During a speech, at the height of the Cold War, U.S. President Ronald Reagan famously called on Soviet leader Mikhail Gorbachev to tear down the Berlin Wall. Two years later, in 1989, the wall fell. Could a similar speech help take down the metaphorical wall that exists in manufacturing between Maintenance & Operations? “Open this gate! And tear down this wall! The will and technology are here to make it happen! Tear down this wall!”
What Does Industry 4.0 Have To Do With An Iconic Speech From The Cold War?
On June 12, 1987, at the Brandenburg Gate, U.S. President Ronald Reagan delivered a speech to the people of West Berlin who were separated by a wall from the rest of the world. Built by the USSR, the 12-foot wall – all concrete, barbed wire, and electric fencing – was to keep East Germans from escaping to the more prosperous West. It was also a symbol of the decades-enduring Cold War between the U.S. and Soviet Russia. At the time, the Soviet leader was Mikhail Gorbachev, who seemed intent on liberalizing the Soviet regime. Reagan suggested that he put his money where his mouth was by tearing down the wall that surrounded West Berlin. Two years later, in 1989, the wall did indeed fall.
Coincidentally, this was the same year the Western World was introduced to Total Production Maintenance (TPM) with the publication of the first English-translated Japanese book on the subject, TPM Development Program by Seiichi Nakajima.
Coincidentally, this was the same year the Western World was introduced to Total Production Maintenance (TPM).
And yet, today, contemporary manufacturing continues to be plagued by not only the wall between Maintenance & Operations, but countless other walls worthy of being torn down – between the C-suite & the Floor, between the Floor & Supply Chain, and between Etcetera & Etcetera.
Hence, we decided to update Reagan’s speech to be a call to action for manufacturing leaders worldwide. It’s time to get to work in spurning silos and truly embrace Industry 4.0.
Take it away Ronnie!
Tear Down This Wall: A Call to Unite Maintenance & Operations
Ladies and gentlemen of manufacturing. Today, I speak to you about a wall that has divided our industrial landscape for far too long. This wall has hindered progress, reduced efficiency, and undermined the potential of our manufacturing ecosystems.
This wall is not made of a gash of barbed wire, concrete, dog runs, and guard walls, but of organizational barriers, miscommunication, and deeply entrenched departmental silos. It is the invisible barrier between Maintenance & Operations – a division that has cost our industries countless hours of productivity, millions in unnecessary expenses, and immeasurable potential for innovation.
People have come and gone, yet this wall still remains. And so, to the leaders of Maintenance & Operations, I say: Tear down this wall!
Turning A Wall Into A Story Of Hope And Triumph
For too long, we have allowed a destructive separation to exist between those who keep our machines running and those who drive production forward. Maintenance has been viewed as a reactive cost center, while Operations has been pressured to maximize output at all costs. This artificial division creates a fundamental weakness in our industrial strategy.
In our current paradigm, Maintenance waits for failures to occur, and Operations pushes equipment beyond its recommended limits. We treat our machinery like disposable assets, rather than strategic investments. This approach is not just inefficient and morally reprehensible – it is economically suicidal.
Yet I do not come here to lament. Even in the shadow of this wall, we can already find a message of hope and triumph in many factories.
Time And Technology Has Turned The Wall Into A Liability
Many years ago, a Marshall Plan for factories, called TPM, was developed. And with the advent of AI-enabled technologies for Machine Health, Process Health and, ultimately, Production Health, we now have the will and the technology to see this dream finally come true. As it was originally formulated, “Our policy is directed not against any company or doctrine, but against loss of productivity and chaos.”
Just as Germany and Japan rose from ruin after WWII to become economic giants by embracing principles that laid the foundation for TPM, we are now seeing an economic rebirth in those who follow in their footsteps.
The wall between Maintenance & Operations represents more than just a communication barrier. It represents a fundamental misunderstanding of how modern manufacturing must operate. In an era of digital transformation, Industry 4.0, and predictive technologies, this wall is not just outdated – it is a strategic liability.
A Pledge To Continual Improvement
Imagine a world where Maintenance is not seen as an interruption to production but as a critical strategic partner. Imagine a world where Operations doesn’t view maintenance as a necessary evil, but as an essential contributor to overall efficiency and performance.
Predictive maintenance is not a luxury – it is a necessity. Finally, some 30 years after the Berlin Wall fell, and TPM initially became known to the rest of the world, technologies exist to transform how we approach equipment management. Sensors, IoT, artificial intelligence, and advanced analytics can provide real-time insights that blur the lines between maintenance and operational responsibilities.
And because we continue to pursue progress, today we have within reach the possibility, not merely of limiting the growth of waste, but of eliminating, for the first time, all unplanned downtime while optimizing equipment performance, extending asset life cycles, and improving workplace safety. And while we pursue these improvements and cost reductions, our pledge to you is to enable you to maintain the capacity to fulfill consumer demand at any level at which it might occur.
We’re All On The Same Team, An Empowered Team
This pledge is not about replacing human expertise, but about empowering our teams with better information and collaborative tools. It’s about creating a culture of shared responsibility and mutual respect.
To the Operations teams, I say: Your production goals cannot be achieved without reliable, well-maintained equipment. Maintenance is not your enemy – they are your most critical allies.
To the Maintenance teams, I say: You are not just repair technicians. You are strategic partners in driving organizational performance. Your insights and proactive approaches are the key to unlocking operational excellence.
The technologies exist. The methodologies are proven. What remains is the cultural transformation – the willingness to see beyond departmental boundaries and embrace a holistic approach to manufacturing performance.
Believe In Change
Some will say this vision is idealistic. Some will argue that departmental silos are too deeply entrenched to change. To them, I say that progress has never been achieved by those who accept the status quo.
Just as walls have fallen in other domains, this organizational wall can – and must – be dismantled.
So, I challenge all of you: plant managers, operations directors, and maintenance supervisors.
Tear down this wall. Unite Maintenance and Operations. Transform your manufacturing strategy. The future of the industry depends on our ability to break down these barriers and work as a unified, strategic team.
Come here to this gate! Open this gate! And tear down this wall!
Read: ‘Machine Health 2.0: Tearing Down The Wall Between Maintenance & Operations’.
