Picture this. The operations and maintenance manager, plant manager and production manager from a plant are in a car speeding down the road.
The maintenance manager is driving blindfolded.
The Plant manager is peering in the rear view mirror. In the back seat, the production manager is urging the maintenance manager to proceed at top speed while simultaneously warning him about a flat tire.
This situation is obviously out of control. In a plant setting, it is equally out of control. Plant management frequently focuses on past data analysis rather than future improvements. Maintenance is often “blindfolded” due to tight short-term cost control measures instead of long-term results. Meanwhile, the operations group is becoming desperate and therefore dictates what maintenance should do.