Nascar Race Team Jobs and Careers (Part 2)

With this post we conclude the posting of many of the jobs that make up a Professional Racing Organization within the Nascar Nextel Cup Series.

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Network Manager
RESPONSIBILITIES:
· Maintenance and Reconfiguration of Computer Networks and Stations
· Analysis of New Computer Equipment for Future Team Use
· Supervision of Team's Internet Activities and Web Sites

Operations Manager
RESPONSIBILITIES:
· Supervising Team Operations
· Coordination Between Team Travel, Accounting, Expediting and Computer Personnel

Painter
RESPONSIBILITIES:
· Applying paint and finishing products
· Final preparation of paint work for graphics
· Maintenance of paint booth and supplies

Parts Manager
RESPONSIBILITIES:
· Maintenance of Parts Inventory and Replenishment
· Cost Control of Parts and Supplies
· Rotation of Consumables and Perishables
· Analysis of New Products
· Coordination with Parts Suppliers
· Setting Inventory Stock Levels


Parts Specialist
RESPONSIBILITIES:
· Parts Department Maintenance and Parts Stocking
· Pulling Parts for Disbursement
· Preparing Requirements Lists Against Stocking Levels

Pilot
RESPONSIBILITIES:
· Pre-Flight Planning
· Aircraft Maintenance Scheduling
· Preparing Aircraft Expense Summaries to Bookkeeper
· Flying Aircraft to Events as Needed
· Advising Team Manager on Flight and Flight Personnel Constraints

Public Relations
RESPONSIBILITIES:
· Preparation of Team Press Releases
· Liaison with Press Personnel
· Advising Team Manager on Consequences of Public Activities

Purchasing Manager
RESPONSIBILITIES:
· Purchasing Parts and Services at the Best Price and Convenience to the Team
· Assisting Parts Manager and Crew Chief in Maintaining Inventories
· Maintaining Good Relations with Suppliers


Secretary
RESPONSIBILITIES:
· Preparation of Team Correspondence
· Response to Fan and Sponsor Inquiries
· Maintenance of Office Supply Inventories

Shock Specialist
RESPONSIBILITIES:
· Preparation of Shock Absorber Valving
· Maintenance of Shock Absorbers
· Documentation of Shock Preparation
· Testing Shock Absorbers on Shock Dyno and Matching Performance

Security Officer
RESPONSIBILITIES:
· Ensuring Team Property is Secured and Protected
· Protecting Team Personnel from Assaults and Threats
· Supervision of Team Safety
· Liaison with Local Law Enforcement
· Discreet Investigation of Security Issues with Visitors and Personnel

Shop Manager
RESPONSIBILITIES:
· Supervision of Car Preparation
· Maintenance of Car Prep Scheduling and Budgets
· Advising Parts Manager of upcoming Parts Requirements


Show Car Coordinator
RESPONSIBILITIES:
· Coordinating Show Car Requests
· Supervising Show Car Driver Activities
· Compiling Show Car Program Expenses to Bookkeeper

Show Car Driver
RESPONSIBILITIES:
· Traveling with Show Car to Scheduled Events
· Security Management of Show Car Rig
· Washing and Presentation of Show Car Transporter
· Attending Show Events and Interfacing with Show Visitors
· Distribution of Team Materials and Sponsor Hand-outs at Show Events
· Compiling Expenses to Show Car Coordinator
Qualifications:
· Willingness to travel extensively
· Commercial Drivers License (CDL)
· May require marketing skills

Sponsor Coordinator
RESPONSIBILITIES:
· Responding to Inquiries from and about Sponsors
· Compiling Requests for Submission for Scheduling

Sponsor Representative
RESPONSIBILITIES:
· Analysis of Team's performance in Representing Sponsor
· Coordinating Supplies of Sponsor's Materials for Team Distribution
· Maintaining Good Relations with Team

Spotter
RESPONSIBILITIES:
· Maintenance of Spotter Radios and Supplies
· Advice to Driver during Competition
· Advice to Crew Chief on Tactics
· Coordinating Deals between Teams during Competition

Team Manager
RESPONSIBILITIES:
· Ultimate Responsibility for the Performance of the Team
· Driver Management
· Monitoring and Directing Schedule Performance

Team Owner
RESPONSIBILITIES:
· Securing Funding to Permit Team Operations
· Monitoring Driver Performance
· Sponsor Search Management and Sponsor Relations


