In the past twenty years, executive management has focused increasingly on short-term profitability, sacrificing their physical assets to do so. Best Practice companies have taken advantage of this trend to develop strategic plans, building strong, complete organizations. One of the foremost areas of focus for these companies has been the maintenance/asset management function. Maintenance is extremely important to being competitive in the world market. But have the majority companies followed their lead? The answer for the majority, sadly, is no. I have seen plants where one day the maintenance force is required to work on sophisticated electronic systems and the next day to perform janitorial service in the lavatories.

In this environment, it is difficult for maintenance personnel to develop a positive attitude of their value to the corporation. If the maintenance function is to become a contributing factor to the survival of companies, management must change their views toward maintenance. If they do, they can achieve world-class competitiveness. Achieving the goals necessary to have a strong maintenance organization one that contributes to increased profitability will require decisions concerning the maintenance organization and the type of service it provides.