Managing maintenance resources

Managing Maintenance Resources shows how to reduce the complexity involved in engineering, or re-engineering, a maintenance organization. It recognises that this is a complex problem involving many inter-related decisions - such as whether or not resources should be centralized, contractor alliances be entered into or flexible working be adopted. This book provides a unique approach to modeling maintenance-production organizations. It enables the identification of problems and delivers guidelines to develop effective solutions. This is one of three stand-alone volumes designed to provide maintenance professionals in any sector with a better understanding of maintenance management, enabling the identification of problems and the delivery of effective solutions.

Preface	p. xi
Acknowledgments	p. xiii
Author's biography	p. xv
Part 1 Introductory chapters	p. 1
1 A business-centered approach to maintenance organization	p. 3
1.1 Introduction	p. 4
1.2 Business-centered maintenance	p. 4
1.3 An example of the application of BCM: background	p. 5
1.4 Part A: Audit of the FPP maintenance department	p. 7
1.4.1 Maintenance objectives	p. 7
1.4.2 Life plans and preventive schedule	p. 8
1.4.3 Workload	p. 11
1.4.4 Maintenance organization	p. 13
1.4.5 Maintenance work planning	p. 16
1.4.6 Maintenance control system	p. 18
1.4.7 Maintenance documentation	p. 19
1.4.8 Audit summary	p. 21
1.5 Part B: An alternative maintenance strategy for continuous operation	p. 22
1.6 Part C: A long-term view of organizational change	p. 23
1.7 The strategic thought process	p. 23
2 Maintenance organization in outline	p. 29
2.1 Introduction	p. 30
2.2 Modeling the organization	p. 31
2.3 Factors influencing the design of the maintenance organization	p. 33
3 The maintenance workload	p. 39
3.1 Introduction	p. 40
3.2 Categorization of the maintenance workload	p. 40
3.3 Mapping the workload	p. 43
3.3.1 First-line workload	p. 43
3.3.2 Second-line workload	p. 45
3.3.3 Third-line workload	p. 46
3.4 Forecasting the maintenance workload	p. 46
3.4.1 First-line workload	p. 47
3.4.2 Second-line workload	p. 47
3.4.3 Third-line workload	p. 48
3.5 Case studies in categorizing and mapping the maintenance workload	p. 49
3.5.1 Ammonia plant	p. 49
3.5.2 Chemical plant	p. 49
3.5.3 Agricultural chemicals	p. 50
3.5.4 Alumina refining	p. 51
Part 2 Maintenance organizational concepts, trends and mapping	p. 55
4 Maintenance resource structure	p. 57
4.1 Introduction	p. 58
4.2 Mapping the resource structure	p. 58
4.3 Resource characteristics	p. 62
4.3.1 Manpower	p. 63
4.3.2 Spare parts	p. 63
4.3.3 Tools	p. 64
4.3.4 Information	p. 64
4.4 A decision model for the design or modification of a resource structure	p. 67
4.5 The key decision-making areas of resource structuring	p. 68
4.5.1 Contract labor	p. 68
4.5.2 Trade-force composition	p. 71
4.5.3 Plant specialization	p. 74
4.5.4 Trade-force location	p. 74
4.5.5 Non-daywork maintenance cover	p. 75
4.5.6 Sizing the trade-force	p. 77
4.5.7 Locations of spares, tools and information	p. 78
4.5.8 Logistics	p. 79
4.6 A systematic procedure for determining a resource structure	p. 79
4.6.1 For a new plant	p. 79
4.6.2 For an existing resource structure	p. 81
4.7 Summary	p. 84
5 Maintenance administrative structure	p. 89
5.1 Introduction	p. 90
5.2 Modeling administrative structures	p. 90
5.3 Traditional views on administrative management and some guidelines	p. 91
5.4 Characteristics of maintenance administrative structures	p. 97
5.4.1 The maintenance-engineering interface	p. 97
5.4.2 The maintenance-production interface	p. 99
5.4.3 Responsibility for spare parts management	p. 103
5.4.4 Vertical polarization	p. 103
5.4.5 The relationship between the professional engineer and the maintenance supervisor	p. 104
5.4.6 Major overhaul administration	p. 104
5.4.7 Summary	p. 106
5.5 The design or modification of the administrative structure	p. 107
6 Human factors in maintenance management	p. 111
6.1 Introduction	p. 112
