Hello everyone, Have you ever pondered the ongoing conflict between operations and maintenance? It's a common issue that arises when productivity goals are not met. Operations often point the finger at maintenance for equipment failures and downtime, while maintenance argues that they can't perform preventive maintenance because operations won't release the equipment. This back-and-forth can escalate to heated meetings resembling a boxing match, with coffee mugs flying and demands for resignations. This clash is often seen among individuals with traditional mindsets and advanced degrees in basic BS101. Why do operations perceive themselves as superior to maintenance, often relegating them to a lower status? Can this feud be resolved, or will it continue through future generations? Is there a solution to bridge the gap between these two essential functions? Warm regards, Rolly Angeles Educator
I felt compelled to respond to this topic! I have been fortunate to have worked in several large refineries and institutions where the relationship between Maintenance and Operations was always positive and cooperative. By ensuring open communication and constant updates, our maintenance group was able to work effectively with operations to minimize disruptions and keep the machinery running smoothly. It is essential to foster a collaborative attitude between the two departments, acknowledging that Maintenance supports Operations in achieving their production goals. By involving Operations in machinery training sessions, we were able to enhance their understanding and further strengthen our working relationship. Remember, successful collaboration between Maintenance and Operations is key to maintaining a productive and efficient system.
I concur with Caveman's viewpoint that relationships should focus on people, not on machines. It is essential to gain insight into the perspectives of others. Allow me to share a personal anecdote: as a young engineer, I embarked on project work, involving new capital installations and upgrades. I thoroughly enjoyed spending funds on innovative tools in an atmosphere of carefree experimentation. However, a transition into maintenance required me to confront my own errors, teaching me valuable lessons in maintainability. Subsequently, a shift into operations underscored the impact of my work on the daily routines of the operational team. Such career transitions may benefit all budding engineers. Upon assuming dual oversight of operations and maintenance, I emphasized collaboration and a shared goal of customer satisfaction. While persuading project engineers to adapt proved challenging, I successfully incentivized them with social gatherings over beer.
The Cheddar Caveman story highlights the intense rift between Maintenance and Operations in the mining industry. The conflict is so severe that there is a designated "WAR ROOM" where heated arguments ensue between the two departments. The narrator, a technical training manager, faced challenges conducting training sessions as Operations would frequently pull participants away. This led to a confrontation with the Operations manager, resulting in a recommendation to retire disruptive individuals for the company's productivity. The hostile atmosphere and dominating behavior of certain managers had a detrimental impact on employees, leading to resignations and an emphasis on output over critical thinking. This toxic environment is a barrier to effective teamwork and must be addressed for the company's success.
It appears that you are sharing your personal experience in your country, Rolly. If the negative attitude and working environment you've described is widespread in your industry, there might be a significant issue. Let me share my perspective for a moment. I have a broad maintenance background and I don't believe your situation is the norm worldwide. My career began in the Royal Naval Submarine service in the 1950s and 60s, where teamwork was crucial. This early experience shaped my approach to training and teamwork – everyone had a role to play and cooperation was essential. After leaving the navy, I worked as an engineer in Bahrain, then joined GE and managed a repair facility for gas turbines. I gained experience in various heavy machinery and eventually became a Shop Manager. I later set up a facility in Basildon, Essex before deciding to work independently. As a freelance engineer, I collaborated with different organizations in Saudi Arabia, Abu Dhabi, and Bahrain, always maintaining positive relationships. I empathize with your difficult work experiences, Rolly. In contrast, my career has been filled with accomplishments, friendships, and fond memories. Now retired from engineering, I occasionally lecture and work part-time as a guide at local caves. Working with people from diverse backgrounds has been a rewarding experience for me, and I continue to enjoy it.
Believe in the power of positive thinking to improve your circumstances. Good luck on your journey to success! - Phoo
Hi Rolly, I've thought a lot about this conundrum myself having been involved in both roles at different points in my career. In my opinion, the issue largely comes down to a lack of mutual understanding and effective communication between these two departments. A solution that could bridge the gap might be to orchestrate joint meetings and workshops where both sides can openly express their concerns and limitations while also gaining insights into the other's responsibilities. This approach could foster a team spirit that recognizes and appreciates the unique challenges both sides face, thus reducing blame and fostering productive problem-solving. It's really about fostering a culture of teamwork where both operations and maintenance work towards a common objective - the overall health and success of the organization. Best, Forum User
Hey Rolly, You've hit the nail on the head with this issue. In my experience, the conflict often stems from a lack of clear communication and collaboration between the two departments. They need to look past their individual goals and understand that they're both essential gears in the same machine. A good starting point could be to ensure that both parties understand each other's roles, responsibilities, and challenges. Regular, structured meetings might help to plan preventive maintenance schedules that don't clash with significant operational milestones. Essentially, fostering an environment of empathy, understanding, and team spirit could really make a difference in bridging this gap. At the end of the day, both operations and maintenance are working towards the same goal - seamless and successful operations.
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Answer: Answer: The conflict arises when productivity goals are not met, with operations blaming maintenance for equipment failures and downtime, while maintenance argues they can't perform preventive maintenance due to equipment unavailability.
Answer: Answer: This perception of superiority may stem from traditional mindsets and a hierarchy that relegates maintenance to a lower status, leading to friction between the two functions.
Answer: Answer: While the conflict can escalate to heated meetings, it is possible to resolve the feud through effective communication, collaboration, and a mutual understanding of each function's importance in achieving organizational goals.
Answer: Answer: Bridging the gap between operations and maintenance requires fostering a culture of teamwork, respect, and cooperation, where both functions work together towards common objectives, prioritize preventive maintenance, and value each other's contributions.
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