Maintenance Strategy
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About this ebook
Devising optimal strategy for maintaining industrial plant can be a difficult task of daunting complexity. This book aims to provide the plant engineer with a comprehensive and systematic approach, a framework of guidelines, for tackling this problem, i.e. for deciding maintenance objectives, formulating equipment life plans and plant maintenance schedules, designing the maintenance organisation and setting up appropriate systems of documentation and control.
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.
- Complete guide to maintenance from a whole-company perspective
- Best-selling and world-renowned author
- Complementary to RCM (Moubray) and TPM (Wilmott)
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Maintenance Strategy - Anthony Kelly
529379
1
Maintenance and the industrial organization
Organizations and the role of management
Etzioni defined organizations as groupings of human beings (of individuals and sub-groups of individuals) constructed and reconstructed to seek specific goals¹. Various material resources will also be needed, he said. A better understanding of organizations may be obtained through the so-called systems approach. In this, organizations can be viewed as open systems taking inputs from their environments and transforming them — by a series of activities and with some objective in view — into outputs (see Figure 1.1).
Figure 1.1 An organization as an open system
Organizations can be categorized, on the basis of their objectives, into public and private enterprises. An industrial company exemplifies the latter and Riddell has pointed out that if it is to achieve its primary objective of maximizing its long-term profitability — while also providing an in-demand service — it will need to carry out two prime functions²:
• First, the internal mechanisms of the industrial enterprise itself must be made to operate well. The right product must be made at the right time, by the right plant, using the right raw materials and employing the appropriate workforce. The physical assets must be carefully selected and properly maintained. Effective long-term research and development plans must be implemented and new capital investment generated. In short, the internal efficiency must be high.
• Secondly, the interaction with the outside world, with external influences and constraints, must be made to be co-operative and beneficial, rather than antagonistic and damaging, i.e. the overall, externally measured, efficiency must also be high.
Riddell sees the ‘role of management’ as being concerned with carrying out these functions in order to ensure the ongoing success (profit) of the organization. He sees management as the designer, constructor, director and controller of the organization so that it can achieve its objective. Several helpful approaches to carrying out this role have evolved (see Table 1.1). These, in particular the ‘administrative’ and the ‘human relations’ approaches, will be used in this book to develop a framework (or methodology) of maintenance management principles and procedures (see Chapter 3).
Table 1.1
Summary of management theories
Mechanistic management — Monitors and controls the way the job is performed at shop floor level; includes method, timing and direction.
Administrative management — Applies universal management functions and structural principles to the design of an organization and to its operation.
Human relations management — Studies characteristics and relationships of individuals and groups within an organisation and takes account of these factors when designing and administering the organteation.
Decision management — Applies procedural and quantitative models to the solution of management problems. A theory for communications and decision-making in organizations.
Systems management — Studies organizations as dynamic systems reacting with their environment. Analyses a system into its sub-systems and takes account of behaviourial, mechanistic, technological and managerial aspects.
Contingency management — Takes the view that the characteristics of an organization must fee matched to its internal and external environment. Since these environments can change it is important to view the organizational structure as dynamic.
A systems view of maintenance management
Several writers have modelled the industrial organization as a socio-technical system comprising various sub-systems. For example, Kast and Rosenzweig saw it as an open, socio-technical system (see Figure 1.2) with the following five sub-systems, each with its own input–conversion–output process related to, and interacting with, the other sub-systems³:
Figure 1.2 The organizational system
(i) a goal-oriented arrangement; people with a purpose,
(ii) a technical sub-system; people using knowledge, techniques, equipment and facilities,
(iii) a structural sub-system; people working together on integrated activities,
(iv) a psycho-social sub-system; people in social relationships, co-ordinated by
(v) a managerial sub-system; planning and controlling the overall endeavour, i.e. ensuring that the activities of the organization as a whole are directed towards the accomplishment of its objectives.
The author prefers to view the industrial organization as an open system, converting raw material or information into finished products of a higher value. It can be considered to be made up of many interacting sub-systems, e.g. maintenance, production, stores, capital asset acquisition, safety, design, finance, corporate finance, each carrying out distinct organizational functions.
• The function of corporate management (the master sub-system) is to set the organizational goal and strategy and direct, co-ordinate and control the other sub-systems to achieve the set