Why does the head of the equipment department only create plans without ever considering their feasibility?
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Why does the head of the equipment department only come up with plans, without ever considering their feasibility, or without thinking about how the maintenance staff can carry out those tasks?
It is only through repeated efforts that its value can be demonstrated!
The top leader is only responsible for setting the overall direction. The specific details shall be handled by the respective departments below, so as to realize their value! Only then can there be a salary. Do your best!
They talk a lot in theory but don’t understand the actual situation on site, and develop plans based on guesswork.
Solutions that can be developed. Then there are construction methods. Everyone has their own tactics.
The equipment manager is a managerial position; it’s good enough if they can come up with plans
The overall plan is finalized first, with minor adjustments made later on!
It depends on how you look at it. The Equipment Department is a functional department; in other words, its members are leaders who are responsible for formulating plans and holding meetings in order to oversee overall operations. However, if the leaders of the Equipment Department come from the front-line positions in mechanical, electrical, and instrumentation fields, they will surely take into account the perspectives of those employees when formulating plans. As a result, such plans will be more practical – for example, they will consider how employees can carry out their tasks (construction conditions, materials, etc.), how risks can be controlled during the process (safety), and how work can be done to avoid rework (quality, standardization). Talking without focusing on practical results won’t solve any problems; instead, it can lead to significant issues such as additional technical revisions and rework, not to mention losses in work efficiency and corporate production. From the perspective of personnel management, first, front-line employees may not feel appreciated for their efforts, and second, the credibility of the functional department itself will be reduced. In short, functional departments are indeed part of the management layer, but the decisions and plans made by this layer must be handled with great care – out of responsibility towards front-line employees, towards their own management duties, and towards the development of the company