I keep issuing discipline to Maintenance Employees -- Is this the right answer?

This video is a reply to a maintenance manager's question about issuing discipline to craft employees for rule violations. What advice do I have and what have I learned in my journey. Spoiler Alert: I did it wrong for 20 years. I did it well for 14. I know what works. See my story.

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Video by Lean Driven Reliability LLC

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I am not a Financial Advisor. The content of these videos is not intended to be advice, but rather to tell my experience and story; they are for your entertainment only. Seek professional advice before making any financial decision including when to become financially independent and/or retire early.

#reliability, #maintenancebestpractices, #plantmanager, #reliabilityengineer, #maintenancemanager, #maintenanceplanning, #assetmanagement

Professionally, I am is first and foremost a plant manager, leader and now an entrepreneur. I have been a plant manager 3 times (largest plant $1.5B in sales / 2000 employees), a large department manager twice, an engineer, and due to results and methods, I was appointed the global director of reliability and maintenance for a Fortune 200 company.

My unique approach to driving reliability results come from not only my 35 years of experience, but also by combining Lean and Reliability best practices (I am a CMRP and have extensive Lean/Six-sigma training internal to Alcoa). Lean provides the waste focus and drives understanding of current state which has proven to be the "secret sauce" to achieving sustainable, scalable and rapid results -- most often in just weeks. Lean, as a general rule, has not been applied to maintenance and reliability -- and is fertile ground. Don't let this sound complicated -- it is very basic: Know current state through observation and the required actions will present themselves. ALL best practices target waste elimination.

Financial Independence Retire Early - This channel started to change the maintenance and reliability consulting industry. Viewers began to ask for content on my FIRE journey (I retired at 54 yo). I am happy to share my story, successes, failures, and lessons learned. The content is intended to make you think and create your story. My path is my path -- not right or wrong. Again, I am not a financial advisor -- I'm a story teller. My hope is you will have less fear and more success by hearing my journey.

[william-fla-]

I’ve worked for the same company for 38 years and I finally stopped giving suggestions about five years ago. I always tried to present the improvements through safety, cost saving idea, and personal injuries that could be prevented. You get too a point of nobody cares and you realize that you can only control what my hands touch. There’s 32 troubleshooters where I work and two are lazy, so your percentage was correct. As for John, I bet I could go to his home and find many safety violations. I will also bet Joe, you had the respect of the working man. A few years ago a supervisor (whom I respect), bided on the troubleshooting job and received it. After working in the trouble man position, he returned back to management again. He could not believe the dangers, hazards, and conditions that we worked on and now is a great asset to us. I’ve always told management the following: Treat us like men, empower us to make decisions, stand behind us when something goes wrong, and give us the tools too do are jobs.

[KnucklezUpWheelzDown]

Joe I believe this is the best video you have.

[AwenNaturalAir]

Joe, this may be the best video you have ever done. I preach that there needs to be good policies, plans, processes, procedures and measures. Not because it should be used as a hammer, but to communicate expectations. Your points about being accountable for the system that the workforce is working within being a root cause of performance outcomes is exactly right. Other great points include getting to know your people, personally and sincerely communicating positive feedback and shutting up and listening. Fantastic advice. Thank you.

[jeromedebize]

Thanks for this video. It is a very good tip for all managers, in every departments. It certainly open my eyes.

[amirgoldenaxe]

This video was great. Thanks for sharing your experience.

[GlowAshok]

I am from India i watched your helping videos

[johnd]

As far as work breaks there should not be any scheduled breaks. People should be allowed to take breaks as they need them or when work allows. Many times I never take a break or even a lunch because work does not allow it. But sometimes the work is so over wheming I need a long break . Work in 140 degree temps takes it out of you.

[kahvac]

I have found that when a Maintenance Supervisor or Manager works with his/her crew and gains their respect generally there are less problems with morale issues. The PM checklist that says everything is fine when clearly is not is an issue and the technician has a valid point "why list it if you're not going to fix it" I was told to always list it and if there is a problem down the road at least I've done my job. Good video Joe !

[johnd]

Every person in management needs to work on the shop floor or out in the field for several weeks every year. When I say work, I mean actually doing the work, not just standing there watching someone do it. If you can take 3 weeks vacation, you can spend 3 weeks in the field. Trust me noone will miss you not being in management for 3 or more weeks. It will change your perspective. Walk in another mans shoes before you critisize.