| Preface | p. xi |
| Acknowledgments | p. xiii |
| Author's biography | p. xv |
| Introductory chapters | p. 1 |
| A business-centered approach to maintenance organization | p. 3 |
| Introduction | p. 4 |
| Business-centered maintenance | p. 4 |
| An example of the application of BCM: background | p. 5 |
| Part A: Audit of the FPP maintenance department | p. 7 |
| Maintenance objectives | p. 7 |
| Life plans and preventive schedule | p. 8 |
| Workload | p. 11 |
| Maintenance organization | p. 13 |
| Maintenance work planning | p. 16 |
| Maintenance control system | p. 18 |
| Maintenance documentation | p. 19 |
| Audit summary | p. 21 |
| Part B: An alternative maintenance strategy for continuous operation | p. 22 |
| Part C: A long-term view of organizational change | p. 23 |
| The strategic thought process | p. 23 |
| Maintenance organization in outline | p. 29 |
| Introduction | p. 30 |
| Modeling the organization | p. 31 |
| Factors influencing the design of the maintenance organization | p. 33 |
| The maintenance workload | p. 39 |
| Introduction | p. 40 |
| Categorization of the maintenance workload | p. 40 |
| Mapping the workload | p. 43 |
| First-line workload | p. 43 |
| Second-line workload | p. 45 |
| Third-line workload | p. 46 |
| Forecasting the maintenance workload | p. 46 |
| First-line workload | p. 47 |
| Second-line workload | p. 47 |
| Third-line workload | p. 48 |
| Case studies in categorizing and mapping the maintenance workload | p. 49 |
| Ammonia plant | p. 49 |
| Chemical plant | p. 49 |
| Agricultural chemicals | p. 50 |
| Alumina refining | p. 51 |
| Maintenance organizational concepts, trends and mapping | p. 55 |
| Maintenance resource structure | p. 57 |
| Introduction | p. 58 |
| Mapping the resource structure | p. 58 |
| Resource characteristics | p. 62 |
| Manpower | p. 63 |
| Spare parts | p. 63 |
| Tools | p. 64 |
| Information | p. 64 |
| A decision model for the design or modification of a resource structure | p. 67 |
| The key decision-making areas of resource structuring | p. 68 |
| Contract labor | p. 68 |
| Trade-force composition | p. 71 |
| Plant specialization | p. 74 |
| Trade-force location | p. 74 |
| Non-daywork maintenance cover | p. 75 |
| Sizing the trade-force | p. 77 |
| Locations of spares, tools and information | p. 78 |
| Logistics | p. 79 |
| A systematic procedure for determining a resource structure | p. 79 |
| For a new plant | p. 79 |
| For an existing resource structure | p. 81 |
| Summary | p. 84 |
| Maintenance administrative structure | p. 89 |
| Introduction | p. 90 |
| Modeling administrative structures | p. 90 |
| Traditional views on administrative management and some guidelines | p. 91 |
| Characteristics of maintenance administrative structures | p. 97 |
| The maintenance-engineering interface | p. 97 |
| The maintenance-production interface | p. 99 |
| Responsibility for spare parts management | p. 103 |
| Vertical polarization | p. 103 |
| The relationship between the professional engineer and the maintenance supervisor | p. 104 |
| Major overhaul administration | p. 104 |
| Summary | p. 106 |
| The design or modification of the administrative structure | p. 107 |
| Human factors in maintenance management | p. 111 |
| Introduction | p. 112 |
| What are 'human factors' in organizations? | p. 112 |
| The human relations approach to management: a brief review | p. 113 |
| Maintenance management behavioral characteristics | p. 114 |
| Individual behavioral characteristics | p. 115 |
| Group behavioral characteristics | p. 120 |
| The effect of outsourcing alliances | p. 123 |
| Auditing maintenance management human factors | p. 124 |
