How to be a good manager in an instrumentation workshop

Instrument workshop managers: They must strive for excellence in terms of technology, be willing to endure hardship, and maintain a calm mindset. . .

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Daily shipping； Regular maintenance ； Project management.

If it comes to anticipating technical issues in advance and taking preventive measures, it’s not simply a matter of maintenance! This skill requires ample experience! Managing personnel is quite a headache! How to distribute rewards based on work done – giving rewards according to merit requires careful consideration!

It’s tough for managers; they have to endure hardships and work even more.

Technically, one must possess real expertise; in the face of accidents or problems, one needs to maintain a clear mind and the ability to think calmly. It’s important to strike the right balance in decision-making—neither shirking responsibility nor taking on all responsibilities alone. Additionally, one should be good at communication, both professionally and personally, when working with specialists in areas such as process engineering and electrical equipment

“One needs to have real technical skills; in the face of accidents or problems, one must maintain a clear head and the ability to think calmly. It’s important to know how to make decisions properly – neither shirking responsibility nor taking on too much of it. Additionally, good communication skills are essential, both in working with professionals in areas such as process engineering and electrical equipment, as well as in terms of interpersonal relationships. The phrase “neither shirking responsibility nor taking on too much of it” is really well put

Hehe. . . Most of the replies upstairs are incorrect. Do leaders still need to understand technology? Hehe. . . The top leaders here keep saying that leaders don’t need to understand technology; leaders are managers, and do managers need to know technology? Technical problems can be dealt with by technicians and instrument specialists; what can’t be solved? ? Failing to handle it proves that your skills are inadequate; you must improve them through learning. Otherwise, if you don’t learn or enhance your skills, your wages will be deducted. Here, my supervisor is a manager. But what exactly is a manager? ? The leadership here manages things like this: holding meetings every day, emphasizing points daily, conducting daily learning*, and carrying out daily inspections. . . . Numerous assessment policies have been introduced, along with an endless number of detailed rules for those assessments. . . . But the result is that things are becoming more and more chaotic, worse and worse, harder to manage, and causing him more and more headaches. . . . Hehe. . . . The leader keeps saying that it’s not a bad thing to do more work. But, the leader, along with a whole bunch of managers, doesn’t do any actual work on site. Ah, no, that’s not quite right—they’re also busy every day, busy conducting inspections, always inspecting. . . . . I once again joked with my section leader, saying that in the future, when managers come to inspect the site, they should bring a cloth with them; if they see that the instruments on site are not clean enough, they can simply clean them up. It’s not a technical task that one can’t handle, and cleaning up is certainly no bad thing. After all, we’re all working for the company’s development. Why not? I’ll give instructions later so that the staff can make the necessary corrections, and then conduct another inspection. No matter how big the matter is, going through all those procedures wastes time and reduces efficiency. Let’s talk about assessments again. For some reason, our country is quite strange: in these so-called assessments, there are only penalties and no rewards. In the eyes of leaders, if you do your job well, it’s only natural and expected; there’s no need for any rewards. If you can’t do it well, it’s not acceptable; your salary must be deducted. Hehe. . . The leader’s idea makes sense too, but how can such an idea reflect the original intention of clearly distinguishing between rewards and punishments? How can such assessments boost workers’ enthusiasm for work? ? With such management, how can we motivate everyone? ? ? And so, our country developed a system of equal treatment regardless of how much work one does – a system where it doesn’t matter whether you work or not. It’s even worse than that nowadays; the problem is that if you make mistakes while working, your salary is deducted, but if you don’t work, you make no mistakes and can still receive your full salary. Thus, our country came into being: the wages earned by workers who toil away at construction sites all day long are lower than those of office workers who spend their days drinking tea, chatting, and playing with their phones in the office. There has emerged the strange phenomenon of it being better not to work at all. The management fails to address this issue, yet holds meetings every day and imposes strict rules to evaluate the workers on site. Do you think workers are idiots? If you want to drive them to exhaustion, the workers won’t give a damn about you. So here, we have meetings every day and constant arguments, and the situation on site is getting worse and worse. Okay. Since leaders are managers, they must establish a system of clear rewards and punishments. Work should be treated fairly; it’s very demotivating when those who do no work earn more than those who actually put in effort. Hehe. . . The ancestors said that it’s not the lack of things that is a problem, but rather the uneven distribution of them. Everyone has a scale in their heart to measure what is right and wrong, fairness, and freedom.

I’m currently acting as a team leader, but I’m not interested in taking on official roles yet. It’s more important to learn skills first – it’s sufficient to study instrumentation. After all, if you work in one area, you should focus on learning that area; there’s no time to learn everything. Technology is evolving so rapidly these days, so it’s better to learn what’s useful for oneself