In the world of maintenance, as a leader, you witness firsthand the inefficiencies and waste that can plague operations. Reactive work, waiting on tools and parts, and a lack of coordination all contribute to poor productivity. However, you know that implementing planning and scheduling processes could significantly improve productivity by 35% or more. The challenge lies in convincing your leadership to invest the necessary time and resources to make this change. Most CEOs are removed from day-to-day operations and may not fully grasp the extent of the problem. But armed with benchmarks and a simple productivity analysis, you can effectively make the case for change.
The first step in convincing your CEO is to demonstrate how poor maintenance productivity is costing real money. By presenting concrete examples and data, you can highlight the financial impact of inefficiencies. Show them the potential savings that can be achieved through improved planning and scheduling. This will help your CEO understand the urgency and importance of addressing the issue.
Next, walk them through the process of planning and scheduling and how it can fix the existing problems. Explain that dedicated planners ensure coordinated and proactive work, while schedulers sequence jobs for maximum efficiency. Emphasize that this is a process change, not necessarily requiring additional personnel. By optimizing existing resources, the organization can achieve significant gains in productivity.
To further illustrate the value of planning and scheduling, provide specific examples. For instance, moving just two technicians into planning and scheduling roles can increase wrench time for the remaining 18 technicians from 30% to 45%. This increase in productivity translates to over $500,000 in annual value without any added headcount. Highlight the potential for even greater gains with larger teams.
While discussing the benefits, it is also important to briefly touch upon the implementation costs. Mention the need for process development, training, and change management. However, emphasize that the payback period for these investments is relatively short, typically within 12 months. By highlighting the potential return on investment, you can address any concerns about the cost of implementation.
Finally, schedule a short meeting with your CEO to present this compelling case. By following this plan, you can effectively communicate the immense potential for productivity improvement that lies right under management’s nose. Once your leadership grasps the opportunity that planning and scheduling offer, gaining their approval should be swift.
In conclusion, as a maintenance leader, it is crucial to make a strong case for implementing planning and scheduling processes to boost productivity. By demonstrating the financial impact of inefficiencies, explaining the benefits of planning and scheduling, and providing specific examples, you can convince your CEO of the value of this change. Remember to highlight the short payback period and schedule a meeting to present your case. With the right approach, you can unlock the hidden potential within your organization and achieve significant productivity gains.
