TABLE OF CONTENTS As discussed in the last chapter, there are many benefits from developing, implementing, and properly executing a preventive maintenance program. Yet, as also pointed out in the last chapter, the success rate for companies implementing preventive maintenance programs is very small.
Two of the major reasons why preventive maintenance programs fail were discussed in Chapter 1. The third and actually the primary reason is the lack of a disciplined methodology to implement a preventive maintenance program. One of the major contributing factors to this is the failure to visualize the preventive maintenance process.
If the business flow for a preventive maintenance program is visualized, it gives the organization an outline to follow. A typical flow for a preventive maintenance process is pictured in Figure 2-1. The following material will briefly outline the preventive maintenance process. Each major topic area on the outline will be detailed in the following chapters.
When the decision is made to develop or change the preventive maintenance program, there is usually an immediate business reason to do so. If there is new equipment being installed, then someone has developed the business case to justify the purchase of the new equipment. This justification should have also included the life cycle costs, which should include the cost of performing the preventive maintenance throughout the life of the equipment.
If the equipment is new, a different track is taken than if the...
