Turnaround maintenance management

People and technology are needed for change

Reversing poorly performing maintenance operations is not as simple as buying and implementing new technology such as the CMMS system or adding advanced tools such as ultrasonography or vibration analysis.

This is just a tool. The key to success is senior management capabilities to find the right leaders who can combine authoritative, facilitative and training management styles.

With the right maintenance manager, turning operations can be achieved more effectively but more importantly, the right leader will achieve staff purchases needed to implement CMMS for:

Move from reactive maintenance to a proactive work management system.
Reducing unplanned improvements generated from a lack of preventive maintenance.
Lower capital budget requirements by expanding the useful life cycle of assets.
Lower facilities, plants, venue energy costs.
Minimize labor costs by reducing overtime.
Turnaround management style

There are three basic styles of management and each has its own positive and negative. Choosing who will lead maintenance change requires experience and understanding of each style.

Authoritative management style

Authoritative managers can be characterized as maintenance managers who come by boasting “new sheriff in the city”. This style ensures that everyone is aware that changes are needed and establish authority and accountability immediately for changes that will occur.

On the negative side:

This type of style management rarely achieves long-term purchases needed to implement CMM because they rule by fear and intimidation.
Change of maintenance staff increases because good people don’t like being threatened. This is very important because it finds quality maintenance professionals now at first difficulty.
Facilitative manager

This type of management style uses collaboration, employee empowerment, and commitment to training to implement changes. Changes are explained in a non-threatening way that identifies the reasons for change needed. It also encouraged maintenance staff to participate by asking for their input, assigning the team and appreciating success. The staff and buy-in companies are achieved through this management style.

On the other hand, changes can occur more slowly especially if decision making is submitted to a jammed group in a long discussion. In addition, collective groups do not always listen to new ideas from staff who can lead to opportunities for large cost savings that are missed.

Management with training

The biggest problem with facilitative management is often losing contributions that can be done by introverted or shy staff. Many of the best changes come from experts who are usually unfriendly. Development management takes the time to get to know staff and encourage their participation and their more unique ideas for improvement.

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