Leadership Skills for Maintenance Supervisors and Managers

Description

Supervision is a leveraged activity. When we develop the supervisor's skills, we enhance the productivity of the whole workgroup. This book provides valuable skill training for supervisors, team leaders, and managers. It offers techniques to improve reliability that can be accomplished at the supervisor level. It teaches both the science and the art of the supervision of maintenance workers, discusses managing meetings and time, the elements of technical issues, and presents management and people skills, offering maximum productivity and high-quality provision of services and at the same time, improving morale throughout the workforce. This book is suitable for all types of maintenance for organizations with supervisors and managers from plant operations, storeroom, construction, and related areas including industrial organizations, construction companies, mines, fleets, building maintenance, janitorial maintenance contractors, and vocational tech schools teaching maintenance short courses. Cover Half Title Title Page Copyright Page Dedication Table of Contents Preface Author Introduction Genesis of This Book How to use this book? Learning to Learn Section I: Psychology of Supervision and of Subordinates Chapter 1: What Is Supervision? Leadership, Management, and Supervision Performance Other Traits Advice from Experts Supervision in a Union Environment Active Supervision versus Passive Supervision Chapter 2: Maintenance Mentoring and Role Models Demographics Mentoring Supervisor Is a Role Model Chapter 3: Maintenance Supervisor Personality Profiles Keys to This Personality Inventory Supervisor Personality Descriptions Chapter 4: Company Culture What Is Your Culture of Reliability? Organization Mission, Vision, and Values Chapter 5: Getting Through to Other Humans Communications Important Issue Chapter 6: Motivation The Probable Structure of Motivation Type I: 8 Everyday Motivational Techniques Type II: 6 Intervention Techniques Chapter 7: Goals Are a Motivational Technique Keeping Goals Alive Kinds of Goals SMART Goals Stretch Goals Impossible Goals Keep Goals Powerful Pitfall: Noise! Using Teams Failing Forward: Why Goals Work Even If You Fail Last Word Chapter 8: Coping with Difficult People Five Techniques to Coping with Difficult People/Situations Chapter 9: Be Alert for Unconscious Bias, Everyone Has It Ten Traps of the Human Mind When You Run Meetings, Be Alert for Cognitive Laziness! Clustering Illusion Red Herring Rationalization Texas Sharpshooter Fallacy Wrong Direction Section II: Maintenance Management for Supervisors Chapter 10: Understanding and Avoiding Breakdowns Legacy Breakdown Strategy (CALLED RUN TO FAILURE STRATEGY) Let’s Get Clear about Who the Enemy Is Losses Due to Downtime Can Dwarf Costs of Maintenance There Is a Good Deal of Ignorance about Breakdowns Random Failures Deep Dive into Breakdown Consequences Chapter 11: Practical Safety for Supervisors What Causes Accidents? Why Did These Injuries Occur? Accidents and Quality Job Safety Analysis Action Items for Quality and Safety Hazard Communication Chapter 12: World-Class Maintenance Attributes of World-Class Maintenance Departments Another Look at World-Class Performance Chapter 13: Asset Management Knowledge Domains of the Uptime Elements Asset Management (AM) (Yellow) Reliability Engineering for Maintenance (REM) (Orange) Asset Condition Management (ACM) (Green) Work Execution Management (WEM) (Blue) Leadership for Maintenance (LEM) (Red) ISO 55000 System for Asset Management and Reliability Policy New York City Metropolitan Transportation Authority Asset Management Policy Ideas about Asset Management Chapter 14: Reliability Strategy Development Reliability Strategy Development Criticality Analysis Risk Management Strategies Reliability Strategy Options Chapter 15: Advanced and Rigorous Maintenance Strategies RCM Is the Right Candidate When Criticality Is High RCM RCM Philosophy Breakthrough: Consequence-Driven Maintenance RCM also Focuses on Hidden Functions Safety Devices Protect the Operator, Machine, or the Entire Factory Cost Random Enemies Questions of RCM RCM Is a Five-Step Process You Start with a Failure Mode PMO (PM Optimization) Nine Steps to PM Optimization Chapter 16: PM for SupervisorsWhat You Must Know Some PM Terms PM Report Card PM (Preventive Maintenance) Can Come from Other Techniques PM, PdM Workflow (the Big Picture) How We Like to See It Work! PM Basics Task List Remember P 3 Sample Types of Tasks Types of Task Lists Staffing the PM Effort Six Attributes of a Great PM Inspector Supervisors Take Note! Short Repairs and High Productivity Adding to the PM Cart Route Maintenance Access to Equipment for a PM Problems with Production: Not Getting the Equipment When It Positively Cannot Be Shut Down? Interruptive/Noninterruptive The Next Logical Step: