IET 2233: Introduction to Maintenance Management (ADW, 201720) PDF

IET 2233: Introduction to Maintenance Management Maintenance Organizations ADW, 201720 Course Instructor: Dr. Katerina Mitkovska-Trendova, Assistant Professor, LET, ADM Reference: Terry Wireman, 2013, Benchmarking: Best Practices in Maintenance Management, 2nd Edition. Industrial Press INC, ISBN-1...

IET 2233: Introduction to Maintenance Management Maintenance Organizations ADW, 201720 Course Instructor: Dr. Katerina Mitkovska-Trendova, Assistant Professor, LET, ADM Reference: Terry Wireman, 2013, Benchmarking: Best Practices in Maintenance Management, 2nd Edition. Industrial Press INC, ISBN-13: 978-0-8311-3425-9 Geographical Organizational Structures Maintenance organizations may be organized geographically in three basic ways: all people related to the maintence • Centralized Organization Text • All personnel report to one central location from which they are directed to work locations • Benefit of more extensive use of the personnel, better utilization • Technicians can always be directed to the highest priority work, no matter where is the location • Reduction of the amount of nonproductive time for maintenance • More effective in smaller, geographically compact plant • Disadvantage: Slower response time caused by increased travel time Geographical Organizational Structures • Organization by Areas people who are in the service are in their places/department they know their machine well • Maintenance personnel is assigned to specific areas within a plant or facility • Small group is kept in a central location for: data collection, analysis, crew scheduling, work planning, etc. • Usually work the same schedule as the operations or the production personnel • Advantages: Develop better communication, understand strengths and weaknesses • Respond is in a timely manner • Instill in workers a sense of ownership of the equipment • Better for midsize plants • Disadvantages: finding enough work to keep the personnel busy, or if there is excessive work over the capabilities of the labor pool • difficult to move people due to specialty skills or distance Geographical Organizational Structures • Hybrid Organization • Some maintenance personnel are assigned to areas and the remaining are kept in a central location to support shutdowns, outages, major maintenance, etc. • Best for large plants • Wrong structure leads to excessive staffing, downtime, disruption in schedules, etc. Reporting Structures If the maintenance organization does not have a technical focus, the assets and the equipment will be sub optimized, maximum ROI is never achieved. different types of reporting structure: • Maintenance-Centric Model in line with all other managers, under him is all the maintenance team. its separate from other departments • Maintenance reports to a plant or facilities manager at the same level as production or engineering • Balanced approach, equally weighted • All maintenance personnel, levels of supervisors, planners and maintenance engineers report to the maintenance manager Maintenance people report to the production department Reporting Structures Maintenance department is allocated/under production department (production doesn’t allow maintenance to be done but for them to go and produce more) • Production-Centric Model (Operations-Centric Model) • Maintenance resources are deployed by the production or operations managers • Rarely works in reality, production or operations managers do not have necessary technical skills to properly deploy maintenance resources • Less use of maintenance workforce and more equipment downtime • Good maintenance practices are sacrificed to meet production targets don’t do maintennce stop it so you can also do production • If equipment availability or life-cycle costing numbers are included as part of their compensation, then the maintenance can be properly managed Reporting Structures • Engineering-Centric Model • Maintenance reports to engineering • Construction engineering, project engineering and maintenance have same supervision, the plant engineer • Workable on the surface, but leads to problems because of projects • If a project gets behind, maintenance resources are diverted from preventive maintenance and routine tasks, to project work • Developing less of a maintenance attitude and more of a project attitude • Less maintenance work, more replacement work • Excessive inventory and new equipment purchases Roles and Responsibilities • Effective maintenance organizations define and assign certain roles • If each of the individual job titles are not used, each of the task lines must be assigned at least 5 or 6 point • First (Front)-Line Maintenance Foreman or Supervisors 1. 2. 3. 4. 5. 6. Directs the maintenance work force and provide on-site expertise Ensure that the work is accomplished in a safe and effective manner Review work planning and scheduling with the planner Ensure quality of work Ensure equipment availability is adequate to meet the profit plan Work with plant or production supervision to ensure first-line maintenance is being performed by operators when to go for preventative or predictive maintenance 7. Verify the qualifications of hourly personnel and recommends training as needed he knows the people under him 8. Enforce environmental regulations 9. 6/2 rule 10. Champion proactive maintenance vs. reactive maintenance 11. Administer the union collective bargaining agreement 12. Monitor the data collected by the hourly employees assigned to them 13. Implement preventive and predictive maintenance programs plannner decide what equipment to buy they take desicion based on the funds at least 5 or 6 point Planner(entire structure to plan funds) Engineer Forman (on the floor) • Maintenance Planners 1. Plan, schedule and coordinate corrective and preventive maintenance activities 2. Develop a weekly schedule and assist the maintenance, first-line maintenance foreman or supervisor in determining job priorities 3. Ensure that the CMMS/EAM software data files are complete and current 4. May assist with stores and purchasing functions 5. Identify, analyze and review equipment maintenance problems with maintenance engineering 6. Assist in engineering operations or facilities personnel in maintenance management • Maintenance Engineers 1. Ensure that equipment is properly designed, selected and installed based on a life-cycle philosophy 2. Ensure that equipment is performing effectively and efficiently 3. Establish and monitor programs for critical equipment analysis and condition monitoring higher factor of safety, higher the cost techniques 4. Review deficiencies noted during corrective maintenance 5. Provide technical guidance for CMMS whats the level of CMMS for each level 6. Maintain and advise on the use and disposition of stock items, surplus items, and rental equipment 7. Promote equipment standardization 8. Consult with the maintenance craft workers on technical problems 9. Monitor new tools and technology 10. Monitor shop qualifications and quality standards for outside contractors at least 5 or 6 point • Maintenance Engineers 11. Develop standards for major maintenance overhauls and outages 12. Make cost-benefit reviews of the maintenance programs 13. Provide technical guidance for the preventive and predictive maintenance programs 14. Monitor the competition’s activities in maintenance management 15. Serve as the focal point for monitoring performance indicators for when should the machine be put maintenance management down for maintenance depending on 16. Optimize maintenance strategies the demand and when the production is high 17. Responsible for analyzing equipment operating data • Maintenance Managers 1. Responsible for the entire maintenance function, including the planning, supervising, and the engineering staffs 2. Coordinate closely with counterparts in other in-house organizations 3. Promote proper understanding of the maintenance function to other organizations 4. Ensure that all supervisors, planners, technicians and maintenance engineers are properly educated and trained 5. Take responsibility for planning, cost control, union activities, vacation planning, etc. 6. Have responsibility for delegating assignments to the appropriate personnel