You are new to the job of maintenance manager. As you start reviewing the work done by your five planners you find that, on average, they are dividing their time as follows:
5% Interviewing area personnel to scope out jobs
2% Creating pipe sketches and other small drawings
9% Ordering materials through the Computerized Maintenance Management System (CMMS)
5% Creating work order estimates
15% Researching what spare parts are needed and where to find them
25% Expediting materials that have not come in yet
5% Creating material kits for future jobs and maintaining the kitting area
1% Creating formal job steps in the work order record in the CMMS
10% Checking on field progress of the larger jobs
15% Talking with mechanics to explain the details of work they are to perform
8% Closing work orders and other data clean up tasks in the CMMS
In which two areas should you concentrate onto make the planners more productive?

What analysis process can best be used to perform a gap analysis?

In the broadest view, a maintenance planner:

Which of the following is the least productive way to gain employee ownership in a maintenance or reliability task?

A maintenance superintendent (manager) has just joined the company and has read the company's statement of strategic direction in which it says. "Our most important goal is to increase the return on capital investment in our plants (facilities). All management incentive compensation will be reflected in the achievement of this goal" The new superintendent (manager) has asked the plant (facility) manager for a copy of the plan to achieve the company's goal The plant (facility) manager explains that such a plan does not exist, nor is there time to do one. The best next step for the superintendent (manager) should be to: