Focus Management Group

Manufacturing Industry Experience

Nationwide Paper Conglomerate



Several national paper companies with extensive capital manufacturing bases struggled to keep equipment operating reliably. The Company was also struggling to operate profitably as a result of the typical lower margins and demanding service requirements in the paper industry. In addition to this, equipment breakdowns created significant overtime, waste, lost production, unhappy customers and a very stressful work environment in a constant crisis mode. Maintenance, production and labor costs were very high, which limited the conglomerate from investing capital to meet new customer requirements.

Focus Scope:

Focus was engaged to develop and implement an Asset Reliability Model in the facilities.

Tasks Performed:

In addition to developing and implementing the reliability model, preventive and lubrication maintenance routines were required to be developed and published. Planner training was also needed. The process required working with various vendors to comply with the best practices, including the Computerized Maintenance Management System (CMMS) providers, who needed to create a paper-free work order management process.

Focus Professionals developed and implemented the Asset Reliability Model in each plant, training the key maintenance and operations personnel in the best practices and processes. CMMS training was provided to operations and maintenance to ensure the CMMS was fully utilized and work could be effectively managed, planned, scheduled and followed up. PM routines and equipment strategies were developed, and technical libraries were built, equipped with technical manuals and the required office equipment to provide the maintenance team with all the required resources to ensure world class maintenance.


The results achieved through the development and implementation of the Asset Reliability Model was significantly beyond the expectations of senior management. Plants on the ‘endangered list’ became profitable and led the division in numerous maintenance and production categories. Downtime between failures was measured in days instead of minutes, and costs were driven down throughout the manufacturing plant, as well as maintenance downtime and production waste. Schedules were met, and the work place became a calm, productive work environment where the focus was on running and growing the business, rather than just surviving another day. Networks of productive ideas and equipment repairs were developed to share information and results. Maintenance spent an increasing amount of time on improving equipment design, and equipment was modified to exceed the capabilities touted by the manufacturers. Their ‘wrench’ time elevated to above 85%.

Overall, the Company, which had originally viewed maintenance as a necessary evil, now understood maintenance as a competitive advantage and as a non-issue in areas to improve.

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