Maintenance Supervisor School
For over 25 years , Asset Schools has been sharing the knowledge of subject matter experts to help maintenance and reliability teams build competency and develop capability. From deep, technical skills training to strategic asset management concepts, we’ve got you covered with public, onsite, or online courses. Courses are interactive and founded in extensive case history. Participants gain practical insights and tools that can be immediately applied to their work.
The recognition of our courses for Continuing Professional Development (CPD) participation ensures that the time invested in Asset Schools contributes to career advancement, ongoing professional growth, and development.
Course Snapshot
This course assists supervisors of maintenance teams with their dual purpose: to ensure that work by the maintenance teams is delivered safely on time and with requisite quality; and to provide immediate advice back to the organisation on equipment-based risks which can lead to operational downtime. The first is an essential leadership role and the second recognises that supervisors must have the appropriate technical knowledge and experience to understand the equipment their teams work on.
Supervisors need to balance their time between administration duties that support their team and its workflow with walking the sites, observing potential problems and driving continual improvement. This means they must determine what they can delegate and what they need to personally focus on.
8 CORE MODULES
Leadership in Work Management
Managing New Work
Supervision in Maintenance Workflow
Reporting for Supervisors
Delivering the Maintenance Strategy
Workplace Observations
Improving the Team
Personal Improvement
Course Outline
Leadership in Work Management
• Leading people and communicating goals
• Safety management in everything we do
Public 15 hrs over 2 days
Onsite 15 hrs over 2 days
• Moving on from breakdowns and continuous urgent work
• Prioritising the time of a supervisor – what is a good day
Managing New Work
• Assessing risk to be addressed by new work
• Job estimation and scoping
• Making the case for the required date
• Coping with break-in work and shifting to planned work
Supervision in Maintenance Workflow
• Value of long term schedules for the team
• Protecting the schedule for the week
• Placing the right work with the team members
• Ensuring necessary feedback from completed work
Reporting for Supervisors
• Standard reports used by supervisors
• Purpose of kpis and explaining them to the team
• Using reports in standard meetings and team communications
• Special investigations and who can help with information
Delivering the Maintenance Strategy
• Understanding fmea and pm development
• Importance of good maintenance practices
• Stop the tick and flick pm
• Understanding and then acting on risks identified by inspections
Workplace Observations
• Identifying and acting on safety risks
• Planning and work delivery quality
• Using information from job observations
• Enhancing team awareness
Improving the Team
• Addressing maintenance induced problems
• Leading a united team for effective work
• Improve equipment performance and reliability
• Implementing team improvement plans
Personal Improvement
• Role of the supervisor in continuous improvement
• Improving the performance of a maintenance department
• Managing stakeholders and their needs
• Improvement plans for supervisors
Build Competency & Develop Capability
What you’ll take away
• Lead their teams so that people understand their role, deliver safe work in a consistent and high quality manner, and manage risks in the operational equipment and systems.
• Ensure their teams work with maintenance planning, scheduling and materials coordination in an effective workflow process and understand what they can reasonably expect by way of support.
• Clarify the essential information needed when new work is requested including an appreciation of when that work is needed with the intent to stop all new work being classified as immediate.
• Assess risk in the in-service equipment and identify problems their team should not accept and simply walk past until a breakdown occurs.
• Understand the purpose of preventive maintenance and how it should support the team to find the risks in the equipment they maintain. They should support ongoing improvement of the procedures and if necessary, force that improvement when it seems to be stalled.
• Improve feedback from maintainers so that they understand the implications of what they are observing or measuring, and get that information to engineers and planners to then reduce risks to operations.
Student Expectations
The key expectation of people attending this course is that they want to understand the equipment being worked on and manage down risk by ensuring it is kept in good condition with the resources available. It is important for that the Supervisor does not accept breakdowns as the norm and that there is a better way than rushing to every job.
People attending the course should have some knowledge or seek to gain insights in the following. This is what they want to learn and develop by attending this course.
• Experienced in leading technical personnel who deliver maintenance work.
o Driving the message of safety first and why it is important – walking the walk in safety.
o Cope with alternative views and even conflict between people on how work should be delivered.
o Manage the expectations of both the people they supervise and the leadership team of the facility in which they work.
o Bring common sense to prioritising what needs to be done with the equipment.
