Maintworld 4/2019

More documents

Recommendations

Info

ASSET MANAGEMENT Part I Leaders in Maintenance TORBJÖRN IDHAMMAR , President of IDCON Mahatma Gandhi was once asked what he thought of Western civilization. He replied that he thought it would be a good idea. The same thought comes to mind when considering management skills in maintenance departments. MAINTENANCE PERSONNEL often become leaders by a touch of “the magic wand.” The wand works in a mysterious way. The wand magically transforms a person who has never held a leadership position into a leader. It converts the person into a leader seamlessly without any training, coaching, job description or direction from peers. Its use usually takes place around 5:30 p.m. on Fridays and magically (hence the name) transforms the person into a maintenance leader by 6 a.m. on Monday. The wand just may be the best maintenance tool on the market! Examples of magically born leaders are young engineers taking supervisory positions, senior engineers becoming maintenance managers, craftspeople becoming maintenance planners and purchasing people becoming maintenance spare parts managers. In this article, I will share some thoughts on maintenance leadership, especially for all the people out there who have crossed paths with “the wand.” 32 maintworld 4/<strong>2019</strong>
ASSET MANAGEMENT If you are a maintenance or plant manager, consider if you have set up a clearly defined “place to go” for your maintenance and reliability efforts and define best practices. IDCON does this work for many organizations and usually divides the checklist into these categories: • Maintenance leadership and organization • Preventive maintenance • Planning and scheduling • Spare parts management • Root cause problem elimination • Engineering’s interface with maintenance • Technical database • Skills improvement for hourly and management • Facilities, tools and workshops You may want to consider using this categorization as a start for your list. The idea is to make a checklist within each category that is very clear to the organization. In the PM section, you may state “we will store lubricants properly”; or, in spare parts management, “we’ll have an inventory record accuracy of 95 percent or higher.” Regardless if you are a corporate manager, plant manager, maintenance manager, planner or a supervisor, ask yourself if you have a set of beliefs to lead toward. If not, I suggest you make a list together with your organization. Suggestion No. 2: Understand the role of a maintenance leader Many people believe that the role of a maintenance leader is to tell other people what to do. I think this is wrong. Other people feel that the role of a maintenance leader is to motivate and encourage other people. I think this is somewhat misguided as well. Let me explain. The role of a maintenance leader is simply to get other people to do what you want them to do. Encouragement, motivation, group decisions and much more are tools that steer people in the right direction. But at the end of the day, a leader is trying to make other people do what he or she wants them to do. Again, if a leader is successful, we hope the company they work for has defined in simple terms, where to lead. How can maintenance leaders make people do what they want them to do? I think this is an art that few can master but that many can improve on. Let’s expand on that. To get people to do what you want them to do, you must continuously build business processes that enable them to perform at their best. As a maintenance leader, you must realize that people can never be more effective than the system they work in. In a survey of 442 maintenance lead- Graph: Survey respondents were asked, “How much time do your maintenance planners spend on actual planning of maintenance work?” Suggestion No. 1: A leader must first know what to lead toward The whole idea of being a leader falls apart if the leader does not know what beliefs to lead toward. What is the longterm purpose of reliability and maintenance management in your company, plant, area or department? Hopefully, your company has documented and disseminated beliefs for reliability and maintenance management. If not, the company, plant, area and/or department have set up its leaders to fail. 4/<strong>2019</strong> maintworld 33
Page 1: 4/2019 www.maintworld.com maintenan
Page 6 and 7: EDITORIAL Women on top THIRTY-FIVE
Page 8 and 9: PARTNER ARTICLE A Data-Driven Appro
Page 10: PARTNER ARTICLE failure. The challe
Page 13 and 14: CASE STUDY Industry: Utilities / Po
Page 15 and 16: PARTNER ARTICLE and Microsoft Azure
Page 17 and 18: ASSET MANAGEMENT mance; we must pri
Page 19 and 20: PARTNER ARTICLE CONTRARY to what so
Page 21 and 22: JOIN THE ASSET PERFORMANCE 4.0 CONF
Page 23 and 24: OPTIMIZE LUBRICATION & EXTEND BEARI
Page 26 and 27: PARTNER ARTICLE » Lubrication Exce
Page 28: PARTNER ARTICLE separated by the oi
Page 31: PARTNER ARTICLE terministic data ex
Page 35 and 36: Results Oriented Reliability and Ma
Page 37 and 38: MANAGEMENT How many reorganizations
Page 39 and 40: MANAGEMENT to work orders, etc. The
Page 41 and 42: The Uptimization Experts. The Uptim
Page 43 and 44: MARKET At the same time, shifting t
Page 45 and 46: ASSET MANAGEMENT Safety strategies
Page 47 and 48: Scan me International Conference &
Page 49 and 50: INDUSTRY EVENT Figure 1. The view f
Page 51 and 52: VIBRATION ANALYSIS THERMAL VIBRATIO

Maintworld 4/2019

Create successful ePaper yourself

Delete template?

Save as template?