Struggling to manage budget constraints in facility maintenance?

Make a program of works. Then you can prioritise which issues need resolving and if they are worth it resolving for the cost. Some issues could be minor and may then be set aside.

In allocating the budget, it is necessary to make priority steps based on the Pareto damage that arises. On the other hand, there needs to be improvisation in terms of good part quality and adequate human resources. Budget control needs to be done by looking directly at actual usage trends. Component life time is a benchmark for part requirements. Thx

- according to my experience, one thing that I have already done, for example, concerning the maintenance of certain types of machines: we can play on the maintenance period and that after an in-depth study. - the investment in human resources to train one or two technicians to become capable of maintaining several types of machines in different specialties is something which minimizes the cost of maintenance for example instead of subcontracting. (versatility)

In my experience, when we are going to install new equipment, we must first consider the type of sub-systems it will have, such as gas systems, flammable gas extraction systems, fire systems, among others. Then we must give us the task of complying with the technical guidelines that the manufacturer of this new equipment dictates and it is extremely important to follow these guidelines because we would be reducing the risk of equipment failure and when it is operational and finally to leave adequate access to make routine maintenance to the equipment to make the routines without stopping the equipment and finally we must specialize technicians in these vital equipment for the operation, so we avoid expenses by paying other companies.

Preventative maintenance is key to not only a well running facility but also to reconcile information to make sure surprises don’t arise during crucial budget and forecasting time. Consistency of leadership is something many people don’t think about that is a huge contributing factor to either locating or not locating issues. Strong longevity in managers and superintendents ensure off quality commodity and detrimental repairs don’t slip between cracks. The cost of consistent leadership turnover can be more costly than many budget for.

Preventive maintenance is important because we can generate equipment history and we can prevent equipment downtime due to elements in poor condition or malfunction, the most important thing is that preventive maintenance works to make a review, cleaning and adjustment of the vital elements of the equipment and then make a condition-based maintenance and thus avoid major stoppages in production lines, as this way we avoid affecting the KPIs of the plant.

Energy solutions can minimize the cost of production and at the same time you can find the resources to improve the quality of installations with the aim of minimizing maintenance.

Realistic budgets either make or break your year. Every single day we are faced with the ability to do two things to increase profitability. -generate more sales through volume and margin -cut expenses, reduce costs. In a world where commodity margins are more competitive than ever, we must prioritize value relentlessly; while also balancing local and domestic products and services.

An energy analysis is vital to generate savings and take care of the equipment, that is why there must be innovation projects in which we can make analyses that generate savings in the short term.

-I very much agree with the technical improvement of human resources. -a well-trained team will guarantee continuity of production with as little budget as possible. -a well-trained team will guarantee high quality maintenance and less curative interventions.

A well-trained maintenance team generates savings for the company, but not only that, it also adds value to the company and generates a climate of trust for the operations area, since we have the specialists within the company.

Value driven services are the keystone to not only vendor relationships, but also limiting downtime. Contractors service those who they appreciate the most before others. In 2024 we’ve seen too many companies go to transactional relationships only. The difference between a strong committed contractor relationship can be the difference between 7 hours of down time vs 4 days. Pick those whom you invest into for service wisely.

-Don't easily neglect skills -Appreciation for the efforts of the group supervising maintenance -Create a competitive climate