Philosophy - Page 3
A Perfect Operations is POSSIBLE.
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Our opinion is based on our 20+ years of experience as a consultant and as industrial engineer, as well as years of watching Formula 1 pitstops.
We believe manufacturing should run with the same urgency and precision as a pit stop—because lost minutes cost just as much.
Formula 1 Pit Stop: The Analogy for Operational Excellence
Formula 1 Pit Stop: The Analogy for Operational Excellence
Fastest Pit Stop = 2 Seconds Downtime
F1 pit stop is the ultimate example of precision, speed, and teamwork. It’s where milliseconds—can decide the race outcome.
But behind the scenes, intense planning and execution are taking place.
ONE GOAL = The single objective: complete the pit stop as quickly as possible while ensuring the car is 100% safe to continue. Everything revolves around this 1 outcome—no distractions, no compromise.
PROCESS = Pit crews approach the stop like engineers. Each of the 36+ micro-tasks is mapped out in exact sequence—from wheel changes to wing adjustments—designed for speed and accuracy.
ONE TEAM = A team of mechanics and engineers works together to build in precision. They train together, drill together, and execute together—with full trust and zero overlap. It’s a true example of collaboration under pressure.
Adopting The Winning Factors
Adopting The Winning Factors
A sense of urgency is baked into their rhythm.
PLAN & SCHEDULE = Thorough planning and prep work. Scenarios are forecasted, right tools are staged, and SOP are locked in—ensuring the team is always ready.
ASSIGN = Crews know exactly their roles (RACI), what to do in what order (Discipline), and with what tools (Standard), combined with coordination and clear communication.
FOLLOW-UP = Track real-time data on every aspect of the car's performance.
Once the pitstop is over, they follow up—fixing issues, closing the loop on what was flagged, and making sure next time is even better.REPORT, REVIEW = After every stop, performance is reviewed immediately. What went well? What slowed them down? What could be better next time? Real-time data powers quick learning and constant improvement.
All of these Winning Factors are also the same principles in Management Operating System (MOS).
THE SYSTEM: Management Operating System (MOS)
Just like a Formula 1 pit crew runs on a finely tuned system to deliver flawless performance under pressure, high-performing operations need their own version of that system to win every day.
That’s where the Management Operating System (MOS) comes in.
A system is designed to control the whole—by controlling the parts.
MOS is a structured way of managing work—especially at the frontline—so that execution becomes reliable, repeatable, and visible.
It’s the company equivalent of a race strategy: a comprehensive framework that supports the leadership, management, and supervisory behaviors needed to get the job done—again and again—with speed and precision.
It’s not just a set of tools or checklists. A strong MOS includes:
✔️ Daily planning and short-interval control – like prepping every pit stop.
✔️ Daily accountability – everyone knows if they hit their mark or missed it
✔️ Shift handovers that transfer information, not just shifts
✔️ Clear roles and routines for leaders and supervisors
✔️ Cascaded KPIs and fast feedback loops.
Just like an F1 crew breaks the race down into critical moments and executes flawlessly at each stop, MOS breaks big goals into daily execution steps—so teams can win the day, every day.
MOS supports IPSECA.
MOS also supports the work management framework, IPSECA: Identify → Plan → Schedule → Execute → Complete → Analyze—a continuous cycle that keeps everything on track and improving.
MOS completes Lean and TPM.
MOS doesn’t compete with Lean or TPM.
It’s the structure that makes them executable—day in, day out—by the people who matter most.
With MOS, the chaos stops.
The system takes control.
Supervisors lead.
Teams perform.
WANT TO TRULY IMPROVE MAINTENANCE PERFORMANCE?
Our Recommendation
Our Recommendation
There's no silver bullet.
Whether you work with us or not, this is the approach we recommend as the best place to start.
Many manufacturers rush to digitize. But you shouldn’t digitize chaos.
Smart manufacturing tools (CMMS, IoT, dashboards) are valuable—once you have a stable foundation. But if your plant is still reactive and disorganized, tech just magnifies the mess.
Technology doesn’t fix broken systems or poor habits. People do.
Start with the people. Then fix the routines. Then layer in the tech.
The Right Sequence
The Right Sequence
Start by removing what’s broken first.
🔸 Step 1: Stabilize your current operations.
Observe how work is really done. Identify wasted time and bad practices. Remove defects & lost time. Engage supervisors to take control of execution.
🔸 Step 2: Install a simple management system (MOS).
🔸 Step 3: Introduce better practices (P&S, PM, PdM, DE, ODR).
🔸 Step 4: Layer on technology for shop floor control.
This is the lowest cost, lowest risk, and highest ROI path to results.
Let’s build a plant that works—before automating what doesn’t. 👍
RECAP: The Business Case: 1 Hour Can Change Everything
Many manufacturing plants operate in permanent "firefighting mode"—where breakdowns, rework, and urgent repairs are the daily norm.
What’s missing isn’t just manpower or time— it's the leadership and structure to make Perfect Operations possible.
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.
By reclaiming just 1 hour of lost time per day, productivity can increase by 13%—jumping from 25% to 38%.
You and your team are cashing in on 2 powerful opportunities:
Increase Productivity → It could be an extra RM120,000 in profit per month! 😄
Reduce Downtime Costs → It could be as high as RM162,000 in lost revenue! 😲
Your Machines Print Your Paycheck.
When top management sees the value of doing good Maintenance (TLC), they will love it. You get the support to empower your team.
Follow our recommendation.
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