| Trends in maintenance organization | p. 127 |
| Introduction | p. 128 |
| Traditional maintenance organizations | p. 128 |
| Centralized resource structures | p. 129 |
| Introduction of flexible working practices | p. 133 |
| Plant manufacturing units | p. 136 |
| Slimming the structure ('downsizing') | p. 139 |
| The movement toward self-empowered plant-oriented teams | p. 142 |
| Contracting, outsourcing and alliances | p. 145 |
| Summary | p. 147 |
| Maintenance organization case studies | p. 151 |
| Case study 1: Moving with the times | p. 153 |
| Introduction | p. 154 |
| Background | p. 154 |
| Audit of the CMG | p. 156 |
| Setting up the alliance | p. 162 |
| Observations | p. 164 |
| Case studies 2 and 3: Cautionary tales of organizational change | p. 169 |
| Introduction | p. 170 |
| Case study 2: A bottling plant | p. 170 |
| Background | p. 170 |
| The plant maintenance strategy and organization | p. 171 |
| Organizational change: the way forward | p. 173 |
| Short-term actions | p. 174 |
| Case study 3: An aluminum rolling mill | p. 175 |
| Background | p. 175 |
| Plant-operating characteristics and objectives | p. 177 |
| Life plans and preventive schedules | p. 177 |
| An overview of the organization | p. 178 |
| Maintenance systems | p. 181 |
| Observations and recommendations | p. 182 |
| Case study 4: Reorganization of a colliery | p. 185 |
| Introduction | p. 186 |
| Maintenance consultancy at COALCOM - 1994 | p. 186 |
| Background to COALCOM | p. 186 |
| Equipment and operating characteristics | p. 187 |
| Production and maintenance objectives | p. 189 |
| Life plans and preventive schedule | p. 189 |
| Maintenance organization | p. 191 |
| Maintenance systems | p. 196 |
| Recommendations | p. 196 |
| Progress visit and consultancy - 1997 | p. 201 |
| Introduction | p. 201 |
| Organization | p. 201 |
| Life plans and preventive schedule | p. 204 |
| Recommendations - 1997 | p. 204 |
| Case study 5: The do's and don'ts of maintenance teams | p. 209 |
| Introduction | p. 210 |
| Characteristics of teams at Fertec B | p. 210 |
| Characteristics of teams at Cario | p. 213 |
| Improving team operation at Fertec B | p. 214 |
| General comments on maintenance teams | p. 215 |
| Case study 6: Maintenance audit of an agricultural chemical plant | p. 219 |
| Introduction | p. 220 |
| An overview of Fertec A | p. 220 |
| Objectives | p. 222 |
| Comments on objectives | p. 222 |
| Maintenance strategy | p. 224 |
| Plant-operating characteristics | p. 224 |
| Ammonia plant maintenance strategy | p. 224 |
| Maintenance organization | p. 232 |
| Introduction | p. 232 |
| The maintenance resource structure | p. 232 |
| The maintenance administrative structure | p. 236 |
| Total productive maintenance | p. 245 |
| Total productive maintenance: its uses and limitations | p. 247 |
| Introduction | p. 248 |
| What is TPM? | p. 248 |
| An early case study | p. 249 |
| Fundamentals of TPM | p. 253 |
| European applications by non-Japanese companies | p. 256 |
| Summary | p. 261 |
| Exercises | p. 267 |
| Course exercises | p. 269 |
| Exercise E14.1: The changing role of the maintenance supervisor | p. 269 |
| Background | p. 269 |
| Part A: The supervisor's role in a traditional organization | p. 270 |
| Part B: The role of the supervisor after a 'downsizing' exercise | p. 270 |
| Part C: Introduction of self-empowered work teams | p. 272 |
| Exercise E14.2: Maintenance reorganization in a food processing plant | p. 274 |
| Background | p. 274 |
| Company organization and maintenance strategy | p. 276 |
| The problem | p. 280 |
| Index | p. 289 |
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