Planned maintenance is not different work from breakdown work. It is the same work, done at a moment somebody chose, with the parts already to hand and the machine already stopped. That is the entire mechanism by which it saves money, and it is why the saving is measurable in a way that most maintenance claims are not: you are comparing one job against the same job under worse conditions. This page sets out where the difference actually comes from, how to measure it on your own site rather than accepting a vendor's multiplier, and what the number looks like once you have it.
Where the extra hours actually go
Not into the repair. Into finding out what happened, finding the part, waiting for the machine to be free, and the second trip when the first one found the wrong fault. On the worked example this site publishes, a breakdown job takes 3.4 hours against 1.1 hours for the same job planned, and none of that 2.3-hour gap is spent turning a spanner.
Measure it on two of your own jobs
Pick a job type you do both ways, time it both ways, and use your own two numbers. The published multipliers in the maintenance literature are worse than the default on this site's worksheet, which is deliberately conservative, but a number from your own site survives a challenge and a number from a vendor's brochure does not.
Then price the share you can move
84 breakdowns a month at 2.3 hours more each is 193.2 avoidable hours, $9,273.60 a month and $111,283.20 a year at a $48 loaded rate. You will not move all of it: some failures genuinely cannot be anticipated, and some assets are correctly run to failure. Moving a third of it is still a large number.
What planned maintenance is not
It is not doing more work. A site that responds to a breakdown problem by shortening every interval is now over-maintaining most of its plant and paying for it in the same hours it was trying to save. Planning means choosing the moment, not increasing the frequency.
Questions people ask about planned maintenance
Is planned the same as preventive maintenance?
Nearly, and the words are used interchangeably on most sites. Strictly, preventive describes why you do the job and planned describes when: a corrective repair can be planned once the fault is known and the machine scheduled to stop.
What share of work should be planned?
Higher than last quarter, and any absolute benchmark from another site's plant is a number you cannot act on. Watching your own share move is the useful measure.
Does planning help if we have no spares?
Less than it should, and that is worth knowing before buying software. If the delay is always the part, the constraint is the stores rather than the schedule.