Keys to Effective Management of Distributed Machinery Lubrication Labor

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Following last week’s blog, assuming that agglomerated labor is the best approach, what can be done to keep the program moving toward improvement if it isn’t going to be possible to bring the lubrication labor under one supervisor? Here’s three suggestions.

First, supervisors must recognize that the tactics follow strategy: it is essential that all supervision be in agreement on the tactics to be pursued from program development – whatever they may be. Secondly, with senior management’s support, area management must be willing to keep their lubrication technicians on-task with lube related rounds. Pulling techs off rounds should be true exceptions, rather than routine exceptions. (There should be some end-of-year performance measurement tied to weekly average completion of rounds). Thirdly, in light of the manic press they are under – and their lack for scheming and planning, area supervisors must be willing to adopt new tactics and strategies developed by program manager(s) outside their areas.

Adopting another’s priorities as your own is challenging. Most don’t do this well. However, that has to happen. Areas supervisors simply don’t have time to think and plan for defect elimination and continuous improvement in their respective areas. Not that they can’t: they just don’t have time. This is the hinge pin upon which forward progress swings.

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