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.com55%
<10%-15%
20%-40%
45%-55%
30%
15%
TYPICAL
BALANCE
REACTIVE
PREDICTIVE
PREVENTIVE
GOAL
BALANCE
Aligning to RCM/BCM Goals
The Occupier Edge | 19