Building Allies: The Key to Success in Maintenance & Reliability

I was born in Pennsylvania and grew up near Philadelphia, a city famously dubbed the City of Brotherly Love. Home to Independence Hall, the Liberty Bell, the Philadelphia Phillies, and world‑renowned cheesesteaks, Philadelphia is also the birthplace of one of America’s most celebrated citizens: Benjamin Franklin.

Franklin was born in Boston and moved to Philadelphia as a teenager. He was an insatiably curious, self‑made inventor and statesman who never enjoyed wealth for its own sake. His most famous achievement—kicking a kite with a key in a thunderstorm—proved that lightning was electrical energy, a discovery that led to the invention of the lightning rod and the first fire department. His legacy also includes founding the first public library, the University of Pennsylvania, Franklin & Marshall College, inventing bifocals, and publishing Poor Richard’s Almanack.

Throughout his life, Franklin mastered the art of building allies. He formed think‑tanks, forged friendships across professions, and served as America’s first ambassador to France. His diplomatic work secured French financial aid and naval support, a turning point in the Revolutionary War. Franklin’s success proves that no great endeavor can thrive in isolation; it requires a network of committed partners.

In the maintenance and reliability (M&R) field, that lesson is even clearer. A leader who works alone can only achieve incremental gains. To truly transform equipment health, a M&R manager must unite operations, finance, engineering, procurement, sales, marketing, and human resources in a shared improvement mission. Cross‑disciplinary steering teams reinforce the message that reliability is a company‑wide objective, not merely a maintenance issue.

So, how do you start a M&R improvement program? The first step is education—ensuring that people understand the principles of reliability and the tangible benefits of improvement. Next, identify one or two departments willing to partner. Focus on solving their most pressing operational problems, then celebrate their wins. The recognition they receive will spark demand for M&R excellence across the organization, creating a virtuous cycle of success.

Networking beyond your organization is equally vital. Membership in the Society for Maintenance & Reliability Professionals (SMRP) provides access to peers who are actively solving similar challenges. My involvement with SMRP has been a cornerstone of Cargill’s M&R journey, offering practical insights that have accelerated our progress.

In short, building allies means helping others reach their goals. When you empower your teammates, you pave the way for your own long‑term success.

Tim Goshert is the worldwide reliability and maintenance manager for Cargill, one of the world’s largest food and agricultural processing companies with more than 1,000 facilities worldwide. He leads global reliability and maintenance initiatives and chairs Cargill’s Worldwide Reliability and Maintenance Steering Committee. Tim is an active SMRP board member. Contact him at tgoshert@hotmail.com or Timothy_Goshert@cargill.com.