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In determining the right balance for a

client portfolio, the goal is to find the

proper ratio of activities against available

resources for maintenance. The target

should be based on what you perform

the proactive activities on as defined by

your financial model. To counter the norm,

move from the more traditional model

to target goals in alignment with RCM

principles shown above.

For many companies, the transformation

to a more effective model can’t start

without better insight into the current

state. So how do you answer the question

of where you are today? We help

clients by reviewing work order data,

analyzing the labor and materials being

expended toward proactive and reactive

maintenance. Forecasted renewal and

replacement projects are considered as

well. From that data we begin to build

a more accurate picture of the types of

maintenance being performed, and the

cost per square foot for planned and

unplanned projects. This is the foundation

of predicting how to maximize annual

maintenance and repair costs in a more

proactive model. However, an additional

data set is needed.

Studies performed by C&W Services

across numerous organizations show a

common gap in accurate asset inventories.

Since you can’t maintain “it” if you haven’t

defined “it,” an asset inventory is the

second critical element of a more effective

proactive maintenance effort.

First identify what is under warranty and

thecode “shalls,” as theseare theonly items

that require preventive maintenance. Once

an asset is out of warranty, maintenance

truly becomes optional. As provocative

as the thought of optional maintenance

is, with the principles above, we can help

determine the criticality of the equipment.

Understanding all building assets and

their value to the work performed in the

building helps determine what kind of

maintenance to perform and when – and

begins to answer the “pay now or pay

later” question.

In quantifying the value of an asset,

and thus the return on investment in its

maintenance, we help clients consider:

>

>

The current actual cost of PvM or

PdM activities

>

>

What will it cost, or currently costs,

to repair the equipment from

unpredicted failures or corrective

maintenance identified during the

PvM activities during the warranty

period

>

>

The cost to replace the equipment –

material and labor

>

>

Expected or known life cycle of the

equipment

>

>

And last but not least, cost of

downtime.

As the engineer, statistician and

management guru W. Edwards Deming

said, “In God we trust; all others bring

data.” Knowing the full picture of

maintenance options and costs will allow

you to determine the return on proactive

maintenance vs. a run to fail model.

Although the process sounds complicated,

it really isn’t. It just takes a commitment to

understanding what you have, the costs to

do PM, and the costs of running to fail. For

the staff operating facilities and managing

real estate decisions, being armed with

complete data helps build the case for the

right investment – at the right time – to

align with long-term business strategies.

GARY W. MERROW,

MBA, LEED AP

Director of Operations,

C&W Services

gary.merrow@cwservices.com

55%

<10%-15%

20%-40%

45%-55%

30%

15%

TYPICAL

BALANCE

REACTIVE

PREDICTIVE

PREVENTIVE

GOAL

BALANCE

Aligning to RCM/BCM Goals

The Occupier Edge | 19