Weekly maintenance meetings must have clear goals and an agenda going in, and assigned, measurable action items coming out. They should be short! If your team sees these meetings as catalysts to increased efficiency and an improved work environment, they will participate enthusiastically and help level up the meetings even further. Here’s a breakdown of a possible 15-minute meeting.
KPI Update: 2 minutes
Weekly meetings are also a great time to check in on KPIs for the team. Although not every KPI needs to be discussed at every weekly meeting, they can be scheduled on a rotating basis so that all team members have an opportunity to chime in. Additionally, you may want to post top KPIs on a visual board that can be easily referenced.
A quick verbal rundown of work order statistics such as percent of planned jobs completed, downtime improvements, and estimated time vs. actual time can provide a good basis for questions and discussions as needed. If those stats are good, regular updates can boost morale as well.
Looking Back, Looking Forward: 10 minutes
Weekly meetings can be the perfect way to bring together multiple departments to prioritize maintenance work orders across a facility. Spend five minutes going through the work completed during the prior week, including a quick discussion on what can be improved. Then, take another five minutes to review the work for the upcoming week and address any questions or concerns.
In some facilities, a brief, midday meeting can help clarify priorities for the next work day if adjustments need to be made more frequently than once a week. It’s also a good idea to have guidelines for emergency or urgent situations that allow a team to adjust work order priorities outside weekly meetings.
Address Blockers: 3 minutes
Weekly team meetings provide a standing time and place for team members to bring up issues or conflicts. If employees know that problems can be addressed and resolved during these meetings, you’ll foster a more positive work environment.
Although CMMS and other technology tools can produce work orders, schedules, and other task lists, relying solely on these computerized systems leave a lot of room for human miscommunication. For example, if a high-priority work order appears automatically, but a critical piece of equipment happens to be on order, a technician may move to a secondary work order. To employees outside that department, it may appear as if low priority work orders are being completed out of order. Weekly meetings can clear up those types of issues and facilitate better overall communication.