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An Integrated Maintenance Management: A Practical Approach
Abstract
In the present-day competitive environment, industries are facing with a new crisis of shrinking profit margins. Organizations’/companies cannot ill afford quality, safety, poor environment and productivity issues. There is thus the requirement of an integrated approach towards management of maintenance. The aim is to present a framework for a programme for an effective continuous improvement of issues related to maintenance. Maintenance undoubtedly plays a key role in an organization’s long-term profitability. In this article, there is a proposal for an integrated maintenance management. The suggested proposal is based on maintenance management, maintenance operation and equipment management (predictive maintenance, preventive maintenance, total productive maintenance). This article explores the benefits of integrated maintenance management compared with the traditional maintenance approach and discusses some of the latest tools in this area.
... Additionally, Naidu et al., [20] found that the pollution of river clearly an indication of environmental issue in their study about sewerage treatment plant effluent into the river. Ineffective maintenance management procedures, as discussed by Sinha [21] and Hari and Bhardwaj [22], can have serious consequences for a business, including threats to employee health and even fatalities. Supplier choice, the effect of PM on corporate performance, and the justification for PM in downstream operations are just a few of the factors that must be taken into account. ...
The effectiveness of a maintenance management system can be measured by the way a function has achieved its intended objectives and generally evaluated based on the quality of the product or service provided, from the perspective of the user. The issues of high casualties in terms of personnel, millions of dollars in losses due to the unexpected shutdown of operations, environmental threats and the impact on the country's income should be addressed. Malaysian Oil and Gas Firm’s maintenance system efficiency practices, technology availability, the selection of suppliers, the influence of preventive maintenance on company performance and the rationale for choosing PM for downstream activities were considered in the interest of the nation. The primary purpose of this study is to use a qualitative methodology to examine PM procedures at a Malaysian oil and gas firm. The oil and gas sector is commonly linked with high-risk, cutting-edge technology projects that can have devastating economic and ecological effects if anything goes wrong. The study utilized the semi-structured interview with 10 identified oil and gas maintenance management personnels such as Managers, Supervisors and Staffs who are attached to Maintenance Department as the ‘gatekeepers’ as they are the one who are directly involved directly in maintenance management activities as well as preparing the reports and data with regards oil and gas companies maintenance management system used for the study. The result from the study stated that the personnel involved in maintenance activities appreciate the practices utilized however with the new methods introduced, the study also proposed, appropriate maintenance implementation as well as the involvement of several parties in aspects of planning and formulating maintenance policy up to the implementation stage in the oil and gas operators’ operation. The study can provide significant implications for theoretical, methodology and management involvement in terms of preventive maintenance contribution to organizational performance. This study analysed the issue raised in the implementation of preventative maintenance, specifically in Turnaround Maintenance in oil and gas company.
... When compared to electrical or electronic systems, the mechanical systems require a lot of preventive maintenance. The scheduled maintenance, routine maintenance, and predictive maintenance are all remaining as the elements of preventative maintenance [1]. The electrical and electronics systems like television, mobile phones, fan, lights etc., are mostly does not require any planned or routine maintenance. ...
Renewable energy sources are gaining a significant research attention due to their economical and sustainable characteristics. In particular, solar power stations are considered as one of the renewable energy systems that may be used in different locations since it requires a lower installation cost and maintenance than conventional systems, despite the fact that they require less area. In most of the small generating stations, space occupancy is controlled by placing the equipment on an open terrace. However, for large-scale power generating stations, acres of land are required for installation. Human employers face a challenging task in maintaining such a large area of power station. Through IoT and data mining techniques, the proposed algorithm would aid human employers in detecting the regularity of power generation and failure or defective regions in solar power systems. This allows performing a quick action for the fault rectification process, resulting in increased generating station efficiency.
... (3) Maintenance strategy. Every employee should really understand and grasped the philosophy contained in the MM approach [29,59]. It is a fundamental factor which must be established prior to start the MM implementation program. ...
