Selling Maintenance as a Profit Center
The best way to change perspectives is to show the entire organization how maintenance provides value.
Throughout my years in manufacturing maintenance, I have faced situations in which my peers and managers above me have had no understanding of the value of maintenance. For a long time, I blamed them. As I have matured in my management journey, I have come to understand that it is my job to educate everyone, not just those for whom I am responsible, about maintenance’s true worth.
Cost avoidance related to a vacuum pump failure
When a vacuum pump failure occurred on a production line, the total cost associated with that failure was $9,523:
- 1 vacuum pump = $2,700
- 3 hours of downtime = $2,250
- 1 hole in the wall repaired = $500
- Emergency weekend work = $4,073 (four support techs were scheduled, multiplied by two shifts to run new wire and fix conduit. This 64 hours of work multiplied by $57 per hour = $3,648 in labor + $425 in materials)
By contrast, early detection of a similar vacuum pump failure incurred a total cost of two hours of downtime, which is equal to $1,500. (The pump from the manufacturer was faulty, so we will receive a replacement free of charge.)
This is a cost avoidance of $8,023.
The awareness gap results from management having limited or no knowledge of the maintenance function and its ability to contribute to the manufacturing process; and maintenance personnel, managers included, having limited understanding of the business side of manufacturing. The result is that management and maintenance often are often unsure how they together contribute to the company’s success.
Your company’s maintenance attitude