Leadership Skills for Maintenance Supervisors and Managers

Cover\nHalf Title\nTitle Page\nCopyright Page\nDedication\nTable of Contents\nPreface\nAuthor\nIntroduction\n	Genesis of This Book\n	How to use this book?\n	Learning to Learn\nSection I: Psychology of Supervision and of Subordinates\n	Chapter 1: What Is Supervision?\n		Leadership, Management, and Supervision\n			Performance\n			Other Traits\n			Advice from Experts\n			Supervision in a Union Environment\n		Active Supervision versus Passive Supervision\n	Chapter 2: Maintenance Mentoring and Role Models\n		Demographics\n		Mentoring\n		Supervisor Is a Role Model\n	Chapter 3: Maintenance Supervisor Personality Profiles\n		Keys to This Personality Inventory\n		Supervisor Personality Descriptions\n	Chapter 4: Company Culture\n		What Is Your Culture of Reliability?\n		Organization Mission, Vision, and Values\n	Chapter 5: Getting Through to Other Humans\n		Communications\n			Important Issue\n	Chapter 6: Motivation\n		The Probable Structure of Motivation\n			Type I: 8 Everyday Motivational Techniques\n			Type II: 6 Intervention Techniques\n	Chapter 7: Goals Are a Motivational Technique\n		Keeping Goals Alive\n			Kinds of Goals\n				SMART Goals\n				Stretch Goals\n				Impossible Goals\n		Keep Goals Powerful\n			Pitfall: Noise!\n			Using Teams\n		Failing Forward: Why Goals Work Even If You Fail\n			Last Word\n	Chapter 8: Coping with Difficult People\n		Five Techniques to Coping with Difficult People/Situations\n	Chapter 9: Be Alert for Unconscious Bias, Everyone Has It\n		Ten Traps of the Human Mind\n		When You Run Meetings, Be Alert for Cognitive Laziness!\n			Clustering Illusion\n			Red Herring\n			Rationalization\n			Texas Sharpshooter Fallacy\n			Wrong Direction\nSection II: Maintenance Management for Supervisors\n	Chapter 10: Understanding and Avoiding Breakdowns\n		Legacy\n		Breakdown Strategy (CALLED RUN TO FAILURE STRATEGY)\n		Let’s Get Clear about Who the Enemy Is\n			Losses Due to Downtime Can Dwarf Costs of Maintenance\n			There Is a Good Deal of Ignorance about Breakdowns\n				Random Failures\n			Deep Dive into Breakdown Consequences\n	Chapter 11: Practical Safety for Supervisors\n		What Causes Accidents?\n			Why Did These Injuries Occur?\n		Accidents and Quality\n		Job Safety Analysis\n			Action Items for Quality and Safety\n			Hazard Communication\n	Chapter 12: World-Class Maintenance\n		Attributes of World-Class Maintenance Departments\n		Another Look at World-Class Performance\n	Chapter 13: Asset Management\n		Knowledge Domains of the Uptime Elements\n			Asset Management (AM) (Yellow)\n			Reliability Engineering for Maintenance (REM) (Orange)\n			Asset Condition Management (ACM) (Green)\n			Work Execution Management (WEM) (Blue)\n			Leadership for Maintenance (LEM) (Red)\n			ISO 55000\n		System for Asset Management and Reliability\n			Policy\n			New York City Metropolitan Transportation Authority Asset Management Policy\n		Ideas about Asset Management\n	Chapter 14: Reliability Strategy Development\n		Reliability Strategy Development\n			Criticality Analysis\n			Risk Management Strategies\n		Reliability Strategy Options\n	Chapter 15: Advanced and Rigorous Maintenance Strategies\n		RCM Is the Right Candidate When Criticality Is High\n			RCM\n				RCM Philosophy\n				Breakthrough: Consequence-Driven Maintenance\n				RCM also Focuses on Hidden Functions\n				Safety Devices Protect the Operator, Machine, or the Entire Factory\n					Cost\n					Random Enemies\n			Questions of RCM\n			RCM Is a Five-Step Process\n				You Start with a Failure Mode\n		PMO (PM Optimization)\n			Nine Steps to PM Optimization\n	Chapter 16: PM for SupervisorsWhat You Must Know\n		Some PM Terms\n			PM Report Card\n			PM (Preventive Maintenance) Can Come from Other Techniques\n		PM, PdM Workflow (the Big Picture)\n		How We Like to See It Work!\n			PM Basics\n				Task List Remember P 3\n				Sample Types of Tasks\n				Types of Task Lists\n			Staffing the PM Effort\n				Six Attributes of a Great PM Inspector\n			Supervisors Take Note!\n			Short Repairs and High Productivity\n				Adding to the PM Cart\n				Route Maintenance\n			Access to Equipment for a PM\n				Problems with Production: Not Getting the Equipment\n			When It Positively Cannot Be Shut Down?\n				Interruptive/Noninterruptive\n			The Next Logical Step: Reengineer the Tasks\n	Chapter 17: TLC (Tighten, Lubricate, Clean)\n		TLC (Tighten, Lubricate, Clean)\n			Bolting (Tighten)\n				Misconceptions\n			Lubrication\n				Tests and Certifications in Lubrication\n			Clean\n				No One Likes Cleaning!\n					Even with a Million Dollars of Tech\n				Keep Area Clean\n					Clean to Inspect\n	Chapter 18: Work Execution Management\n		Sources of Work\n			Where Does Your Work Come From?