Abstract
Maintenance and plant engineering are considered to be important parts of the strategy underlying successful manufacturing. The aim of this paper is to investigate the deployment level of good practice in these areas compared to other manufacturing processes and what impact they have on an organisation’s performance. It draws empirical results out of the data provided from a large‐scale benchmarking study carried out in a specific region of the UK and tests part of these with case research. The findings are discussed, highlighting any variations between company size, sector and world‐class status and the significance of any correlation found between practice and performance.
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