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Defeating Deferred Maintenance


What We Offer

I offer organizations and companies a way to improve their operations and maintenance (O&M) position. What is different is that I base my methodology on a predictive tool I discovered that will accurately predict the difference between pre-and post-breakdown expenses to the whole organization before the breakdown event happens. This predictive tool paired with another financial ratio offers management the opportunity to make a better choice when facing a repair/defer decision. These tools demonstrate that the penalty for deferring a maintenance event and allowing the machine to operate to failure is exponential and much more disastrous than executive management usually believes. I add this predictive knowledge at the executive level within organizations through my Executive’s Seminar - Improving an Executive's Participation in the Management of Maintenance and worksheets.

In this course, I guide the executives through the collection of all the work order, indirect, and intangible costs to the organization associated with a breakdown event. When all the costs are recognized, the True Risk/Reward Ratio for Deferred Maintenance (Early Intervention VS. Breakdown Costs) is seldom less than 60:1. When executive management recognizes the value of avoiding any breakdown event, I offer a core belief for managing maintenance and self-financing solution of early detection and early intervention that plows the 60:1 breakdown penalty in dollars and the 15:1 penalty in maintenance man/hours back into more early detection and early intervention. This cash and maintenance man/hour recovery is usually enough to create a dramatic change in reliability and safety without additional manpower or funding. When my methodology is examined and the real cost of deferring maintenance is known, the numbers work.

Having this knowledge, executives can understand and lead concerning the needs of the maintenance department for manpower and funding without having to understand the technical details associated with each decision. They simply ask. “Does the exponential Inverse-Square Rule for Deferred Maintenance apply here?” and “What is the True Risk/Reward Ratio for Deferred Maintenance in this case?” A best decision will be obvious.

When executive management accepts and endorses my methodology, there is a sequence of training events that will prepare the organization for the rapid improvement concerning maintenance. This is offered with my Managing Maintenance Course. This one day course should be attended by management at the level just below the president to include HR, finance, accounting, marketing, management, IT, operations, parts, and maintenance leaders. The cooperation of all these officers is necessary to create a self-financing solution during the recovery cycle. After the leadership has modeled a plan to move forward to improve operations, maintenance and safety this plan will be taught to the people in the organization that will execute the plan.

Maintenance Department – The knowledge needed to change the trajectory of the life-cycle of the assets will be delivered to the maintenance and parts foremen and workers with my Maintenance Manager’s Course. This three day course, delivered over a scheduled interval, will offer college level training to present and future maintenance leaders that have come up through the toolbox to assure they have the management tools needed to lead in the effort.

When the maintenance personnel have been trained and the management systems are in place and functioning properly, the balance of the organization will be offered training. Asset operators need training to assure the proper operation of assets and how to recognize the earliest symptoms of a pending failure and communicate this information to maintenance to create an early intervention and prevent a breakdown.

Facilities – It is imperative that the tenants of a facility understand the consequences of mechanical and electrical failures and what the early symptoms will be so that the early detection can be reported to maintenance and an early intervention can be executed. This is knowledge offered through my Building Tenant or Representative's Maintenance Awareness Seminar. How to report these problems to maintenance will be covered.

Operators – The people who operate assets and equipment must know how to operate them correctly and how to recognize a pending failure at the earliest moment. If they do not know what will cause their machine to breakdown then each breakdown will be a surprise and every surprise is a potential accident. My research has shown that 8% of all machine operators are directly responsible of 60% of maintenance spending. A very small amount of training can change the total maintenance cost dramatically. This knowledge is offered through my Operator Training Course - Recognizing Maintenance Needs.

Drivers – Drivers are entering the work force with CDL and operator’s licensing with almost no mechanical awareness of what will cause a breakdown in a vehicle. This training is designed to teach the driver when it is necessary and desirable to turn the key off and feel comfortable that management will understand. My Driver’s Mechanical Awareness Seminar will dramatically increase availability and reduce safety issues.

Other Process Programs – At appropriate moments as this framework for operations and maintenance success is forming, I introduce additional maintenance process knowledge that will have a significant impact on the improved productivity of the organization.

·     Understanding the nonlinearity of maintenance and how budgeting and funding is impacted is covered.

·        Tracking Operationally Induced Events (OIEs) and the effect on asset availability and reliability.

·        Improving Work Order Fields to better manage maintenance at the point of work.

·        Maintenance Process Mapping will allow bottlenecks in the maintenance process to be remedied.

·        Identifying Reckless or Careless operators is a proven method for reducing maintenance costs and improving safety.

·        Managing warranty collections will generate the positive cash flow to finance this consulting commission.

·        Service writer training to assure that important needed maintenance information is gathered from the customer is needed to set the final pieces of the program into motion.

When enough of these remedies have been put in place, I teach the central piece of knowledge needed to create the self-financing solution. I call this process my Vertically Integrated Maintenance Program or VM Program for short. This is where the pieces come together in a surge effort to put as many maintenance disciplines together in one place to offer mutual support to each other to work off as many work orders as possible in a two day period. The example is for facilities but it can be modified to work on individual pieces of equipment or vehicles. The VM Program is a force multiplier that improves communication between disciplines, improves parts support, and dramatically reduces windshield time for maintenance workers. When managed properly, a doubling or tripling of closed work orders over individuals working alone during the same time period should be expected.

The knowledge delivered during this process is metered and not necessarily provided all at one time. Pauses are built into the process to let each new improvement be assimilated before more is added. A tentative schedule for the delivery of the consulting process is offered for the leadership’s approval.

All of this contributes to better worker morale and productivity. This program works. If you should care to visit as to how this method can improve your operations and maintenance position, I have references and am at your service. ~ David Tod Geaslin, Owner

The Geaslin Group
David Geaslin, Principal
 Houston Mobile: (832) 524-8214
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