MAINTENANCE MANAGEMENT SURVEY

On the following pages are statements about you, your job and the company you work for. We would like to know how you feel about each of these statements, to what extent you agree or disagree with each one.

This is a Management Style & Attitude Questionnaire – it is NOT a test. There is no right or wrong answer, only your personal opinions.

Here is how you should record your response. First, read each statement and decide how you feel about it. Then answer by clicking in one of the circles on the answer sheet. Five different reactions are possible.


Strongly Agree ……… Fill in SA
Agree ……… Fill in A
Uncertain or Undecided ……… Fill in U
Disagree ……… Fill in D
Strongly Disagree ……… Fill in SD

For example, suppose one of the statements is:

I don't think my job amounts to much in this company.

If you Strongly Disagree with this statement – if in your opinion your job amounts to a great deal in this company – you should click the circle SD. If on the other hand you Strongly Agree with the statement, you should click the circle SA. You should click the circle that best indicates your personal reaction to each statement. If you can't decide or if you are Uncertain, you should click the circle corresponding to U.

Work rapidly and respond to each statement.



Name Company
Position Department

SA = Strongly Agree A = Agree U = Undecided D = Disagree SD = Strongly Disagree

1. Our preventive maintenance program is about as good as it needs to be. SA A U D SD
 
2. Because maintenance work is so unpredictable, future planning and scheduling of maintenance activity is almost impossible. SA A U D SD
 
3. Good ideas for improving performance can come from anyone working in the maintenance area, so it is important for all employees to be actively involved. SA A U D SD
 
4. When I assign a job to one of my people, I make it clear that I expect the job to be done in a specific amount of time. SA A U D SD
 
5. Too many of our maintenance supervisors do not know how to motivate their people to give their best. SA A U D SD
 
6. In the maintenance area, our job is to get the job done right, but the cost of the job is not a major concern for us. SA A U D SD
 
7. By training and cross-training the people who report to me, I can definitely contribute to better performance in the maintenance area. SA A U D SD
 
8. In a maintenance department, productivity really can't be measured because we don't produce things you can count or measure. SA A U D SD
 
9. Top Management at this company is committed to developing a first-rate maintenance program and is giving us its full support. SA A U D SD
 
10. Managers and supervisors generally have good ways of knowing about the quality and progress of the maintenance jobs that they are supervising. SA A U D SD
 
11. Most experienced maintenance workers know their jobs well enough that they don't have to be told what is expected of them. SA A U D SD
 
12. Of all the problems we face at this company, the need to improve performance in the maintenance area is one of the most important. SA A U D SD
 
13. In the maintenance area we are never really sure what the company expects us to accomplish. SA A U D SD
 
14. If we need to make some major changes in the maintenance area, those changes will have to come from top management - not from people at my level. SA A U D SD
 
15. Although I am only one person among many others, I can have an important effect on the productivity of this company by improving maintenance operations. SA A U D SD
 
16. When I see someone operating a piece of equipment improperly, it may bother me but I don't see what I can do about it. SA A U D SD
 
17. If we placed greater emphasis on preventive maintenance, we could reduce the total cost of the maintenance operation. SA A U D SD
 
18. In my area, we can plan ahead for the work of the next week and the next month. SA A U D SD
 
19. To do a better job in maintenance we have to get our workers to participate in making decisions about what to be done. SA A U D SD
 
20. Maintenance jobs are rarely cut-and-dry; therefore, I don't think it makes good sense to tell someone how much time it should take to complete a maintenance assignment. SA A U D SD
 
21. Most of the maintenance supervisors at this company have the skills they need to work well with their workers. SA A U D SD
 
22. We can reduce the cost of the maintenance operation without reducing the quality of the work. SA A U D SD
 
23. I won't be able to get the rest of my work done if I spend my time training people who aren't doing a good job. SA A U D SD
 
24. In my area it is possible to compare how much work we have done in one month compared to another month. SA A U D SD
 
25. When we tell our management what we need to do maintenance properly, they won't give us the resources we need to do it. SA A U D SD
 
26. Managers and supervisors in maintenance should have better procedures for knowing where their workers are and what it is they are doing. SA A U D SD
 
27. After a maintenance job is done, you can tell whether or not it was a good job, but you can't tell ahead of time how a job should be done. SA A U D SD
 