Tear-Down Specialist
RESPONSIBILITIES:
· Disassembly of Race Cars after Usage
· Preparation of Tear-down Documentation and Measurements
· Through Cleaning of Chassis and Components

Test Team Manager
RESPONSIBILITIES:
· Supervision of Test Team
· Setting Test Team Schedule Based on Requests for Development

Tire Specialist
RESPONSIBILITIES:
· Preparation of Wheels
· Securing Tire assemblies Before Use
· Inspection and Organization of Tires Into Sets By Size
· Management of Tire Sets on Instruction From Crew Chief
· Inspection of Tires After Use
· Securing Tires After Event
· Maintenance and Stocking of Tire Equipment and Supplies

Track Engine Tuner
RESPONSIBILITIES:
· General Maintenance of Engines At Track
· Inspecting and Changing Valve Springs
· Inspection and Maintenance of Carburetors
· Maintenance and Stocking of Engine Spares on Transporter
· Post-Race Inspection and Tech Tear-down

Transport Driver
RESPONSIBILITIES:
· Driving transporter to events
· Cleaning and parking transporter
· Supervision of transporter loading and stocking
· Management of at-track crew refreshments

Travel Coordinator
RESPONSIBILITIES:
· Securing Reservations for Lodging and General Travel for Team Members
· Preparing Itineraries for Events
· Advising Bookkeeper of Per Diem Requirements for Later Dispersal
· Follow-up Auditing of Travel Details for Accounting

Welder
RESPONSIBILITIES:
· General Welding
· Maintenance of Welding Equipment and Supplies


Thank you

Doug

Nascar Race Team Jobs and Careers

A Nascar Race Team is made up of many personnel, each with their own specialty, that contributes to the success of the whole team. No job is of lesser importance to the success of the race team.

Today we give you a few of the different positions that make up a Race Team. We will continue with more in our next post.

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Aero Specialist
RESPONSIBILITIES:
· Preparation of Aero Test Project Schedule
· Maintenance of Aero Test Records and Documentation
· Liaison with Fabrication Department
· Verification of Compliance with NASCAR Aero Rules

Body Specialist
RESPONSIBILITIES:
· Preparing Bodywork for Painting

Bookkeeper
RESPONSIBILITIES:
· Compiling Invoices, Packing Slips and Receipts for Expense Accounting
· Preparing Accounts Payable and Disbursing Payments
· Payroll Preparation and Disbursement
· Preparing Retirement Plan Deposits and Distributing Reports
· Preparing Team Per Diem Payments
· Preparing Summary Reports of Financial Operations

Building Maintenance
RESPONSIBILITIES:
· General Building Maintenance and Light Repair
· Floor Cleaning, Care and Repair
· Requesting Building Maintenance Supplies to Purchasing Manager

Business Manager
RESPONSIBILITIES:
· Supervision of Accounting Activities
· Assessment of Proposed Team Agreements for Profitability
· Supervision of Merchandising Program
· Coordination of Driver's Activities including Licensing

CAD Draftsman
RESPONSIBILITIES:
· Maintenance of CAD Equipment and Supplies
· Preparation and Detailing of Engineering Drawings
· Preparation of Tool Path Data for CNC Machining

Car Chief
RESPONSIBILITIES:
· General Maintenance of Specific Cars
· Supervision of Mechanics assigned to his car(s)

Chassis Specialist
RESPONSIBILITIES:
· Maintenance of Chassis Parts Records
· Installation of Chassis Parts as directed by Crew Chief and/or Engineer
· Inspection and filing of chassis parts

CNC Machinist
RESPONSIBILITIES:
· Maintenance of CNC machinery
· Programming Tool Paths
· Maintenance and Purchasing of CNC Tooling

Coach Driver
RESPONSIBILITIES:
· Coach Maintenance and Repair
· Stocking Coach Supplies and Refreshments
· Driving Coach to and from event sites
· Cleaning Coach after Travel
· Parking Coach in designated area
· Compiling and Reporting Coach Operational Expenses

Consultant
RESPONSIBILITIES:
· Analysis of team's approach to a specific problem
· Discreet survey of competitive approaches
· Submission of report offering suggestions and critique

