Lean Maintenance

Maintenance scheduling that actually makes sense. Built for factory teams who are done with spreadsheets and sticky notes. Try it for free

[Lean Maintenance @LeanMaintenance]

Every plant has an SOP folder.
It gets reviewed once a year because compliance requires it.
Nobody on the floor is following it.
The written procedure and the actual practice diverged years ago. That folder is a document, not a standard.

[Lean Maintenance @LeanMaintenance]

Watermelon dashboards.
Green on the outside. Red on the inside.
Every KPI is on target. Meanwhile overtime is 40% over budget and the same three assets keep failing.
The numbers are not lying. The people entering them are just protecting themselves from questions.

[Lean Maintenance @LeanMaintenance]

Most maintenance schedules were built once.
Equipment changed. Failure patterns changed. The team changed.
The schedule didn't.
Teams absorb the breakdowns rather than take the time to rebuild what's already there.

[Lean Maintenance @LeanMaintenance]

Most plants have a number for their changeover time.
It is the number the lead operator remembers from when things went well.
The real number, tracked across ten consecutive changeovers, is almost always longer.
And the variability between them is usually the bigger problem.

[Lean Maintenance @LeanMaintenance]

Every line restart loses time before it reaches full rate.
3 to 8 percent of available production time, in plants with frequent changeovers.
It looks like normal warmup. Nobody logs it. Nobody investigates it.
But it happens every single shift, every single day.

[Lean Maintenance @LeanMaintenance]

Stops under two minutes account for up to 50% of total downtime at most plants
They don't trigger alarms. Nobody logs them. Nobody investigates them
The same jam resets itself thirty times a shift and appears nowhere in the maintenance report
Invisible failures are still failures

[Lean Maintenance @LeanMaintenance]

Nobody chose WhatsApp for maintenance because they thought it was a good system.
They chose it because something needed to happen immediately and it was already open.
That logic works fine until the team grows and the group chat becomes the thing that needs managing.

[Lean Maintenance @LeanMaintenance]

PM programmes don't fail overnight.
A task gets bumped for a real emergency. Then again. Then it stops feeling urgent.
The schedule is still there. The team just stopped looking at it.
That drift is where most unplanned breakdowns start.

[Lean Maintenance @LeanMaintenance]

Most plants treat all equipment the same in their maintenance schedule.
The experienced lead knows which machines can't go down.
That knowledge lives in his head, not in the schedule.
When he retires, it goes with him.

[Lean Maintenance @LeanMaintenance]

Most plants track OEE as one plant-wide number.
Then wonder why the report looks fine but output keeps disappointing.
A 90% line and a 40% machine average to 65%. The problem is invisible until you measure at the asset level.
That is what OEE was actually designed for.

[Lean Maintenance @LeanMaintenance]

A $200 bearing stops a production line.
The bearing was in stock six months ago.
Nobody flagged when it ran out. Nobody connected it to the equipment it protects or the PM schedule that would have predicted the need.
That is a visibility problem, not a parts problem.

[Lean Maintenance @LeanMaintenance]

The most cited problem for maintenance managers in 26 is not broken equipment
It is lack of resources
Dig into what that means and it usually comes down to this: too much of the team's time goes toward managing information instead of maintaining machines
That is a fixable problem

[Lean Maintenance @LeanMaintenance]

87% of plants say they run preventive maintenance.
Only 59% actually spend most of their maintenance hours on it.
The rest is reactive. That gap is where most unplanned downtime hides.

[Lean Maintenance @LeanMaintenance]

Most maintenance teams have the information they need to prevent breakdowns.
It lives in technician notes, group chats, and verbal shift comments.
The problem is it never reaches one place before something fails.
That's the gap LMS closes. https://t.co/1eduMGVr5P

[Lean Maintenance @LeanMaintenance]

What we built → https://t.co/1eduMGVr5P

[Lean Maintenance @LeanMaintenance]

Asked a maintenance engineer what his morning looks like.
"I open WhatsApp first. Then Excel. Then WhatsApp again."
That was his system.
Not because he was disorganised. He was one of the sharpest people I spoke to that year.

[Lean Maintenance @LeanMaintenance]

I kept hearing the same story from engineers across different plants.
Different countries. Different equipment. Same morning routine.
That's what pushed me to build something.
Not to replace their process. To give it a spine.
Does your morning start with WhatsApp?

[Lean Maintenance @LeanMaintenance]

A system your team avoids is not a system. It's a subscription you pay for while the real work happens somewhere else.

[Lean Maintenance @LeanMaintenance]

70% of plants have a CMMS.
49% still run a parallel Excel file alongside it.
That's not a coincidence.
The software didn't fit how the team works. So the team worked around it.
The spreadsheet came back.