Existing maintenance manager keeps a ready stock of common replacement parts. Has an aggressive preventative maintenance program that replaces stuff during planned operations downtime.
Eventually retires and replacement has all the fashionable qualifications. Sees shelves in maintenance warehouse loaded with spare parts and tut-tuts about six-sigma, lean, just-in-time inventory.
Time passes.
Shit breaks. Operations are halted. Maintenance stays overtime to fix it. Parts have to be ordered in overnight-rush delivery. Operations are restored with only a few days of lost production.
New maintenance manager is praised and rewarded for handling the emergency so quickly.
Lather. Rinse. Repeat.
End-of-year. Overall business unit profitability is down 15 million.
Emergency maintenance is billed to the Operations cost center as it is not routine maintenance. New maintenance manager gets praised and rewarded for slashing the maintenance budget. Operations personnel get poor evals for increased downtime and lower product totals.
This is ALSO not a hypothetical example.
Evan Rodriguez
>cubicals Learn to spell first, ffs.
Isaiah Ward
THIS x 100000000 Experienced it firsthand.
Ryder Davis
Yeah good question. I cant wait to hear the answer. Cause in all my years its about fucking people over on the way to the top.
Blake Kelly
You don’t. Upper management at literally every large company is stocked exclusively with psychopaths. The ones who work hard and try to get promoted honestly end up in lower management, which is the nightmare job where you get constantly shit on and scapegoated from both above and below. If you think I’m joking, you haven’t worked at a big corporation.
Lincoln Murphy
Fuck off nazi. Dude is brain fucked asking for support. Go to McDonalds and suck cock.
Logan Flores
Or go to night school learning a decent trade, get out of the wage cuck office job bullshit. Each day is a different problem to solve and you make more money.
Jose Carter
First, don't be stupid. And by that I mean don't tell that stupid joke that's racist or sexist or fucking whatever. So many guys coming up with me just did such stupid shit sometimes. They may have thought it was nothing, but that is exactly the shit that gets talked about at upper levels. Be good at what you do. I've found that those who think they're great at work - suck, those that worry about it a little bit are usually okay. Do extra stuff - not just any extra stuff - but things that you really want to do. If it comes up and looks like it's something you want to do, put your hand up. Make people around you better. If you're working for smart people, and that's what you want, then they will see you helping others as something they can count on in the future. Finally, don't be a dick. People want to work with people they like, don't suck ass, just don't be a fool.
Evan Robinson
Larger organizations are able to hire more workers since they make so much money that the marginal returns don't matter that much. There's so much work that organization take priority over practicality and sometimes innovation. That's why you're stuck, doing little work for good pay with no real direction. While you wither with menial tasks, the company continues to grow, barely noticing the many cogs that make the machine continue to grow (i.e. you). That's why I choose to work for small companies. Hard work gives me that gratification from my peers, the type of gratification that I might get from a bigger company if I worked 60+ hours a week and wen't way above and beyond for no real reward...
Colton Phillips
Personnel churn in operations and maintenance has become unacceptable and HR is having trouble attracting replacements.
Outside consultants do an extensive several-month survey and determine that people are pissed off about the one-sugar-packet policy (though it has never really been enforced), but more importantly that the starting hourly rate is significantly lower than surrounding companies and most new-hires were aware that the company was suffering a retention problem, would hire basically anyone, and were only using it as a stop-gap until better-paying work could be found.
Recommendation: Increase starting pay for new hires by $3/hr.
Question: What about people already working there? Answer: They will be brought up to the new baserate.
Question: What about current employees who make more than the new baserate by way of years of qualifications and experience? Answer: We'll get back to you. [...] Answer: They'll be evaluated on a case-by-case basis and may have their pay adjusted.
Observation: No one making more than baserate has their pay increased. Observation: Many of the most experienced personnel, now making barely more than new hires, find work elsewhere. Observation: Accidents and incidents increase dramatically due to losses of collective decades of operations and maintenance experience.
