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Every maintenance department seems to have one. The technician who knows every machine, every recurring failure, every spare part location, and every trick for getting equipment back online. Ask them a question, and they have the answer before you've finished asking it. I call these individuals Walking Encyclopedias. They are one of the most valuable assets a company can have. But they also represent one of the greatest risks. When maintenance knowledge exists only in one per

Every maintenance department has more work than available time. Equipment failures, preventive maintenance, improvement projects, and unexpected requests all compete for attention. Even with a robust CMMS, an effective work request process, and a well-developed scheduling system, maintenance technicians still need clear Rules of Engagement. Software can organize work orders, but it can't always determine what should take priority at that moment. That's where Rules of Engageme

For many organizations, implementing preventive maintenance feels like a major step forward. Instead of waiting for equipment to fail, maintenance teams begin scheduling routine inspections, lubrication, and basic upkeep. There is more structure, more organization, and often fewer breakdowns. Whether in manufacturing, hospitals, universities, or refineries, this shift creates the sense that maintenance is becoming more controlled and effective. As I have watched maintenance

I realize I have written about this before, but those who know me well I do believe in re-iterating important value. The idea that you become the average of the five people you spend the most time with is not new. It has been echoed across books, talks, and social media feeds. I made it a pillar in my Paint It Red Decision-Making Philosophy due to its overwhelming influence on our decision-making process. But with Same Problems, Same Opportunities releasing next week, I wan