Supervision is a leveraged activity. When we develop the supervisor's skills, we enhance the productivity of the whole workgroup.
This book provides valuable skill training for supervisors, team leaders, and managers. It offers techniques to improve reliability that can be accomplished at the supervisor level. It teaches both the science and the art of the supervision of maintenance workers, discusses managing meetings and time, the elements of technical issues, and presents management and people skills, offering maximum productivity and high-quality provision of services and at the same time, improving morale throughout the workforce.
This book is suitable for all types of maintenance for organizations with supervisors and managers from plant operations, storeroom, construction, and related areas including industrial organizations, construction companies, mines, fleets, building maintenance, janitorial maintenance contractors, and vocational tech schools teaching maintenance short courses.
Table of Contents
Introduction. SECTION I. Psychology of Supervision and of Subordinates. Chapter 1. What is Supervision? Chapter 2. Maintenance Mentoring and Role Models. Chapter 3. Maintenance Supervisor Personality Profiles. Chapter 4. Company Culture. Chapter 5. Getting Through to Other Humans. Chapter 6. Motivation. Chapter 7. Goals Are a Motivational Technique. Chapter 8. Coping with Difficult People. Chapter 9. Be Alert for Unconscious Bias, Everyone Has It. SECTION II Maintenance Management for Supervisors. Chapter 10. Understanding and Avoiding Breakdowns. Chapter 11. Practical Safety for Supervisors. Chapter 12. World-Class Maintenance. Chapter 13. Asset Management. Chapter 14. Reliability Strategy Development. Chapter 15. Advanced and Rigorous Maintenance Strategies. Chapter 16. PM for Supervisors: What You Must Know. Chapter 17. TLC (Tighten, Lubricate, Clean). Chapter 18. Work Execution Management. Chapter 19. Planning, Coordination, and Scheduling. SECTION III. Supervisors' Toolbox. Chapter 20. Transition from Worker to Supervisor. Chapter 21. Building and Using Teams. Chapter 22. Real Issues. Chapter 23. Quality. Chapter 24. Supervisor of Time Management. Chapter 25. Meetings: Techniques to Make Meetings More Effective. Chapter 26. Legal Issues for Supervisors. Chapter 27. Effective Decision Making and Delegation. Chapter 28, Trade Training. Chapter 29. Dealing with and Solving Problems. Chapter 30. Continuous Improvement. Chapter 31. Using Projects to Motivate the Team. SECTION IV. The Future of Managing Maintenance. Chapter 32 Making Technology, Your Friend. Chapter 33. Going Forward. Appendix.
Joel D Levitt CRL, CPMM, Certified Prosci Change Management practitioner since 1980. Mr. Levitt has been the President of Springfield Resources, maintenance consultants, and trainers in a wide variety of industries, including pharmaceuticals, oil, airports, hospitals, high tech manufacturing, school systems, government, etc. He is a leading maintenance trainer throughout the US, Canada, Australia, Europe, and Asia. He has trained over 17,000 maintenance professionals from 39 countries in more than 600 classes and workshops. Surveys of his students show that 98% rated the training very good or excellent. Mr. Levitt was the director of International Projects at Life Cycle Engineering and director of Reliability Projects at Reliabilityweb and a trainer of the CRL. He was a senior consultant at Computer Cost Control Corp. There he designed computerized maintenance management systems for organizations including FedEx, United Airlines, JFK Airport, BFI, etc. He designed, installed, and serviced a complete automation system with rack controls, accounting, and inventory controls for BP North America’s 30,000-barrel/day-oil terminal. Mr. Levitt has written 12 books on maintenance management and contributed chapters to two other books. He has written over 200 articles for trade publications on maintenance topics. His teaching style is humorous and understandable straight talking. Students should expect to be introduced to a great deal of material, real-life examples, successful practices from around the world, and have a good time as well. Typical clients: GM, BHP, Volvo, USX, Mercedes Benz, Valero Oil (planning), ARAMCO, Lawrence Livermore National Laboratory, Esso Canada, Chevron-Saudi Arabia, Arawak Cement-Barbados, BP (Port Newark-Automation), Atlantic LNG (Planning), Iron Ore of Canada (planning), LA Water, Wyeth , Saint Martin International Airport, Dubai Water, US Army Corps of Engineers (Dams on the Columbia, Red River), Portland International Airport, CUF (Ammonia Plant-Shutdown) Syncrude, Algoma (planning, shutdowns), GE Plastics (management), Abbotts Labs, Merck, Prince George Pulp and paper, City College of NY, Univ. of Alabama, Ft Meade (US Army), SAP, Jefferson University Hospital, US Defense Logistics, Philip Morris, Sony, CSX Railroad, Harley Davidson Motorcycle, US Navy, 3000 more.
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