10 Rules for a UR Manager: Organisation and Standardisation

Good habits and structured processes are essential if we want production to run efficiently and without surprises. When we have a properly implemented CMMS system, implementing these proven standards becomes simply easier. The software helps us manage spare parts, maintain order within 5S , and stay in touch with operators.

It’s worth taking care of, because the stakes are high. Interestingly, optimization in maintenance has a direct impact on business: cutting costs by $1 million can generate the same profit for a company as increasing sales by as much as $3 million! So let’s get down to specifics and explore the principles that will allow us to build a modern work environment.

1. Planned work is our everyday life

In a healthy maintenance department, most tasks are not left to chance. It’s recommended that 90% of our activities consist of well-thought-out and planned work orders ( planned maintenance work ). This ensures smooth operation and allows us to intelligently manage our time and equipment, rather than being caught off guard by unexpected failures.

2. Little margin for sudden events

Breakdowns will always happen; this is production, after all. However, best practices dictate that we strive to limit emergency interventions to a maximum of 10% of the team’s time . The rest is stable, predictable work. Maintaining this boundary allows mechanics to work methodically and with focus.

3. OEE as our main guide

Aim for an 85% OEE (Overall Equipment Effectiveness) score. Achieving this goal requires the convergence of three key elements: 90% machine availability, 95% machine efficiency, and, finally, 99% product quality.

4. Maximize your time with the tool

Just because an employee is on shift doesn’t mean they’re repairing machinery. Our organizational goal is to achieve a 50% to 60% wrench time (the time a mechanic actually works with a tool in hand). Proper preparation of documentation, parts, and tools reduces wasted runs and team frustration.

5. Overtime under strict control

Maintaining operations requires significant commitment, so good planning must prevent overload. A properly organized department maintains overtime levels around 6% . If this rate soars, it’s a sign that scheduling is deficient or there’s a shortage of preventative labor .

6. Keeping costs in check

Global standards clearly state that operating costs of a facility should not exceed 3% of total sales. In turn, when measured against the replacement value of assets (RAV), our expenses for this purpose should be kept to a minimum of 2%.

7. Action according to plan

Creating a schedule is one thing, but implementing it is another. For the system to operate consistently and without disruptions, we must meet at least 70% of our targets for a given week ( schedule compliance ). This is the only way to avoid accumulating backlogs and ensure the smooth operation of the machinery.

8. Full awareness of downtime costs

We often don’t realize how expensive the minutes a machine sits idle are. Understanding this scale helps us shift our thinking. In the airline industry, a Boeing 747 grounding can cost $0.5 million per day. Meanwhile, a large excavator breakdown in a mine can mean a loss of $0.5 to $1 million per day. Proactive maintenance is therefore much cheaper than repairing a fault.

9. Strict discipline of work orders

For a CMMS system to truly improve our daily work, we must maintain data hygiene. Work order discipline should therefore exceed 90%. If work isn’t reported, it simply never happened for the system and historical analysis.

10. Optimal proportions of labor and material costs

When we look at the budgets of the best technical departments, we notice a recurring pattern. In a perfectly functioning maintenance system, the ratio of labor costs to the cost of parts and materials used is optimally 70% to 30%.

The practical dimension of changes on the example of Valvex

The culmination of these ten principles is a suitable system that integrates processes into a coherent and seamless whole. A prime example is Valvex, a Polish valve manufacturer, which, thanks to digitalization and the implementation of CMMS software, completely transformed its work culture. Instead of chaotic phone calls and mechanics being distracted from their main tasks, a clear flow of information and mobile access were introduced. The problem of duplicate parts orders has also disappeared, as the warehouse is now precisely cataloged.

Today, Valvex goes a step further, supporting autonomous maintenance among operators. This demonstrates that automated procedures and modern tools actually save time and bring tangible benefits to the company.

The Path to Operational Excellence

Implementing these ten rules is a time-consuming process, but its results permanently transform workflows. Moving from chaotic repairs to a well-thought-out, proactive strategy allows for stabilized production and optimized costs.

Process standardization, precise measurement of metrics like OEE and tool-in-hand time, and the support of modern CMMS software are the foundations of a stable and thriving technical department. This, of course, requires a change in daily habits and the commitment of the entire team, from mechanics to management. However, this is the only way to finally ensure that maintenance ceases to be perceived solely as a cost center and instead becomes a key partner, building profits and plant safety.