Using business common sense to improve maintenance practices

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In recent years, we have seen the widespread proliferation of techniques which add little or no value to maintenance. Instead, they all too frequently represent the triumph of good marketing over good analysis. Further to this, we often see maintenance pundits struggling to define the output of maintenance as "reliability, availability and maintainability." Instead, the output of maintenance should very simply be "to improve the value of the organization." So how do we define value? The short answer is company share price. But in an operational sense we will use its proxy — ROI or Return On Investment. As part of this new evolution, we should be making a strong argument for the application of this business common sense to all common maintenance practices.

In short, if it does not add value, don't do it.

In this paper, we will use this logic to resolve some common maintenance issues and dichotomies. We will use a combination of logic, statistics and the application of well-accepted techniques to improve maintenance decision making. To do this requires better data and better analysis of that data. The result is better selection of maintenance tactics, better equipment reliability and better company value.

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