The Unpredictable Challenges of Maintenance: Insights from Expert Jason Afara

Five Questions with Maintenance Expert Jason Afara

We sat down with Jason Afara, a solutions engineer at Fiix and one of our resident maintenance experts, to discuss the biggest frustrations that maintenance personnel face and share practical strategies for overcoming these obstacles. Jason holds a chemical engineering degree from the University of Western Ontario and boasts seven years of experience in the food production industry, working as an engineering coordinator, maintenance planner, supervisor, and manager.

Fiix: What were some of the biggest frustrations you faced as a maintenance manager?

Jason: Inefficient processes—especially around work requests—were a constant headache. When people outside of maintenance don't understand why certain procedures are essential, they often submit requests that are unrealistic or urgent, expecting solutions “yesterday.” The unpredictability of equipment failures adds another layer of frustration; some breakdowns are beyond our control, leading to lost weekends, sleepless nights, and high stress. However, the most challenging issue was managing unrealistic expectations from both internal and external stakeholders, especially given our limited resources.

There will always be a degree of randomness in maintenance. You can plan to the extent that you can, but you must be prepared for the unexpected and comfortable with discomfort.

Fiix: How did you cope with these recurring challenges, and what techniques helped you and your team reduce their impact?

Jason: When resources are limited, it’s crucial to focus on problem-solving rather than the problem itself. I reinforced the mindset that maintenance inevitably involves randomness and that we must plan as far as possible, but also stay flexible and ready for surprises. Embracing discomfort became a core principle for the team.

Fiix: Maintenance relies on machines and technology, but people and communication are equally vital. How did you improve collaboration among your team and with other departments?

Jason: I introduced a daily shift‑change meeting between day and afternoon teams. The goal was a concise, face‑to‑face forum where technicians shared what happened, how issues were resolved, and what was working or not. These five‑minute sessions helped foster transparency and collective learning. Initially, I led most meetings, but I gradually handed ownership to the team, retaining attendance for strategic updates and safety briefings.

Success isn’t measured by the number of broken items but by the progress we make in overall maintenance and equipment performance. It’s a journey that takes time, yet it’s achievable.

Fiix: What benefits did you observe after implementing these meetings?

Jason: The meetings reinforced the idea that shared knowledge strengthens the team and the company. In an industry where many believe that more knowledge equals job security, we shifted the narrative to show that knowledge adds value to both the team and the business.

Fiix: Progress can be slow in maintenance, often taking months or years to see results. How do you keep confidence high and nurture a culture of continuous improvement?

Jason: Confidence fluctuates rapidly in a field as unpredictable as maintenance. Celebrating small wins—like a quick troubleshoot that gets equipment back online—creates momentum and inspires further progress. Recognizing every incremental step toward our goals keeps the team motivated and focused on long‑term solutions rather than just the backlog of repairs.

By celebrating wins, embracing unpredictability, and fostering open communication, maintenance teams can build resilience, improve performance, and achieve sustainable progress.