In many less mature maintenance organizations, the maintenance supervisor is also the one who handle planning and scheduling tasks.
This can appear, at first glance, as a good approach. After all, the supervisor knows the equipment, the technicians, and the operational constraints.
But in practice, this approach often creates several problems.
๐๐ฎ๐ฉ๐๐ซ๐ฏ๐ข๐ฌ๐จ๐ซ๐ฌ are primarily dealing with:
โข Supervising field execution
โข Managing technicians
โข Responding to operational issues
โข Ensuring safety and work quality
Their day is typically ๐ซ๐๐๐๐ญ๐ข๐ฏ๐ ๐๐ง๐ ๐ข๐ง๐ญ๐๐ซ๐ซ๐ฎ๐ฉ๐ญ๐ข๐จ๐ง-๐๐ซ๐ข๐ฏ๐๐ง.
Planning, however, requires a very different mindset. A ๐ฆ๐๐ข๐ง๐ญ๐๐ง๐๐ง๐๐ ๐ฉ๐ฅ๐๐ง๐ง๐๐ซ needs to be in a proactive attitude, preparing work in advance:
โข Defining the job scope
โข Identifying required spare parts
โข Estimating labor hours
โข Developing clear job plans
This requires ๐๐จ๐๐ฎ๐ฌ ๐๐ง๐ ๐ญ๐ข๐ฆ๐, something supervisors rarely have in their daily operational role.
When planning responsibilities are mixed with supervision:
โ ๏ธWork preparation becomes inconsistent
โ ๏ธJobs are poorly defined
โ ๏ธTechnicians spend more time waiting for parts or instructions
โ ๏ธEventually, maintenance becomes more reactive than proactive
This is why high-performing organizations clearly separate these roles as emphasis by ๐ช๐ด๐น๐ท ๐ฉ๐๐
๐ ๐๐ ๐ฒ๐๐๐๐๐๐
๐๐.
As per your experience, what would be your thought of it?
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Mamadou ANNE
Maintenance Supervisor| Oil and Gas
CMRP certified
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