This paper outlines on the preliminary outcomes of pilot project aimed at exploring the issue related to managing of maintenance activity in the Malaysian Small and Medium Enterprises (SMEs). SMEs have been accepted as vital components of domestic industry development in many countries. However, the literature portrays that many of Malaysian SMEs particularly the companies involved in manufacturing, fabrication and machining services are struggling to manage the maintenance of their manufacturing equipment. Dependable manufacturing equipment is important factor towards organizational profitability. Managing the maintenance activity of those manufacturing equipment nowadays, is becoming more challenging due to automation and computerization. Due to such issues, SMEs companies are under stiff pressure to minimize lost time for their survival. Thus, this study seeks to explore the related issues towards further improvements. Qualitative research methodology was adopted in the study. Data were collected at eight (8) SMEs located in three (3) different areas, namely southern, central and eastern region of peninsular Malaysia. Information was gathered from semi-structured interviews with SMEs management and observations focuses on different areas of maintenance management at the respective SMEs. The main concern is to validate the critical success factors (CSFs) in managing the maintenance activity at selected SMEs. This study discovered that nine (9) CSFs are having the most significant impact towards improving the maintenance management practice for SMEs. These include: understanding the MM philosophy; management commitment and leadership; maintenance strategy; maintenance planning; maintenance training; monitoring and assessment; appropriate number of maintenance staff; integration of tools, techniques and technology, and; record of maintenance data. All those CSFs construct are integrated in a simple yet self-explanatory MM Framework to convey the conceptual idea of MM implementation program to the management and technical people within SMEs. It is believed that the MM Framework developed would serve as an indicator of company’s MM focus level. Through the identification of the CSFs constructs, the SMEs can utilize the information to improve their approach in systematic MM program. The discovered CSFs are vital for all stakeholders that directly or indirectly involve in managing the maintenance activity in SMEs.
Doi: 10.28991/esj-2021-01283
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Purpose
Literature refers to the key factors of total quality management (TQM) based on studies carried out in individual countries. However, few studies focus on studying the TQM factors in service companies based on multinational data. The purpose of this paper is to empirically identify the key TQM factors and their impact on internal and external customer performance measures across different countries.
Design/methodology/approach
The research questions regarding the TQM factors and their effects were examined using a sample of service organisations from three countries (131 from Greece, 70 from Mexico and 151 from Spain). TQM factors and their impact on employee and customer satisfaction were analysed separately for each country. Exploratory factor analyses, coupled with multiple linear regression analyses, were conducted.
Findings
The key TQM factors identified are common among the three participating countries and can be summarised as follows: quality practices of top management, process management, employee quality management, customer focus, and employee knowledge and education. The adoption level of these five key factors of TQM varies across service organisations in different countries. The results also confirmed that some of the TQM elements are antecedents of customer- and employee-focused performance.
Practical implications
Multinational service organisations may use such an instrument to evaluate TQM implementation among worldwide operations and then benchmark their performance. In addition, an understanding of similarities and differences among countries would help managers around the world to address difficulties of TQM implementation related to the country culture.
Originality/value
Previous studies have compared key TQM factors across different countries in manufacturing, but overall, there has been a little attempt in the literature to analyse the adoption of TQM factors among service firms, as well the relationships between quality improvement and performance across different geographical regions.
The revival of the 16th century practice of the machine operator himself doing the routine machine maintenance is one of the most significant steps in lifting up the quality of production. The operator feels responsible not only for the output and quality of his output, but also for proper working of his machine. This also motivates him to take part wholeheartedly in the quality circle meetings and put forward his suggestions for the improvement of machine performance. This modern practice is aptly called Total Productive Maintenance (TPM). This chapter discusses the history of the development of this concept and highlights its various aspects in relation to the TPM philosophy, which is an integral part of the Total Quality Management philosophy.
An Integrated Approach to Mission Reliability for Strategic Equipment Management
- B H Prasad