A clearer view of
plant performance.

Gather a consistent period of downtime information and check that stop reasons mean the same thing across shifts. Separate failure frequency from time lost: frequent minor stops and rare long outages may need different responses.

1. Rank assets by unplanned downtime and production impact.
2. Review repeat failure descriptions with operators and artisans.
3. Check whether the recorded fault describes the symptom or the cause.
4. Select a small number of recurring losses for investigation.

A downtime ranking helps choose where to investigate. It does not, on its own, establish a root cause.

Review backlog by operational consequence and age. Distinguish work that is ready to execute from work waiting for scope, spares, skills or access to the equipment.

1. Confirm the asset, defect and required work are clearly described.
2. Identify materials, labour and access requirements.
3. Agree priorities with Operations, including safety-critical work.
4. Assign an owner to remove each scheduling constraint.
5. Review completed work and carry-over at the next planning meeting.

Backlog count alone can hide risk. A small number of critical overdue tasks can matter more than many low-priority jobs.

• Three to six months of downtime summaries, if available.
• Current OEE or equipment availability measures and definitions.
• A maintenance backlog summary and PM compliance overview.
• Approximate maintenance spend and the main cost pressures.
• Your priority production constraints and recurring failures.
• Engineering and Operations contacts for the discussion.

The initial review is a 2–3 hour discussion and plant walk with a concise executive snapshot. Detailed analysis and implementation planning are separately scoped. Please arrange secure sharing before sending confidential operational information.