The goal of a Maintenance Strategy is to ensure that equipment delivers its required performance cost-effectively throughout its intended life.

The goal of a Maintenance Strategy is to ensure that equipment delivers its required performance cost-effectively throughout its intended life. This is vitally important in a Lean Manufacturing environment where unexpected breakdowns and surprises of any kind will lead to customers being disappointed.

By applying some straightforward principles it is possible to produce a Maintenance Strategy which not only ensures optimum equipment performance but also contributes to the competitive advantage of the organisation as a whole.

Course Objectives: To answer the following

  1. What impact does Maintenance have on financial performance?
  2. How do we go about producing or reviewing a Maintenance Strategy?
  3. What Processes/Systems/Disciplines are required – both Top Down and Bottom Up?
  4. How can we achieve sustainable improvements?
  5. What key performance indicators will be required?
  6. What are the Implications re Priority, Pace & Resource?
  7. What are Key Success Factors and Pitfalls to Avoid?
  8. What are the Options for implementing a Maintenance Strategy?
  9. What are the Realistic Cost/Benefits & Timescale Expectations?

By the end of this 1 day Workshop you will have:

  1. A thorough understanding of the practical realities of producing a Maintenance Strategy
  2. Better equipped to guide and advise your colleagues having dispelled some of the Myths & Realities of Maintenance
  3. A firm understanding of the necessary Strategy Development Framework & how to avoid common pitfalls
  4. Know the milestones and Key Success Factors & potential inhibitors for design, implementation and sustaining the maintenance process
  5. Finally, you will have relevant Training & Awareness material to engage the “hearts and minds” of your colleagues.

Course Content

  1. The link between Effective Maintenance & Competitive Advantage
  2. Developing a business focused Maintenance Strategy which minimises cost and risk
  3. Deciding which Maintenance tasks are required and putting these into a coherent programme
  4. Structuring the organisation to carry out the Maintenance programme
  5. Using your computer maintenance management system (CMMS) to ensure that work is controlled cost-effectively and continuous improvement takes place

Participant Profile

The target audience includes Managers, Facilitators & Planners currently involved or about to be involved in the development/implementation of a Maintenance Strategy.


Andy Brophy is a Lean & Innovation Improvement Advisor. He has been working in the Lean field for the last 15 years with a diverse range of organisations including manufacturing, government, services, software development, and hospitals.

Andy is a professional engineer and holds a 1st Class MSc in Lean Operations from Cardiff University and is Six Sigma Black Belt certified. In May 2010 he published the co-authored book Innovative Lean with John Bicheno of the Lean Enterprise Research Centre in the UK. This work is primarily based on the power of harvesting and implementing employee ideas and creating an innovative and empowered workforce.

In 2011 he was selected by Pearson’s the world’s largest book publisher to write The Financial Times Guide to Lean. The book is currently being translated into Spanish, German, Dutch, and Japanese. The book is currently undergoing assessment for The Shingo Prize Award in the USA.

In 2015 he is scheduled to publish a co-authored book with three USA based authors. They are API’s Improvement Advisor Cliff Norman, Yedda Trawick of Care Oregon, and Jane Norman of PKP Inc. The book is titled Lean Healthcare and The Science of Improvement. This research will explore Lean Healthcare with emphasis on Deming’s System of Profound Knowledge using the internationally adopted Improvement Model within healthcare. This pioneering book aims to alloy these two potent improvement philosophies to advance the accomplishments already realised through the application of Lean to healthcare.

Clients he has served in 2013 include; Dublin Airport Authority, Department of Social Protection, ESB, St. James’s Hospital, HSE National Logistics and Distribution Centre, NHS King’s Hospital London, Enterprise Ireland, Central Bank Mint, Lisheen Mine, Abbott Vascular, Grant Engineering, Klasmann Deilmann, Tour America, Top Flight, Height for Hire, and Directski.

This course is also available as an on-site customised course

Course Cost: €490

Duration: 1 day

Date: 2015 TBC

Location: Dublin

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