Optimizing Span of Control and Planning for Maintenance Teams

During a recent flight to Atlanta, I met a veteran maintenance supervisor who shared the struggles his mill faces after a recent downsizing. He still manages to keep a 1:25 span of control for two planners, yet the planners are unable to hit the industry benchmark of three jobs per day.

The Core Issues

The mill’s maintenance function is hampered by:

• Management instability and poor decision‑making.
• A disordered storeroom and unreliable inventory visibility.
• A poorly implemented CMMS/EAM system that fails to reflect actual stock.
• Reactive scheduling that is delayed by inefficient purchasing.

Evidence‑Based Span of Control

Industry studies show that an effective planner should supervise 15‑30 craftspeople, while a supervisor should oversee 8‑15 crafts. For highly reactive environments, leaner ratios—around 15 crafts per planner and 8 per supervisor—yield the best results.

Continuous Improvement Loop

Start each job plan with:

• Required crafts.
• Estimated hours.
• Parts and materials.

After execution, crafts record any additional tools, parts, or steps. The planner updates the plan, creating a real‑time feedback loop that can raise daily output beyond the three‑job target.

Supporting Processes Matter

Even the most advanced planning tools fail if purchasing, inventory, or supervision are weak. Aligning these functions is essential for true efficiency.

Training Plus Coaching

Formal maintenance planning courses cover theory, but hands‑on coaching and mentoring uncover and remove practical obstacles. This blended approach unlocks the full potential of planners and schedulers.

Practical Recommendations

• Reevaluate span of control to match the reactive or proactive state of the organization.
• Implement a structured feedback loop for job plans.
• Invest in CMMS/EAM integration that reflects real inventory.
• Provide ongoing coaching to planners and supervisors.
• Streamline purchasing to avoid bottlenecks.

By addressing these areas, maintenance leaders can transform reactive operations into proactive, high‑performance teams.