Sometimes, we fool ourselves into thinking a bad deal is actually a bargain. My neighbors built their home in 2008 at the beginning of the housing crash. They chose to heat the home with propane. They have a 500-gallon tank and refill it an average of four to five times each year. Back in 2008, propane was selling at about $2.04 per gallon, so their average bill for the year was $4,080-5,100.
The average price for propane in 2014 was about $2.67. Keeping with the average annual refills, that same amount of propane cost $5,340- $6,675.
When we built our home in 2006, we chose natural gas. Many factors went into our decision, but ultimately it came down to long-term costs and resale value. Our average annual heating bill over the course of 10 years has been $940-$1,070.
Back in January 2016, my neighbors made the conversion to natural gas, and their total heating bill for this past year was $900. It cost them $4,100 to convert. The total year-to-date cost is $5,000. Was that a good decision? Did they achieve a desirable return on their investment (ROI)?
Many maintenance and engineering managers are not trained to speak the language of finance and are not equipped with the tools necessary to make informed financial decisions, let alone secure approval of budget proposals from chief financial officers (CFO) or chief executive officers (CEO). But it is critical for managers to understand basic concepts of fiscal responsibility and learn to speak and present intelligently in order to get the backing and support for capital or major expenditure spending. Taking just a few tangible steps can enable managers to better prepare financial information for financial types and present it in a manner that speaks their language.
Andrew Gager | CMRP, CPIM, CRL, CAMA
Andy is recognized as an industry leading expert in facilitation, global implementations of maintenance systems, supply chain, and operations best practices with over 25 years of manufacturing experience ranging from warehousing operations to plant management. Andy specializes in optimizing operations, maintenance best practices, materials management and has facilitated dozens of International improvement initiatives. As current Managing Director of N. America with Nexus Global, Andy is focused on developing, implementing, and supporting reliability-based solutions within the overall Asset Performance Management (APM) strategy. With accreditation as a Certified Maintenance Reliability Professional (CMRP), Certified in Production and Inventory Management (CPIM), Certified Reliability Leader (CRL), Six Sigma Green Belt (CSSGB), and Certified Asset Management Assessor (CAMA), Andy regularly presents at conferences and delivers training workshops to share his passion for APM. Andy receives accolades for his unique presentation style and understanding of adult learning styles in delivering sustainable competency results and served as an adjunct facilitator at North Carolina State University (NCSU). Andy is also a certified proctor for the CMRP and CAMA exams, a renowned author with articles published in numerous trade magazines, and referenced as a contributing expert in the field of Leadership, Change Management, MRO Management, and Overall Operational Improvement.