6.1.1 What are 'human factors' in organizations?	p. 112
6.2 The human relations approach to management: a brief review	p. 113
6.3 Maintenance management behavioral characteristics	p. 114
6.3.1 Individual behavioral characteristics	p. 115
6.3.2 Group behavioral characteristics	p. 120
6.4 The effect of outsourcing alliances	p. 123
6.5 Auditing maintenance management human factors	p. 124
7 Trends in maintenance organization	p. 127
7.1 Introduction	p. 128
7.2 Traditional maintenance organizations	p. 128
7.3 Centralized resource structures	p. 129
7.4 Introduction of flexible working practices	p. 133
7.5 Plant manufacturing units	p. 136
7.6 Slimming the structure ('downsizing')	p. 139
7.7 The movement toward self-empowered plant-oriented teams	p. 142
7.8 Contracting, outsourcing and alliances	p. 145
7.9 Summary	p. 147
Part 3 Maintenance organization case studies	p. 151
8 Case study 1: Moving with the times	p. 153
8.1 Introduction	p. 154
8.2 Background	p. 154
8.3 Audit of the CMG	p. 156
8.4 Setting up the alliance	p. 162
8.5 Observations	p. 164
9 Case studies 2 and 3: Cautionary tales of organizational change	p. 169
9.1 Introduction	p. 170
9.2 Case study 2: A bottling plant	p. 170
9.2.1 Background	p. 170
9.2.2 The plant maintenance strategy and organization	p. 171
9.2.3 Organizational change: the way forward	p. 173
9.2.4 Short-term actions	p. 174
9.3 Case study 3: An aluminum rolling mill	p. 175
9.3.1 Background	p. 175
9.3.2 Plant-operating characteristics and objectives	p. 177
9.3.3 Life plans and preventive schedules	p. 177
9.3.4 An overview of the organization	p. 178
9.3.5 Maintenance systems	p. 181
9.3.6 Observations and recommendations	p. 182
10 Case study 4: Reorganization of a colliery	p. 185
10.1 Introduction	p. 186
10.2 Maintenance consultancy at COALCOM - 1994	p. 186
10.2.1 Background to COALCOM	p. 186
10.2.2 Equipment and operating characteristics	p. 187
10.2.3 Production and maintenance objectives	p. 189
10.2.4 Life plans and preventive schedule	p. 189
10.2.5 Maintenance organization	p. 191
10.2.6 Maintenance systems	p. 196
10.2.7 Recommendations	p. 196
10.3 Progress visit and consultancy - 1997	p. 201
10.3.1 Introduction	p. 201
10.3.2 Organization	p. 201
10.3.3 Life plans and preventive schedule	p. 204
10.3.4 Recommendations - 1997	p. 204
11 Case study 5: The do's and don'ts of maintenance teams	p. 209
11.1 Introduction	p. 210
11.2 Characteristics of teams at Fertec B	p. 210
11.3 Characteristics of teams at Cario	p. 213
11.4 Improving team operation at Fertec B	p. 214
11.5 General comments on maintenance teams	p. 215
12 Case study 6: Maintenance audit of an agricultural chemical plant	p. 219
12.1 Introduction	p. 220
12.2 An overview of Fertec A	p. 220
12.3 Objectives	p. 222
12.3.1 Comments on objectives	p. 222
12.4 Maintenance strategy	p. 224
12.4.1 Plant-operating characteristics	p. 224
12.4.2 Ammonia plant maintenance strategy	p. 224
12.5 Maintenance organization	p. 232
12.5.1 Introduction	p. 232
12.5.2 The maintenance resource structure	p. 232
12.5.3 The maintenance administrative structure	p. 236
Part 4 Total productive maintenance	p. 245
13 Total productive maintenance: its uses and limitations	p. 247
13.1 Introduction	p. 248
13.2 What is TPM?	p. 248
13.3 An early case study	p. 249
13.4 Fundamentals of TPM	p. 253
13.5 European applications by non-Japanese companies	p. 256
13.6 Summary	p. 261
Part 5 Exercises	p. 267
14 Course exercises	p. 269
14.1 Exercise E14.1: The changing role of the maintenance supervisor	p. 269
14.1.1 Background	p. 269
14.1.2 Part A: The supervisor's role in a traditional organization	p. 270
14.1.3 Part B: The role of the supervisor after a 'downsizing' exercise	p. 270
14.1.4 Part C: Introduction of self-empowered work teams	p. 272
14.2 Exercise E14.2: Maintenance reorganization in a food processing plant	p. 274
14.2.1 Background	p. 274
14.2.2 Company organization and maintenance strategy	p. 276
14.2.3 The problem	p. 280
Index	p. 289

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