Previously, we said you can't ignore infrastructure in your maintenance planning. Nor can you ignore those items that aren't high-revenue or mission-critical. But your focus needs to be primarily on the critical items. This focus, which will maximize return on the maintenance investment, allows your plan to make business sense to decision-makers up and down the org chart.
The traditional maintenance plan is about “fixing things” or something else equally vague and equally unlinked to the consequences of poor maintenance or the results of good maintenance.
Production managers care about getting product out the door, but they are also held accountable to budget constraints. If your maintenance plan details specifically which maintenance activities are necessary to keep Line 3 producing $250,000 an hour of product that moves out the door, the production manager responsible for Line 3 will be your advocate.
These details need to include all inputs to that line, including maintenance of supporting infrastructure, environmental factors, and safety factors.
