VALCO: Maintenance Manager Leadership Development Planning

CONTEXT
Docks, Engineering and Maintenance (DEM), is currently challenged with efficient, effective and
impactful contributive analysis from middle level management with its present set up. The situation
will worsen when the contract managers phase out; since maintenance managers run a business within
a business. Maintenance managers have 24/7 responsibility, a product to deliver, customers, resource
allocations, planning, people development responsibilities, internal political acumen, accountability
and drive. Maintenance managers also have the highest-trained technical workforce with plenty of
untapped talent and creativity which must be directed to benefit the Plant and employees.
The leading question to ask then is, is the present system managing to win or playing not to lose?
Lacking dynamic, analytical middle level managers will be surely playing not to lose…

OVERVIEW
Refer to Appendices I and II

APPROACH
Taking Carbon Plant’s maintenance set up as an example, below is the intended major method to be
adopted and revised as may be required from stage-by-stage:
1. Maintenance Strategic Leadership to assign an Engineer to the Carbon Plant who will be
groomed as a potential Maintenance Manager
2. In the quest to build a strong maintenance leadership in the Carbon Plant who will lead way
into the future of the Plant, subsections a. b. and c. are recommended:
a. For administrative and training purposes, Green Carbon will be temporarily divided
into two sections such as (areas 21, 22 and 25) and (area 24)
b. The Rodding and Bake will equally be divided into Rodding Room and Carbon Bake
teams.
c. Two Team Leads to be identified to lead teams as assigned to the 2 areas in Green
and also Rodding and Bake. The import is to identify a possible first line manager
(assistant manager) for Green Carbon and also Rodding/Bake into the future.
Note: with this arrangement, the following will happen:
i. The trainee Maintenance Manager will “manage” all the team leads thus, building a
“holistic management team in the section” into the future.
ii. The regular Assistant Manager will still be responsible for his team “but from a distance”
as his exceptionally rich experience in work Planning and Scheduling will be depended
upon to assist rebuild a formidable Maintenance Work Planning Unit. No meaningful
maintenance organization can run effectively and efficiently without a Planning and
Scheduling Unit. Without this unit, a “Fire Fighting and disregard to Cost scenario” could
be the order of day.
iii. The regular Assistant Manager for Rodding/Bake will equally be responsible for his team
but also from a distance. He will assist with Spare Parts review/revision, consolidation
and scrapping appropriately. He has carried out similar works before with Kofi Afoani.
BENEFITS
1. Manager and Assistant Managers identified and trained for the future.

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 2. Work Planning & Scheduling revamped to minimize breakdowns, encourage effective
manpower and tools utilization.
3. Spare parts re-organized to minimize stock outs, encourage consolidation and minimize costs.
4. Train other middle level Managers for other sections in DEM.

APPENDIX I: MAINTENANCE TEAMWORK – MANUAL

TECHNICIAN
 Use best methods
 Work efficiently all day
 Work every day
 Understand and apply Safety
 Ask pertinent questions
 Follow JSPs & quality
LABOUR
ASSISTANT MANAGER
 Teach best methods
 Devise better methods
 Man job per plan
 Distribute work load
 Define “all day” to workers
 Provide full day’s work
MANAGER
 Interpret Company Policy and labour
contract
 Set standards for discipline
 Assist Assistant Manager with discipline
cases
 Communicate need for cost control and

standards  Promote Safety Practices manage same

 Request for training & learn  Question absences and lateness
on the job too and correct
 Check inspection practices
 Encourage suggestions
 Explain labour contract
provisions
 Be familiar with materials  Check materials against plan
used  Check planned set-up and
MATERIALS
 Review & approve standards
 Train Assistant Manager
 Monitor Assistant Manager performance
 Insist on use of work plans
 Encourage Assistant Manager to suggest
 Evaluate labour performance
 Suggest labour contract changes to
management
 Monitor/control scrap generation and
rework to stop/manage waste

 Get right materials for jobs
 Check materials type before
usage
 Handle materials
correctly/rightly
 Work with approved tools
 Use tools properly/rightly
 Work with personal tools
issued
TOOLS & EQUIPMENT
tooling
 Correct poor handling practices
 Instruct in use and care of Tools
& Equipment
 Define quality required
 Analyze and take corrective
 Work with staff/team to determine
better/suitable materials
 Assure proper use of special material
 Monitor proper use of Tools and
Equipment
 Monitor costs on Tools and Equipment
to stop/manage wastes

 Return tools to storage action on tool loss  Recommend capital equipment

 Notify Assistant Manager of
faulty tools and equipment
 Suggest improvements
 Determine miscellaneous tool
needs
 Use correct machine
 Responsible for equipment
maintenance
 Know equipment thoroughly
 Advise service sections of is
needed
 Check personal tools care
compliance

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  Observe Housekeeping rules  Utilize work space efficiently  Set standards and check on housekeeping
 Utilize available work space  Recommend area layout  Monitor space utilization
 Report unsafe conditions  Enforce Housekeeping Policy  Recommend location for equipment
SPACE/

 Correct unsafe conditions

 Turn off unused equipment  Observe use of utilities and  Monitor cost of services
UTILITIES

 Use proper waste receptacles
 Turn off air, water, etc. when
not required
 Report leaks & faulty
controls
services and correct abuse  Report on costs
 Teach/encourage economic use  Recommend service improvements
of utilities and services

APPENDIX II
Key Areas to consider in middle level management development
1. Understand Work Order generation and processing
a. Generate work request
b. Work Type and status
c. Work order and processing, parts and closure

2. Benefits to derive from well processed and closed Work Orders

a. Analysis of Type 70 Work Orders
i. Helps determine failure types and failing components and causes
ii. Determine training needs – Operations/Maintenance
iii. Possible revision of PM frequencies
iv. Determining Major Maintenance needs
v. Capital needs
b. Analysis of Type 75 Work Orders
i. Determine training needs – Operations/Maintenance
ii. Possible revision of PM frequencies
iii. Determining Major Maintenance needs
iv. Capital needs

3. Maintenance KPIs
a. Link processes to requisite KPIs
b. Derive area specific applicable KPIs in the learning process
c. Identify training needs for the crews to enhance KPIs achievements

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