PRACTICAL GUIDE FOR THE ADMINISTRATION OF MAINTENANCE FOR COMPANY MANAGERS AND OWNERS: INDUSTRIAL ENGINEERING PRACTICAL GUIDELINES SERIES
Book Details
Author(s)J.M. Gramsch L.
PublisherJ.M.Gramsch L.
ISBN / ASINB00JK63E9Y
ISBN-13978B00JK63E90
Sales Rank1,841,627
MarketplaceUnited States 🇺🇸
Description
The purpose of this guide is to provide owners, managers and executives of a company the fundamental concepts needed to manage and control the execution of the practice of maintenance in their company.
The methods used to perform the planned maintenance in this guide incorporate the concepts and methods most widely used and accepted worldwide for maintenance management in a highly synthesized form.
The recommendations herein are fully consistent with the maintenance management practices used by world-class companies in developed countries and highlight initiatives that have been used in companies that are making systematic and consistent efforts to improve maintenance management.
Maintenance is defined as any activity designed to prevent the failure of equipment or any activity designed to repair equipment so it will work again after a failure.
Maintenance costs are reflected in the total costs and in financial management reports (expenses) of the company, and a great proportion of those maintenance costs are those that are generated by uncontrolled events of the operation. In a significant proportion of these uncontrolled events, the result can be a lack of control of 25% of the total budget for maintenance of the company (because about 25 % of maintenance costs are only reflected as a difference in registration between the financial accounting system of the company and registration of costs which the maintenance department bears). This can lead to a situation in which 10% of the total budget of the business goes toward uncontrolled events. This does not mean that resources are being used indiscriminately without any control, because these costs pay for necessary activities. These activities were not planned or scheduled, however, and neither were they optimized to be carried out with minimal cost and minimal impact on production.
Generally in industry, the effective time for productive output by maintenance workers is about 30% of the available time (2.4 hours in an 8-hour shift).
To maximize uptime, it's necessary to rationally organize the necessary human and material resources for the maintenance activity. Proper planning can dramatically increase the productivity of maintenance personnel, significantly decreasing the "traditional lack of personnel for maintenance"
The maintenance staff activity differs significantly from the operations staff, since the events that trigger the activity of the maintainers are "undesirable" events such as faults, equipment wear or accidents.
Maintenance activity has a particular complexity that must be considered for setting up administration according to business needs.
The purpose of managing maintenance is finding the best balance between the benefit provided by this activity and its cost. This goal is becoming increasingly important because the influence of maintenance on earnings has increased heavily in industrial processes as they have become larger and more complex with higher costs involved in having equipment.
The contents of this guide covers the main processes for maintenance management along with the required organization and the calculation of the major indexes for its control.
About the Author.
Jose Miguel Gramsch Labra is an Electrical Industrial Engineer from the Catholic University of Chile (1992), Master in Applied Sciences from the Catholic University of Louvain in Belgium (1998), Diploma in Management, Leadership and Project Management at the Catholic University of Chile (2006).
He has worked for over twenty years developing projects to improve maintenance management in various industrial and service companies. He has also performed analysis of maintainability, reliability and maintenance costs in dozens of investment projects, mainly related to the mining industry.
The methods used to perform the planned maintenance in this guide incorporate the concepts and methods most widely used and accepted worldwide for maintenance management in a highly synthesized form.
The recommendations herein are fully consistent with the maintenance management practices used by world-class companies in developed countries and highlight initiatives that have been used in companies that are making systematic and consistent efforts to improve maintenance management.
Maintenance is defined as any activity designed to prevent the failure of equipment or any activity designed to repair equipment so it will work again after a failure.
Maintenance costs are reflected in the total costs and in financial management reports (expenses) of the company, and a great proportion of those maintenance costs are those that are generated by uncontrolled events of the operation. In a significant proportion of these uncontrolled events, the result can be a lack of control of 25% of the total budget for maintenance of the company (because about 25 % of maintenance costs are only reflected as a difference in registration between the financial accounting system of the company and registration of costs which the maintenance department bears). This can lead to a situation in which 10% of the total budget of the business goes toward uncontrolled events. This does not mean that resources are being used indiscriminately without any control, because these costs pay for necessary activities. These activities were not planned or scheduled, however, and neither were they optimized to be carried out with minimal cost and minimal impact on production.
Generally in industry, the effective time for productive output by maintenance workers is about 30% of the available time (2.4 hours in an 8-hour shift).
To maximize uptime, it's necessary to rationally organize the necessary human and material resources for the maintenance activity. Proper planning can dramatically increase the productivity of maintenance personnel, significantly decreasing the "traditional lack of personnel for maintenance"
The maintenance staff activity differs significantly from the operations staff, since the events that trigger the activity of the maintainers are "undesirable" events such as faults, equipment wear or accidents.
Maintenance activity has a particular complexity that must be considered for setting up administration according to business needs.
The purpose of managing maintenance is finding the best balance between the benefit provided by this activity and its cost. This goal is becoming increasingly important because the influence of maintenance on earnings has increased heavily in industrial processes as they have become larger and more complex with higher costs involved in having equipment.
The contents of this guide covers the main processes for maintenance management along with the required organization and the calculation of the major indexes for its control.
About the Author.
Jose Miguel Gramsch Labra is an Electrical Industrial Engineer from the Catholic University of Chile (1992), Master in Applied Sciences from the Catholic University of Louvain in Belgium (1998), Diploma in Management, Leadership and Project Management at the Catholic University of Chile (2006).
He has worked for over twenty years developing projects to improve maintenance management in various industrial and service companies. He has also performed analysis of maintainability, reliability and maintenance costs in dozens of investment projects, mainly related to the mining industry.
