Common Challenges
The two most important words in the implementation of a MMS program are "buy-in". Overcoming the negative perception of any new maintenance improvement process or, for that matter, any change at all, is often the biggest hurdle. Challenges most organization face are:
Lack of Funding
In April of 2000 a survey of local governments and municipalities was conducted to indicate what obstacles were limiting their ability to implement preventitive maintenance management programs. Overall, the obstacles listed most frequently as "very serious" were those related to inadequate funding for maintenance. The results were as follows:
- 37% Competition with other expenditures
- 24% Insufficient staff resources
- 26% Levy limits
- 17% Funding restrictions
- 15% Fund new growth without planning for maintenance expense
If lack of funding is a serious challenge in your organization, then people need to be educated about the substantial cost savings. organizations experience after implementing a MMS.
Lack of Committment & Experience
The preventive maintenance philosophy is somewhat contrary to that of traditional administrators for two reasons. First, it requires "strategic" rather than "operational" analysis on the part of agency managers and officials. That is, the benefits of preventive maintenance, which are best expressed in terms of future value, are significantly undervalued by management concerned with current operating costs.
Second, while MMS system have an immediate payback on resource consumption and man-hours, turnover amongst adminstrators often means the payback that occurs longer-term, as asset life is extended and capital outlays are avoided, may not occur on their watch. This lack of continuity and likelihood that successors may reap the benefits can create reluctance for current administrators to move forward.
No Smoke = No Fire
A MMS will significantly improve your preventive maintenance efforts which may causes delays and inconveniences to customers who wonder "if it isn't broke why fix it." Traditional maintenance typically results in some immediate tangible benefit for the customer, most often in the form of improved performance and/or use of the asset under maintenance.
Preventive maintenance rarely brings about any visible improvements, rather, it silently ensures the reliable and safe operation of the asset time and again. This lack of visibility often diminishes the attractiveness of preventive maintenance to adminstrators and customers.
Internal Interest Groups
A significant portion of the contemporary literature in public administration has addressed the costs, benefits, and challenges associated with the adoption of management initiatives across the public sector. One frequently cited obstacle is the formation and persistence of internal interest groups. These groups tend to form around union interests, professional concerns, divisional/departmental lines, technology standards and organizational norms and traditions.
External Interest Groups
External interest groups such as other governments, professional associations, and national labor organizations have been said to have the most impact during the implementation of performance measures and other strategic management initiatives. In fact, there are many documented examples of sizable resources being committed to the creation of elaborate performance measure systems that are never implemented because of external political pressures.
Gaining cooperation
Human nature has a natural tendency to resist change and a MMS may run counter to years of culture and the usual way of doing things. Implementing a MMS program is not a one-person job shrouded in secrecy, rather, it is opportunity to openly discuss, explore, and document better management practices with knowledgable personnel.
A MMS can ignite your efficiency engine but it requires the input and cooperation of the organization's people to take flight. Make sure everybody understands exactly what a MMS really is - a profit making tool