I offer organizations and
companies a way to improve their operations and maintenance (O&M) position. What
is different is that I base my methodology on a
predictive tool I discovered that will accurately predict the difference
between pre-and post-breakdown expenses to the whole organization before the
breakdown event happens. This predictive tool paired with another
financial ratio offers management the opportunity to make a better choice
when facing a repair/defer decision. These tools demonstrate that the penalty
for deferring a maintenance event and allowing the machine to operate to failure
is exponential and much more disastrous than executive management usually
believes. I add this predictive knowledge at the executive level within
organizations through my
Executive’s Seminar - Improving an Executive's Participation in the
Management of Maintenance and worksheets.
In this course, I guide the
executives through the collection of all the work order, indirect, and
intangible costs to the organization associated with a breakdown event. When all
the costs are recognized, the True Risk/Reward Ratio for Deferred Maintenance
(Early Intervention VS. Breakdown Costs) is seldom less than 60:1. When
executive management recognizes the value of avoiding any breakdown event, I
core belief for managing maintenance and self-financing solution of early
detection and early intervention that plows the 60:1 breakdown penalty in
dollars and the 15:1 penalty in maintenance man/hours back into more early
detection and early intervention. This cash and maintenance man/hour recovery is
usually enough to create a dramatic change in reliability and safety without
additional manpower or funding. When my methodology is examined and the real
cost of deferring maintenance is known, the numbers work.
Having this knowledge,
executives can understand and lead concerning the needs of the maintenance
department for manpower and funding without having to understand the technical
details associated with each decision. They simply ask. “Does the exponential
Inverse-Square Rule for Deferred Maintenance apply here?” and “What is
the True Risk/Reward Ratio for Deferred Maintenance in this case?” A best
decision will be obvious.
When executive management
accepts and endorses my methodology, there is a sequence of training events that
will prepare the organization for the rapid improvement concerning maintenance.
This is offered with my
Managing Maintenance Course. This one day course should be attended by
management at the level just below the president to include HR, finance,
accounting, marketing, management, IT, operations, parts, and maintenance
leaders. The cooperation of all these officers is necessary to create a
self-financing solution during the recovery cycle. After the leadership has
modeled a plan to move forward to improve operations, maintenance and safety
this plan will be taught to the people in the organization that will execute the
Maintenance Department –
The knowledge needed to change the trajectory of the life-cycle of the assets
will be delivered to the maintenance and parts foremen and workers with my
Maintenance Manager’s Course. This three day course, delivered over a
scheduled interval, will offer college level training to present and future
maintenance leaders that have come up through the toolbox to assure they have
the management tools needed to lead in the effort.
When the maintenance personnel
have been trained and the management systems are in place and functioning
properly, the balance of the organization will be offered training. Asset
operators need training to assure the proper operation of assets and how to
recognize the earliest symptoms of a pending failure and communicate this
information to maintenance to create an early intervention and prevent a
Facilities – It is
imperative that the tenants of a facility understand the consequences of
mechanical and electrical failures and what the early symptoms will be so that
the early detection can be reported to maintenance and an early intervention can
be executed. This is knowledge offered through my
Building Tenant or Representative's Maintenance Awareness Seminar. How to
report these problems to maintenance will be covered.
Operators – The people
who operate assets and equipment must know how to operate them correctly and how
to recognize a pending failure at the earliest moment. If they do not know what
will cause their machine to breakdown then each breakdown will be a surprise and
every surprise is a potential accident. My research has shown that 8% of all
machine operators are directly responsible of 60% of maintenance spending. A
very small amount of training can change the total maintenance cost
dramatically. This knowledge is offered through my
Operator Training Course - Recognizing
Drivers – Drivers are entering the work force with
CDL and operator’s licensing with almost no mechanical awareness of what will
cause a breakdown in a vehicle. This training is
designed to teach the driver when it is necessary and desirable to turn the key
off and feel comfortable that management will understand. My
Driver’s Mechanical Awareness Seminar will
dramatically increase availability and reduce safety issues.
Other Process Programs
– At appropriate moments as this framework for operations and maintenance
success is forming, I introduce additional maintenance process knowledge that
will have a significant impact on the improved productivity of the organization.
· Understanding the nonlinearity of maintenance and how
budgeting and funding
is impacted is covered.
Operationally Induced Events
(OIEs) and the effect on asset availability and reliability.
Work Order Fields
to better manage maintenance at the point of work.
Maintenance Process Mapping
will allow bottlenecks in the maintenance process to be remedied.
Identifying Reckless or Careless
operators is a proven method for reducing maintenance costs and improving
Managing warranty collections will generate the positive cash flow to
finance this consulting commission.
Service writer training to assure that important needed maintenance
information is gathered from the customer is needed to set the final pieces of
the program into motion.
When enough of these remedies
have been put in place, I teach the central piece of knowledge needed to create
the self-financing solution. I call this process my Vertically Integrated
Maintenance Program or
VM Program for short. This is where the pieces
come together in a surge effort to put as many maintenance disciplines together
in one place to offer mutual support to each other to work off as many work
orders as possible in a two day period. The example is for facilities but it can
be modified to work on individual pieces of equipment or vehicles. The VM
Program is a force multiplier that improves communication between disciplines,
improves parts support, and dramatically reduces windshield time for maintenance
workers. When managed properly, a doubling or tripling of closed work orders
over individuals working alone during the same time period should be expected.
The knowledge delivered during
this process is metered and not necessarily provided all at one time. Pauses are
built into the process to let each new improvement be assimilated before more is
added. A tentative schedule for the delivery of the consulting process is
offered for the leadership’s approval.
All of this contributes to
better worker morale and productivity. This program works. If you should care to
visit as to how this method can improve your operations and maintenance
position, I have references and am at your service. ~ David Tod Geaslin, Owner