An additional benefit results by doing two internal actions in parallel.  Because a product changeover could be scheduled in conjunction with the maintenance linestop, an additional 9 to 10 hours in product changeover time could be saved annually. Therefore, linestops exploit machine availability.

During each maintenance linestop, key mechanics could work about 9 hours. With 30 key mechanic available at a time, each linestop provided 30 X 9 hours = 270 internal work hours of maintenance. The remaining key mechanics could not be used; their time was reserved to support shifts before and after the downtime. By borrowing a few mechanics from other sources, about 306 hours of work could be completed per maintenance linestop. Thus, monthly maintenance linestops provided about 3060 hours of the estimated annual hours. Figure 6-4 illustrates the breakdown of a maintenance linestop. 

From here, an overall vision of short frequent shutdowns began to take shape. About half of the original 16,000 total hours needed was unique project work or major PMs. Each shutdown , the critical path for one project would be selected as the determining factor to set the length of a shutdown. With proactive direction on projects, one of the specification requirements was to design and fabricate the hardware and software to be modular and capable of installation in three days or less. Work that was started during prior shutdowns could be completed with the final installation or activation step completed at the next shutdown. Short frequent shutdowns would allow a focus on a few areas of the machine each time, instead of trying to accomplish many things to all parts of the machine. This narrower focus would also simplify the conveyance and commissioning steps.