Managers should include time for non-scheduled walk-throughs of facility work areas
as a regular management activity. These walk-throughs should be directed at
improving dialogue with workers at all levels of the maintenance organization.
Implementation of this method should be an on-going process. Maintenance
management should establish the percentage of time that first-line supervisors are
expected to spend supervising field work and providing value-added involvement in
crew activities (an industry average is approximately fifty percent). Facility and
work-site tours should be conducted randomly for management visibility to and contact
with weekend, and second and third shift workers. These tours may also be
selectively and judiciously accomplished based on concerns resulting from program
reviews or other feedback. The results of management walk-through observations and
contacts should be documented and communicated to affected organizations and
individuals and followed to logical conclusion. Managers should demonstrate to all
employees their commitment to excellence in all areas of maintenance.
Performance Indicators, Goals, and Objectives Results
Accomplishments toward established performance indicators, goals and objectives
should be developed, trended, and reported to provide feedback to those affected.
DOE Guidelines to Good Practices f or M aintenance Organiz ation and A dm inistration
at DOE N uclear Facilities discusses the development of performance indicators, goals,
and objectives for maintenance.
A well-structured formal Total Quality Management Program should be developed
within the Maintenance organization. Various councils, task analysis teams,
engineering, and technical support groups should continually review:
Significant program elements to determine and recommend opportunities for
maintenance program improvement
Critical work in progress
System and procedure applicability
Real-time and history data
Root cause resolution
Activity intervals and acceptance criteria
Acquire and apply value-added new technology
Non-Facility maintenance personnel performance