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MODULE 1 - OVERVIEW OF MAINTENANCE MANAGEMENT
Maintenance is often regarded as a necessary expense that belongs to the operating budget. ... With asset availability and reliability becoming critical issues in capital-intensive operations, the strategic importance of maintenance in such businesses should be recognized. Making the right decisions that relate to maintenance management will enable organization to rise to the challenge of the new business imperative. ... Maintenance, as an important support function in businesses with significant investments in physical assets, plays an important role in meeting this all order. It has been found that in the UK manufacturing industry, maintenance spending is between 12-23 per cent of the total factory operating costs (Cross, 1988). In refineries, the maintenance and operations departments are often the largest and each may comprise of about 30 per cent of total staffing (Dekker, 1996). Acquiring the right mix of physical assets and making the best use of those already in place to meet business needs are the ways maintenance can contribute to improving competitiveness of capital-intensive organizations. ... CURRENT CHALLENGES OF MAINTENANCE MANAGEMENT
The developments that have made the performance demanded of maintenance ever more challenging are:
2. ... Obviously, installing the right equipment and facilities, optimizing the maintenance of these assets and effective deployment of manpower to perform the maintenance activities are crucial factors to support these emerging trends of operation strategies. ... These are parts of the core functions of maintenance. ... Maintenance is no exception in being under the influence of rapid technological changes. ... This gave birth to condition-based maintenance, an alternative to the classical, time-driven approach of preventive maintenance (Tsang, 1995). ... The move presents new challenges to maintenance. ... During the phase-in-period, interfacing old and new plant and equipment is another challenge to be handled by maintenance. ... STRATEGIC DIMENSIONS OF MAINTENANCE
In the input-output model, the resources deployed to maintenance include labour, materials, spares, tools, information and money. The way maintenance is performed will influence the availability of production facilities, the volume, quality and cost of production, as well as safety of the operation. ... Since the use of external service providers has always been an option in maintenance decisions, the inputs to the maintenance process should also include these external resources.
From the input-output model, four strategic dimensions of maintenance, as listed below, can be identified. The first relates to the inputs, the next two are concerned with the design of the maintenance process itself, and the fourth one is about the support systems:
1. ... Organization of the maintenance function and the way maintenance tasks are structured. ... Maintenance methodology: the selection of maintenance policies. ... Design of the infrastructure that supports maintenance. ... 1 Service delivery options
In the past, when the merits of vertical integration were emphasized in management thinking, maintenance activities were typically performed by internal suppliers. External suppliers were used only under the following situations:
q The in-house maintenance service provider did not have sufficient capacity to meet peak demand. ...
q The expected volume of maintenance work was too small and the variety of maintenance-related specialist skills too wide to justify a specialist on standby.
Approximate Word count = 2547
Approximate Pages = 10.2
(250 words per page double spaced)
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