City Scape

Turning Strategy into Maintenance Excellence

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Original date: 
Sunday, April 24, 2022

In service providing organizations, coordinating resources to minimize redundancy, manage cost to serve and combat employee disengagement becomes a differentiator. For larger organizations this can further support streamlined captial and operational investments such as facilities, speciality tooling and training. Within the maintenance industry we project that 35% of our trades persons time is actually on the tools (module 6), this is an alarming statistic that resonates with many professionals. Organizing resources intentionally, creating the customer experience while managing these investments can be achieved in a network strategy.  The network organizes resources between generalists and specialists and capitalizes on placing services that require specialization in labour markets that have depth. Organizing is only part of the equation,  having a comprehensive & fluid S&OP process and a mechanism (ex: a control tower) to bring real time visibility into capacity increases productivity and reduces overall cost to serve. 
At my organization, we have done just that. Beginning in 2019, we designed a hub and spoke model that would support a long term vision of creating capacity through strategic efficiency. This transformational pivot required considerable foresight, change management and 

Since the MRO article (page 12) in 2020,  the focus on capturing internal & external demand signals to support the maturity of our capacity and capability (S&OP) planning,  we have been able to grow niche market shares by 300% in under 2 years. THe planning coupled with the increased/real time visbility through our contol tower has supported sustainable growth in an ever shifting economic climate.    

BoK Content Source: 
MainTrain 2022
BoK Content Type: 
Presentation Slides
Presentation Paper
Asset Management Framework Subject: 
03 Lifecycle Delivery, 3.05 Maintenance Delivery, 3.08 Resource Management, 05 Organization & People, 5.00 Organization and People General, 5.03 Organizational Structure, 5.04 Organizational Culture, 5.05 Competence Management, 06 Risk and Review, 6.04 Management of Change
Maintenance Management Framework Subject: 
02 Maintenance Program Mgmt, 2.8 Change Management, 06 Work Management, 6.0 Work Management General, 6.2 Work Planning, 6.3 Work Scheduling & Coordination, 6.8 Management of Change
Author Title: 
General Manager
Author Employer: 
Author Bio: 

A passion for continuous improvement and innovation led me to the MMP Program in 2011. Having a diverse career in the oil and gas sector, primarily in heavy equipment, demands that you never stop evolving your knowledge. A 25 year career with one organization provided ample opportunity to test the practical application of maintenance principles. From front line operational roles within a unionized environment to strategic business development, my objective has always been to give back to the maintenance management community. It was this objective that led me to complete a MBA through the University of Fredericton (2019). With the studying complete, it was time once again to practice the application of evolving principles. When the work is done, Melissa enjoys a balance of tranquility and adventure, spending quiet days on an acreage on the outskirts of Edmonton, AB with equal enjoyment on the ski slope or a motorcycle in the mountains