The presence of hidden losses encourages the use of non value adding behaviours such as overproduction (just in case), excessive handling/transport. In addition to their impact on the production process, these hidden losses and wastes increase avoidable waiting time, production run preparation and coordination effort. The result is a higher than necessary cost of quality and middle management/specialist time tied up in day to day firefighting. Senior management too can become embroiled in short term issues rather than on the activities which assure the long term future of the organisation. Plans are changed at short notice and essential but not currently urgent issues (such as maintenance) have to take a back seat.

Reducing equipment/process hidden losses can help the organisation to improve value adding productivity and release management/specialist time from day to day firefighting.

Maintenance, as the organisations specialists in asset care, is well placed to release the organisation from firefighting and has a key role to play in finding and delivering the technology that will secure growth and success as long as it is able to show the leadership and vision to achieve its full potential.

The article sets out the 4 practical steps to make this a reality and a review process which supports the development of maintenance managers and team leaders, providing the trigger for innovation and leadership to ratchet up both functional and organisational performance.

The Take Away
The article provides an insight into the impact of maintenance on organisational effectiveness and direct costs using case study data. It also sets out practical steps to deliver equipment and process improvement. This includes a review process to engage the maintenance lead team with helping the organisation to achieve its full potential.

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