Overview

In this chapter, various organizational styles in use for Maintenance Operations are discussed, with an emphasis on defining the strengths and weaknesses of each of these styles. The role of the Maintenance Planner/ Maintenance Scheduler and the execution of their responsibilities can be either enhanced or severely handicapped by the organizational structure of the Maintenance Department and by the Maintenance Department's organizational relationship with other functional areas of the plant. If you, or the Maintenance Operation within your plant, are undertaking an organizational makeover to recognize the Planning and Scheduling function as a designated position, the information in this chapter can be invaluable for ensuring success. Instituting the wrong organizational style or structure could end up making your Maintenance Operation less effective than it was before creating the Planner/Scheduler.

Before beginning the discussion of the various styles for organizing the maintenance function, it is relevant to define the corporate organizational configuration. This is necessary to illustrate just where the individual plant and the plant functions fit within the overall corporate structure. While there can be many subtle variations, most large corporations have traditionally been organized in the general form shown in Figure 5-1A and B. Please take note of the level 6 Maintenance Manager's responsibilities and then the entry "Equipment Maintenance" listed under the Production Manager's responsibilities. Up until 10 to 15 years ago, production equipment maintenance was exclusively an operations department function in virtually all manufacturing plants. While many plants today have separated out production equipment maintenance and...