In many industrial companies, maintenance is still perceived as a cost centre. People talk about budgets, spare parts, labour and response times. However, effective maintenance is not a cost: it is a lever for creating value.
The question is therefore not ‘how much does maintenance cost’, but rather:
what economic and operational results does it generate?
This is exactly what a structured approach such as the VDM (Value Driven Maintenance) methodology addresses.
Why maintenance is strategic
Maintenance directly influences:
- equipment availability,
- production capacity,
- product quality,
- personal safety,
- environmental compliance,
- asset lifespan.
In other words, it affects the factors that make or break profits, sometimes in ways that are not immediately apparent.
The four levers of value creation
A VDM strategy is based on clear, measurable levers that are linked to overall performance:
- AU (Asset Utilisation): use and availability of assets
- SHEQ: safety, health, environment, quality
- CC (Cost Control): cost control
- CA (Capital Assets): investments, lifespan, projects
The benefit is significant: not all companies need to prioritise the same lever at the same time. One factory may be strong on availability but weak on costs. Another may be ‘best in class’ on costs but fragile on safety.
Measure before acting : the maturity audit
The first step in a structured approach is to measure:
- the current level of performance,
- the maturity of practices,
- the consistency of processes.
A VDM audit provides a reliable snapshot of the situation, far removed from impressions or habits.
Benchmarking: positioning yourself in your industry
Benchmarking complements this analysis by comparing results across a set of indicators. This allows you to:
- understand where the gaps are,
- identify best practices,
- estimate realistic potential for improvement.
Setting realistic and credible targets
One of the common pitfalls is setting unrealistic goals.
A VDM approach helps to define targets that are:
- achievable,
- progressive,
- consistent with operational reality.
Credibility is essential: without it, team buy-in collapses.
From strategy to execution
The strength of a VDM strategy is that it does not stop at diagnosis. It guides:
- the identification of key pillars to be optimised,
- the design of a winning strategy,
- financial validation,
- implementation,
- and annual optimisation.
A strategy that is not monitored and adjusted quickly becomes obsolete, as levers change over time.
Conclusion
Effective maintenance is not just a matter of ‘repairing faster’. It is a matter of strategy, management, and value creation.
Adopting a VDM approach means giving maintenance the role it deserves:
A driver of sustainable performance, serving the company and its people.
