It is very important for the entire SA group to be in early and to be visible
to the company the morning after a maintenance window, no matter how
hard they have worked during the outage. If everyone has company or group
shirts, coordinate in advance of the maintenance window so that all the SAs
wear those shirts on the day after the outage. Have the people who look after
particular departments roam the corridors of those departments, keeping eyes
and ears open for problems.
Have the flight director and some of the senior SAs from the central coreservices
group, if there is one, sit in the helpdesk area to monitor incoming
calls and listen for problems that may be related to the maintenance window.
These people should be able to detect and fix them sooner than the regular
helpdesk staff, who won’t have such an extensive overview of what has
happened.
A large visible presence when the company returns to work sends the message:
“We care, and we are here to make sure that nothing we did disrupts
your working hours.” It also means that any undetected problems can be handled
quickly and efficiently, with all the relevant staff on-site and not having
to be paged out of their beds. Both of these factors are important in the overall
satisfaction of the company with the maintenance window. If the company is
not satisfied with how the maintenance windows are handled, the windows
will be discontinued, which will make preventive maintenance more difficult.