- First impression: The vets (guys who had been there for a while and never left) on the maintenance team were very stand-offish, They only hepled when it was convenient for them, and they would create a hostile environment by making their own rules around equipment thats bought by the company and trying to get each other (the new guys) in trouble .
- Maintenance and its manager:
• During my first walk through after being hired: Randy made it known about a beef/ tif between him and david which is unprofessional because its personal among them and only them, but it made it clear where the static relationship between maintenance and production spanned from.
• The maintenance vets would be given instructions and assaigned work orders they would either A: Drag a new guy with them and show them the bare minimal and let the new guy do all the work and its not done right to blame the new guy or B: They'll put off their work until the late end of their shift after doing nothing majority of the day, then start a project before their last 2-3 hours and try to put it off on the new guys and if it didnt get done it was problem. I personally dont go for things like this or take kindly to it so its an experience I only got to witness with other new hires that came in around the same time I did.
• Randy the Maintenance manager would rarely be onsite and claims to always be at other sites even though he told me other sites only have like "one" conveyor line and its rare we get called to those areas. Yet when there was an issue at our home site, where he was hardly present, you'd call and 90% of the time you heard a tv going on in tbe background.
• He told me how there was always something to do even with down time yet all you saw was the vets chilling on their phones or in their cars, yet the vets will try to assert themselves talking about "shop rules" as if it only applies to new hires and no one else.
• Every time you ask Randy about an order, instead of him being like " I didnt get a chance to do it" he'd tell you UPS or whoever conducted the deliveries would lose the package and its happen several times.
• Whenever a schedule got changed or moved no one but Randy and the person he told knows it happened. So even with scheduling it was all over the place.
• Even though it was noted from everyone in the department about how unorganized it was, whenever I'd offer held on creating excelle spreadsheets to help organize ofd scheduling and parts we get blown off and continued dealing with the on going strifes we could potentially avoid.
- The Overall communication and Management:
• The production teams are never held accountable for their time loss. There are no sensors to stop jams on the main lines in or out; so when product gets stuck on a line and no one catches it-- it causes damage to said, equipment. Somehow that falls on maintenance even though it was a non-mechanical problem that could had been adverted.
• Plan on being face to face constantly, because there is no direct line of communication here. You ask for a office number to HR and they look at you like its never been heard of. Everything is dayforce and emails and there was no point in the email system since no matter who you try to contact in HR there were always out of the office on vacation.
• The production manager David is a condenseding person who allows poor behaviors around his department but tries to come at the maintenance department about any and everything. It has even went as far as to attempting to getting ME fired by skipping the chain of command and going straight to the VP making the situation look more dire than what it was. Not only did I not get a verbal warning but it was something that took place during an after hour shift he wasnt present for. That alone showed me the environment was not a good one and no support was given from either side.
• Most of everyone thats been there for a bit; from production to maintenance just sort of makes up there own rules and does whatever they want regardless of what was instructed, or advised, there's no structure.
