“motivating our maintenance craftsmen” mike levery mcl consultancy ltd © mcl consultancy ltd...
TRANSCRIPT
“MOTIVATING OUR MAINTENANCE CRAFTSMEN”
Mike LeveryMCL Consultancy Ltd
© MCL Consultancy Ltd 2008
Introduction
• From Steel to Utilities to Consultancy• The last 30 years for maintenance craftsmen• Craftsmen – a law unto themselves?• The maintenance cycle
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The perception of craftsmen (1)
The relationship between Production/Operations (Ops) and Maintenance
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Ops perception of Maintenance
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Maintenance perception of Ops
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The perception of craftsmen (2)
• Craftsmen’s motivation • Craftsmen’s attitude to planned work • The language of craftsmen
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Reward & recognition
• Craft remuneration• Incentive schemes
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Understanding craft decision making
The thought processes of a directly employed craftsman
• For themselves
• For the employer
The thought processes of a contracted craftsman
• For themselves
• For their employer (the contractor)
• For the client
Frederick Herzberg
“One more time: how do you motivate employees?”
HBR Jan–Feb 1968
• Motivators – intrinsic to the job itself • Hygiene factors – influences that surround the job
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Herzberg's motivators and hygiene factors(achievement through to personal growth are motivators; the others are hygiene factors)
0
5
10
15
20
25
30
35
40
45
% frequency cause of satisfaction % frequency cause of dissatisfaction
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Motivators for craftsmen
• Achievement• Recognition• The work itself• Responsibility• Advancement• Growth
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Setting objectives
Objectives for craftsmen which promote achievement and the work itself should centre around
• How well they carry out the work they are asked to do (input measures)
• The impact on asset performance of their work (output measures)
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Application of objectives
Input measures
• Productivity
• Delivery
Output measures
• Effectiveness
• Quality
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Typical performance measures
Productivity • Completion of work by trade, team and individual • Lost time by trade, team and individual
Delivery • Timely completion of planned preventative maintenance • Response time
Effectiveness• Repair turnaround time• Ratio of ppm v planned repair v reactive
Quality• Repeat visits• Feedback of completed work
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Engaging Ops in Maintenance
• Risk & accountability for asset performance• Who holds the maintenance budget?• Service Level Agreements – promote recognition • Measuring performance
Input measures
Output measures
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Role of the Maintenance Supervisor
• Directing or supporting?• Self directed work teams• Craft responsibility
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Let’s motivate our craftsmen
From this
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To this
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