• Understand the basics of work management including how work is processed from identification through planning and scheduling to execution and close out.
o Effective prioritisation of work and communicating the priorities.
o Avoiding frustration and being listened to on what is important.
o Managing personal time to get to the right meetings and to participate effectively.
o Delegating to senior people who are mentored to share the work load in supervising the team.
• Work with a modern work management system and used electronic reports on schedules and open work lists.
o Avoid wasting time on unnecessary tasks.
o Understand how to seek and ensure help is available to make systems work for the team and not the other way around.
• Ensure supervised personal deliver the maintenance strategy, understanding how it is generated from the information system.
o Walking down the maintenance work sites to ensure the safety and quality of work.
o Debottleneck wasteful activities such as waiting for something.
o Help people understand what they are seeing in the equipment they work on and alongside – where is the risk and what do they need to do about it?
Course Objectives
1. Clarify front line leadership obligations to ensure safe work sites that deliver quality work every time. This includes:
o Principles of personal leadership.
o Engagement and communication of the team.
o Clear personal objectives for improvement.
2. Work with engineering, planning and other departments to drive improved maintenance procedures that are efficient and identify risk in the equipment. This includes:
o Avoiding tick and flick PMs.
o Improving feedback with measurements.
o Raising condition-based work requests resulting from the inspections.
o Ensuring servicing, lubrication and other standard work prevent unnecessary failures.
3. Appreciate the leadership role of supervisors in priming the workflow pipeline and ensuring a good flow of work through to planning and scheduling. This includes:
o Prevent break-in work.
o Ensure a good pipeline of useful work to stop failures and improve equipment.
o Participate in estimating and scoping work leading to effective job plans.
o Work with schedules to ensure the right priorities are being met including aged work, long-term adjustments and repairs etc.
4. Develop personal plans for individual improvement, uplift in team performance and ongoing equipment improvement. This includes:
o Working with information and understanding the implications of standard reports.
o Engaging with team members to develop a unified approach to improvement.
o Identifying and addressing wasteful practices, either imposed on the team through the maintenance strategy or within the team as they deliver work.
Your Instructors
Brian Ropitini | Director, Ara Ake, New Zealand
Accomplished facilitator, coach & mentor. Fitter & turner turned senior leader. Led multi-million-ton methanol plants & global teams at Methanex. Exceptional communicator & visionary.
Peter Durrant | Adjunct Principal, Covaris
Navy veteran, diverse maintenance career. Senior roles in Navy, mining, and resources. Maintenance consultant. Expert in work management, sustainable change. Dip Eng & MBA Tech Mgmt.
Mike Greyling | Adjunct Principal, Covaris
Seasoned asset management leader with 35+ years in aviation, smelting, mining. Proven excellence in maintenance, reliability, risk management, stakeholder engagement, Six Sigma expertise, SAP leadership.
Private Training
Whether you have 15 or 1500 people to train, we can tailor onsite training that works for you. Benefits include:
Customisation
Training can be tailored to meet the specific needs of your organisation. Content, examples, and case studies can be customised to align with your industry, culture, and strategic objectives.
Cost & convenience
Onsite training is always more costeffective compared to public training, especially when a large number of employees requires training. Your company can save costs associated with travel, accommodation, and registration fees.
Productivity & engagement
Onsite training provides an opportunity for employees to participate in training sessions together, fostering teambuilding and collaboration. By sharing a learning experience, employees can strengthen relationships.
Relevance
Onsite training can focus on topics that are directly applicable to your organisation’s operations and industry. This ensures that the training content is highly relevant to the employees’ day-to-day work.
Confidentiality
Onsite training allows for open discussions and sharing of sensitive or confidential information. Employees can freely discuss their challenges, experiences, and specific issues related to their work.
Long-term impact
Onsite training has a lasting impact on culture and performance. Since the training is specifically designed to address the organisation’s needs, it can contribute to long-term changes in behaviour, processes, and practices.
Training Courses
Asset Management School
2 Days, 8 Modules | Public, Onsite
Understand why specific processes, systems and reports are necessary to inform asset management decision making.
Lubrication Awareness
4 Hours, 13 Modules | Public, Onsite, Online
An overview of how lubricants work and many elements that are important to an effective lubrication program.
