Implementation of the Maintenance Work Management Process

Implementation of the Maintenance Work Process requires a combination of:

• Training your Maintenance and Operations organizations on the proper application of the Work Process to their daily duties.
• Individual behavior field coaching to move through emotional resistance to change due to fear of taking risks (or failure), internal uncertainty and doubt (or disbelief) in the process.
• Communication, leadership, and accountability at all levels, most notably at the Site Leadership and Departmental level.
• Individual stakeholders willing and able to test the application of the Work Process tools, methods, and principles and then, evaluate the benefits of the outcome to their daily interactions with and responsibilities to others.

A successful Implementation results in higher productivity but moreover, a greater individual sense of purpose, accomplishment, and control of their workday. MPI’s belief is that an aligned, empowered, and motivated team of Maintenance and Operations field supervision will drive continuous improvements originating from these same individuals as they transition from potential skeptics to believers and promoters to their peers, subordinates, and managers. Here’s how MPI achieves this:

1. Organizational Change Preparation & Awareness: Ensure that all employees, from maintenance crafts/technicians to supervisors, are informed about the upcoming changes. Explain the benefits of the new work management process, its objectives, and how it aligns with the organization’s goals.
2. Clear Documentation: Provide detailed documentation for the new or revised Maintenance work management process including roles and responsibilities, work order templates, work prioritization and execution guidelines, job plans, and any relevant safety standard operating procedures. Make these documents visible and easily accessible for training and coaching opportunities.
3. Charter a cross-functional Implementation team of internal Subject Matter Experts who can serve as field coaches and advocates of the process. Utilize this team to evaluate functional and behavioral proficiencies, application consistency, improvement opportunities, and provide confidential feedback to stakeholders throughout Implementation.
4. Charter a Steering team consisting of site and departmental leadership to set the vision, expectations, and tempo for the Implementation, and visibly engage with field supervision to provide recognition, obtain feedback, and remove obstacles to ensure stakeholder success.
5. Pilot Testing: Begin implementation by piloting the Maintenance work management process on a small scale. Choose a representative subset of maintenance situations to test the effectiveness of the process in real-time, in-the-field scenarios.
6. Feedback Collection: Encourage feedback from crafts/technicians, supervisors, and other stakeholders involved in the pilot. Gather insights into what works well and what needs improvement.
7. Continuous Improvement: Based on feedback and observations from the pilot, make necessary refinements to the process. Ensure that any challenges or bottlenecks are addressed before full-scale implementation.
8. Rollout Communication Plan: Develop a Maintenance work process communication plan to inform all employees about the implementation schedule, key target dates, training and “go live” dates of the new work process. Highlight the case for change, benefits, and functional and behavioral change impacts.
9. Launch and Rollout: Begin implementing the new Maintenance work management process across the organization. Provide ample support and assistance during the initial stages to help employees adapt.
10. Training and Skills Development: Provide comprehensive training to all relevant personnel, e.g. Operators, Maintenance Crafts, First- and Second-Line Operations and Maintenance Supervision, Contractor Foremen, and Superintendents, Operations Maintenance Coordinators, Planners, Schedulers, and Site/Departmental Leadership. This includes training on key roles, responsibilities, and peer interfaces, how to apply the Maintenance work management process, how to utilize workflow management tools (e.g. work order system) and techniques (e.g. work prioritization, planning & scheduling, field execution, backlog management and barrier removal) as well as recognizing safety and evaluating risk in the decision-making process.
11. Supervisor Support: Empower supervisors to lead by example. Ensure they are well-versed in the new process and capable of addressing any questions or concerns from their teams.
12. Monitoring and Measurement: Continuously monitor the implementation progress. Track key process indicators (KPIs) to evaluate the effectiveness of the new process in terms of reducing break ins, improving workflow efficiency, and meeting objectives. Establish progression targets and gate reviews for evaluating progress toward stated objectives.
13. Address Challenges Promptly: Address any challenges or resistance to the new process promptly. Offer support, clarify doubts, and provide additional training and field coaching if needed.
14. Recognition and Feedback Loop: Recognize and celebrate milestones and successes achieved through the new Maintenance work management process. Maintain an open feedback loop to continuously gather insights for further improvements.
15. Regular Review Meetings: Hold regular review meetings with stakeholders to discuss progress, challenges, and opportunities for enhancement. Adjustments may be needed as the process is implemented.
16. Documentation and Reporting: Ensure that all work orders, maintenance activities, and changes are properly documented in the new system. This documentation helps in tracking progress, analyzing trends, and monetizing productivity gains as the process gains momentum in the field.
17. Refinement and Adaptation: As the process continues to be implemented, stay open to refining and adapting it based on ongoing feedback, preferably from field supervision, operators, and crafts.
18. Celebration of Success: Celebrate successful implementation milestones, improved maintenance outcomes, and achievements resulting from the new Maintenance work management process. By involving all stakeholders and fostering a culture of collaboration, you can successfully embed the new process into the field operations of the organization.