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Maintenance

Management

CHAPTER 3

MAINTENANCE ORGANIZATION

Organization - Basic
Concepts
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 people
reporting to one individual

Maintenance Organization
Objective

Maintenance
Workload

Maintenance
Resources
(manpower, spares,
tools and information)

Sustaining, at minimum total cost, plant


which is capable of producing the desired
level and quality of output.

The Main Elements of


Maintenance Organizations

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.

Modeling the Organization


One way of visualizing a maintenance
organization is as a three-dimensional structure,
as a pyramid of personnel.
The maintenance staff and the plant operators
are at the base of the pyramid the resource
structure and the management make up its
remainder (the administrative structure).
All the positions in the structure have work roles,
i.e. duties, responsibilities, interrelationships,
etc.

Two-Dimensional Model of
the Resource Structure

Modeling the Organization

The work
planning
system can be
represented as
an information
and decision
making system
running across
the structure.

Factors Influencing the Design


of Maintenance Organization

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 the
largest single influence on organizational design.

Power Station Workload


A base-load power station using three 500 MW turbo
generators.
Traditionally each generator has a life plan based on
3-yearly major overhauls, each lasting for about 8
weeks.
This generates a workload of the type shown in the
figure. The station management would be forced to
consider contract labor to handle the work peaks.
In addition they may have to consider shift working to
handle the high-priority work occurring on a 24-hour
basis.

Power Station Workload

Food Processing Plant (FPP)


Workload
The FPP operated 15 shifts per week, 50 weeks per
year 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 the
figure.
The FPP management had to use mid-week shift
maintenance teams (to cover the high priority work)
and a weekend-planned maintenance group.
Contract labor was needed during the annual
shutdowns.

Food Processing Plant (FPP)


Workload

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 is
scheduled 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 a
planned maintenance group during the offline period
in this case contract labor is not required.

Sugar Refinery Workload

Factors Influencing the Design


of Maintenance Organization

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.

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 staff
should 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.

Specialized Personnel in the


Maintenance Organization
Staff Specialists:

The use and number of staff specialistselectrical


engineers, instrument engineers, metallurgists
depends on availability, required need for
specialization, and the economics of a consulting
services cost compared to that of employing staff
experts.

Training & Selection


Selection:
1.
2.
3.
4.
5.

Education,
General Intelligence,
Mechanical Aptitude,
Past Experience,
Age.

When it is possible, personnel with previous craft


experience 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.

Training & Selection


Training:
Craft Personnel:
1.
2.
3.

Formal Instruction,
Informal Instruction,
On the-Job Training

Supervisory Personnel:
1.
2.
3.

Orientation,
Training,
On the-Job Coaching

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