Crew Chief
RESPONSIBILITIES:
· Ultimately Responsible to NASCAR for Team Activities including Rules Compliance
· Leadership of the Crew in Practice and Competition
· Supervision of Car Chiefs and Shop Manager Regarding Race Preparation
· Preparation and Distribution of Crew Assignments

Head Specialist
RESPONSIBILITIES:
· Preparation of new Cylinder Head assemblies
· Valve Grinding
· Seat Preparation
· Assembly
· Teardown and Cleaning of used assemblies

Data Acquisition
RESPONSIBILITIES:
· Maintenance and Repair of Data Acquisition Sensors and Systems
· Installation and Validation of Data Acquisition Equipment
· Maintenance of Acquired Data
· Removal of Data Acquisition Equipment after Testing

Driver
RESPONSIBILITIES:
· Maintenance of Driving Equipment and Supplies
· Personal Appearances as Directed by the Team Manager and/or a Sponsor Representative
· On-Time Attendance of Mandatory Driver Meetings
· Cooperation with NASCAR as required in dealing with the Media and the Public

Dyno Operator
RESPONSIBILITIES:
· Maintenance of Dyno Equipment and Area
· Installation and Removal of Engines to be Tested
· Logging of Engine Run Data
· Maintenance of Dyno Safety Equipment:

Engineer
RESPONSIBILITIES:
· Conducting Design and Preparation of R&D Equipment
· Analysis of Acquired Data and Presentation of Recommendations
· Preparation of Set-up Sheets
· Management of Event Activity Records

Engineering Assistant
RESPONSIBILITIES:
· Support and Assistance to the Engineer
· Maintenance of Engineering Documentation
· Maintenance of Engineering Equipment and Supplies

Engine Assembler
RESPONSIBILITIES:
· Compiling Parts and Materials for assembly from stock
· Inspecting Parts Condition and Suitability
· Confirming Engine Specification Data to be in Compliance with Regulations
· Validating Piston to Head Clearances and Requesting Piston Machining
· Careful Assembly of Engine Components
· Handing Off Complete Assembly to Dyno
· Updating Engine Assembly Records

Expeditor
RESPONSIBILITIES:
· Moving Parts and Materials to Meet Operational Demands
· Local Pick-up and Delivery of Supplies and Equipment Needing Service
· Maintenance and Servicing of Team Utility Vehicles

Fabricator
RESPONSIBILITIES:
· Fabrication of parts as directed by the fabrication shop manager

Gear Specialist
RESPONSIBILITIES:
· Preparation of Gear Assemblies and Transmissions as Directed by Crew Chief and/or Team Engineer
· Maintenance of Gear Records and filing data
· Tear-down and Inspection of Used Assemblies
· Maintenance of Spare Part Inventories for Gear Assemblies

General Manager
RESPONSIBILITIES:
· Team Budgeting
· Personnel Scheduling
· Hiring and Firing
· Conducting Team Meetings
· Supervision of All Departments

Graphics Specialist
RESPONSIBILITIES:
· Maintenance of Decal Graphics Inventory
· Installation of Vehicle Graphics
· Repair or Replacement of Graphics on Used Cars
· Auditing Compliance with NASCAR Graphics Regulations

Janitor
RESPONSIBILITIES:
· Maintenance of Public areas
· Maintenance of Janitorial Supplies

Machinist
RESPONSIBILITIES:
· General Machining
· Scheduling of Work based on Urgency of Requests with Approval of Shop Manager
· Maintenance of Tooling and Machinery
· Ordering Replacement Tooling and Machinery Repairs

Marketing Director
RESPONSIBILITIES:
· Research and Analysis of New Sponsorship Prospects
· Preparation and Presentation of Sponsor Proposals
· Advises Team Owner on Sponsor Relations
· Audits Team for Compliance with Sponsor Graphics and Requirements

Marketing Specialist
RESPONSIBILITIES:
· Assists Marketing Director in all activities
· Coordination of Driver and Team with Sponsor Hospitality Events

Mechanic
RESPONSIBILITIES:
· Race Car Preparation
· Parts Inspection and Repair
· Check List Work

Merchandiser
RESPONSIBILITIES:
· Maintenance of Inventory of Salable Goods and Products
· Stocking of Merchandising Vehicles
· Transportation of Merchandise to Events
· At-Track Sales of Merchandise
· Sales Reporting and record keeping


Thank you

Doug

Open Business Model Introduction For Nascar Race Team Organization

Today I would like to present an article on the Open Business Model and how it could work with our Nascar Nextel Cup Team. Think about eBay, Amazon, YouTube, Digg or Wikipedia. Their content comes from outside of those companies from the public. By themselves they are not much but with all of the contributions made from everyone, they have become important, mainstream leading companies.

