Seeking management experience as a team leader

The brother of the team leader? An automated system?

Practice first, become proficient in the system, and the other team members will naturally admire you.

This post was last edited by Sichuan Instrument Control Novice on 2015-8-1 at 17:46. I’m not sure whether the system maintenance team mentioned by the original poster is responsible for maintaining control systems; we don’t have a dedicated team like that here, but I’ll share my opinion based on my personal understanding. To be a good team leader, I think the following aspects need attention: 1. One must have a high level of expertise in one’s own field: It is necessary to be familiar with the control systems in the area under your responsibility, the brands and models of these systems, their topology, how to use the software, how the relevant processes work, and what the important control sequences are. Since the control system belongs to the superstructure, when there is some problem, the first thing that operators in the control room notice is abnormal display and the inability to switch to automatic mode; one needs to know how to analyze and identify the cause. 2. Maintain good relations with other maintenance teams such as those in the production workshop and for instrument and electrical maintenance. 3. Learn to take credit and complain in front of your superiors. Asking for credit is done to secure bonuses and benefits for the entire team; it is one of the ways to earn the recognition of everyone in the team ； Complaining is meant to let the management know (since they may not have expertise in this field and could have many misunderstandings) that although you don’t work with as much intensity as those in other job categories, mental work is also demanding and requires long-term effort; not everyone can handle it. Additionally, things such as transportation costs for overtime work, missed meals, and the expense of making long-distance calls to manufacturers need to be understood by the management. In addition, strive to provide team members with opportunities for formal training to help them grow. 4. Unite all the team members and make them obey you. To do this well, the previous points are very important. Furthermore, you are skilled in your field, but you don’t boast about it in front of your team members; they know that well. If anyone has questions, you don’t hide them or make fun of them – instead, you teach them earnestly and show concern for them. You also invite the team members out for meals and get-togethers from time to time, and express your gratitude to them for their support at work during holidays. Fairly mediate work-related conflicts among team members. Attendance should be treated equally; there should be no favoritism. 5. As mentioned above, those are the personnel-related aspects; as for the rest, it’s about maintaining orderly management of work teams and ensuring good hygiene. Things like pre-shift meetings, weekly meetings, safety meetings, etc., should be carried out as required with proper record-keeping. Other items such as registers, drawings, manuals, spare parts, and tools must also be kept in order. Records of bonus distribution and various rewards and penalties should be displayed publicly. When your supervisor comes and sees such an organized environment along with clear records and accounts, they will surely be pleased. Team members conduct on-site inspections and address faults; they must greet the personnel on duty and keep records, while paying attention to personal safety, production safety, and equipment safety to ensure no problems arise. One should be aware of which team members work more hours each month and incur higher expenses for transportation and phone calls; the distribution of bonuses should ensure that people feel their efforts are fairly recognized. The above are some personal opinions; I hope they are useful to you.