Reengineer the Tasks Chapter 17: TLC (Tighten, Lubricate, Clean) TLC (Tighten, Lubricate, Clean) Bolting (Tighten) Misconceptions Lubrication Tests and Certifications in Lubrication Clean No One Likes Cleaning! Even with a Million Dollars of Tech Keep Area Clean Clean to Inspect Chapter 18: Work Execution Management Sources of Work Where Does Your Work Come From? The Function of Job Control Unplanned Work – Breakdown Ideas about Firefighting Effectiveness Cart Design Planned Work Backlog Prioritization Chapter 19: Planning, Coordination, and Scheduling Productivity or the Lack of It Professional Planning vs. Planning on the Run Pitfall Types of Work Fear The Elements of Maintenance Planning Validation How to Validate the Backlog? Determine the Ready Backlog Development of Work Programs Coordination Agenda for the Weekly Coordination Meeting Productivity Increases Scheduling Uncovers Problems in Your Operation Section III: Supervisors’ Toolbox Chapter 20: Transition from Worker to Supervisor Supervising Friends Supervising Young Workers Supervising Older Employees Chapter 21: Building and Using Teams Chapter 22: Real Issues Orientation of New Employees Substance Abuse Discipline Three Rs of Discipline Reason Rule Relevance Termination How to Terminate Someone (Legally) * ? Voluntary Termination (People Who Quit) Ten Signs That You Might Be Facing a Resignation Issues with Downsizing Note Chapter 23: Quality Deming’s Deadly Diseases Obstacles to Improvement Iatrogenic Failure Chapter 24: Supervisor Time Management The Nature of Time Right Mind, Right Thing, Right Tool Time Management Has Three Components The Right Thing The Right Tools The Right Mind What on Earth Is This “Time” We Are so Hell-Bent on Managing? Checklists Seven Daily Habits Ideas for Getting Control Four Time-Management Projects to Get Your Life Back! Project #1 Clean Your Desk, Organize Your Office Project #2 Ultra Efficiency. You Have Three Major Tasks Project #3 The 80/20 Rule Project #4 Energy Chapter 25: Meetings: Techniques to Make Meetings More Effective Team Meetings Toolbox Meetings Safety Meetings Supervisor Run Project and Shutdown Meetings Private Meeting Guide Chapter 26: Legal Issues for Supervisors Contracts When Is a Contract Needed? Rules of All Contracts Types of Contracts Agency Chapter 27: Effective Decision-Making and Delegation Guidelines for Decisions Ten Steps to Better Long-Term Decisions Delegation Do’s and Don’ts of What to Delegate Chapter 28: Trade Training Case Training That Hits the Target Where and How the Training Is Positioned in the Field Is Essential Where Does This Leave Us? You Must Deal with Aptitude Competency Steps to Develop Training and Test the Need for Retraining Training Function in a Maintenance Department Education versus Training Organizing the Training Effort 22 Guideposts for Adult Training Sources of Training Methods to Consider for Training Checklist Return on Investment from Training Chapter 29: Dealing with and Solving Problems Problems Are Good! Root Cause Analysis General Principles of Root Cause Analysis Root Cause Scene Common Methods of RCA Determine the Root Cause: Five Whys Checklist for Possible Root Causes Chapter 30: Continuous Improvement Defect Elimination Why Eliminate Defects? What Is a Defect? Chapter 31: Using Projects to Motivate the Team How Goals Imbedded in Projects Motivate Close Relative of Defect Elimination Is Lean Maintenance Section IV: The Future of Managing Maintenance Chapter 32: Making Technology, Your Friend How Can All This New Tech Affect You? Supervisor’s Guide to Predictive Maintenance Techniques PdM: Consider These Questions You Only Need a Few Technologies to Detect Problems Oil Analysis Vendors Vibration Analysis Ultrasonic Inspection Low Hanging Fruit in Many Plants: Ultrasonic Compressed Air Survey Temperature Measurement Advanced Visual Techniques A Few Other Methods of Predictive Maintenance Penetrating Dye Testing IIoT Sensors (Industrial Internet of Things) Automation of Conditional-Based Maintenance Some Background IIoT Sensors High Tech Invasion Example of Modern IIoT Analytics Fancy Word for Simple Idea: Algorithm Artificial Intelligence (AI) AI Vocabulary Cheat Sheet Chapter 33: Going Forward Career Development Examples, for a New Supervisor Ten-Year Goals: Be a Maintenance Manager How to Improve Your Maintenance IQ Keys to Your Development Appendix Bibliography Other Books Maintenance Management Resources Shop Safety Audit and Inspections Initial Audit Checklist Annual Inspection Checklist Corrective Action Plan ACTION Master List (AML) Management Skills People Skills Technical Skills General Ideas Another Approach to Making Training More Valuable International Travelers Examples of Cultural Faux Pas Preliminary Self-Test in TIME MANAGEMENT Daily Activities Exercise Daily Log Use of the Log Sheets Index A B C D E F G H I J K L M N O P Q R S T U V W