Ou615_Tma1

1 Summary 1.1 ‘The Introduction’ shows:- 1.1.1 What our company does 1.1.2 My role within that company. 1.2 ‘Analysis of my role’ Shows: - 1.2.1 An analysis of my role using Mintzberg’s Framework 1.3 Conclusion identifies two areas of my performance that need attention 1.4 Personal Recommendation shows practical proposals for improvement of the areas highlighted in Fig 1.3. 2 Introduction 2.1 My organisation is called ##### and it is the largest train maintenance company in the UK. ##### does the routine and heavy maintenance and refurbishment of trains for several ‘Train Operating Companies’ in the UK. 2.2 My role as a Maintenance Manager is situated in Derby & Leeds My remit is to take any calls about faults and fleet defects offering information to allow the customer to correct the fault where possible, and where not to arrange technical help ASAP. That help will either be the deployment of Technical Riding Inspectors (Travelling Train repair Experts) or arranging one of our depots to attempt repair on overnight servicing. We log all defects and incidents on two IT based databases that are visible to the depots. In the event of a safety issue we issue a Fleet Special check is necessary. This is a time limited check of the failed component that has caused a safety issue across all the fleet. 3 Analysis of my role using ‘Mintzberg’s Management Framework’ 3.1 Interpersonal Roles 3.1.1 In a Figurehead role we become a central point of contact for ####-#### and ######. Also running a series of company wide conferences on a daily basis. 3.1.2 In the role of Leader we bring together the repairer with the customer’s problems. Also allocate work to Technical Riding Inspectors 3.1.3 In a Liaison role communication in getting repair operatives to trains and outside elements such as transport + materials. 3.2 Informational Roles 3.2.1 In a Monitor role we are monitoring the movement of our operative trains and the impact/ delays. Also the overnight workload for each of our depots. 3.2.2 Our Dissemination role is the passing of all the information received from the train operators and the train crews to the depots and Technical Riders. Also passing information to the fleet Engineers. 3.2.3 As a Spokesperson we produce detailed ‘Stop Positions’ of our two fleets of trains and giving the information to all levels within our organisation and the customers. 3.3 Decisional Roles 3.3.1 In the Entrepreneur role we write new Management processes to make the company smoother running and adapt it’s working for any change that has happened. Also we supply details of ideas to the Fleet Engineer to avoid reoccurrence of faults thus changing practices. 3.3.2 As a Disturbance Handler we have to respond to failures of trains out on route to maximise safety and minimise delay. This will involve talking direct to the train crew then making a decision on whom to involve in the retrieval of the failed train. The mental assessment of what is moveable and what is not. Also talking to staff such as the On Call Engineer about the incident and guiding him/ her to the scene if necessary. 3.3.3 Our Resource Allocation Involves choosing the right and nearest personnel to attend a faulted or failed train. Time quite literally means money in the rail industry and the longer a fault is allowed or a train is stood failed costs our company more and more. 3.3.4 As a Negotiator we have to negotiate the time and availability of a repair facility. I.e. A depot will have a set capacity with a small percentage for negotiation. The depots therefore require us to inform them of arriving faults and severity of those faults in order to carry out repairs alongside the planned regular maintenance. Where the action of putting a failed train onto a depot increases their allocation of trains per overnight it will be necessary to inform the customer that a trade off is needed. Either a movement of an equal number of non-faulted trains transferred to other depots to make room for the extra train, or a negotiation of possible delays to train service as a direct result of the extra work. 4 Two Areas of Performance (from 3) to improve 4.1 Better knowledge of vehicles and systems to give better advise and limit delays 4.1.1 I need to pressure our training department into giving me vehicle basic training on all vehicles again so up to date practices are ran past me. Also new and refurbished stocks are hardly known to most in the company so a few days learning these would help tremendously. 4.2 The visual readiness of information so is close at hand for dissemination. 4.2.1 I have started this by making a ‘Hand Book’ for my job. This began as an A4 folder and grew to 2 A4 folders within a week. In these folders I have set out processes in idiot fashion step by step! These will eventually be second nature on the regular issues and memory joggers on the not so frequent. How to look up certain things in our bespoke IT system with screen-by-screen print offs. Also managing incidents in a structured way according to flow charts I made from experience.