I often hear people say “Production is the customer of Maintenance.” I have been working in maintenance for nearly 25 years, and this mentality only leads to pointing fingers and a lot of unwarranted animosity. Organizations that have embraced “Shared Ownership” of assets are the ones who seem to always be the crème of the crop.
Shared Ownership, as used by Total Productive Maintenance (TPM), requires the operations group and maintenance technicians to share their roles respectively. At the end of the day, week and/or production period, they are all responsible for meeting the goals set by the organization, so the shareholders can continue to safely invest in the future.
I personally believe that the operations and maintenance groups must feel like they are stakeholders or shareholders of the organization’s assets. We need to reward excellence when recognized, capitalize on our errors and share in our victories. The TPM Philosophy is to emphasize proactive and preventative maintenance to maximize the efficiency of assets. By encouraging operators and technicians to take a more direct role and greater responsibility of the equipment they are running, you create an environment of empowerment. The teams will grow, develop and recognize the areas that need improvement and make adjustments.
The one thing that must be clear is that everyone fails, but failing does not mean we are failures. The only failures are those that do not document and learn from their mistakes, and with the right training and opportunities, most people want to succeed and become successful. Shared Ownership is not only a great means of documenting and sharing success and failures, but it also helps enable continuous improvement throughout the organization.
Tim Turner, Technical Account Manager / Sr. EAM Consultant