I have received untold phone calls over the past several years, from friends in the industry, explaining that their mill is/was undergoing a ‘re-engineering’ of maintenance. Re-engineering in the broadest sense, including panic payroll reduction. The general theme of that re-engineering effort seems to be elimination of the maintenance department per se. Perhaps, however, behind this change, there is a larger, broader expectation. 

To create a reliable manufacturing culture, you must agree to work in a close partnership between operations and maintenance, including stores and engineering. This should start with a common manufacturing mission that clearly expresses this. Then you need to design and implement all work management processes with the agreed upon mission statement as a guideline.

Terminology used by maintenance departments produce a wealth of information when performing an Internet search. World-class maintenance status, cost benefits of preventive maintenance vs. corrective maintenance,

Conventional road maps and training indicate more than 70 percent of reliability initiatives fail because the programs supporting them lack backing by senior leadership. However,

by Owe Forsberg, Vice President IDCON Inc a Reliability and Maintenance Management consulting firm Imagine you are the Engineering and Maintenance Manager at a new