chapter 3 - maintenance organization
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Maintenance
Management
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M INTEN NCE ORG NIZ TION
CHAPTER 3
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1. Establish reasonably clear division of authority
with minimal overlap.
2. Keep vertical lines of authority and
responsibility as short as possible.
3. Maintain an optimum number of peoplereporting to one individual
Organization - Basic
Concepts
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Maintenance
Resources
(manpower, spares,tools and information)
Maintenance
Workload
Sustaining, at minimum total cost, plant
which is capable of producing the desired
level and quality of output.
Maintenance Organization
Objective
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The Main Elements of
Maintenance Organizations
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The Main Elements of
Maintenance Organizations
Structure:
The resource structure: the location, mix, size,
function and logistics of the maintenance resources
primarily the manpower. The administrative structure (the so-called
organizational chart): the allocation of managerial
responsibilities and interrelationships.
Systems: The short- and long-term work planning system.
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Modeling the Organization
One way of visualizing a maintenanceorganization is as a three-dimensional structure,as a pyramid of personnel.
The maintenance staff and the plant operatorsare at the base of the pyramid the resourcestructure and the management make up itsremainder (the administrative structure).
All the positions in the structure have work roles,i.e. duties, responsibilities, interrelationships,etc.
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Two-Dimensional Model of
the Resource Structure
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The workplanning
system can berepresented asan informationand decisionmaking system
running acrossthe structure.
Modeling the Organization
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The maintenance schedule is influenced by
many factors to include the plant-operating
pattern (which is a function of the product
demand), statutory safety requirements, etc.
The maintenance schedule defines the
maintenance workload which in turn has thelargest single influence on organizational design.
Factors Influencing the Design
of Maintenance Organization
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A base-load power station using three 500 MW turbogenerators.
Traditionally each generator has a life plan based on
3-yearly major overhauls, each lasting for about 8weeks.
This generates a workload of the type shown in thefigure. The station management would be forced toconsider contract labor to handle the work peaks.
In addition they may have to consider shift working tohandle the high-priority work occurring on a 24-hourbasis.
Power Station Workload
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Power Station Workload
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Food Processing Plant (FPP)
Workload
The FPP operated 15 shifts per week, 50 weeks peryear to satisfy product demand.
The maintenance schedule was built around the
weekend windows and the annual shutdown,generating a workload of the type shown in thefigure.
The FPP management had to use mid-week shiftmaintenance teams (to cover the high priority work)and a weekend-planned maintenance group.
Contract labor was needed during the annualshutdowns.
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Food Processing Plant (FPP)
Workload
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Sugar Refinery Workload
A sugar refinery operates continuously for 6 months
to match the sugarcane harvesting period and is
then offline for the next 6 months.
The major preventive and corrective maintenance isscheduled for the offline period in order to provide
high availability during the online period.
The sugar refinery management has to provide shift
maintenance cover during the online period and aplanned maintenance group during the offline period
in this case contract labor is not required.
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Sugar Refinery Workload
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Factors Influencing the Design
of Maintenance Organization
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Specialized Personnel in the
Maintenance Organization
Technically Trained Engineers:
1. Maximum utilization of the engineers technical
background.
2. Maintaining a professional approach to maintenance
problems.
3. Greater probability that long-range thinking will be
applied, i.e., less concern with breakdowns and more
with how they can be prevented in the future.
4. Better means of dealing with craft-persons problems
by interposing a level of up-from-the ranks supervision
between them and the engineer.
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Specialized Personnel in the
Maintenance Organization
Clerical Personnel:
Here there are the two primary considerations.
Paperwork should be minimized consistent with good
operations and adequate control; the clerical staffshould be designed to relieve supervision of routine
paperwork that it can handle.
The number of clerks used varies from 1 per 100
employees to 1 per 20 to 25 employees. These clerks can report at any level of the organization
or can be centralized as proves expedient.
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Specialized Personnel in the
Maintenance Organization
Staff Specialists:
The use and number of staff specialistselectrical
engineers, instrument engineers, metallurgists
depends on availability, required need forspecialization, and the economics of a consulting
services cost compared to that of employing staff
experts.
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Training & Selection
Selection:
1. Education,
2. General Intelligence,
3. Mechanical Aptitude,
4. Past Experience,
5. Age.
When it is possible, personnel with previous craftexperience offer the easiest and most satisfactory
method of staffing the maintenance engineering
department, particularly when the cost of a formal
training program cannot be economically justified.
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Training & Selection
Training:
Craft Personnel:
1. Formal Instruction,
2. Informal Instruction,3. On the-Job Training
Supervisory Personnel:
1. Orientation,
2. Training,
3. On the-Job Coaching
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