The top priorities for the interim manager were the workload, which was clearly noticeable, and the stress that it caused within the teams. The main thing was to listen carefully and to unravel the difficult issues. After that, acting fairly and decisively quickly helped to restore trust. The next step was to identify the features of the existing Maintenance and asset policy (the status quo) in conjunction with the teams and stakeholders. What worked well and what worked less well? Looking primarily at facts and figures allowed the direction of the maintenance policy to be re-evaluated. This change of course, in which a clear structure and process-based working predominated, was implemented and further helped build the trust, not only of the teams, but also of the stakeholders. This also provided a foundation for further improvements.
After six months, the results were clear to see; after 12 months, the new direction had been implemented and calm and trust had returned to the maintenance teams and the organisation. The implementation of leadership, a focus on preventive maintenance and good housekeeping and value-driven maintenance was in full swing, and Maintenance had also been coordinated with engineering Capex projects. The results achieved in terms of performance for equipment uptime and handover of new machinery in CAPEX projects were good. After an interim period of 18 months, the baton could confidently be handed over to the new manager, who was able to continue working on the focus areas of the department, including cost management.