Mastering Maintenance Planning: From Reactive Fixes to Proactive Success

Like the mythic Sisyphus, maintenance teams often feel they’re endlessly pushing a ball uphill, only to see it roll back down.

Even after conducting preventive inspections and addressing identified issues, many teams find themselves repeatedly tackling the same faults, a frustrating “three steps forward, two steps back” cycle.

As the adage goes, “Those who ignore history are doomed to repeat it,” and this rings true in every plant.

Moving from a “fix when it breaks” mindset to a “find it, fix it, move on” approach is progress, but it often feels incremental and discouraging. That’s where a skilled maintenance planner can truly elevate performance.

The Planner’s Role

A planner’s first task is to review past work on the same or similar equipment. By reusing an existing work order or copying its details, planners save valuable time and reduce the risk of redundant effort.

Beyond efficiency, this practice surfaces patterns—how many times the same job has been performed, why it keeps recurring, and whether there’s a deeper operational or equipment gap that can be addressed once and for all.

Learning from History

Consider a small motor that burned out roughly every six months. Each replacement was handled by a different shift, and the quick swap masked the underlying issue. A sprocket was substituted during an emergency repair because the correct part wasn’t in stock, and no follow‑up work order was created. The motor, mildly overloaded, eventually failed—yet the pattern remained invisible until someone searched the CMMS for repeat work orders.

When the historical data surfaced, it was clear that the same failure was happening repeatedly. The planner could then question the root cause, coordinate a corrective action, and prevent future losses.

In many facilities, large, obvious problems receive immediate attention, but it’s the planner’s vigilance over the smaller, recurring issues that often drives the greatest gains in reliability and cost savings.

Using History Wisely

Leveraging history isn’t about endless research; it’s a focused, data‑driven practice that adds measurable value. Managers should foster a culture that rewards planners for uncovering and acting on patterns, even when the immediate payoff isn’t obvious.

High‑quality work‑order information is critical. The 60‑ to 80‑character work description should clearly state the actual work performed, not just the observed issue.

Capturing Complete Information

Routine reviews of completed work orders ensure that all relevant details are captured. Engaging directly with mechanics helps planners understand how the job was executed and identify areas for improvement. This collaborative approach turns planning into a true team activity.

John Crossan is a consultant who spent over 30 years at Clorox, where he focused on improving operations by implementing manufacturing and maintenance procedures across 30 U.S. and Canadian plants. Prior to Clorox, he held operational and engineering roles at Johnson & Johnson and Burndy Corporation. Reach him at john@johncrossan.com or visit www.johncrossan.com.