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Defeating Deferred Maintenance



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 future.

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 one minute.

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.

This course is offered to demonstrate with a practical application of how the Inverse-Square Rule for Deferred Maintenance can be used as a reliable predictor of exponential consequences when maintenance is deferred and the system is allowed to operate to failure (OTF). Understanding the predictive capability of this program will allow maintenance leaders to quickly and concisely deliver the gravity of deferring a maintenance event that can be understood by executives at the operations, budgeting, and purchasing levels.

An appropriate case for the audience will be selected from the investigations found on the Chemical Safety Board's web site at

This case selected will be public knowledge and the information in it has been derived by the Chemical Safety Board which is a U.S. Government agency that investigates accidents and publishes their findings. I am presenting their findings as a learning tool. I have not edited the content and will not editorialize concerning the accident. I will offer the case and let the participants decide how the content might apply to their situation and organization. I will use the information and facts as offered by the Chemical Safety Board to demonstrate how these specific maintenance management tools might be used in situations similar to the case.

Suggested Attendees:

Executive Management, Budget Managers, Purchasing Managers, Maintenance Managers, Maintenance Foremen, Parts Managers, Operations Managers, Sales Managers and any member of management that needs to better understand the demands of maintenance to achieve the set corporate production goals.



  • 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 Improvement - 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.

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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