One of the most important tasks in implementing a motor-management program is making the business case for the investment. But motor management involves preventive and predictive maintenance, activities top management historically has been hesitant to support. Top management’s skepticism will be particularly tough when it comes to spending money to test operational motors that show no visual or audible clues of problems. Managers do not help their case when they underestimate the impact and cost of failure, both on maintenance and operations.
The key to success in selling the program is showing the impact a motor failure can have on facility operations related to a critical application. If a motor supporting such an application has failed recently, use it as the example. Managers must demonstrate the differences between a planned and an emergency repair. Underestimating any of these elements only makes the task of selling the program more difficult.