OUR POINT OF VIEW
The Business Case: 1 Hour Can Change Everything
OUR POINT OF VIEW
The Business Case: 1 Hour Can Change Everything
Embedded Files
The Business Case: 1 Hour Can Change Everything
🔥 CURRENT STATE: What’s Really Happening on Your Shop Floor
Over the years, we’ve conducted numerous plant analysis, observing both Production and Maintenance teams in action.
What we consistently see is a common struggle: teams are unable to find enough time to complete all their maintenance and repair work.
Maintenance crews respond to the biggest emergency of the day.
Every job is urgent. Priorities shift. Decisions are made on the fly.
Preventive and corrective maintenance tasks get pushed aside.
And this reactive cycle leads to stress, more sick days, and high costs.
.
Many manufacturing plants operate in permanent "firefighting mode"—where breakdowns, rework, and urgent repairs are the daily norm.
They’ve learned to cope with chaos. "That’s just how maintenance is done."
Teams blame aging assets or staff shortages.
What’s missing isn’t just manpower or time—it’s the leadership and structure to make Perfect Operations possible.
Without clear supervisory routines, even great technicians fall into reactive habits.
.
Besides, firefighting isn’t just a Maintenance problem—it’s an Operations problem too.
If operators are always improvising and maintenance is always reacting, no one has the space to improve.
Why Is This Happening?
"Being Busy" vs "Productive"
"Being Busy" vs "Productive"
Does your team feel like they're too busy to solve their biggest problem?
When everyone is busy reacting, nobody is solving root causes.
Preventive maintenance gets skipped, shortcuts are taken, and breakdowns continue.
We’ve had technicians ask if they can skip PM steps just to catch up.
This isn’t just a process problem. It’s a leadership gap.
If supervisors are always reacting, they don’t have the headspace to coach or lead improvement.
Lost Time
Lost Time
What’s really being lost is TIME (7 deadly wastes), hidden in non-productive activities:
Poor communication
Waiting for instructions from supervisor
Waiting for permits and other dept.
Waiting for support equipment
Searching for tools and parts
Walking between job sites
Shift start and shift end inefficiencies
This is why productivity is low, despite everyone feeling busy.
Wrench Time Reality
Wrench Time Reality
Most plants report wrench times of just 25%–35%. That’s only 2–3 hours of actual hands-on work in an 8-hour shift.
The rest? Lost to the inefficiencies above.
If you eliminate just 1 hour of lost time per day, productivity can increase by 13%—jumping from 25% to 38%.
That’s a 50% productivity gain just by closing obvious gaps.
It’s like trying to fill a leaky bucket.
That’s why more software, sensors, or meetings won’t solve it.
Until frontline routines change, lost time keeps leaking out.
🏝️ FUTURE STATE: What Your Plant Could Look Like
When You Regain Control
When You Regain Control
Imagine your plant running with a proven system that improves productivity, reduces costs, and keeps your operations stable.
Your Production team faces fewer breakdowns and shorter downtime.
Your Maintenance team works proactively, not reactively. Your Technicians feel less overwhelmed—and more engaged.
Your Storeroom has the right parts, staged and ready when needed.
One Team, One Goal
One Team, One Goal
You are going to stop the hidden bleeding happening right under your nose.
Everyone in your plant understands how their role supports uptime and output.
People stop blaming assets and start supporting each other.
This is the foundation of a reliable, profitable plant.
THE BIG IDEA: Only Assets Make Income
Dr. John L. Ross Jr. Ph.D. CMRP, in his book "The Reliability Excellence Workbook: From Ideas to Action", wrote "Only Assets Make Income" and "Profit Is The Goal".
Visualize your most critical production asset as a paycheck printing machine, which literally prints the salary for everyone in the company.
What happens when it breaks down?
The paycheck stops.
The frontline team is literally the guardian of income.
And yet, most are asked to protect it without training, support, or authority to lead. That’s the silent failure in most improvement efforts.
That’s why keeping assets running should be everyone's job—not just Maintenance.
But an asset doesn’t earn income just by sitting on the floor.
Yes, Maintenance maintains and restores capacity—and Operations turns that capacity into output—both working in sync.
One protects the capacity, the other fulfills it.
They both serve the same goal: to keep the asset generating income.
When everyone is aligned to protect and optimize your most critical production asset, that’s what turns potential into profit.
Your Machines Print Your Paycheck
RECLAIMING 1 HOUR PER DAY
🏭 Example Scenario: Supervisor implements changes (training, daily maintenance planning, walkabout) that reduce 1 hour of downtime/lost time per day.
Page updated
Google Sites
Report abuse