Stop Pencil Whipping PMs

Your lies screw up metrics

Close all work orders by the end of the shift! We've all heard this line. Managers always talk about metrics and how we need every PM completed no matter what. In theory, it makes sense. We need to complete these jobs to keep the equipment running as efficiently as possible. If the work is done, great no problem. When we complete work orders for the sake of completion, problems start to arise.

The metrics that managers talk about, are typically how they are held accountable for what the department does or doesn't do. It's a number on a screen in a spreadsheet that other department leads and corporate higher-ups have access to. By showing how much work is 'done' the team looks great, except when it doesn't.

Are you always putting out fires?

If the answer is yes, your metrics are already screwed up. The whole facility sees your department as incompetent and a waste of money. Every time there is unexpected downtime there is a demand for an RCA. If you're actually performing PMs, regularly inspecting equipment, reporting and planning for known issues, you've already effectively covered your ass and the department. All that is proper documentation of you and the department doing your job. 

The number of fires your crew is putting out will go down when the work is properly performed. It's a manager's job to ensure the mechanics are set up for success. If there is no time for PMs, you as a manager need to find out why and how to make the time. It could be as simple as having improper schedules. Your mechanics might need training. You may need more personnel. Your whole PM system likely needs to be audited and gone through with a fine tooth comb if it's not training, scheduling and you're properly staffed.

The Art of Bad Scheduling

One plant I worked at had many ongoing issues. PMs were seemingly completed every day. In actuality, they were never being done. The reason being, that almost every PM required shutting down of the machinery throughout the plant. That is typically never possible while production is running. Day shift had 10 mechanics and the plant was in full production. Night shift had 4 mechanics and was also in full production. However, there was a 4-hour period between shifts every day when everything in the plant was shut down. 

It was a mechanics paradise! No one to get in the way of work. Not being pressed for time, since production wouldn't be held up. But of course, nothing this great could be real. Management had an overlapping relief shift so that someone was in the building during that time. But the problem is, that it was only a single mechanic. To add insult to injury, they always assigned the most unskilled mechanic. Typically someone who just transferred in from another department, who should have been treated as an apprentice. They should have been with other mechanics full-time, to grow and develop their skills. 

This shift could and should have been filled with the most mechanics. A single untrained person on their own, is basically just watching for actual fires and floods to be reported to the incoming shift. Not to mention, many jobs require two people to be performed properly. A full-on crew, would be able to service a different section of the building every day. Better yet, they could perform all those major repairs on the list that require approval to shut down the plant. Seeing as the plant would already be shut down.

If your facility is run like this, you're set up for failure. Stuff that downtime full of mechanics and get those PMs done. Get those major repairs done. You will get the proper metrics since the work will actually be performed. The emergency call frequency will drop significantly. RCA and metrics reports will not be full of lies and excuses, but facts and figures.

At this point, you are back on track to success, but failures will still occur.

Future Failures

So you made some changes and are starting to see success. It's not time to relax. You still need to stay ahead of future issues that may come up. Those metrics are only valid if backed with facts and data. If a PM time lapses one day, let it get red-flagged in your CMMS. There must be a reason if you've fixed your issues. That day there could have been a pipe burst in the plant, all hands were on deck. But that's okay it was only one day of missed PMs and easy to justify if you're taking notes of why certain jobs are not able to be performed. Make sure that PM is completed the next day. Don't let things lapse longer than is actually necessary. Documentation is key to your position.

Now when unplanned downtime occurs, it'll be seen as a one-off event or a known issue that you've been forced to put off. If work has to be put off, it's known and documented why. Parts may be on order. Get ready to show dates of when the issue was identified, when the part was ordered and when it's expected to come in. If the part hasn't been ordered because someone up the chain hasn't approved, have proof ready. Have copies of emails ready with the dates of when you asked for approval. If you've CC'd the plant manager during the process, he is either well aware of the issue, or knows to take it out on the suit who was preventing you from keeping the plant running.

Since you've been tracking work orders properly, documenting anything and everything that prevents you from completing work, your ass is covered. You are now in a position where your department is seen as competent and reliable. Congratulations on getting your metrics to where you want them to be and making your department strong and dependable.

But what if you decide to ignore all this and continue your pencil whipping?

For the lazy and incompetent

So you've decided to change nothing and do nothing. Congrats on somehow keeping your job. Don't worry it won't last long. The powers that be will act. Questions will be asked about how and why there are so many breakdowns when there's a documented trail of the work being done. Something in this equation doesn't quite add up.

At first, you'll end up pushing the blame on the mechanics for each breakdown. A belt snapped. You'll check who completed that work order of the last PM and write them up for falsifying documentation. Now you've just made an enemy of your entire department. The complaints about you to HR will soon increase.

You were probably dumb enough to tell your crew to complete all PMs even when the work isn't complete over an email, text, or other documented form of communication. These messages are going to be forwarded to HR, the plant manager and whoever you report to at the minimum. Even if it wasn't in writing, enough people know and will testify to the fact. At this point, you might as well kiss your ass goodbye. 

You'll have damaged your reputation in this industry as a terrible manager who throws his guys under the bus. Depending on the area, you could very well get blacklisted and never get a management job again. This industry isn't that big. Everyone knows someone in every other plant in the area. Word travels fast.

Key takeaways to remember

• Don't pencil whip, it only hurts you
• Address the root cause for having to fake work
• It's ok for PMs to lapse briefly for legitimate reasons
• Document everything
• Don't blame others for your own incompetence

Follow these steps and you'll be able to run the plant much more efficiently. Your job will be much more secure. You'll be able to push for budgetary and personnel increases since everything is running smoothly. You've finally got the metrics to where you want.