Early Career Lessons that Shaped My Maintenance Leadership

Steven R. Covey advises to 'start with the end in mind.' While sound, many leaders wonder how to chart a path when the destination is unclear. In a world where equipment evolves, markets shift, personnel change, and expectations rise, the future is perpetually in flux.

When I first stepped into maintenance, my greatest advantage was my lack of preconceived notions. With a background in design engineering across power plants and various industries, followed by two years in program management where I guided engineering concepts into production, I was accustomed to planning execution and launching projects—yet I had no experience in the nuanced world of maintenance.

My prior experience proved invaluable. I led a small, seasoned crew positioned at a pivotal moment in Harley‑Davidson’s history—though we did not yet realize it. My mandate was clear: absorb the role swiftly. On day one, a millwright presented me with a gray trash bin bearing a list of crossed‑out names, the last of which was mine. He explained it represented the succession of maintenance managers; now, the responsibility rested on my shoulders.

Despite recent layoffs, I was among the plant’s youngest staff, while my colleagues boasted at least 15 years of seniority and deep trade experience. Though small and compartmentalized across disciplines, the crew was highly skilled yet had never undergone formal training in years, often treated as a necessary expense and expected to resolve breakdowns with minimal support.

I sensed a business rebound: CNC machine tools—an unfamiliar technology—were being introduced to our line. Recognizing the need for strategic planning, I leveraged my program‑management and engineering expertise to set a clear path to success.

I invested in industry literature, attended seminars, conducted benchmarking studies, and engaged a consultant—all of which yielded significant time and cost savings over the long haul. The fastest asset, however, was the seasoned personnel who had lived and breathed our plant. I assembled a focused study group to assess our maintenance maturity, identify gaps, and craft a strategic roadmap. My ambition was a three‑year plan to elevate us to a world‑class maintenance organization—an aspirational goal that guided our efforts.

Benchmarking at our sister facility in York, Pa revealed a robust manual storeroom system, comprehensive asset inventory, and a meticulous work‑order process—all absent from our own plant. Further research across Milwaukee’s industrial landscape, including companies like Briggs & Stratton, confirmed that the challenge ahead was substantial.

The core lessons I share in this Advisor column are twofold: first, secure employee engagement—an essential driver of successful change; second, foster transparency. Both principles, while seemingly risky, ultimately reduce failure probability by aligning people around a shared vision.

Our final deliverables included implementing a computerized maintenance management system (CMMS), establishing a formal storeroom, launching a preventive maintenance program, and training personnel on emerging technologies. The resulting three‑year strategic plan was shared with operations and senior management.

Further details on the strategy and its outcomes will be explored in forthcoming discussions.

Wayne Vaughn is a principal consultant at Vesta Partners. A 28‑year veteran of Harley‑Davidson Powertrain Operations, he recently retired as Director of Maintenance. Throughout his tenure, he pioneered reliability and condition‑monitoring initiatives, comprehensive training and apprenticeship programs, storeroom optimization, CMMS implementation, predictive and preventive maintenance, and a total productive maintenance (TPM) strategy. A registered Professional Engineer and Certified Maintenance & Reliability Professional (CMRP), he can be reached at wvaughn@wi.rr.com.