Maintenance Manager
We are looking for a Maintenance Manager to plan and lead the upkeep of our equipment and facilities. Your goal is to keep equipment available and safe for operations, with a controlled budget and a well-organized technical team.
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Responsibilities
Build and maintain the preventive and predictive maintenance plan, and schedule equipment downtime together with production or operations.
Lead the technician team, assign their work, and set priorities among corrective maintenance, preventive maintenance and improvements.
Measure and report metrics such as equipment availability, MTBF (mean time between failures), MTTR (mean time to repair) and preventive-plan compliance, and use them to decide where to focus.
Analyze repeat failures and unplanned stoppages to eliminate their underlying causes.
Prepare and control the maintenance budget, including spare parts, tools and outside services.
Select, coordinate and evaluate contractors and specialized service providers.
Ensure compliance with safety procedures, such as lockout/tagout, and with applicable local regulations.
Manage critical spare parts inventory and the technical documentation for equipment.
Requirements
Degree in Mechanical, Electrical or Industrial Engineering or a related field, or technical training with solid maintenance experience.
Prior experience leading maintenance teams in industrial, commercial or infrastructure settings.
Knowledge of maintenance management (preventive, corrective, predictive) and of systems such as a CMMS or ERP.
Ability to interpret metrics and present results and investment needs to management.
Knowledge of the safety standards and legal maintenance requirements that apply in your country.
If you would rather prevent fires with a plan and data than keep putting them out, we'd like to meet you.
Interview Questions
How would you build a preventive maintenance plan for equipment that is currently only repaired when it breaks?
Look for an equipment inventory, ranking by criticality, using manuals and failure history to set frequencies, and starting with the most critical assets instead of trying to cover everything on day one.
Which metrics do you use to know whether maintenance is working, and what decisions have you made from them?
Look for specific metrics (availability, MTBF, MTTR, preventive compliance, share of corrective work) and a real example of a decision based on them, with a clear explanation of how each metric is calculated.
Production asks you not to stop a machine that you believe needs a maintenance shutdown. How do you handle it?
Look for presenting the risk with data, proposing scheduling alternatives and escalating if there is a safety risk, neither giving in nor overriding without a case.
Your budget has been cut. How do you decide which maintenance gets done and which is postponed?
Look for prioritizing by equipment criticality and risk (safety, quality, production stoppage), documenting what is deferred and telling management the consequences.
A contractor does not deliver what was agreed on an important job. What do you do?
Look for reviewing the contract and records, speaking with the contractor first, protecting safety and operational continuity, and defining how to evaluate and, if necessary, replace the vendor.
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