Hard on the Processes, easy on the People

As an industry we are very good at managing and complying to regulatory legislated and company mandated quality processes. Where we seem to feather the line of continuity is developing and managing maintenance processes and procedures. The fundamental results of this include inconsistent priorities, communication gaps and finally an erosion of confidence in the maintenance organization. These factors then evolve from from infancy to adolescence. During the transition to adolescence the host organization will experience some growing pains including increased asset down time, increased urgent and emergency events equalling increased overtime, risk and process interruptions.
In order to transform into mature model organization we need to first, have a plan, set of goals or deliverables and a clear path forward. Then we need the fortitude to learn and grow. This means selecting the right people, continue training and allow the system to grow with the organizational needs.
It is my understanding that the consistent goals of any organization is to increase reliability, throughput and decrease negative risks. So... is this part of the development of a mature organization.