The final step is to put together the entire business plan, then gain the support of the community to adapt this approach. Once it is accepted, a trial period is needed to monitor the results and confirm that the expected benefits are achieved. Assessing the results and making any necessary corrections completes the cycle of implementation.

Returning to the work center again, the business plan highlights were listed and presented to the production management and to each crew. The purpose was to learn of any objections and to communicate the benefits of adapting the new maintenance approach. 

The major highlights from the company perspective were as follows:

1. Adding 9 production days would translate into higher productivity numbers for the area and more profit for the company bottom line. About 12 product changeovers would be made in conjunction with the maintenance work, allowing more production.

2. Short shutdowns would cause far less disturbance to the product flow and inventory levels than the longer shutdowns previously would. They would also reduce the costs of materials on hand, further helping the bottom line.

3. Machine reliability was expected to increase. More frequent access to the equipment would catch failures before the process was impacted.

4. More focused work performed by the key mechanics would lower the product's maintenance cost. Work estimates could be reduced.

5. More attention to task detail would increase equipment reliability and reduce startup problems.