ED­I­TO­RIAL

DEMM Engineering & Manufacturing - - CONTENTS -

I SAW A STATE­MENT in a Bri­tish main­te­nance mag­a­zine that said “to­day’s main­te­nance de­part­ments are con­tin­u­ally be­ing asked to do more. Un­for­tu­nately, in most cases they are be­ing asked to do more with less”.

It ’s no news that the cost of main­te­nance is ac­tu­ally very small com­pared to what you are likely to have to pay out if ma­chin­ery breaks down through lack of good care and at­ten­tion, so I thought this state­ment was a bit trou­bling. In fact, a re­cent sur­vey pur­port­edly showed the ac­tual cost of a break­down was be­tween four to fif­teen times the main­te­nance costs.

Over the next few months I asked around – was this state­ment true in New Zealand, as well? Of course, it was, be­cause world­wide ev­ery­one is look­ing to get more for less.

But what was in­ter­est­ing is that no­body I spoke to was both­ered with be­ing asked to do more for less, be­cause among my loose re­search group all had been asked to work leaner in a way that was of­fered as a chal­lenge – a chance to learn to work smarter, to try new ideas, to up­skill and to step up and speak out with their own thoughts on how cer­tain ar­eas of main­te­nance might be im­proved.

Rather than suc­cumb to ‘fail and fix’ re­ac­tive main­te­nance it seems many em­ploy­ees are tak­ing the in­struc­tion to do more for less as a per­sonal and ful­fill­ing chal­lenge, and all with the back­ing of the com­pany. What they call I think, in the cur­rent ver­nac­u­lar, a win- win.

JANE WAR­WICK

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