28. There are several things we should be working on at this company; improving maintenance activity is not one of the most important. SA A U D SD
 
29. We receive clear direction from our management about goals for the maintenance area. SA A U D SD
 
30. In my position, I can definitely help to create positive change that will contribute to the success of the company. SA A U D SD
 
31. I would like to see the company become more productive, but I can't see that what I do as a maintenance person makes much of a difference. SA A U D SD
 
32. All of us – and I include myself – have to confront people who are not using the equipment as they should. SA A U D SD
 
33. With the kind of plant and equipment we have, emergency jobs are always going to be more important than preventive maintenance. SA A U D SD
 
34. In maintenance the past work is of little value in planning for the future. SA A U D SD
 
35. It's a mistake to encourage our maintenance workers to think they will be involved in problem solving and decision making when most of them have nothing to contribute. SA A U D SD
 
36. I don't just tell workers what I want them to do; I also tell them how long they have to get it done. SA A U D SD
 
37. Many of our maintenance workers are doing less than they are capable of because their supervisors have "turned them off". SA A U D SD
 
38. The cost of maintenance work depends more on what accidents do or do not happen that it does on anything managers or supervisors can do. SA A U D SD
 
39. Maintenance workers need training, and it's part of my job to give them that training. SA A U D SD
 
40. It is important to develop good ways for estimating and measuring productivity in the maintenance department. SA A U D SD
 
41. Management at this company is determined to have an effective maintenance operation, and is doing what is necessary to achieve it. SA A U D SD
 
42. Maintenance workers are in regular communication with their supervisors about how job is progressing. SA A U D SD
 
43. It is a good idea for foreman and supervisors to set quality standards for the maintenance work that they supervise. SA A U D SD
 
44. Right now maintenance is excellent at this company; we don't need to do anything more to make it better. SA A U D SD
 
45. The top people in this company may know what they want the maintenance department to do, but they haven't made it clear to the people who do the maintenance work. SA A U D SD
 
46. To improve our maintenance department will require changes in the way we operate, and those changes will have to come from people working at my level. SA A U D SD
 
47. Through my efforts to improve the maintenance department, I can make a definite contribution to the overall productivity of the company. SA A U D SD
 
48. When someone in the Operations department is doing things that I know are wrong, I let him or her know about it. SA A U D SD
 
49. Many of the breakdowns that we fix in maintenance could be identified and prevented before they occur. SA A U D SD
 
50. Our maintenance work could benefit a great deal from better planning and scheduling. SA A U D SD
 
51. Most of the employees in maintenance have little interest in improving the area's performance, so it doesn't make much sense to involve them in trying to improve things. SA A U D SD
 
52. I expect my people to work at each job I assign to them at a reasonable rate of speed, but I don't think it helps to say that I want the job accomplished in a certain amount of time. SA A U D SD
 
53. Our maintenance supervisors, for the most part, have developed good relationships with the workers who report to them. SA A U D SD
 
54. We need to become more concerned about holding down the cost of maintenance work. SA A U D SD
 
55. Most of the problems we have with workers who do a poor job in maintenance are caused by factors that I can't change by training them. SA A U D SD
 
56. You can't compare the performance of one maintenance group to another group if they are doing different types of work. SA A U D SD
 
57. We could improve performance in the maintenance area if management would invest some money in the right places, but our management won't do it. SA A U D SD
 
58. Many maintenance workers can "hide out" without their supervisors knowing where they are or what they are doing. SA A U D SD
 
59. We could improve the quality of our maintenance work if supervisors would tell workers ahead of time what level of performance is expected for the job. SA A U D SD
 
60. At this company, it is essential that we do a better job in maintenance so that we can operate efficiently. SA A U D SD
 
61. Our maintenance people understand how the work they do fits into the company's goals. SA A U D SD
 
62. As I see it, I am paid to do my job the way it has been laid out for me by the company; no one expects me to initiate changes just because I think they will improve matters. SA A U D SD
 
63. No matter how I work at it, my job really has very little impact on the success of our operations. SA A U D SD
 
64. I have to make sure that the workers I supervise are doing their jobs right, but I can't be responsible if others are using their equipment in such a way that may damage it. SA A U D SD