Our goal is to do the same with our Nascar Operation by involving the public. The ideas and directions that could come from this should be helpful and possibly groundbreaking. We think cars and racing can be effected by this model

We would like to credit USATODAY and Kevin Maney for the following article, originally published December 27, 2006.

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The "company," as we've known it for almost a century, is about to go the way of vinyl albums, floppy disks and perked coffee.

It is about to get wikified. Or starfished. Or cracked open like a beehive hit with a baseball bat. Depending on whom you ask.

Three new books say so, and a lot of big thinkers agree. One, due out Jan. 3, is the much-anticipated Wikinomics: How Mass Collaboration Changes Everything by Don Tapscott and Anthony Williams.

Internet companies such as eBay or YouTube,
where the site's denizens create the content, are only the beginning.
The Wikipedia online encyclopedia — written by thousands of individuals
working without a boss — also shows the way. But these days, the trend
is turning companies inside-out in industries from gold mining to
motorcycles to diapers.

The basic premise starts with economist Ronald
Coase, who in 1937 figured out that companies exist because of
transaction costs. Doing business by assembling all the right people
and resources inside an establishment has long been more efficient than
trying to find and coordinate those things in the world at large. For
this, Coase won the Nobel Memorial Prize in Economic Science.

But something momentous is happening to change that.

A combination of the Internet, cheap computing,
Web-based software, open-source projects such as Linux and new ways of
thinking about management are mixing together to dramatically drop the
transaction costs of doing business outside a company's walls.

Doing business is becoming no more efficient
inside a company vs. doing the same stuff outside a company — or
without a company at all. In fact, in many ways, collaborating outside
a company's structure can even be better.

So if a core reason companies exist is to lower
transaction costs, what happens if that reason goes away? Companies
could run into an identity crisis that will hit them like the talkies
hit Charlie Chaplain.

"This new form of innovation and production can
be harnessed for spectacular growth and profitability," Tapscott tells
me. "But companies are going to have to change their business models to
embrace it."

Which is a nice way of saying: This will be about as much fun as going through adolescence.

The best way to see what's happening is through examples.

Wikinomics opens with the story of
Goldcorp, a Canadian gold-mining company — a business about as unlike a
Silicon Valley start-up as opera is unlike Green Day. Desperate for
ways to find new places to drill, Goldcorp did the unthinkable for a
mining company: It posted all its proprietary data on the Internet and
let anyone interpret it for possible drilling targets. Prize money was
promised.

Within weeks, submissions poured in. People
around the world found drilling targets Goldcorp never thought of. The
process shaved years off exploration and shot Goldcorp from $100
million in revenue to $9 billion.

The Internet made it possible to rake in
expertise from all over. The cost was cheap, the payoff huge. It's a
lesson in how every company will have to open processes that have long
been closed — or get clobbered by competitors who do it first.

Tapscott applies the term "wiki" to this
phenomenon. A wiki is a document or process on the Web that anybody can
add to or alter. Another book, The Starfish and the Spider by
Ori Brafman and Rod Beckstrom, says that winning companies will be more
like starfish, which, as I learned from the book, apparently have no
head or brain and are more like a group of cells that agree to
cooperate. Which is how I sometimes feel on New Year's Day.

A more academic book, Open Business Models: How to Thrive in the New Innovation Landscape,
is just out from Henry Chesbrough, business school professor at the
University of California at Berkeley. And on the fringe, an academic
organization called We Are Smarter Than Me is attempting to get
thousands of people to contribute to a Web-based wiki-type book about
these new wiki-type business models.

This is laudable in a practice-what-you-preach way, but there may be another cliché that applies here: Too many cooks …

Anyway, all these books are chock-full of
examples. Tapscott writes about some of the most surprising ones, such
as the Chinese motorcycle industry. Apparently, China opted to create
an open-source motorcycle. The country defined a basic structure and
standards — copied, as Tapscott notes, from Japanese motorcycles — but
then leaves it to individuals and small companies to design parts or
assemble whole motorcycles.

