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expanding supervisory activities and responsibilities, such as providing training or guidance
to work groups and contractors
developing or revising maintenance programs (for example, reliability-centered
maintenance, preventive maintenance, training)
authoring or revising maintenance procedures or documentation
participating as a subject matter expert during programmatic reviews at other DOE facilities
leading maintenance organization problem solving and decision-making task forces
leading training discussions for maintenance workers on lessons learned from industry and
facility events
participating in facility committees (for example, facility operation review, training
curriculum/program review)
participating in professional organizations related to technical areas
representing maintenance in facility meetings such as planning and scheduling or
operating experience assessment
participating in training program self-evaluation.
An important element of the maintenance supervisor's professional development is the day-to-
day coaching by the facility management team. Though not formally documented, coaching
focuses on individual needs, reinforcement of management expectations, and understanding
and practice of established management and leadership competencies that support the position.
Another effective method is to conduct roundtable discussions among supervisors and the
maintenance manager. These discussions may focus on an upcoming job, a recently
completed job, or an industry operating experience.
Maintenance supervisors are viewed as members of and are fully integrated within the
maintenance management team. As members of facility management, they are important to
each facility's ability to safely operate the facility. Maintenance supervisors fully integrated into
the management team are better able to internalize the facility's goals, articulate those goals,
and ensure maintenance personnel work toward achieving those goals.
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