November/December 2018 | VehicleServicePros.com 19
Anchor change in work culture
When a process change is introduced in a fl eet, it
may initially be demotivating. But, remember, if it
were never introduced, the process would remain
stagnant. Goals and changes force operations to
think critically about their performance.
In general, all processes should be reviewed
aft er every signifi cant change to the business and
introduction of new equipment,
or every three years, advises
(See sidebar ‘Find maintenance
‘problem-spots’ in a fl eet
using management soft ware’ for
more information on how data can
help justify process changes.)
When reviewing the current
process and setting new goals,
be sure to develop clear expectations
which will be communicated
eff ectively to the staff .
“Otherwise you are unfairly
measuring them against
a yardstick they don’t know
exists,” Williams says.
As technicians warm up to
the idea of a change through
guidance from fl eet management,
they will advance
through four steps of engagement:
buy-in and ownership.
Awareness (“I heard it.”)
- Realize a change is taking
place. During this stage of
have some knowledge of
the change, develop a view
of the change based on their
personal position and will
Understanding (“I get it.”) -
Know the rationales and implications
of the change. In this
stage, technicians have realistic
expectations of what
the change will deliver and
when. Th ey understand the
rationale and implications
behind the change, and
know what they need to do.
Buy-in (“I live it.”) - Behaviors
shift and skills develop.
Technicians will start to
agree with the change in
this stage. Th ey will adjust
their workfl ow to implement
the change and participate
in discussions related to
the change. Th ey will also
respond quickly to requests
related to the change using
new skills and approaches.
Technicians will also deliver
feedback about the change
back to the fl eet.
Ownership (“I own it.”) - Th ose
that implement the change
now help others do the same.
Th is stage is the end goal.
Technicians now take ownership of the eff orts and
the success it brings. Th ey start to help other technicians
make decisions and take actions aligned
with the change, and support the outcome. In this
stage, technicians will independently spread the
message of the change and its process to others
in the fl eet.
By understanding and anticipating the natural
stages of resistance when introducing changes into
the maintenance bay, fl eets can better prepare technicians
for transitions in their workfl ow and guide
them along the change curve.
INFORMATION GATHERED from the University of
Wisconsin-Madison College of Engineering’s Professional
Development course “Maintenance Management 101,”
taught by George Williams.