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The Maintenance Challenge
Effective and efficient maintenance operations require the coordination of many separate activities, detail identification of the work to be done, assignment of manpower with the right skill sets, supply of the correct parts and the availability of the equipment to be maintained. Failure in any one of these area affects the entire maintenance operation, resulting in idle technicians, expedited purchase orders, rework and general inefficiency.
Mile Marker Zero’s Maintenance Management Business Process Improvement services will design a desired final state for how your maintenance function will operate, identify where you currently meet that state and guide you through the transition for those parts of your operation that do not meet that final, desired state.
The first step is to apply industry-accepted best practices to your specific operation to establish the desired end state. We examine three major functional areas, drawing on our associates’ years of experience in maintenance operations:
- Work Management – the identification and definition of the job to be done and the scheduling and execution of that job
- MRO Management – ensuring that the parts needed to do the job are available at the work site when the job is scheduled
- Reliability – monitoring the performance of your assets and adjusting your preventive and predictive maintenance program to improve performance in the most cost effective manner
Each of these functions in isolation is relatively straight-forward. But taken as a whole, The Maintenance Challenge is twofold:
- Accomplishing each of the specific functions involved in maintaining assets in a consistent and effective way, and,
- Coordinating across functional areas to eliminate inefficiency and waste.
Mile Marker Zero’s Maintenance Work Processes address both aspects of the Maintenance Challenge. First, each distinct operation is defined so that its execution becomes second nature to the people assigned to accomplish it. Second, the definition of each task includes the required communication of status and expectations to each task’s supplier and customer so that the coordination between tasks is accomplished smoothly.
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