The Route to Maintenance Best Practice - A case-book of Industrial Case Stories
Trade Industry, arranged a series of awareness seminars to encourage organisations to implement best practice with respect to the maintenance of their physical assets. Maintenance Awareness Seminars are currently taking place). The majority of the delegates who attended agreed that, despite having' good intentions,' they still operated a breakdown maintenance system. The results of an exit questionnaire confirmed that an improvement in effectiveness was required but, despite the technology and management strategy options available, many organisations were not clear on which route to take. A large number suggested that a book of case studies would be helpful and it is from this request that this compilation has been developed. The organisations who gave up their time to contribute to this collection of case studies have been happy to share their experiences to help others. To a certain extent they have been the pioneers in as much as they have investigated the range of options available and have selected, adapted and implemented the bits that have suited their own requirements. No single route has emerged from these investigations which could be described as the 'perfect' solution. What is clear however, is that the most powerful resource for change, improving performance and competitive advantage is the people who already work in the organisation. If there is a key ingredient for success, it seems to be the application of 'common sense' for making the best use of the intellectual capital available in the organisation. Whether a company employs ten or a thousand employees, it requires the potential of all those people to be unlocked if the organisation is to succeed. Each organisation depends for its success on their people bringing a continual flow of new ideas on how the business can operate for the better. This change of attitude has come about from the understanding that it is the customer's needs and aspirations around which the organisation must focus. It would appear that the successes within these organisations have evolved from having least some of the following attitudes:-
They are team oriented: the old rigid boundaries between people are being replaced with internal networks that are totally focussed on the company's goals and improved competitiveness. Employees will be taking more responsibility and will thus look to senior executives to provide strong leadership. Management are more relaxed about communicating performance information throughout the organisation. Indeed, many have found that when employees know exactly how the company is performing, they become stimulated to greater efforts. They train and educate all their employees. Not just for today's markets but for the future as well. They are companies who listen to all the stakeholders in the organisation.
They are so excited about what they have achieved that they want to share it with other organisations. They appreciate that there is no instant solution. The processes required for improvement will probably be slow and continuous, over a long time scale. Constantly learning from others.
Finally, apart from minor amendments, each Case Study has been left in the individual writing style of the author. Case Studies 1 to 7 have probably placed greater emphasis in the people participation rather than the technology. Case Study 8, specifically describes the advances and benefits of implementing condition monitoring. Case Study 9 highlights the need for root cause analysis and how the use of a structured approach such as RCM can be beneficial. While all of these organisations realised the importance of data recording and the need for computerised maintenance software, this tool was usually secondary to the people input. Case Study 10, describes the problems and factors to be considered in the implementation of CMMS. Finally, Case Study 11 will be of interest to organisations that are considering contracting out this part of their business process. This final paper describes the factors taht need to be thought through carefully in order to improve the chances of successful implementation using this approach. Case Study 1 - T.P.M. At British Aerospace, Brough 1995 to 1997 Edward Morris, Maintenance Project Manager, Brough, East Yorkshire Case Study 2 - Maintenance Management At Blue Circle Cement Ltd, Dunbar David Chrystall, Works Manager Case Study 3 - The Continuous Improvement Process at British Aluminium Plate Ltd Keith Hoey, Continuous Improvement Team Manager Case Study 4 - The Maintenance Improvement Process at Aylesford Newsprint Ltd Paul Deighton, Maintenance Development Engineer. Case study 5 - Enterprising Maintenance at Albright & Wilson Ltd Mike Organ, Works Engineer. Case Study 6 - Condition Monitoring at Warwickshire Sewage treatment Arthur Bellgrove, Maintenance Manager, Severn Trent Water plc. Case Study 7 - The Journey to Best Practice at Rover Group Malcolm Nicholls, Plant Engineering and Maintenance Manager, Swindon Case Study 8 - Low Cost Predictive Maintenance In The 21st Century. Tom Scott, Diagnostic Solutions Ltd. Case Study 9 - Reliability Centred Maintenance: A Case Study. Bob Smith, BMT Reliability Consultants Ltd
Case Study 10 - Achieving Excellence In Plant Management. Ken Huskisson, Engica Technology Systems International
Case Study 11 - How To Develop A real Partnership: A Different Approach to Contracting at Associated Octel's Ellesmere Port Tim Revington, Site Director, The Associated Octel Company Ltd
Price: £55.00
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