You recently hired on as the maintenance manager of a two-shift manufacturing plant that employs about 700 people. Your previous plant had similar processes, but the repair rates there were 80% less.
You mention this fact to the plant manager during your first week on the job. He replies that’s why he hired you. “I know these rates are high,” he says “The plant engineer says it’s due to poor maintenance, so I expect you to fix that problem.”
The plant manager then praises the plant engineer for saving the company tens of thousands of dollars in equipment replacement by modifying what the plant already owns, but maintenance is eating those savings.
How can you get to the bottom of this issue?
The high number of repairs certainly takes time away from preventive and predictive maintenance, thus feeding a vicious cycle. Some outsourcing to “catch your breath” and break that cycle is a good investment.
Another factor must be examined, however. The plant has a history of modifying and repurposing equipment. Professional equipment rebuilders have a methodology that goes beyond just making things work and, unlike the plant engineer, this is what they do all day long.
Tactfully discuss with the plant engineer the many challenges of repurposing equipment. Mention that you’re outsourcing some maintenance. Then ask why not outsource a professional equipment rebuilder to see what they might suggest to improve reliability.