Maintenance, Repair & Operations

Two-Pronged Maintenance Strategy

Jan. 2, 2019

Put yourself and your department in a good light by fixing a major pain point and a major gain point.

A common perception is maintenance management is about trying to fit in as much preventive and predictive maintenance as you can with the limited resources you have. This is not the way to do it if your goal is to enhance the department’s image while advancing your own career.

For the next 30 days, try this two-pronged strategy instead:

Identify the single biggest pain point, and then resolve it.
Identify the single biggest gain point, and then implement it.

Pain points are typically minor things that chronically annoy people, and they are based on perception. Fix one and you’re a hero.

Gain points are typically major opportunities for cost reduction or revenue enhancement, and are typically based on financial data. For example, eliminating two hours per month of downtime on a line that that produces $500,000 an hour of revenue is a $12 million gain per year. Major resumé bullet point.

Targeting maintenance work toward the big performance gains and the big perceived problems can have spectacular results. Don’t stay busy, stay effective.

About the Author

Mark Lamendola

Mark is an expert in maintenance management, having racked up an impressive track record during his time working in the field. He also has extensive knowledge of, and practical expertise with, the National Electrical Code (NEC). Through his consulting business, he provides articles and training materials on electrical topics, specializing in making difficult subjects easy to understand and focusing on the practical aspects of electrical work.

Prior to starting his own business, Mark served as the Technical Editor on EC&M for six years, worked three years in nuclear maintenance, six years as a contract project engineer/project manager, three years as a systems engineer, and three years in plant maintenance management.

Mark earned an AAS degree from Rock Valley College, a BSEET from Columbia Pacific University, and an MBA from Lake Erie College. He’s also completed several related certifications over the years and even was formerly licensed as a Master Electrician. He is a Senior Member of the IEEE and past Chairman of the Kansas City Chapters of both the IEEE and the IEEE Computer Society. Mark also served as the program director for, a board member of, and webmaster of, the Midwest Chapter of the 7x24 Exchange. He has also held memberships with the following organizations: NETA, NFPA, International Association of Webmasters, and Institute of Certified Professional Managers.