Many of you have most likely listened to the stating "a failure to strategy is a strategy to fail." That is true especially when it involves planning as well as budgeting for the resources replacement of aging center systems.
How many of you, if asked, could supply a 3 to 5 year resources substitute listing indicating which systems require to be replaced, when, and their linked cost? Exactly how about a 10 to 15-year plan? Do you know the expense connected with postponing those substitutes?
Do you take the Oliver Spin approach, as I call it, to funding planning? You put together your shopping list every year in a spread sheet as well as existing it to upper administration at budget plan time. You recognize just a few things, at best, will certainly get approved. You even throw in a pair sacrificial lambs and try to act dismayed when they do not get moneyed. You wind up with a listing that will be also longer following year and also are left saying "May I have extra please???" (stated with English accent)
How many of you are swimming in an expanding delayed maintenance backlog? We have dug a huge opening and are unsure just how to venture out ... Why is that? Is it our failing to plan - to forecast the facility needs over the coming years? Is it our failing to provide that information in a fashion that acquires buy-in from top administration or management? Does top management not see the worth of our company and the buildings?
As manager, it is incumbent upon us to effectively handle our organization's possessions, that includes applying a robust resources substitute planning program. We should be able to anticipate the funding demands of our facilities over the coming years, the cost related to those demands, the expense of deferring replacement, and also ultimately the worth the systems and also buildings play in the general organization's success. We are taking on other divisions for the same dollar, so we have to present strong organisation situations and develop the depend on of top administration in our requests every year.
There are, certainly, different means to apply such programs which will certainly depend fairly heavily on the size of your organization, your internal sources, and price. For smaller sized companies, you might have the ability to perform your own annual facility audits, track the บ้านมือสอง กรุงเทพ information in your CMMS, and create a report each year for budgeting. Larger companies may call for a collaboration with a firm that executes audits as well as implements resources substitute programs - or any type of variant in between.
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