|
The
financial statements give us the
"math" to manage maintenance linked to the
firm's business success
·
Because
firms are judged by three financial statements,
maintenance must be developed and managed in their
context if it is to be a full player in the firm’s
business success.
·
Four
questions are answered as the firm is sized up as a
competitive, operational and financial beast.
?
Through
which statement line items and accounts are returns
sensitive to business strategies?
?
Are
there line items and accounts the firm is especially
concerned with in the current and future business
environments?
?
Are
there ratios
between line items and accounts the firm wishes to
change?
?
What
business strategies for maintenance would touch these
cases for line items and accounts?
·
Two
criteria are confirmed when candidate business strategies
for maintenance are defined and evaluated in the context
of the financial statements.
ü
Do they
fit the firm competitively, operationally and
financially?
ü
Will
the affects on the statements and returns be measureable
and significant?
·
All
activities of the maintenance function are actually the
lead abilities inherent to
the business strategies and tying them to the financial
statements are sets of
interface measures.
Links to related
information:
Book:
Maintenance Reinvented and Business Success,
Chapter 3, Strategy for competitiveness and returns;
Chapter 4, Finance and accounting for maintenance and
Chapter 5, Returns sensitivity analysis for maintenance. |