Lubrication Fundamentals
1 Day, 11 Modules | Public, Onsite
The fundamentals of machinery lubrication necessary for a foundational understanding of lubrication enabled reliability.
Lubrication School Level 1
2.5 Days, 20 Modules | Public, Onsite, Online
The fundamentals of machinery lubrication necessary for a foundational understanding of lubrication enabled reliability.
Lubrication School Level 2
2.5 Days, 15 Modules | Public, Onsite, Online
Advanced machinery lubrication topics including lubricant selection, troubleshooting lubrication problems, metrics, PMs and more.
MRO Inventory Management School
2 Days, 7 Modules | Public, Onsite
Best practices and strategies for effective MRO inventory management, and the principles of spare parts optimisation.
Planners’ School Level 1
2 Days, 8 Modules | Public, Onsite, Online
An introductory level, suitable for planning practitioners who are starting out or for those wanting to brush up on the basics.
Planners’ School Level 2
2 Days, 8 Modules | Public, Onsite
The next body of training building on Planners’ 1 introductory concepts looking at how work delivery can be optimised with existing teams, systems, and approach to work management.
Precision Maintenance School
4 Days, 9 Modules | Public, Onsite
Take dead aim at Precision Maintenance (Fasteners, Lubrication, Alignment and Balance) to significantly improve operational reliability of plant equipment and the plant processes.
Reliable Assets School
2 Days, 8 Modules | Public, Onsite
The total approach to ensuring assets deliver their required level of reliability and performance throughout their operational life.
Shutdown School
2 Days, 8 Modules | Public, Onsite
Understand the work associated with the delivery of shutdowns and turnarounds
Sustainable Assets School
4 Days, 10 Modules | Public, Onsite
Decarbonisation and Energy Management for Maintenance & Reliability Teams.
Switch On: Safety Leadership
2 Days, 8 Modules | Public, Onsite
Helping Maintenance and Reliability leaders and teams develop their commitment to safety so they can then create a stronger safety culture.
Vibration Analysis Level 1
3.5 Days, 6 Modules | Public, Onsite
‘Entry’, or ‘Junior Level’ Mobius Institute™ Category I course is intended for personnel who are new or have 6 months vibration monitoring and analysis experience.
Vibration Analysis Level 2
4.5 Days, 11 Modules | Public, Onsite
The ‘Intermediate Level’ Category 2 course is ideal for those who are interested in condition monitoring to ensure the reliability of their machinery.
Vibration Analysis Level 3
5.5 Days, 9 Modules | Public, Onsite
The Advanced Category 3 is for a candidate who is committed to reliability through condition monitoring, and who has at least two years vibration analysis experience.
Learning Pathways
Asset Schools training courses can be completed individually at any time, but have you considered planning a Learning Pathway?
Client Testimonials
Planners' School Level 1
Supervisor School
Management School
Asset Management School was absolutely fantastic! Not just the content, but also the networking evening, the whole experience. Despite 23 years as a maintenance engineer and planner, I learnt so much to take back to apply in my business.
Salman Rashed
Assets Maintenance Planner Waikato Regional Council
Asset Schools give peace of mind that the investment in our Maintenance and Reliability professionals will provide a great return to both them and the business.
Gwyn Garland Senior Manager, Asset Health Newmont
The training provided by Asset Schools was exceptional, offering a highly educational experience that enabled us to learn a wealth of new knowledge and skills.
Ali Sahin Senior Engineer, Reliability Rio Tinto
Asset Management School is a great investment for experienced Maintenance Practitioners who want to fine tune their skills, or for new entrants to use it as a sound starting base to the industry.
Roh Perera
Underground Planning Supervisor Macmahon
Contact Us
Claire Sauerman Asset Schools Manager
+61 2 9955 7400
M E
+61 400 553 600 claire@assetschools.com
Steve Morris Managing Director
+61 2 9955 7400
+61 403 809 312 steve@assetschools.com T M E
Amy Salmon Customer Engagement Manager
+61 2 9955 7400 amy@assetschools.com T E
Hannah Bennett Customer Engagement Manager
T M E
+61 2 9955 7400
+61 418 876 286
hannah@assetschools.com
