Tailor-made mechanical equipment management plans

Four plan blocks: organisation & duties / systems & processes / inspection standards / appraisal & improvement

Rollout cadence: pilot shop first, plant-wide after proof

On-site coaching and monthly revision, so the plan never becomes wallpaper

Current-state diagnosis first: on taking on a project we spend one to two weeks establishing the ground truth: inventorying equipment, walking the shops, going through downtime and repair records to get a clear picture of the equipment base, the existing management approach and the most painful problems. A written diagnosis comes before any discussion of a plan - we never start by applying a template.

The four blocks of the plan: management organisation and responsibilities (who manages what, and how far authority reaches); management systems and processes (how maintenance requests, overhauls, spares and acceptance run); inspection and maintenance standards (what to check on each machine, how to judge it, how often); and assessment with continuous improvement (how indicators are set, where the data comes from, how often it is reviewed).

Tailored to the plant, not applied off the shelf: a small plant with twenty machines and one with two hundred need plans of entirely different thickness. For small plants we subtract, keeping the core three: lists, standards and records. For large plants we do the full set, including classified management, budgeting mechanisms and integration with information systems. What we write is the version your plant can actually execute.

Pilot first, then roll out: pick one shop and run it for four to eight weeks, verifying whether the standards are executable, the frequencies sensible and the teams accepting, revising weekly - then roll out plant-wide. Imposing everything everywhere at once is the number one reason management systems fail.

On-site coaching to make it stick: we stay on site through the rollout: training managers, tracking deviations in execution, correcting actions that have drifted. A system is not done when the documents are handed over - our responsibility is to get it running.

Monthly revision mechanism: during the first three months of rollout we review and revise monthly, absorbing the execution problems reported by the teams into the standards; once stable, review moves to quarterly or half-yearly, charged separately.