Turning Strategy into Maintenance Excellence

In service providing organizations, coordinating resources to minimize redundancy, manage cost to serve and combat employee disengagement becomes a differentiator. For larger organizations this can further support streamlined captial and operational investments such as facilities, speciality tooling and training. Within the maintenance industry we project that 35% of our trades persons time is actually on the tools (module 6), this is an alarming statistic that resonates with many professionals. Organizing resources intentionally, creating the customer experience while managing these investments can be achieved in a network strategy.  The network organizes resources between generalists and specialists and capitalizes on placing services that require specialization in labour markets that have depth. Organizing is only part of the equation,  having a comprehensive & fluid S&OP process and a mechanism (ex: a control tower) to bring real time visibility into capacity increases productivity and reduces overall cost to serve. 
At my organization, we have done just that. Beginning in 2019, we designed a hub and spoke model that would support a long term vision of creating capacity through strategic efficiency. This transformational pivot required considerable foresight, change management and 

Since the MRO articlehttps://www.mromagazine.com/digital-archives/september-2020/ (page 12) in 2020,  the focus on capturing internal & external demand signals to support the maturity of our capacity and capability (S&OP) planning,  we have been able to grow niche market shares by 300% in under 2 years. THe planning coupled with the increased/real time visbility through our contol tower has supported sustainable growth in an ever shifting economic climate.