\n				The Function of Job Control\n		Unplanned Work – Breakdown\n			Ideas about Firefighting Effectiveness\n			Cart Design\n		Planned Work\n			Backlog\n			Prioritization\n	Chapter 19: Planning, Coordination, and Scheduling\n		Productivity or the Lack of It\n		Professional Planning vs. Planning on the Run\n			Pitfall\n			Types of Work\n			Fear\n			The Elements of Maintenance Planning\n		Validation\n			How to Validate the Backlog?\n			Determine the Ready Backlog\n			Development of Work Programs\n		Coordination\n			Agenda for the Weekly Coordination Meeting\n			Productivity Increases\n		Scheduling Uncovers Problems in Your Operation\nSection III: Supervisors’ Toolbox\n	Chapter 20: Transition from Worker to Supervisor\n		Supervising Friends\n		Supervising Young Workers\n		Supervising Older Employees\n	Chapter 21: Building and Using Teams\n	Chapter 22: Real Issues\n		Orientation of New Employees\n		Substance Abuse\n		Discipline\n			Three Rs of Discipline\n				Reason\n				Rule\n				Relevance\n		Termination\n			How to Terminate Someone (Legally) * ?\n		Voluntary Termination (People Who Quit)\n			Ten Signs That You Might Be Facing a Resignation\n			Issues with Downsizing\n		Note\n	Chapter 23: Quality\n		Deming’s Deadly Diseases\n			Obstacles to Improvement\n		Iatrogenic Failure\n	Chapter 24: Supervisor Time Management\n		The Nature of Time\n		Right Mind, Right Thing, Right Tool\n			Time Management Has Three Components\n				The Right Thing\n				The Right Tools\n				The Right Mind\n		What on Earth Is This “Time” We Are so Hell-Bent on Managing?\n		Checklists\n			Seven Daily Habits\n			Ideas for Getting Control\n		Four Time-Management Projects to Get Your Life Back!\n			Project #1 Clean Your Desk, Organize Your Office\n			Project #2 Ultra Efficiency. You Have Three Major Tasks\n			Project #3 The 80/20 Rule\n			Project #4 Energy\n	Chapter 25: Meetings: Techniques to Make Meetings More Effective\n		Team Meetings\n		Toolbox Meetings\n		Safety Meetings\n		Supervisor Run Project and Shutdown Meetings\n			Private Meeting Guide\n	Chapter 26: Legal Issues for Supervisors\n		Contracts\n			When Is a Contract Needed?\n			Rules of All Contracts\n			Types of Contracts\n		Agency\n	Chapter 27: Effective Decision-Making and Delegation\n		Guidelines for Decisions\n		Ten Steps to Better Long-Term Decisions\n		Delegation\n			Do’s and Don’ts of What to Delegate\n	Chapter 28: Trade Training\n		Case\n			Training That Hits the Target\n				Where and How the Training Is Positioned in the Field Is Essential\n				Where Does This Leave Us?\n			You Must Deal with Aptitude\n			Competency\n		Steps to Develop Training and Test the Need for Retraining\n			Training Function in a Maintenance Department\n				Education versus Training\n			Organizing the Training Effort\n			22 Guideposts for Adult Training\n			Sources of Training\n				Methods to Consider for Training\n			Checklist\n				Return on Investment from Training\n	Chapter 29: Dealing with and Solving Problems\n		Problems Are Good!\n		Root Cause Analysis\n			General Principles of Root Cause Analysis\n			Root Cause Scene\n		Common Methods of RCA\n		Determine the Root Cause: Five Whys\n			Checklist for Possible Root Causes\n	Chapter 30: Continuous Improvement\n		Defect Elimination\n			Why Eliminate Defects?\n			What Is a Defect?\n	Chapter 31: Using Projects to Motivate the Team\n		How Goals Imbedded in Projects Motivate\n			Close Relative of Defect Elimination Is Lean Maintenance\nSection IV: The Future of Managing Maintenance\n	Chapter 32: Making Technology, Your Friend\n		How Can All This New Tech Affect You?\n		Supervisor’s Guide to Predictive Maintenance Techniques\n			PdM: Consider These Questions\n			You Only Need a Few Technologies to Detect Problems\n			Oil Analysis\n				Vendors\n			Vibration Analysis\n			Ultrasonic Inspection\n				Low Hanging Fruit in Many Plants: Ultrasonic Compressed Air Survey\n			Temperature Measurement\n			Advanced Visual Techniques\n			A Few Other Methods of Predictive Maintenance\n				Penetrating Dye Testing\n			IIoT Sensors (Industrial Internet of Things)\n			Automation of Conditional-Based Maintenance\n				Some Background\n			IIoT Sensors\n		High Tech Invasion\n			Example of Modern IIoT\n		Analytics\n			Fancy Word for Simple Idea: Algorithm\n		Artificial Intelligence (AI)\n			AI Vocabulary Cheat Sheet\n	Chapter 33: Going Forward\n		Career Development\n			Examples, for a New Supervisor\n			Ten-Year Goals: Be a Maintenance Manager\n		How to Improve Your Maintenance IQ\n			Keys to Your Development\nAppendix\n	Bibliography\n	Other Books\n	Maintenance Management Resources\n	Shop Safety Audit and Inspections\n		Initial Audit Checklist\n		Annual Inspection Checklist\n	Corrective Action Plan\n	ACTION Master List (AML)\n		Management Skills\n		People Skills\n		Technical Skills\n		General Ideas\n	Another Approach to Making Training More Valuable\n	International Travelers Examples of Cultural Faux Pas\n	Preliminary Self-Test in TIME MANAGEMENT\n	Daily Activities Exercise\n		Daily Log\n			Use of the Log Sheets\nIndex\n	A\n	B\n	C\n	D\n	E\n	F\n	G\n	H\n	I\n	J\n	K\n	L\n	M\n	N\n	O\n	P\n	Q\n	R\n	S\n	T\n	U\n	V\n	W