The Russians have a proverb, “Chase two rabbits, and both get away.” How many rabbits does your maintenance organization chase? Lack of focus leads to maintenance failures.
Rather than disperse resources across many unrelated goals (e.g., rabbits), decide what your organization’s purpose is. What is it your people are supposed to do? Some wrong answers include fix things, keep equipment running, and reduce downtime. None of those accounts for product flow or the different values of different equipment.
Yes, you do fix things. But which things get priority? The answer will determine many outcomes, such as training program decisions, test equipment purchases, spare parts management, and tool acquisition.
Focus is how the maintenance organization maximizes its value (measured in dollars) to the plant. Production managers know the revenue from each production line and how many hours of uptime are needed each month to produce enough to fill orders for the items produced on each line. Those production managers are your customer; talk with them to find out where you need to focus your resources to maximize the revenue their equipment can produce.