“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

© MCL Consultancy Ltd 2008

The perception of craftsmen (1)

The relationship between Production/Operations (Ops) and Maintenance

© MCL Consultancy Ltd 2008

Ops perception of Maintenance

© MCL Consultancy Ltd 2008

Maintenance perception of Ops

© MCL Consultancy Ltd 2008

The perception of craftsmen (2)

• Craftsmen’s motivation • Craftsmen’s attitude to planned work • The language of craftsmen

© MCL Consultancy Ltd 2008

Reward & recognition

• Craft remuneration• Incentive schemes

© MCL Consultancy Ltd 2008

© MCL Consultancy Ltd 2008

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

© MCL Consultancy Ltd 2008

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

© MCL Consultancy Ltd 2008

Motivators for craftsmen

• Achievement• Recognition• The work itself• Responsibility• Advancement• Growth

© MCL Consultancy Ltd 2008

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)

© MCL Consultancy Ltd 2008

Application of objectives

Input measures

• Productivity

• Delivery

Output measures

• Effectiveness

• Quality

© MCL Consultancy Ltd 2008

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

© MCL Consultancy Ltd 2008

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

© MCL Consultancy Ltd 2008

Role of the Maintenance Supervisor

• Directing or supporting?• Self directed work teams• Craft responsibility

© MCL Consultancy Ltd 2008

Let’s motivate our craftsmen

From this

© MCL Consultancy Ltd 2008

To this

© MCL Consultancy Ltd 2008