I was new to the factory. The day I showed up I found out the plant was in danger of being closed. Division published a plan for "plant consolidation"... and we were the bottom performer. They didn't mention that in the interview. My department had four maintenance techs. One on each shift. 24/7 coverage. And they were good. They knew their trades. We always had someone there for emergencies, but we never had enough people there to compete with emergencies. Every schedul

A core function approach to eliminating maintenance reactivity. Walk into almost any industrial facility and ask the maintenance manager how things are going. You will hear some version of the same answer: "We're getting killed and everyone is mad at us.”
 It's typically not a laziness or staffing problem. It's usually an organizational issue and sometimes a matter of technical knowledge. But it's fixable.
 Running maintenance is like driving through a forest. It's easier

Your inbox isn't just a mess, it's an indictment for how broken your processes are. I talk to leaders routinely who get 150-200 emails a day. If your process software owns routing, approvals, assignments, status, and escalations... what are you doing? It's like taking the parts you need to assemble something useful and mixing them in a big bowl with large quantities of similar looking useless junk. And then obligating yourself to look at everything in the bowl while you try