The Chinese are building motorcycles the way
programmers built Linux, and the results have been fantastic with no
single company driving the industry. "It's the extreme example,"
Tapscott says. "But it's now the largest motorcycle industry in the
world."

Companies are testing these waters in lots of
ways. When Procter & Gamble is looking for a molecule that takes
red wine off a shirt or absorbs smells in a diaper, it no longer just
relies on internal R&D. It puts those requests out on a site called
InnoCentive. Scientists around the world can see the challenge, work on
a solution and sell it to P&G. Again, the costs of working outside
the company are minimal.

Geek Squad, the computer fix-it company now
owned by Best Buy, has an open management model. It pretty much lets
employees run the company and design products by collaborating over the
Net, sometimes while playing an online game called Battlefield 2. It's a major reason the company has grown so quickly.

All the authors argue that every company is
going to have to do these things. But it will require the greatest
change in management thinking since the likes of General Motors
invented the corporation in the early 20th century.

Should be a wild ride.

E-mail kmaney@usatoday.com

Posted 12/26/2006 8:48 PM ET Thanks for your time and input, Doug

Travel Packages to Nascar Events

For the Rookie as well as the Veterans that plan to watch a Nascar Nextel Cup Race live I found the following advice from travel writer Everett Potter in the USA Weekend magazine.

Rookies should begin with one event to see what Nascar is all about. Feel the atmosphere around you by going a few days early and have a grandstand ticket to watch the race.

There are many companies with packages that include tickets and hotel rooms. An example is the March 9-11 Las Vegas 400 with packages beginning at $515.00 per person for 2 nights in a very nice hotel and a ticket for each race. Bigger races like the Daytona 500 will run a lot more.

Finally you can find last minute hotel deals on Nascar's website and as a last resort, you can find tickets on eBay.

Doug

It's A New Year With Lots To Do

Welcome to our daily work in progress. We are learning and growing everyday with our goal of crossing the Finish Line in First Place some day.

Take care

Doug

Become An Eyewitness To Our Success

That title could seem boastful to some. Yet, no matter how this all turns out, we will haved learned much from what we have tried and done.

Blogs were designed for people to express themselves and to communicate with others. Writing is not my strong suit. We hope that by using an Open Business Model that we will find strong writers that will take over the writing or the coverage of this program.

Oh yes, the Racing Program. That is what this is about and yet we have not said much about it, to this point. Well we are laying a solid foundation to build our teams on. Without a solid foundation a building project will soon crumble or need serious expensive repairs.

Our teams are looking to be setup in Nascar Nextel Racing and the Busch Series in multi team formats.

Earlier I used the Open Business Model term and here is where it comes into play. Today Nascar is the top series in American Racing. Where will it be in 2 years, 3 years or 5 years from now. If we are investing for profits as well as for the thrill of being involved in racing then when it is time to start spending our money, we want into a healthy and growing series.

Has Nascar Nextel Cup Racing peaked in popularity? Look what happened to Indy car racing in the 80's and 90's. How quick did they lose their popularity? I would say 2-5 years and Nascar made huge leaps in growth in that same time period.

Agree or disagree you can contact me at

Nascarstartup@yahoo.com

or leave a comment on our blog.

Doug

This is just another program that we were working on to bring traffic and to increase our readership.

http://www.marketing-your-internet-business.com/

Please forgive the crudeness as it is a work in progress and shows what can be done.


To post your free ad:

http://retiresoon.1-family.com

Welcome To Scott Motorsports

Welcome to my first blog covering my passion and goal of forming a professional racing team. As time goes by, you will see us progressing to our goal of funding and developing race teams in various professional venues.

Today we will briefly cover 2 interconnecting areas that we are working on. They are announcing what we are doing through opt-in requests from our lead generating program found at
http://retiresoon.veretekk.com

This program helps us to get the word our on our program as well as being a great program that thinks outside the box. I will discuss them in great detail, I am sure in the future.

Our second area to be an open business model. By this I mean that we will be wanting peo-le to submit their thoughts and ideas to us and help shape what we do and how we operate. I am only one man but there are many people good in specific areas that can help launch our program quicker and more professionally. Again, more about this in the coming comments.

So thanks for your time and any input you may have in the future.

Doug


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