LinkedIn Profile Optimisation for Maintenance Managers

I translate reliability objectives into day-to-day execution through CMMS governance, ensuring SAP PM is configured for consistent job planning, history capture, and measurable outcomes. Using work order data, I monitor unplanned downtime hours, PM compliance, and backlog ageing to identify where planning discipline is slipping. I also enforce standard job plan templates so technicians record findings, labour, and parts usage accurately—this improves the quality of failure patterns and spares decisions. When performance drifts, I run structured reviews and corrective actions, then track results against availability, MTBF, and MTTR trends over time.

In manufacturing, maintenance has to work when production is under pressure, so I build TPM routines that protect both safety and throughput. I use TPM pillars such as autonomous maintenance check sheets and planned inspection cycles to reduce repeat faults on critical mechanisms and controls. My planned maintenance target is typically driven toward ~70% by improving constraints management—parts availability, access windows, and prerequisite approvals—so planned jobs can be executed without delay. For continuous improvement, I use CMMS reporting and small-batch improvement projects, verifying success with sustained reductions in breakdown frequency and improved availability performance.

Where downtime risks are unacceptable, I lead technical reviews that convert failure modes into preventative actions. I run FMEA workshops for high-criticality assets and translate outcomes into inspection intervals, condition checks, and service tasks recorded in SAP PM. I apply root-cause techniques like 5 Whys and fishbone analysis, then confirm effectiveness by tracking KPI movement—especially MTBF improvements and reductions in repeat corrective maintenance. This approach also strengthens spares management: consumption trends and failure evidence guide min/max levels and critical spares prioritisation, reducing both stockouts and excess inventory.

I manage a team of 15 technicians, combining standard ways of working with competence development and clear escalation routes for technical issues. During critical incidents, I coordinate on-call response plans and shift coverage so restoration is fast and learning is captured—then feed actions back into work orders and maintenance standards. Budget control is integral to reliability, so I prioritise capex and opex based on expected downtime reduction, asset criticality, and total lifecycle impact. By aligning workforce planning, contractor scopes, and procurement lead times, I protect delivery against a typical annual budget of around £1.5M while still improving availability and reducing reactive maintenance pressure.