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 mai