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P R E C I S I O N
M A I N T E N A N C E
Machinery and Equipment MRO
September 2020
AN OPPORTUNITY FOR A CULTURE CHANGE During these uncertain times it is quite interesting to see how different people react to the circumstances we are in. Like any situation – some people have a glass half full, some a glass half empty. However, we need both types of people in the workplace. One may be overly enthusiastic, while another has a more conservative approach. For an individual, we say it's the nature of a person. BY JOHN LAMBERT
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2020-03-24 2:21 PM
ollectively, in a plant’s maintenance group, we call it the culture of the group. Culture being the behaviours, beliefs, and values, they share as a group. Most maintenance groups, have at least two or three cultures, even though they are one group. There is (upper) management culture - plant, production, maintenance, engineering, and reliability managers. Next, middle manager culture – with supervisors, foreman, planners and leadhands, these are the front-line supervisors. Finally, the shopfloor group culture - made up of trades/cra¨smen, millwrights, labourers, and lube techs. In some organizations they can work effectively together; in others they don’t. It becomes an “us and them” situation. It is usually at least two camps. We see this “us and them” mentality a lot during precision maintenance and machinery installation training. For example, it's a rarity for front-line supervision or management to sit in on training programs. When the doors are closed and it's just the tradesmen/women, it begins with “we just do what we're told,” but by the end of the day we have learned to trust one another and more of the true culture of the shop-floor group comes out. Like most people, they like an opportunity to vent to someone who understands their issues. Personally, I was a maintenance mechanic/millwright and worked as a maintenance lead-
