“The true sign of intelligence is not knowledge, but imagination.”
At a recent international roundtable discussion, attendees were asked to define their version of a “World-Class” maintenance organization. Many rolled out the proverbial shopping list of “must haves.” These are attributes required by various maintenance award committees that have attempted to tangibly define “World-Class” status as a scorecard of the number of philosophies and policies followed over a defined time period. According to these committee definitions, “World Class” ostensibly is achieved by measuring a department’s scorecard against a set of subjective performance measures—set and contributed to by most of the people around the table.
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