Realibility Executive and Property Management

The Strategic Process

  • Workload - Seems unnecessary for available resources
  • KPIs - Actual against prepared performance not always recorded
  • Standards/Procedures - Lubrication not being performed properly

The Work System

  • Planning - Clear failure of entire process
  • Utilisation of Manpower - Personnel appear to be overworked and/or not used properly
  • Reliability - Critical machinery is failing
  • Reporting - An excessive amount of expected on job completion
  • Work Completion - Extreme backlog of PM and problems repair

The Opinions System

  • Root Cause Analysis - Not being performed
  • Work Order responses - Seldom completed by fitters
  • Job Completion reviews - Not being reviewed

The Continuous Improvement Process

  • New Technology - Condition monitoring probe demand rejected
  • New techniques - Training for maintenance personnel not pursued
  • Innovation - No development of maintenance practices
  • Corrective action - No advancements being made to maintenance strategy

The Environmental Process

  • Production Pressure - Plant has been sweated
  • Shortage of Resources - Appears to be insufficient for current workload

The Strategic Process

  • Maintenance Strategy - Derek is active at organising this but to the detriment of his give attention to each day items at the seed.
  • Workload - there seems to be an excessive amount in relation to the available resources. Mick expresses that the fitters are struggling to complete PMs and fix machine flaws. Harry mentions later that the problem is worse and they are way behind on PMs and defects. Plant patrols, that happen to be part of the strategy, are not being performed due to time shortages. There is a possibility that the initial allocation of resources was enough when the plant was in a wholesome state but since the state of equipment has deteriorated, the maintenance personnel are now overworked due to the lot of breakdowns. I assume that a collapse of the planning process is at the main of the increasing workload.
  • KPIs - Derek is aghast when he learns from Harry that Dougie wishes to be consulted on new requirements for confirming. Derek reminds Harry and Mick that the maintenance strategy has always acquired a requirement for feeding back real against organized performance. The fitters received a notice detailing job completion statement requirements but instead of motivating, it appears to acquire riled them up.
  • Standards/Steps - When quizzed about the cause of the compressor bearings seizure, Harry informs him that it was likely due to poor lubrication. There exists either a failing of Specifications or Methods here i. e. either the lubricating standard had not been appropriate or the lubrication technique was not followed.

The Work System

  • Planning - There has been a total collapse in the look process. Charlie has been instructed to focus on shutdown planning with no ownership being taken of the corrective maintenance activities. The planning function also includes reviewing job completion information with the Maintenance Supervisor, this has also being neglected due to the give attention to shutdown planning.
  • Utilisation of Manpower - You will find certainly concerns with the utilisation of resources. Mick state governments this in no uncertain terms to Derek. There's a significant backlog of works to be completed and Mick and Harry assume that a lot of time is being allocated to confirming and planning thus reducing tool time.
  • Reliability - Seed reliability is suffering extreme adverse effects. Failing of a crucial device has resulted in a minimum of five days downtime for the entire manufacturing procedure.
  • Reporting - Reporting on equipment condition is not reliable. A fault report was filled out by Mick for the compressor before its failing. However job conclusion reports are not being completed by all fitters.
  • Work Completion - It really is clear from the scenario, that non-completion of maintenance tasks is a significant concern. Lubrication of the compressor bearings was not performed (either in any way or even to the right level). Harry says also that the team are behind with their PM routines and also have a significant backlog on defects.

The Reviews System

  • Root Cause Evaluation - Not only is real cause examination not being performed at ACME, the maintenance supervisors aren't even alert to the meaning of the concept. Harry and Mick are enthusiastic to learn about it, which instigates the Dictaphone registered conversation.
  • Work Order /Job Conclusion accounts - Only a few of the fitters are completing job completion studies despite it being area of the maintenance strategy. Derek is quite stunned when he learns this from Mick. To make matters worse mostly of the fitters, Eddie Condon, that completes the reports is fed up as he feels that his efforts are being dismissed.
  • Plant Patrol problem reporting - This isn't being performed by the fitters. Due to the backlog in PM workload and repairing defects, Mick state governments they would want to do overtime to carry out what he refers to as 'detective work'.
  • Fault reporting - A report on the compressor problem was completed by Mick and posted to the look office. However it travelled unnoticed by Charlie due to prioritisation of shutdown planning.
  • Disconnect with Maintenance Strategy - From the above details it is clear that there surely is no action being taken with the responses that is performed at ACME. Derek says that he's too active organising the maintenance strategy yet somehow he has failed to notice the malfunction in this technique.

