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The Power of Prevention: Unlocking Asset Reliability Through PM Optimization


The Problem

This manufacturer was struggling with downtime of key assets due to their insufficient Preventive Maintenance plans.

There were massive gaps and a lack of structure in their Master Data in their CMMS (SAP). Many assets had incomplete or inconsistent PM master data, some assets had no defined PMs at all, while others included only vague task descriptions with no clear instructions, frequencies, or acceptance criteria, and there were little to no Bill of Materials.

As a result:

  • Maintenance execution depended heavily on individual mechanic discretion
  • Identical assets were maintained differently across the plant
  • Small issues went undetected until they became failures
  • There was huge waste in the technicians’ time
  • The organization was caught in a cycle of reactive work and avoidable downtime

The impact was clear: reduced reliability and lost production capacity.

The Client

Consumer Goods Manufacturer

The Project 

PM Optimization of Critical Assets

Services Leveraged

PM Optimization Pilot

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The Solution

Although Master Data and PMs needed to be across many assets, this manufacturer was rebuilding a critical production line and wanted to ensure that the PM strategy and plans would protect inherent reliability, support production throughput, and optimize the maintenance teams’ wrench time.  The PMs needed to be complete and optimized, and their asset data needed to be accessible in SAP.

To meet this goal, Marshall Institute partnered with the client on a Preventive Maintenance Optimization (PMO) pilot project focused on the rebuilt production line.

Rather than simply updating PMs, the team introduced a structured, cross-functional approach to defining what “good” looks like for asset care.

Working across operations, maintenance, engineering, and quality, the team…

  • Captured real-world equipment knowledge and historical performance
  • Identified gaps in existing PMs, materials, and execution practices
  • Aligned stakeholders on standardized, repeatable maintenance strategies

Week 1:
We build the capability of our clients, so we begin the pilot initiative with training and alignment. Marshall Institute’s project lead facilitated workshops on our PM optimization methodology, project scope, team roles, and on contribution and output expectations. The team understood the vision, their contribution and expectations, they were ready to optimize. During this week we also took stock of available documentation, information and data.

Week 2 to 6:
Once aligned, our next step was to ‘hit the ground running’ with optimizing PMs. We facilitated sessions to co-develop task-based PMs, including:

  • Identified failure modes 
  • Selected the appropriate PM strategy to mitigate likelihood and consequence of failure
  • Defined frequencies based on asset needs
  • Step-by-step procedures with clear execution expectations
  • Required tools, materials, and parts
  • Acceptance criteria to identify and respond to emerging issues

This cross-functional collaboration not only addresses the documentation and information gap, but it also builds buy-in and support for new PM plans, increasing the probability of strong PM completion and schedule compliance going forward.

 

The Outcome

What began as a five-asset pilot quickly demonstrated value and was expanded to over 100 assets across the facility.

As a result:

  • Maintenance work shifted from reactive and variable to planned and consistent
  • Technicians executed PMs with clarity, confidence, and reduced ambiguity
  • Early detection of issues prevented failures before they impacted production
  • Execution efficiency improved through better preparation and standardization

Each optimized asset now operates with:

  • Clearly defined, repeatable PM procedures
  • Standardized tools, materials, and parts
  • Structured frequencies aligned to actual asset needs
  • Clear criteria for identifying and responding to abnormal conditions

Building On This Success

Our client has taken control of asset downtime by creating and optimizing Preventive Maintenance strategies and plans that are aligned with:

  • Equipment history
  • Shop floor expertise
  • Manufacturer recommendations

Their mechanics now know the tasks, parts, and tools required to perform the optimal work; thus, minimizing the time needed to perform the work and maximizing value of the work performed. Breakdowns will be less frequent, safety should be enhanced, production capacity will be higher, costs should optimize, and this site can continue with confidence and competence on their journey to proactive performance.