Your plant operations and maintenance teams clash on priorities. How will you find common ground?

I look at optimal operating schedules. I have moved shifts to establish a 8 hour block of time for Preventive Maintenance to be done. I have found if this schedule is maintained and the work has Ben completed; i.e bearings greased, gear boxes inspected, chain drives inspected, etc. there will be less downtime.

To manage the conflicts among team Specially Plant operations & maintenance team we can: - -The production target will be the final target for both the teams -The Priority of Machines repairs and Maintenance implied in Production targets. -A Joint discussion on shifting of vice-versa priorities to be done and a schedule of maintenance to be reconciled considering the optimum Production to be achieved -Partial or split maintenance to be done not stopping whole assembly lines. -The schedule of maintenance to be well prepared and executed Properly. -if it possible to replace a Part of assembly line which need maintenance, afterwards this defective portion corrected and will remain ready for other cycle of maintenance.

Facilitate Open Communication: Organize regular meetings between operations and maintenance teams to discuss priorities and challenges. Align on Shared Goals: Focus on common objectives like maximizing uptime, improving efficiency, and ensuring safety. Create a Joint Plan: Develop a balanced schedule that integrates operational needs with maintenance requirements. Set Clear Expectations: Define clear roles, responsibilities, and timelines to avoid misunderstandings. Foster Collaboration: Encourage teamwork and cross-functional training to build mutual respect and understanding. Monitor and Adjust: Continuously review progress and be flexible to adjust plans as needed.

Align goals through joint planning, prioritize based on impact, use cross-functional meetings, establish clear SLAs, and foster a culture of teamwork with shared KPIs and problem-solving sessions.

Establishing regular, open communication forums, such as a daily joint ops and maintenance huddle during GEMBA walk or use the weekly production planning meeting as a venue to discuss planned stoppages and priority, allows both teams to voice concerns candidly and collaboratively find solutions that balance production needs with maintenance requirements. The ultimate goal of both the teams is the same, can't forget that!

At Hero MotoCorp, joint training with OEMs ensures Production teams understand machine functions, enabling faster troubleshooting and reducing downtime. Operators learn basic fixes, while Maintenance gains insights into shop floor challenges. Autonomous Maintenance (AM) is integrated with Condition-Based Monitoring (CBM) to prevent failures. Shared KPIs (OEE) align goals, while daily review meetings and digital SOPs improve collaboration. This cross-functional approach enhances machine uptime, efficiency, and teamwork.