The Continuous Improvement Process

  • New Systems - Mick has been asking Derek for months to buy the handheld condition monitoring probe. He is convinced that its advanced technology could provide great assistance in dealing with the plant's equipment issues. Derek dismisses the probe as 'elegant products' and demands instead that the department make contact with basics.
  • New techniques - Harry reminds Derek that he was promised he could sign up for a training course on compressors. Harry feels that, had this advanced training been went to, ACME may not experienced the compressor break down. However Derek reneged on his promise saying that he cannot lose Harry for three weeks.
  • Innovation - There appears to be an utter lack of creativity in how maintenance is employed at ACME. Derek appears to be disconnected from his subordinates and perhaps this is excatly why they are trapped in a rut as it pertains to changing that they do things.
  • Corrective Action - As the feedback and nourish frontward loops have been severed, there are no corrections to the maintenance strategy occurring. Derek is apparently asleep at the steering wheel and is unaware of the difficulties facing his troops. In Derek's defence, Jim Gordon has insisted that ACME go on a time consuming World Class Maintenance Program - this may be significant element in distracting Derek from launching the required corrective actions to the maintenance strategy.

The Environmental Process

  • Production Pressure - It is clear in the scenario that creation pressure has been ratcheted up. Derek has been castigated by Jim Gordon, the taking care of director of ACME. The herb is not jogging, credited to equipment inability, and will not be working for at least five more days and nights. Such is the handling director's anger with the situation that Derek believes that his life would maintain danger if a suitable weapon were present.

When Derek, Mick and Harry are discussing the root cause of the compressor bearings failure, it comes up that businesses have been 'hammering' the herb due to a large order from Korea. Derek confirms that the seed has been operating fifteen percent above nameplate capacity. He also feels that it could have been one factor in the compressor breakdown. His concerns were brought up in a management strategy meeting but he was told to discover a way to work around procedure requirements.

  • Shortage of Resources - Harry states to Derek that the maintenance department is most likely understaffed. Mick feels that they are not using the fitters in the simplest way. As stated preceding, ACME either doesn't have enough maintenance staff or how they are using them has brought on the current situation of unnecessary work backlog to develop. There could well be a combination of scarcity of resources and not optimum utilisation of the resources they have.

The Strategic Process

Workload

  • Reason for high priority - You can find mentions throughout the scenario of the mismatch between your work that requires conclusion and the resources available to action it.
  • Specific adverse effect - A build up in the backlog of PMs and correction of problems.
  • Responsible person - Derek Piper. As maintenance supervisor, he must 'own' the strategy and ensure that it is fit for goal.

The Work System

Planning

  • Reason for high goal - I really believe poor or non-existent planning is at the main of the task systems issues and it has generated knock-on results in manpower utilisation, work conclusion and eventually poor machine trustworthiness.
  • Specific adverse effect - Compressor failed because the planner had not been focussed on operations and completely missed the fault record prior to its failure.
  • Responsible person - Derek Piper. Although it is Charlie's role, Derek has instructed him to switch his target to shutdown activities.

The Opinions System

Plant Patrol Mistake Reporting

  • Reason for high priority - It is very important that potential equipment failures are reported to the planning office.
  • Specific adverse impact - Impending failures were not recorded for processing by the planner.
  • Responsible person - Harry Warner and Mick Brice. They only prepared the maintenance manager that the fitters weren't undertaking this activity following the compressor acquired failed.

The Continuous Improvement Process

Corrective Action

  • Reason for high concern - Corrective activities must align the maintenance strategy with the changing availability/reliability requirements of the seed.
  • Specific adverse effect - The maintenance strategy has stagnated which is unfit for goal in the operating environment that ACME has shifted to.
  • Responsible person - Derek Piper. He could plead some defence here predicated on the directive from Jim Gordon to follow the TOP NOTCH Maintenance Program which is consuming his time. But in the end he must be placed accountable as maintenance administrator.

The Environmental Process

Production Pressure

  • Reason for high goal - ACME is jogging the vegetable 'twenty four seven' and fifteen per cent above nameplate capacity.
  • Specific adverse impact - Operations are not releasing the gear for necessary maintenance.
  • Responsible person - Jim Gordon. For the managing director never to pay attention to the concerns of the maintenance director regarding the perspiration of the seed is inexcusable. Of particular note is Jim's teaching to Derek to simply 'stop moaning'.

The Strategic Process

Workload

  • Recommended change - The strategy needs to be analyzed by the maintenance manager in conditions of dealing with current and medium term workload. An analysis on this workload can help decide the mandatory resources to complete it. ACME may have to consider hiring short-term or sub-contracted maintenance resources to clear the backlog. There is also a the least five times immediately designed for opportunity maintenance due to the compressor failure having the vegetable down, ACME should endeavour to capitalise upon this and put in a silver coating to the cloud that hangs over functions.
  • Estimated cost - High. Especially if ACME hires additional maintenance personnel to clear the backlog.
  • Feasibility - Medium. There will be some difficulty in planning terms to coordinate self-delivered and outsourced resources.

