When Operations Runs Maintenance, Paper360º January/February 2019
We’ve been working for a while with a building materials company that owns 12 plants in the US. Four years ago, the company began implementing Total Performance Maintenance (TPM) in one of its plants. TPM promotes a decentralized organization, where maintenance reports to operations. In short, TPM strives for:
- A smaller hourly maintenance staff, since some central roles can be removed
- Fewer supervisors and managers, which yields even more savings
- Giving maintenance personnel more ownership within specific work areas
- Improved collaborations between operations and maintenance
I have seen few successes when maintenance reports to operations. In those cases when it has worked, it was due to the plant having a high-performing maintenance organization in place before the organizational change was made. In those scenarios, the organization also had highly skilled hourly maintenance workers along with outstanding planning, scheduling, stores, and preventive maintenance systems. When maintenance was shifted to report to operations, these systems continued to work well because it was ingrained in the company culture; everyone knew and worked according to the institutionalized work processes.
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When Operations Runs Maintenance, Paper360º January/February 2019