assignments for employees each morning and explains any unusual requests and changes to designs. An automotive service supervisor describes procedures for repair work on a lift truck to a crew of mechanics and apprentices. (2)
• Speak with their managers and supervisors to explain the progress of jobs and to obtain instructions and tasks. For example, farm machinery mechanic supervisors may coordinate changes to work orders and work schedules with service managers, explaining what technicians have found during assessments and the rationale for ordering additional parts and services. Aircraft maintenance supervisors may explain their teams' operational expenses to corporate financial managers performing mandatory audits. (2)
• Teach junior staff, apprentices and less experienced workers to install new equipment, perform maintenance tasks and troubleshoot mechanical and electrical faults. For example, a supervisor of automotive repairers explains the underlying electrical or mechanical theory to an apprentice when monitoring the repair of an automobile. A heating systems contractor provides feedback to workers about the quality of their burner installation. (3)
• Organize and lead meetings with their employees and junior staff. For example, they may lead weekly staff meetings to discuss work problems and review the progress of jobs. They may lead training sessions. For example, a supervisor of heavy equipment mechanics reviews manufacturers' service bulletins and changes to repair techniques at a training session of a new engine model. (3)
• Negotiate terms and conditions with clients and suppliers. For example, automotive shop foremen and forewomen negotiate parts' prices with three different distributors to secure the best prices. A heating systems contractor negotiates monthly payment terms with sheet metal suppliers. (3)
• May speak to customers and clients to explain repairs, services and installation work completed. Occasionally, they may interact with unhappy customers, listen carefully to the nature of their complaints, explain the work procedures and negotiate solutions. They must remain calm and look for diplomatic resolutions. (3)
• May meet employees they supervise and direct to candidly discuss work performance. They help their workers identify personal strengths, areas for improvement and goals for the upcoming year. They may prescribe specific learning and performance goals for workers. (3)

• Find that conflicts among crew members are slowing work. They separate workers to ensure safety and to restore productivity. They later meet privately with the individuals to explore the roots of conflicts, discuss work options and resolve differences. (2)
• May discover that their workers cannot immediately complete repairs, services or installations due to inclement weather, lack of required parts and equipment breakdowns. They inform clients about potential delays and arrange to pay additional fees to cover express shipping costs. For example, a boat engine repair foreperson communicates directly with suppliers to locate specialized engine parts and expedite special orders before explaining delays to customers. (2)
• Find that their crews are not completing reporting forms correctly. They speak directly to their workers and organize meetings to review data recording and reporting procedures. They may point out the negative effects of incomplete information such as compromising quality control and historical data. They monitor workers' reporting on documents and provide additional feedback to ensure the information is correct. (3)
• Find that workers are disgruntled and voice complaints about work conditions. They attempt to resolve workers' concerns by speaking with them directly, demonstrating empathy and avoid making false promises to cater to unreasonable demands. They clarify issues and then engage workers to identify possible solutions. Supervisors may pass concerns on to management and business owners. (3)
• May encounter customers who cannot pay or are unhappy with the quality, price or timeliness of jobs. They visually inspect the work, review cost estimates and present clear documentation of work carried out. They diplomatically describe the tasks undertaken to complete the jobs, provide cost breakdowns of parts and labour charges and may negotiate cost reductions to satisfy customers. They may call collections agencies to secure payments if customers are unable or unwilling to pay for jobs. (3)
• May encounter mechanical faults that are uncommon and have not been documented in service manuals, bulletins, recall notices or other manufacturers' information. They may call manufacturers' hotlines or service technicians to relay the nature of the faults and seek their advice. For example, air conditioning and refrigeration contractors call manufacturers' service hotlines when their workers cannot completely repair new air exchange systems. (3)

• Choose training topics and methods for workers they supervise and employ. They review their performance over time and match their experience with relevant training opportunities. (2)
• Determine job assignments according to workers' technical skills and preferences. (2)
• Choose supplies, tools, and parts needed to complete installation, maintenance and repair jobs. For example, a heating, ventilation and air conditioning contractor selects ducting sizes and hanger types to complete a small forced-air furnace installation. (2)
• Choose sanctions and rewards to discipline and motivate workers they supervise. They may reprimand employees who consistently miss work or production targets and praise those who always meet production or service goals. For example, a heating systems contractor gives pay increases to workers who consistently complete repairs and installations without faults or delays. (3)

