Managing Maintenance Resources
Providing a unique approach to modeling maintenance-production organizations, this book enables the identification of problems and delivers guidelines to develop effective solutions.
TABLE OF CONTENTS Managing Maintenance Resources
Part 3: Maintenance Organization Case Studies
Chapter List
- Chapter 8: Case Study 1 Moving with the Times
- Chapter 9: Case Studies 2 and 3 Cautionary Tales of Organizational Change
- Chapter 10: Case Study 4 Reorganization of a Colliery
- Chapter 11: Case Study 5 The Do s and Don ts of Maintenance Teams
- Chapter 12: Case Study 6 Maintenance Audit of an Agricultural Chemical Plant
If you always do what you ve always done, you will always get what you always got.
Dr Malcolm Gibson
Chapter Aims and Outcomes
To show via an industrial case study how a company has followed organizational trends over the last 15 years to the point where they have recently set up a company contractor alliance to carry out their maintenance work.
On completion of this chapter you should be able to:
-
understand the maintenance-management organizational trends that have developed over the last 15 years;
-
understand how to identify the core and non-core maintenance work of an industrial company;
-
appreciate the principles, concepts, advantages and disadvantages of company contractor alliances.
Chapter Route Map
Key Words
-
Business units
-
Core competencies
-
Plant-specific skills
-
Company contractor alliance
-
Outsourcing
-
Catch-up maintenance
8.1 Introduction
It will be instructive at this point to use a case study to illustrate how one company has followed the trends outlined in the previous chapter, culminating in a company contractor alliance.
8.2 Background
Via several interlinked plants located on a single site (see Figure 8.1) Chemtow Ltd. make a wide range of chemicals. In the late-1980s the company had a traditional functional organization of...
Copyright Anthony Kelly 2006 under license agreement with Books24x7
