by R.T. “Chris” Christensen

One of the more natural homes for the philosophies and techniques of lean manufacturing is the maintenance department. A basic function in maintenance is to always be on the lookout for efficiencies that improve our operations. Lean manufacturing is, simply put, a collection of techniques and tools that you can implement to make your operation run more efficiently. That’s a pretty snug fit.

Many of the tools used in lean manufacturing have been around for a long time, in one format or another. The critical difference today, and the big opportunity for maintenance folks like you, is that these tools have been collected and put under one umbrella, that of lean manufacturing.

What this umbrella does for us in maintenance is simple. We learned way back that it is almost impossible to control, measure or change something with a nondescript solution. By giving names and descriptions to the various tools utilized in lean and developing implementation processes, we can track, implement, control and measure the effectiveness of the improvements to the operation.

We do know that one of the quickest ways to generate a savings is to just start measuring something. The fact that you are actually measuring something places focus on the topic area. People are actively involved, and that is the key to success. The measurement process made them aware of an area in need of improvement. That awareness gave people focus, and that led to improvements. With people aware, watching and measuring, gains occur.

Once you begin to measure a particular function, machine or situation, the measurements guide you where you want and need to concentrate your efforts to improve the operation.

The real benefit of utilizing and implementing lean manufacturing in maintenance is that you have two basic arenas to implement the tools. The first is obvious. You can use the appropriate lean tools (the toolbag includes, but is not limited to, Six Sigma, kaizen, 5-S, Continuous Improvement, Total Productive Maintenance, etc.) in your own maintenance department to help it function as efficiently as possible. The second arena is on the plant floor, in production. By using the tools (alone and in concert with production representatives) to optimize production equipment and processes, you have taken it to another level. You have impacted the business as a whole.

Maintenance and lean are natural allies. Each is about efficiency. As a maintenance professional, you help minimize downtime through better maintenance and find ways to run equipment at higher output levels. You do preventive and predictive work, and do overhauls. You make alterations in order to do routine jobs quicker, better and faster.

The focus of maintenance and lean each should be to make things run smoother.

The opportunities are there to turn your department into a group of lean heroes.

The only time your company’s production machines make money for the business is when they are running. And you in maintenance, by implementing lean tools and techniques, minimize or at least lessen the time a piece of equipment is down. Downtime does not generate profit. Run time does. By having the equipment up and running better for more hours in a given day, you contribute to the company’s profitability.

From the efficiencies that you implement in your maintenance department and on plant equipment, you have the unique situation of being on two sides of lean improvements. I don’t know of any other group in a corporation that can have such a dramatic two-fold impact.

Therefore, I challenge you to take a look at the tools in the lean manufacturing toolbox and see where they can fit into your operation. Maintenance is one of the primary areas of implementing the concepts of lean. You hold one of the largest keys to success and improvement for your company.

R.T. "Chris" Christensen is the director of the University of Wisconsin School of Business' operations management program. If you have an inventory management question, contact Coach Christensen by phone at or e-mail . 

This article appeared in the June/July 2003 issue of MRO Today magazine. Copyright, 2003

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