Managing maintenance is
hard. It is even harder when the highest executive levels of management
do not have a working technical knowledge of the complex machines that
are used to create wealth for the investors.
The most challenging task
in managing maintenance is to get the right information to executive
management that can be understood in 60 seconds. If that can be
accomplished, the executives will listen for an additional five minutes.
It is in those six minutes
that a maintenance manager must make and prove their case for the
resources needed to restore those parts of the machines that were
consumed during the creation of wealth for the investors so they can
continue to create more wealth in the
The modern technology used
to create wealth has become so complex that it is unreasonable to expect
executive leadership to sustain a working knowledge of the technical
details so a maintenance manager must translate the technical details
into concise financial terms that can be digested in 60 seconds.
The Geaslin Group has
created a series of special management tools to transfer the
significance of technical and mechanical needs into
financial ratios and
rules of consequence that will
quickly deliver the gravity and urgency of seemingly small maintenance
needs across multiple levels of the organizational chart.
We teach how to deliver to
the executive management a core belief
for managing maintenance that will produce the lowest maintenance cost
per unit of production possible and prove that all other options will
create a higher cost. Understanding this core belief will allow an
executive to cease being a spectator in the management of maintenance
and actively participate in the managing of the production assets that
are creating wealth of the investors.
When executive management
understands our process we guide them to a self-financing solution to
improved reliability, production, and profits through several tactical
management techniques that plow back recovered man/hours and avoided
exponential breakdown costs into a self-reinforcing cycle of "Early
Detection" and "Early Intervention".
Our path to improved
profits through increased production and lower maintenance cost is one
that an executive can recognize, confirm, and execute without getting
bogged down in in technical details. If your organization should care to
examine our option for improving the management of maintenance, we are
at your service to visit.