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Defeating Deferred Maintenance


EXECUTIVE'S SEMINAR - Improving an Executive's Participation in the Management of Maintenance - 4 Hours
"The financial ratios and predictive tools offered in this class will allow the executive with limited technical maintenance experience to become directly involved in the management of the maintenance of their assets and facilities. With this knowledge, it is possible to lead with confidence and cease being a spectator in the management of maintenance." ~ David T. Geaslin

Executives and senior managers have invested about 10,000 hours to become competent at their profession; however, almost none have any experience in the management of maintenance until moving into the executive suites. This course offers an explanation of why the motivation skills and management techniques that have served them so well do not work in the maintenance arena and offers a simple and understandable alternative.

Course Goal: To give the executive an additional set of tools that will allow them to successfully manage the people who are trusted with their facilities and assets.

This course is not a technical course. This course is designed to give executive and upper management several key computational tools to assure the Maintenance Manager gets the support they need to succeed and support the production goals of the organization.



  • How Maintenance Budgets Fail and KPI Predictors - Understanding the Inverse-Square Rule for Deferred Maintenance and the dramatic effect exerted on maintenance budgets that will guarantee the failure. An interactive spreadsheet is offered and used to allow the executive to compute this rule using their past experience with breakdown events and apply that knowledge to future decisions.

  • Computing the True Risk/Reward Ratio for Deferring Maintenance - When faced with a distressing decision to repair or defer maintenance, this financial ratio that will allow an executive to see the ROI for each alternate path and make the hard decisions concerning loss of production and downtime without having to understand the technical details. When computed, the most cost effective decision will become obvious.

  • Integrating Maintenance Control Information into Operating and Planning Efforts - Before WW II, less than 5% of the population had a college degree. Afterward, during the spool-up to meet the needs of the GI Bill, colleges and universities failed to create a degree path for managing maintenance and the Maintenance Manager has lost their place at the executive level in the organization. This course teaches the executive how to reconnect with the Maintenance Department in a meaningful way during budget and operational planning events.

  • Critical Path & Bottleneck Analysis - Understanding what maintenance can be deferred and what cannot and the consequences.

  • Spare Parts Inventory Guidance - The dramatic and detrimental effects of a punitive purchasing policy on a maintenance effort is discussed. Comparing the Cost of Capital as an investment tool to the Cost of Capital of down or dead-lined assets is discussed.

  • Collecting More Warranty from OEMs, Contractors, and Vendors - How the executive can require and monitor warranty collections from their staff in a time and cost effective way.

  • Why Preventive Maintenance is Not Enough - Understanding the nonlinearity of maintenance.

  • Low Tech Quality Assurance Programs - How to add a very effective Quality Assurance Program for a one time cost of $40 a department.

  • The Psychology of Managing Maintenance Workers - People can be motivated BUT machines cannot be motivated by human standards. How to understand the limits of motivation.

  • Acting on this Knowledge by Creating a Self-Financing Maintenance Improvement Plan - When these pieces are successfully integrated it is possible to have a self-financing solution to have an excellent maintenance program that will produce the lowest maintenance cost per unit of production possible.

  • Sustaining the Successful Recovery - The solution taught cannot be sustained without the executive as a leader to assure the program remains intact. This can be done without a significant executive attention.

The ROI of this course is immediate and the knowledge can be applied the same day. This is a powerful course that can change trajectory of a maintenance effort and is offered in open enrollment classes or at a client's location to specialize the teaching topics. If you should have interest in this knowledge, contact David Geaslin at (832) 524-8214 or .

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The Geaslin Group
David Geaslin, Principal
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