Getting in the zone

Sports figures talk about those moments in the game where the crowd and almost everything else disappears, and it is just them, the ball, the goal, and the opponent. They refer to that state as being “in the zone.” It is not about winning or losing, but when everything else disappears, the actions they take are all there is. Philosophers and theologians have been discussing this state for centuries.

Religious figures call it a state of grace. Philosophers like Martin Buber call it an I-Thou relationship. Zen archers say you become one with the arrow and the target.

Maybe the months of being home and socially distanced are making me crazy, but I will tie this to maintenance. Some things seem to be true about the “zone,” or whatever you call it. You can’t make it happen; it just happens. You also can’t make it happen for someone else. You can’t teach it directly, and it might never happen for a person.

Maintenance folks also have a zone. Ask them if they have ever been working and everything external disappeared. It was just them, their tools, and the machine. If you tried to delve further, you would find that you (as an identity) also disappear – what a state.

When in that state, annoyances go away. If something broke through and annoyed you, the “zone” would collapse and you would go back to a normal existence.

How does this state occur? Indeed, the worker is skilled (possibly deeply skilled); they are operating in an area of strength; their mental state is conducive to the “zone” happening. The preparation is complete; their tools are sharp, charged up, and clean; the parts are correct and fit where they go. They have all relevant drawings, lifting gear, PPE, and everything else.

The “zone” can be impacted by anything needed for the job missing, or through conflict and interruptions. W.E. Deming (the quality guru) says one of the greatest motivators for people is their pride in a job well done. I think that satisfaction, smooth-running maintenance jobs, and being “in the zone” are interrelated.

The question that can motivate employees toward the “zone” is: What can I do to make the maintenance effort more “zone-like?” Remember, you can’t make someone slip into their “zone.” What you can do is simple to talk about, but not simple to execute. At the very least, you can motivate pride in a job well done.

Your goal is for the workers to be motivated by the job well done. When possible, let the person who started the job finish it. This might not always be possible, but do it when you can. Another key is to remember that essential maintenance preparation is needed to reduce problems and stress.

It does not matter who does the prep work if someone takes a quiet minute to list the parts, tools, and anything else needed. Even thinking through the job with a bit of choreography is helpful. Of course, formal planning and scheduling efforts are ideal for large shops, but a trained mechanic and a quiet minute can do for a smaller shop.

Every repair has 13 elements that must be considered. Most jobs only need a few of the 13, but all must be found. The elements are:

1. Job steps
2. Labor skills, hours, and crew size
3. Spare parts and materials
4. Specialized tools
5. Heavy equipment
6. Identification of hazard and mitigation (use of PPE)
7. Specific lockouts
8. Custody and control of the asset
9. Safe access, safe work platforms, and safe conditions
10. Up-to-date drawings and wiring diagrams
11. Proper waste handling and management
12. Detailed plan for testing and commissioning
13. Site cleanup, returns, paperwork

Every one of these items that are handled and supplied before the job commences is one more interruption that won’t occur during the job.

The “zone” cannot be dragged out of people. We can build a more nurturing environment with fewer interruptions; everything is supplied and available, and there are fewer surprises. Oh yes, it would also be great if the soda was free too.

Joel Levitt is the president of Springfield Resources, a management consulting firm that services a variety of clients on a wide range of maintenance issues. Levitt has trained more than 17,000 maintenance leaders from more than 3,000 organizations in 38 countries. He is also the creator of Laser-Focused Training, a flexible training program that provides specific, targeted training on your schedule, online to one to 250 people in maintenance management, asset management, and reliability.