Plant Services - January 2008 - (Page 23) ASSET MANAGER Rise above the firefighting fray Use people skills and your CMMS to build a solid strategy for management excellence F • Promote diversity, respect for others, teamwork, and rontline supervisors are critical for successful change constant heath, safety and environmental vigilance. initiatives. Numerous studies and surveys conducted • Communicate expectations, provide constant feedback, since the 1980s substantiate this claim. Of all the and support the staff in their daily efforts. means of communicating to frontline employees, the most • Be a change agent, encourage creativity and reward inpowerful appears to be face-to-face communication through novation. the immediate supervisor. Research shows that frontline supervisors enjoy the highest level of trust and credibility with their staff. Breaking the firefighting mentality Thus, to ensure the CMMS is implemented and used efFrontline leaders must rise above the firefighting mentality. fectively, management must get buy-in from frontline superEasier said than done, but some tips might be helpful. visors. In turn, this requires concerted management effort to Think of four key strategic goals that can keep you foconvince frontline supervisors that the benefits cused. For example, you might want to move of a CMMS more than offset any perceived to a planned environment, build a skilled, It might also pain and disruption. Convincing frontline suinnovative team, generate a learning organihelp to specify zation, implement RCM, form a partnership pervisors that there’s something in it for them and their staff maximizes CMMS value. If with operations and engineering to share what will not there’s a perception this is an IT initiative that and reward be part of your goals and objectives, measure help to specbenefits only management or that plant-floor success, and so on. It might also strategic focus, ify what won’t be part of your strategic focus, workers are being diverted from their real jobs, and make that the probability of success drops dramatically. and make that clear to others. Get input and clear to others. buy-in from management, frontline staff and key stakeholders. Note that a CMMS will go The frontline supervisor’s role a long way in supporting a strategic change, Observing frontline supervisors on a day-tobut only when the focal point is process change and, more day basis, one might conclude their key role is chief firefighter, importantly, a change in attitudes and behaviors. coordinating staff on one urgent problem after another. That’s Prioritize your actions by asking how much it will conno surprise, given the lack of training when one moves from tribute to your goals. When you are pulled left and right the line to supervision. Even if training is offered, where fireduring the day, determine which items can drop to the botfighting takes precedence, the perception is that there’s no time tom because they add little value. Post your list where everyavailable to attend training sessions. Of course, this becomes a one can view it. Let your staff know that you are looking for circular argument, which maintains the status quo. behaviors that help accomplish these goals. This is how you Breaking this cycle requires knowing what needs to be can influence the frontline staff into adopting the goals, and done, a measurement system that won’t reward firefighters, help them distinguish between value-adding and waste. leadership providing the vision and drive to make it hapDo more leading and less crisis management. When a pypen, and evidence of management commitment to providing romaniac comes to you with a fire, fight the urge to hop on time and resources. The frontline supervisor should put less the fire truck. Stop and think about the problem. Determine emphasis on acting like a technician by getting down and if this is urgent with respect to your priorities. Force your dirty, or being an administrator hiding behind paperwork. subordinates to stop and think strategically about the probThe supervisor’s role should encompass long-term thinking: lem and force them to come to you with solutions, not just • Lead and motivate the frontline staff to attain higher problems. Ask if they’ve examined CMMS-based data to performance achievable by using the CMMS. understand the root cause of the problem. Think big picture • Encourage skills development and career path planning, and help others help themselves. Delegate responsibility to satisfying the needs of both employees and employer. January 2008 www.PLANTSERVICES.com 23 http://www.PLANTSERVICES.com
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