A maintenance takes time during which a resource may be unavailable. Postponing it temporarily maintains capacity, but may expose the activity to a less predictable stop. The management assessment shall cover the timetable and shall comply with the applicable technical indications and obligations.
I propose linking the interventions to the activities that depend on the equipment. It is necessary to know which jobs can be continued, which must be moved and which checks can be resumed. The cost of downtime also includes the consequences on services already promised.
Let's imagine a machine used especially in an intense seasonal range. Planning an intervention outside that range could reduce organizational difficulty, if technically possible. The choice requires reliable information about the state of the machine and the timing of the service.
The recording of interventions helps to recognize repeated failures and changes in stop times. The schedule should be reviewed when changing usage. Maintenance becomes part of production planning when the company knows how to manage unavailability and who checks the return to service.