Still the most challenging topic most companies face in maintenance and reliability is one of leadership. Many organizations feel that they are not achieving the effectiveness and efficiency they believe they should due to a lack of understanding of leadership. The one thing that has stood out in my recent visits to organizations to help with this challenge has been the lack of a fundamental of leadership – managing. The interesting part is that each organization recognized they needed work on things like motivation, inspiration, involvement, engagement etc. but none recognized that their structure and systems for managing were broken. If we don’t have the systems in place to manage and control how do we expect to demonstrate those afore-mentioned traits of leaders? We need to remember that a good manager may be a good leader, but good leaders MUST be good managers. Too often we think of leadership in the philosophical terms that were mentioned but as the leadership guru Peter Drucker’s “Effective leadership is not about making speeches and being liked; leadership is defined by results not attributes.”
Having Leadership and Supervision issues at your site? Want to make a change ? Let us bring our Maintenance Leadership and Supervision Course to you.
How many times have you walked around a hardware store or a kitchen store and seen a tool or implement that just made you shake your head and say to yourself ‘Wow if I’d had that when I tried to do…………………………….. life would have been so much easier!’
The CMRT Exam is the leading credentialing program for the knowledge, skills and abilities of maintenance and reliability technicians.
Do you find yourself wondering why your employees haven't taken the initiative and approached you for additional training? Well, they must not want the extra training, right? Wrong! Sometimes, employees do want training, but they just don't ask. Here's why:
How many technicians per planner-scheduler? Should we focus on system ownership, or business goals? Find out this and more with our video, and register for our class here!
Over the years I’ve had many conversations with organizations around KPIs – what they are, and equally as important, why they are. When I’ve asked why people measure what they do, I have received several different answers, ranging from:
In the first blog entitled ‘I Just Can’t Get Buy In’ we concluded that when we find ourselves in a situation where Change hasn’t gone the way we wanted, we have no option but to trace the steps back and find out where the initiative went off track. In the example, we used which involved moving from one on one shift communications to computer recorded, it was that some employees had English as a second language. Quite often it is not something as drastic as that but no matter what the reason for the sidetrack it is only recognized after a failure. This approach is very much like employing Reactive Maintenance as your maintenance strategy – we wait until something fails and do whatever we need to fix it.
Struggling to put together a complete weekly schedule? It may surprise you, but you’re not alone. Although the processes of work execution (preventive and predictive programs, planning, scheduling, coordination, storeroom and production partnerships) are foundational, many groups struggle to put it all together well. Without this foundation, more advanced concepts fizzle out quickly. Frustration ensues. There are many pieces that need to align to complete the entire work execution puzzle. To start, let's focus on developing the weekly maintenance schedule. There are some basic steps that you should address to move things forward.