How to Sell Maintenance Planning to Management And

HOW TO SELL MAINTENANCE PLANNING TO MANAGEMENT AND OPERATION

CONTRIBUTIONS OF MAINTENANCE

Please Keep in Mind :• Capacity assurance,

• Reliability,

• Customer satisfaction,• … at a lower unit cost

CHALLENGE TO CONVINCE THEM ?

1. To gain management approval to fund, train the staff and build databases of crucial support

information2. To gain true commitment from operations, purchasing, storeroom

and other organizational units

WHY IS IT DIFFICULT ?TWO STRIKES :

Maintenance is poorly understood and therefore under appreciated

1.Why invest in a function that is viewed only as a “ necessary evil “ ?

2.On the surface it seems that maintenance does not contribute to the “ bottom line “ or maintenance does not seem to “ add value “

FACTS AND QUANTIFICATION ARE NECESSARY

1. Work or Activity SamplingSampling results can used to show management

the amount of technician capacity lost for lack of proper preparation of maintenance jobs

2. To depict what happens within an individual job without planning

Technician or mechanic jump into the work without forethought. They encounter a delay for lack of spare part, tool or authorization.

This sequence may be repeated several times before the job is completed

Each dollar invested in planning typically saves 3 to 5 dollars during work execution and duration of a planned job is commonly

only half as long as that of an unplanned job

MAINTENANCE ICEBERG

SYMPTOMS OF INEFFECTIVE JOB PLANNING

Delays encountered by mechanics are the norm. For lack of proper job preparation, much time is lost due to :1.Gaining detailed knowledge of required work2.Obtaining permits3.Identifying and obtaining materials, blueprints, tools and skills required for completion of assigned work4.Delivering the above inputs to the job site5.Waiting for required spare parts that are not in stock

CONVEY THE MANY BENEFITS THAT ACCRUE TO EACH STAKEHOLDER

Stakeholders are people in positions having an interest in the way

maintenance is conducted and You must convey the many benefits that accrue directly to each stakeholder such as

Management, Operations, Purchasing, Stores and Supervisors

BENEFITS TO MANAGEMENT1. Improving efficiency through anticipation of

needs and avoidance of potential delays2. Reducing total unit cost of maintenance while

improving customer service, condition of equipment and facilities through better use of labor and materials

3. Improving employee safety (good HSE actions)4. Pro viding a central source of information about

condition of equipment, maintenance workload and available resources to perform maintenance

5. Increasing useful life of company assets

BENEFITS TO PRODUCTION

1. Increase equipment availability and reliability2. Minimize downtime and interruption to

operations3. Apply technical knowledge and experience to

the analysis of each planable job4. Provide orderly procedures of requesting,

preparing, executing closing out maintenance support

5. Maintain accurate backlog status

JOB PREPARATION HELPS MAINTENANCE SUPERVISORS WHEN IT :

1. Identifies the best methods and procedures2. Anticipates and precludes bottlenecks and

interruptions3. Defines and measures workload which permits

advanced determination of staffing required in a given area or of given skill

4. Precludes delays that would otherwise occur after work has begun due to waiting for information, materials, tools, other skills etc.

5. Provides accurate promises that can be achieved

BOTH PURCHASING AND STORES WIN WHEN IT :

1. Improve accountability for all parts and materials

2. Insure that parts are ordered with adequate lead time, reducing the number of emergency purchases and cost of express freight

3. Optimize maintenance inventory4. Improve information available for equipment

specification