The Work System

Planning

  • Recommended change - Hire a specialist temporary resource to support Charlie in the planning department. This allows corrective and shutdown work to be planned concurrently. As part of this change, the every week job completion accounts review meetings should be immediately reinstated. Inside the longer term, an evaluation will have to be undertaken on the level of planning aspect for slight works as Harry state governments that it's excessive.
  • Estimated cost - Medium. If the shutdown is significantly less than fourteen days duration, recruitment costs should not go over 10k.
  • Feasibility - Medium. The maintenance director will need to make a case to senior management that justifies this course of action and associated cost. If this program proves to be always a success, it can be included in the strategy for future shutdowns.

The Opinions System

Plant Patrol Mistake Reporting

  • Recommended change - Flower patrol fault reporting must job application. ACME may need to wait before maintenance backlog is cleared before re-implementation. One option would be to resume it at a lower life expectancy rate of recurrence e. g. whether it's currently a regular activity, move it to a each week activity in the medium term.
  • Estimated cost - Low. No additional cost should be incurred.
  • Feasibility - High.

The Continuous Improvement Process

Corrective Action

  • Recommended change - The maintenance administrator needs to be receptive to both feedback and supply front information. He must use these inputs to align the strategy with the needs of the business.
  • Estimated cost - Low. It really is part of the maintenance manager's job.
  • Feasibility - High.

The Environmental Process

Production Pressure

  • Recommended change - All stakeholders including the managing director, operations supervisor and the Chairman need to work with the maintenance administrator in making a medium to long-term maintenance strategy. This will help facilitate achieving the required production goals.
  • Estimated cost - High. Equipment investment and additional maintenance staff recruitment is highly likely in order to increase and keep maintaining the nameplate capacity of the seed.
  • Feasibility - Medium. If Jim Gordon is seriously interested in keeping the vegetable working 'at all costs', then your investment cash should be produced available.

The compressor failure and resultant herb downtime seems as an mishap that was ready to happen. When we analyse the circumstances surrounding the function, it's clear that the maintenance system experienced failed. Through all of this, Derek Piper was lost at sea and clash metaphors possessed his brain buried in the sand. As a consequence, the look process collapsed, reviews had not been acted on and the maintenance strategy became unfit for goal.

He can claim that external pressure from the managing director, with the demand of increased flower output and reduced glass windows for PM activities, brought on the machine to fail. Although there could be some validity in this say, I believe that every administrator has two advanced challenges: the foremost is to lead subordinates, the second being to control the prospects of superiors. Times should come when a director has to push back and endure unreasonable demands of company bosses. When a manager will not display this internal strength and backbone, he will be trampled on at some stage. It's clear at ACME that Jim Gordon experienced subdued Derek Piper and I believe Derek would not have had the power to withstand when the decision was made to sweat the herb and run it above nameplate capacity.

If I was to apply a percentage weighting of blame for the situation that ACME confirms itself in, it would be 65/25/10 for the maintenance director, handling director and maintenance supervisors respectively.

It's interesting that the question claims 'if you were appointed maintenance manager' as I really believe the only option that will save the problem is the replacing of Derek Piper in his role. A rebuilding process is necessary in the ACME maintenance office. This should start from the most notable down with a new director. Derek is in the unenviable position that basketball mangers often find themselves in, he has lost the self-assurance of both older management and the 'dressing room' - the dressing room equal being the shop floor fitters. He now very much remains an isolated amount at ACME. A carefully chosen new appointee to the role of maintenance supervisor would bring a brand new impetus. The candidate should come from beyond your company consequently a person would not carry any baggage from the current ACME situation. Inside the Recommendations portion of this paper, I have deliberately avoided mentioning Derek Piper by name and referred to the role of maintenance supervisor instead. This is because I do not see him within the solution. He might be asked to receive the compressor fixed and the vegetable back running but once this is achieved, his removal and succession should be prepared.

If I used to be appointed maintenance supervisor, I would look to introducing a new style of leadership to the maintenance division. My approach would be to lead from the front, build relationships the fitters and regularly visit their turf to obtain a feel for their daily issues.

A strong emphasis would need to be applied to resuming the performance and efficiency of the planning function. Feedback and feed onward lines would need to be reconnected and the maintenance strategy would require improvement action when necessary.

Strength of figure and assertiveness would be required to deal with Jim Gordon to be able to clarify to him both the limits of creation equipment and the need for appropriate maintenance.

As maintenance supervisor, I would also need to ready myself for battle in securing investment for new equipment and possible recruitment of additional maintenance personnel. Immediate consideration needs to get to adding redundancy for critical equipment. If there was a spare compressor to change to, the plant could have kept jogging. If the trouble of an standby compressor is not approved, contingency must be made - can we 'roll in' a temporary machine and hook up it in the event of a breakdown? The challenge here is to persuade ACME older management of the benefits of investment and results of not spending i. e. a duplicate of the last major equipment failing.

I know it is rather easy to convey these higher level objectives and you will be much harder to operate a vehicle them to implementation however the job can only just be tackled with the confident belief in success. ACME appears to be in a good place regarding sales orders, all that is needed now could be a companywide perception in the importance of a ecological maintenance system.

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