Sometimes low motivation levels are the result of work which underutilizes people’s capabilities. Marvin Barry from Ocean Construction Supplies in Maple Ridge Canada remembers when “Our mixer operators were becoming tired and started missing lubrication points and missing inspections. To create more interest we rotated the people through several parts of the plant and through some nearby plants. The rotations seemed to spark enough interest that the work was done well and the people seemed happier.”
Joel Levitt has trained over 6,000 maintenance leaders from over 3,000 organizations. Since 1980, he has been the president of Springfield Resources, a management consulting firm that services a variety of clients on a wide range of maintenance issues.