1. “MOTIVATING OUR MAINTENANCE CRAFTSMEN” Mike Levery MCL Consultancy Ltd © MCL Consultancy Ltd 2008

2. 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

3. The perception of craftsmen (1) The relationship between Production/Operations (Ops) and Maintenance © MCL Consultancy Ltd 2008

4. Ops perception of Maintenance © MCL Consultancy Ltd 2008

5. Maintenance perception of Ops © MCL Consultancy Ltd 2008

6. The perception of craftsmen (2) Craftsmen’s motivation Craftsmen’s attitude to planned work The language of craftsmen © MCL Consultancy Ltd 2008

7. Reward & recognition Craft remuneration Incentive schemes © MCL Consultancy Ltd 2008

8. 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

9. 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

11. Motivators for craftsmen Achievement Recognition The work itself Responsibility Advancement Growth © MCL Consultancy Ltd 2008

12. 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

13. Application of objectives Input measures Productivity Delivery Output measures Effectiveness Quality © MCL Consultancy Ltd 2008

14. 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

15. 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

16. Role of the Maintenance Supervisor Directing or supporting? Self directed work teams Craft responsibility © MCL Consultancy Ltd 2008

17. Let’s motivate our craftsmen From this © MCL Consultancy Ltd 2008

18. To this © MCL Consultancy Ltd 2008