Turning around a poorly performing waste water operation is not as simple as buying and implementing a CMMS system or adding advanced tools such as ultrasound or vibration analysis.
People and Technology are Needed for CMMS Change
These are just tools that should be included if they are not already in place. The key to success is the ability of senior management to find the right leader who can blend authoritative, facilitative and coaching management styles.
With the right waste water maintenance manager, turning around operations can be achieved more effectively but more importantly the right manager will achieve the staff buy-in necessary to implement a CMMSin order to:
- Convert reactive maintenance operations to a proactive work management system.
- Reduce unplanned repairs resulting from a lack of preventive maintenance.
- Lower capital budget requirements by extending the useful lifecycle of assets.
- Lower waste water plant energy costs.
- Minimize labor costs by reducing overtime.
- Reduce outstanding work order backlog
CMMS Turnaround Management Styles
There are three basic management styles and each has its own positives and negatives. Selecting who will lead the waste water maintenance turnaround requires experience and an understanding of each style.
New Sheriff in Town Management Style
Also known as an authoritative manager, can be characterized as maintenance managers that come in with the swagger of a “My Way or the Highway”. This style makes sure everyone is aware that change is needed and establishes immediate authority and accountability for the changes that will occur.
On the negative side: This type of management style rarely achieves the long-term buy-in necessary to implement a CMMS because they rule by fear and intimidation. In addition, maintenance staff turnover increases because good people do not like to be threatened. This is critical as finding qualified maintenance professionals is now at an all time high in difficulty.
Facilitation of CMMS Change
This type of management style uses collaboration, employee empowerment and a commitment to training to implement CMMS change. Change is explained in a non-threatening manner that identifies the reason it is needed. This style also encourages maintenance staff to participate by asking for their input, assigning teams and rewarding success. Staff and company buy-in is achieved through this management style.
On the other hand, change may occur more slowly especially if decision making is left to groups that get bogged down in lengthy discussions. Unfortunately, the collective groups do not always listen to wild new ideas from staff which may result in major cost savings opportunities being missed.
Coaching CMMS Change
The biggest problem with facilitative management is that it often misses out on the contribution that introverted or shy staff can make. Many of the best changes come from experts who are normally not sociable. Coaching management takes the time to get to know staff and encourages their participation as well as their more unique ideas for improvement.
As with the other two management styles, coaching has its limitations. Maintenance management may spend too much time with one individual leaving other staff feeling neglected or that they are creating favorites. The result is the implementation of the CMMS suffers.
Most Effective Turnaround Management Style
There is a reason that managers capable of turning around maintenance operations are difficult to find. The reason is in order to execute a turnaround, the newly hired or promoted manager needs to blend all three management styles. The authoritative manager is needed to make hard decisions, the facilitator to achieve buy-in and the coach to develop staff as well as generate new ideas.
Implementing change with a CMMS is a long term process. It requires the right people, tools and commitment.