TABLE OF CONTENTS Strategic and tactical work are like oil and water They both exist but you can't mix them
Imagine that you are a maintenance superintendent in a plant. Your job entails supervising several maintenance foremen and their work crews as they work to maintain the production lines. Further suppose that the organization of which you are a part is highly reactive in nature. In other words, when things break down, production expects Maintenance to drop whatever they are doing and response to the emergency of the moment. Working in this manner, there is little or no room for reliability practices or programs. As a result of the reactive nature of the business, none exist. Then one day you are summoned to meet with your boss and the plant's senior managers. It seems they have finally recognized that the equipment is very unreliable and that the reactive mode of operation is actually hurting the business.
As a result of this revelation, it has been decided that you should set up an equipment preventative maintenance program to reduce the level of plant reactivity and, at the same time, to improve the reliability of the equipment. To you, this is great news. You have been a reliability advocate for years, but never were able to get the management team to listen to your ideas.
So when you return to your office you sit down and begin to think about how you would set up the plant's preventive maintenance program.
