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Defeating Deferred Maintenance


How to Defeat Your Facilities Deferred Maintenance Backlog
- 7 Hours

Vertical Maintenance (VM) for Facilities

This course is offered to give the leader responsible for managing the maintenance of facilities a tool to defeat their backlog of deferred maintenance within the existing budget and personnel.

This seemingly impossible task has been successfully achieved by a major university and a major city. This seminar teaches how they have succeeded. Success can be made possible by understanding two tools taught in this course and offering them to the executive management to gain their support.

The first tool allows the computation of a financial ratio to measure the cost of a breakdown event to the whole organization with the cost of allowing an early intervention.

The second is a tool of consequence that offers proof of the exponential cost escalation of a breakdown event over an early intervention.

These tools will allow the facilities maintenance leader to get the approval of the executive management because the results can be delivered and understood in less than 60 seconds. When the ROI for early intervention is recognized by the executive management, you will get an additional 5 minutes to offer this solution.

The Program In this Vertical Maintenance Program, we teach how to create a campus-wide program to schedule as many different maintenance resources as possible into one building at one time in a coordinated surge effort to work off as many deferred maintenance events as possible in a two day period. This concentration of maintenance effort minimizes windshield time, maximizes the availability of parts, and creates a mutually supporting maintenance effort in parallel with the PM Program. This focus acts a force multiplier to write off significantly more WOs than workers operating individually.


  • Planning This program teaches how to integrate every interested party associated with the facility a month ahead and collect every known problem in the building and assure access to the facility, plan for the maintenance skills needed to complete the work, and schedule the parts needed to be successful.

  • Execution A set of management skills is needed to integrate all of the components at the point of work. These tools are offered.

  • Parts Support Awaiting Parts is the biggest problem in maintenance; however, since vendors are encouraged to participate in this program, they can have adequate time to have all the needed parts at the point of work.

  • Worker Efficiency This course teaches a few practical and low tech techniques to managing the work flow through a mobile maintenance control board to coordinate PM and repair tasks with the specialty shops and parts management.

  • Worker Support In operations with a large number of assets, the worker often works unsupported. In a VM Event, there are workers from every needed discipline to merge the knowledge form all fields. This has proven to be invaluable at the interface between electrical and mechanical machines where the problem cascades from one to another. Having a well rounded knowledge set at the point of work for a couple of days generates significant efficiencies in the quality of the work and training on the job.

  • Building User Confidence in the Maintenance Effort During the planning and execution phases of a VM Event the tenant is constantly being included concerning the maintenance being conducted in their building. This interface offers an invaluable opportunity to win the building user's confidence in the maintenance program by allowing them to participate.

  • Managing Emergency and Priority WOs During VM - There are management techniques that can be integrated to manage emergency and priority WOs elsewhere on the campus while conducting the VM Program.

The effectiveness of the Vertical Maintenance surge effort is dramatic in the number of WOs that can be worked off in a very short time. Once the leadership declares that a Vertical Maintenance Program will be a permanent part of the plan to work off deferred maintenance, the recaptured 40:1 dollars once spent on breakdown events and the 15:1 in recovered maintenance man/hours can be plowed back into the process to create a self-financing solution to improved maintenance cost within the organization.

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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