Chapter 3 - Maintenance Organization

8/9/2019 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


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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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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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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Chapter 3 - Maintenance Organization

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