The RCM process uses these categories as the basis for devising a strategic framework
for maintenance decision-making. By imposing a structural view of the consequences of
each failure, it focuses attention on the maintenance activities which have greater effects
on the performance of the organization and diverts energy being expended away from
those that have little or no effect (or which may even be counterproductive). It also
encourages the user to think more broadly about innovative ways of managing failure
rather than to concentrate solely on failure prevention.