Client interview: How RET uses Predictive Maintenance as a key to future-proof public transport

That webinar also presented research on the experiences and plans of dozens of asset owners regarding Predictive Maintenance. Several recurring bottlenecks emerged, including the fact that most companies start PdM from a technological impulse. They lack a clear business case or fail to demonstrate value. Pilots are often technically successful but difficult to scale. As a result, PdM remains siloed within organizations. There's either too little usable data or an overwhelming amount without structure.

At RET, things are slightly different. Eric explains: "We deliberately make a well-founded decision beforehand. If the initiative contributes strategically, we start a pilot to prove the technical feasibility." But he also sees a challenge: "That pilot works, but then comes the hard part: how do you make the leap to structural application at scale? That requires process—and sometimes organizational—changes that are often more complex than the technological solution itself. Both aspects must go hand in hand: technology doesn't work without a clear condition-based maintenance process, and the process doesn't work without the technology. Timing and long-term vision are therefore crucial."

PdM requires more than technology. It impacts processes, roles, systems, data flows, and culture. It has to be integrated into the entire organization, which demands time, money, and commitment.

Fokke van Houten, Senior Consultant at MaxGrip, calls this the "scalability vacuum." "A pilot goes well, but then what? Who takes ownership? Who manages the data? How does it fit into your maintenance strategy? And how do you involve other teams or locations?" According to him, this is exactly where many PdM initiatives stall. "It's not rocket science, but it is a change process. If you underestimate that, you'll get no further than a nice demo in a meeting room."

RET is determined to avoid that. Eric: "That's why we ensure all steps—from dashboard development to maintenance planning and training—are part of a long-term approach, built on a solid business case."

RET doesn't view Predictive Maintenance as a goal in itself, but as a means to achieve strategic objectives: higher reliability of vehicles and infrastructure, fewer disruptions, and retention of crucial knowledge. "RET is not just focused on technology," says Eric. "We mainly look at: what do we want to achieve as an organization in operations and decision-making? PdM helps us get there."

This mindset didn't come out of nowhere. RET feels strong urgency to digitalize, which already led to the Predictive Maintenance program in 2020. With much of the technical staff set to retire soon, valuable knowledge is at risk of being lost. That makes PdM not only interesting but essential.

Still, crucial questions need to be addressed along the way: How does PdM scale with other digitalization initiatives? What is the business case? Can we free up enough resources and people? To tackle these, RET is working on the next steps. Eric: "Together with MaxGrip, we're doing a vision session as the start of a business case trajectory. This process helps justify choices based on added value, quantitative comparisons, and clear role allocation: who manages which data, and how are insights safeguarded? In addition, we are exploring two strategic dashboard routes, each with its pros and cons. All with the aim of making PdM a structural part of our operations."

The expected effects are clear. In some cases, shifting from time- or mileage-based to condition-based maintenance reduces unnecessary inspections and disruptions. Inventory management also becomes more efficient, thanks to better alignment of spare parts and supply chain planning. Costs decrease through less downtime and smarter maintenance, ultimately lowering the total cost of ownership. RET finds it essential to create more insight and enable better decision-making based on relevant data and consciously chosen KPIs. Predictive Maintenance can also improve customer satisfaction, as higher availability leads to more reliable schedules.

"The biggest key to success is not technology, but involvement," emphasizes Fokke. That's why change management is an essential part of the program. MaxGrip organizes stakeholder sessions and holds one-on-one conversations tailored to each stakeholder's perspective. "We do this from the very beginning," says Fokke. "We quickly engage with stakeholders such as asset managers and key people from finance, HR, and supply chain, and show what Predictive Maintenance means for them. Only this way can you create ownership and speed in adoption."

RET recognizes the urgency. The outflow of personnel, the need to digitalize, and the societal pressure on sustainable public transport make this the moment to shift into the next gear. Predictive Maintenance is not a hype but a strategic route to future-proof maintenance. The collaboration with MaxGrip helps RET shape this program in a structured way and avoid pitfalls without losing sight of the bigger picture. It's not just about technology, but also about processes, people, and long-term choices.

Eric concludes: "For us, Predictive Maintenance is not a hype, but an investment in the future of our maintenance and of public transport in Rotterdam."