Maintenance Organization and SystemsBy
- Anthony Kelly
The profitability of any industry, in any technological sector - power, process, manufacturing, mineral extraction, transport, communication, etc - will be profoundly influenced by the reliability and performance of the plant which it uses. It is therefore vital that all possible measures are taken to maximise the productivity in use, and to minimise the maintenance costs and the downtime, of that plant. This book explains, in a clear and concise manner, the various organization structures that are needed for doing just that, the information systems with which those structures will need to be resourced, and the steps that will have to be taken in order to bring those structures and systems into being.The author, Anthony Kelly, an experienced international consultant and lecturer on this subject, calls his approach BUSINESS-CENTRED MAINTENANCE (BCM) because it springs from, and is driven by, the identification of business objectives, which are then translated into maintenance objectives and which underpin the maintenance strategy formulation. For the first time maintenance management is analysed from the perspective of the whole company and thus makes sense not only technologically but also in economic and business terms.
Plant managers, Professional Maintenance Engineers, Maintenance managers, Engineering Managers, Students
Hardbound, 320 Pages
Published: September 1997
Imprint: Butterworth Heinemann
- In Chapter 1 the overall methodology of BCM is developed via an industrial case study. In Chapter 2 it is then explained how a maintenance organisation can be analysed into its three main elements - viz the resource structure, the administrative structure and the information and decision making systems - and how it is influenced by external factors, such as human resource management policy, and internal ones, such as the maintenance work load (the forecasting, mapping nd impact of which are dealt with tin Chapter 3). Modelling of firstly the resource structure and then of the administrative structure is explained in Chapters 4 and 5 respectively, these chapters also identifying (a) the main factors (such as the use of contract labour) that influence the design of these structures, (b) the main problem areas (such as conflict with Production in the case of maintenance administration), and (c) some guidelines for improvement. Trends in maintenance organisation that have arisen over the last 20 years - concerned with such ideas as self empowerment, maintenance-production teams and decentralisation - are reviewed in Chapter 6, the organisation section of the book then being rounded off by presentation in Chapter 7, of various industrial case studies and exercises which reinforce the ideas covered up to this point.The remainder of the book is concerned with maintenance management systems. Chapter 8 deals with the short term planning and control of work (the key system in that, via it, much of the information is acquired which is needed for the operation of the other systems, such as cost control), Chapter 9 with the managing of major plant shutdowns (showing how this is divisible into four main phases, viz preparation, planning, implementation and review) each phase being considered in some detail by referring to industrial examples. In Chapter 10 the three principle maintenance control systems are discussed, viz the control of cost and availability, of maintenance effectiveness and of organisation efficiency. Chapter 11 is a review of spare parts management and examines in particular the management of slow-moving, high-cost items. The last three chapters ar concerned with maintenance documentation - Chapter 12 developing a model of it (via an explanation of the operation of the traditional paperwork system), Chapter 13 reviewing the basics of computer hardware and software and the final chapter detailing a procedure for selecting, implementing and commissioning a computerised maintenance system.