The plant had 44 mechanics working on three shifts. There were over 100 automatic and semiautomatic machines in the factory. Because of the way that repair orders came in, and the method of assigning mechanics as they became available, we would end up with a serious problem. Our highly experienced mechanics might be working on simple setups. Less qualified mechanics would be working on problems that were far more complicated than they could resolve.
We decided to create a center where the machines would be taken if the problem proved to be complicated. The three top mechanics in each shift would man the center. The other mechanics would go on servicing equipment in the shop. If a mechanic needed assistance in repairing a machine, one of the men from the center would come out to have a look. If the problem did not appear as simple to correct the machine would be disconnected and taken to the repair center. There, the mechanics had all the tools that they would need. In fact, the walls were lined with every tool imaginable. The center had a connecting door to the machine shop. A machinist was available on call during each shift. The combination of highly–skilled personnel and extensive resources made it easy to repair just about any problem that came up.
By changing our thinking from sending people out to the machines, to sending the machines to the in-house repair center, down–time was reduced dramatically. The mechanics were satisfied. The highly–skilled mechanics had a chance to apply their ability to the challenging problems. The lesser skilled weren’t overwhelmed.