Previously, we said that ensuring maximum uptime isn't the proper focus for maintenance. Such a goal is very costly, and resources are limited.
The downside of downtime varies. For example, a small extrusion machine makes 150 pieces a month at low profit. It needs to run only one shift a month to meet its quota. Another machine makes 1,400 units a day of a high profit piece for a customer who buys every unit you make. If your maintenance plan doesn't differentiate between these, it’s flawed. Your focus must be on maintaining the revenue stream.
If your maintenance plan identifies all of the high revenue stream machines and/or lines and correlates to each the specific resources needed to maintain it, you have the start of a plan that upper management can understand. But, you can't stop there. You also must account for infrastructure. Keeping your main production line perfect while allowing your service and feeder cables to go without a solid cable testing program is almost a pointless exercise.
