While management books come and go, they all end up stressing the same main functions
of management. The functions are:
Establishing Objectives
Organizing
Motivating
Developing People
Communicating
Measurement and Analysis
Reflecting on this, if one were evaluate most maintenance and reliability managers what
would be the results? Let’s start with the first one – Establishing Objectives. How many maintenance and reliability organizations have mission and vision statements that really reflect what is expected of their organizations? Do these mission and vision statements reflect what is important to the company? Is the mission and vision statement something that the maintenance and reliability manager build an organization to accomplish?
ReliabilityWeb (WWW.ReliabilityWeb.com) conducted a survey of their readership related to mission and vision statements as few years ago. The results were surprising. The majority of organizations
did not have mission/ vision statements for their maintenance and reliability organizations. Even when some organizations that did have them, they were unrealistic. For example, what if a manager were to have “We Guarantee 100% Availability of all Assets” as a mission/vision statement. How would a manager organize to accomplish that feat? How would a manager motivate your personnel to accomplish it? How would a manager develop their personnel to accomplish it? In reality, do they need 100% availability or all assets or just the constraint equipment?
The point is managers need business focused mission/ vision statements for the maintenance and reliability organizations that a real business can be built to achieve. If these mission/ vision statements are not tied to contributing to the overall profitability of the company, then they have missed the mark.
Managers should develop credible and realistic mission/ vision statements for their maintenance and reliability organizations so they can organize and develop their organizations optimally.
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