Plant maintenance strategy: evidence from four British manufacturing firms

Abstract

The nature of maintenance work has changed as a result of a huge increase in the number and variety of physical assets to be maintained, increasing automation and complexity, new maintenance techniques and changing views on maintenance organisation and responsibilities. Maintenance philosophy has evolved from reactive to preventive and later to a proactive approach. However, maintenance function is still largely seen as a “necessary evil” by many companies. What is their maintenance strategy in an increasingly competitive world? This paper first reviews the development of the maintenance philosophy. It then reports the case study findings of the maintenance strategies adopted by four large and medium‐sized British manufacturing and processing companies. The paper concludes that production pressure has forced these companies to resort to reactive maintenance, a technique which is counterproductive for the long‐term performance of the plant.