Transforming Maintenance Culture with Supplier Partnerships

Culture change is among the toughest transformations a plant can undertake. At Conagra’s 45‑year‑old canned‑meat facility in Montrose, Iowa, profit margins are narrow and the maintenance department is often understaffed. Day‑to‑day operations still idolize the “Tarzan” hero who swoops in, fixes a problem, and disappears before the plant returns to full operation. That reactive mindset—rewarding quick patches rather than preventive work—has become entrenched.

High turnover and a lean workforce have reinforced this reactive culture, leaving little room for proactive repairs that could prevent downtime or catastrophic failures.

When several maintenance leaders recognized the need for a shift toward predictability, they seized the opportunity. An ultrasonic leak‑detection tool was purchased and a handful of technicians were trained to use it. Initially applied to steam trap inspections, the tool soon fell into disuse as retirements and job rotations left no qualified operator on hand.

Vendor partners were approached with promises of $80,000 in savings. They offered a revenue‑share model: “You pay $40,000, we set up routes, train your team, and analyze the data for you.” The vision was appealing—train in‑house staff and eventually bring the program under internal control. Unfortunately, the implementation failed to deliver lasting benefits, eroding confidence in predictive technologies.

New Beginnings

After assuming my current role in late 2014, I had a broad background in maintenance, production, and management but little formal training in reliability. I was determined to learn the science behind maintenance reliability, which led me to attend a reliability conference in 2015 and earn a certification.

That same year, our department launched a reliability journey focused on lubrication. We partnered with a vendor that not only offered cost savings but also provided training and a collaborative partnership. Rather than a hard‑sell, they sought to understand how they could help us.

Our initial work involved consolidating plant lubricants and implementing best practices. A follow‑up meeting revealed the vendor’s predictive‑services division. While the technology sounded promising, the price was prohibitive and the financial case unclear.

Undeterred, I requested a meeting with the predictive‑services team. Without expensive demos or flashy slides, they listened to my vision: a comprehensive package that included vibration analysis, thermography, ultrasound, and oil sampling. I wanted the vendor to set up routes, collect and analyze data, while our in‑house team learned to perform these tasks. A five‑year roadmap was drafted, culminating in vendor support only as needed.

In a reactive environment, this ambition seemed unrealistic. Budget approval was more difficult than securing additional technicians. Consequently, the full vision was paused, but the partnership remained active.

Small Steps with Purpose

Our vendor partner helped us design a deliberate, phased plan to introduce reliability and condition‑based technologies. The strategy included small, high‑impact demonstrations for stakeholders, internal training tools, education of senior leadership, and the introduction of an “anti‑firefighter” award to recognize proactive maintenance.

Where to Start

The vendor made multiple visits to understand our operations. Together we chose ultrasonic leak surveys as the first step, aligning with corporate cost‑savings goals. A two‑day survey uncovered over $40,000 in air leaks. The data were turned into work orders with photos and descriptions, and a planner was tasked with driving the repairs.

Detection alone does not generate savings—action is essential. Assigning ownership to planners ensured that the repairs moved forward.

Selling Up

Early successes needed to be communicated to upper management. The maintenance manager championed the results, and I facilitated a meeting with plant leadership where the vendor explained the process and the tangible ROI of ultrasonic leak detection. The clarity of measurable savings helped secure support for expanding the program.

Just Keep Swimming

The partnership grew, and we began small pilot projects. After the successful leak program, the vendor recommended thermography on motor control panels. The ROI was again impressive, and work orders were generated for the identified issues.

During a preventive maintenance meeting, we discovered a stalled steam‑trap inspection that had been delayed for months. With vendor‑led thermography, we completed the inspection in two days and replaced faulty traps. The vendor now conducts annual predictive maintenance for steam traps, electrical thermography, and ultrasonic leak detection.

Using the data, we established a weekly maintenance meeting to discuss findings. The vendor visited the plant for hands‑on training, making complex concepts like vibration analysis approachable. The narrative of “red equals hot equals failure” resonated with staff, driving engagement.

One Step Forward, Two Steps Back

Vibration analysis offered deeper insight but required ongoing investment. I expressed concerns about the recurring cost, but the vendor proposed a three‑month trial of half‑day sessions. We focused on critical assets, and within the first quarter we identified 12 key machines with lubrication, alignment, or bearing issues.

Although the findings were compelling, repair implementation lagged. Some team members doubted the value of the technology, citing past experiences where they “greased it” and “it will run.” This skepticism threatened to undo our progress.

To address this, the vendor hosted a lunch‑and‑learn, combining education with informal discussion. While some teams adopted the insights, others needed more exposure.

Chapter Two

Two illustrative cases emerged. A fan motor, long tagged as failing, was replaced after a new belt tension issue was discovered. Subsequent vibration analysis revealed bearing defects, confirming the need for proactive maintenance. In the waste‑treatment lagoon, four older blowers suffered alignment problems; when one failed, the plant faced regulatory risk. The vendor’s timely alerts prompted the procurement of replacement motors, illustrating the cost of ignoring predictive data.

Not a Happy Ending But a Hopeful Middle

While challenges remain, the plant’s culture is shifting. The anti‑firefighter award now recognizes technicians who engage in preventive work. One utilities technician actively requests vibration reports and collaborates with planners to schedule repairs, preventing downtime on freshwater pump motors.

We expanded precision alignment training, and technicians now routinely apply the technique. When data indicated potential failure, we acted quickly, reducing downtime and allowing better work planning.

Corporate leadership has taken notice and is exploring how to replicate our success across the organization.

Our journey underscores that learning from mistakes, engaging partners, and incremental progress can transform a reactive maintenance culture into a proactive one.

This article was previously published in the Reliable Plant 2019 Conference Proceedings.