• Evaluate training needs of their workers. They consider current business trends and skill shortages within their organizations and examine licensing or regulatory requirements for training. For example, supervisors of automotive mechanics assess the need to train their mechanics in gasoline-electric hybrid engine service and repair. (2)
• Judge the condition of mechanical parts and systems. They may synthesize data from diagnostic tests and compare it to information in service manuals and manufacturers' bulletins. For example, a supervisor of aircraft maintenance technicians evaluates the condition of landing gear systems by testing and inspecting struts, tires, wheels and brakes. A refrigeration contractor may evaluate the working condition of a walk-in cooler by checking and testing the thermostat, looking for sources of heat inside and near the cooler and by verifying and testing the integrity of the insulation. (3)
• Evaluate the quality of work of various installation, maintenance and repair work completed by their workers. They closely inspect the work, take measurements and analyze production data. They may compare measurements and operating data to manufacturers' specifications and legislated standards. For example, a heating systems contractor inspects the installation of a large wood burning furnace to ensure it meets the National Fire Code of Canada specifications. An aircraft servicing leader inspects scheduled maintenance work to ensure it meets quality guidelines in Transport Canada's Airworthiness Manual. (3)

Contractors and supervisors of mechanic trades establish their own work schedules and shift priorities and appointments to accommodate emergencies and cancellations. They often determine how best to organize their work to meet deliverables and timelines of team-based projects while supervising multiple job assignments. They use their judgment and experience to coordinate and integrate job tasks with other workers and to decide job priorities. Contractors and supervisors of mechanic trades must frequently rearrange their schedules to meet clients' requests, deal with faults and mechanical failures and may participate in impromptu meetings in the midst of their daily routines. Because their tasks may vary greatly in both the types of tasks they face and the order they complete them they must prioritize tasks to maintain efficiency.

Contractors and supervisors of mechanic trades plan work and develop schedules for workers. They plan their workers' days, schedule appointments and adjust schedules in response to customers' demands. They review turnaround times for repairs and installations and diverse skills of their workers to ensure they assign job tasks to appropriate workers. They change work assignments and schedules to maintain and improve efficiency.

• Remember step-by-step procedures for carrying out common repairs and installations.
• Recall which dealers and suppliers offer the most competitive prices and rates when ordering parts and supplies.
• May remember the names of customers, clients and suppliers to build rapport with them.

• Find information about the legal requirements and standards for the jobs they carry out. For example, an aircraft maintenance supervisor refers to the Airworthiness Directives handbook published by Transport Canada to locate information about safety and regulatory requirements for aircraft being inspected or repaired. A heating systems installation contractor refers to the provincial Environmental Protection Act to determine the oil tank replacement periods of fuel storage tanks. (2)
• Find technical data and specifications of tools, equipment and materials. They read service and repair manuals, review job histories and talk to senior mechanics and other experts. (3)

• Use word processing software. For example, they generate lists of parts, services and maintenance activities and write short reports using basic text editing and page formatting functions. (2)
• May use databases. For example, they use suppliers' databases to locate specialized tools, parts and supplies, and basic search functions to access items that are catalogued by part numbers. (2)
• May use bookkeeping, billing and accounting software. For example, they may use accounting software such as Simply Accounting to track business expenses and cash flow. (2)
• May use communication software. For example, they exchange e-mail with junior staff, co-workers, customers, clients and suppliers. (2)
• Use the Internet. For example, they use the Internet to browse suppliers' web sites, collect technical materials and information, and search for upcoming training opportunities. (2)
• Use other computer and software applications. For example, they may use diagnostic equipment and software to gather data about machinery operation. (2)
• Use spreadsheets. For example, they may create and modify spreadsheets to capture and collect information from jobs and work documents such as timesheets, work orders, supply inventories and job tracking forms. They also format spreadsheets as tables and lists. (3)

Contractors and supervisors in mechanic trades often work alone or independently to provide professional guidance and oversight to maintenance and installation tasks and projects. They assume a wide variety of roles to coordinate their own job tasks with those of junior workers, co-workers and subcontractors. Supervisors working in large businesses and corporations may report to other department heads and coordinate their work according to company mandates for communication, meetings and projects. Contractors are usually responsible for managing the technical and administrative aspects of their businesses. In some cases, contractors and supervisors in mechanic trades may work as part of a larger project team, collaboratively working to complete mechanical repairs and equipment installations. (3)

Contractors and supervisors in mechanic trades must learn continuously to keep abreast of new technologies, new information and regulatory changes within their industries. For example, heating and ventilation contractors must constantly review provincial fire regulations; aircraft maintenance team leaders read air safety bulletins and federal transport legislation to keep their knowledge current. They may learn about new products and technologies through reading manuals, magazines and other materials at work and on their own time, through on-the-job experience, and through discussions with workers they supervise. They also study service manuals to become familiar with repair and installation work, and read service bulletins about new products or particular faults. They may participate in seminars, courses, and other learning opportunities through their employer or industry association. (3)