Maintenance… many times the word is viewed with a negative attitude. In almost all organizations, the maintenance function is viewed as: • a necessary evil • a cost • insurance • a disaster repairing function • prima donnas As a result, little time or effort is spent on trying to control maintenance activities and costs. Because maintenance has received little budgetary attention in the past, other than a 10% increase or a 10% decrease, most organizations are presently trying to increase profitability. Maintenance expenditures make up a percentage of the cost to produce or the cost of occupancy; therefore, attention is being turned to financial accountability for maintenance expenditures. As organizations audit their maintenance expenses, they find a sizable amount of money spent with little management control. Proper management controls must be applied to maintenance if costs are to be curbed. But to successfully control maintenance, proper management policies and practices must be instituted. Again, many organizations have tried to use standard production or facilities oriented methods to control maintenance. This has not and will not be successful. Maintenance is a unique business process. It requires an approach that is different from other business processes if it is to be successfully managed. It is the purpose of this text book to present insight into what is required to manage maintenance properly. The text does not provide a total answer to every maintenance management problem. However, it will provide a framework with options, allowing maintenance decision makers to select the most successful way for them to manage their business.