OPERATING POLICIES BY WHICH MANAGEMENT SHOULD BE GUIDED

Presented by: Bravo, Jason Manuel, Don Seva, Ronilo ME 5B

4 GENERAL CATEGORIES:

Policies with respect to work allocation Policies with respect to the work force Policies with respect to intraplant relations Policies with respect to control

1) POLICIES WITH RESPECT TO WORK ALLOCATION

To schedule or not to schedule? - much planning is necessary so long as the system costs less than the cost of operating without it. How much scheduling? - a detailed schedule is obsolete after the first hour because of emergencies is of little value. - a schedule value is real if actual performance indicates from 60 80% adherence.

ASPECTS TO BE CONSIDERED FOR A SOUND WORK SCHEDULING PROCEDURE: Work unit standard time basis

Size of jobs scheduled Percent of total work load scheduled Lead time for scheduling

SELECTION AND IMPLEMENTATION OF A SCHEDULING SYSTEM

Flow of work Coordinating and dispatching Determination of priority

2) POLICIES WITH RESPECT TO WORK FORCE

Own work force or outside contractors? a) the type of work involved b) the amount of work involved and c) the expediency with which this work must be accomplished

SHIFT COVERAGE

Process industries frequently operate continuously - three shifts, 7 days a week.

FACTORS INVOLVED IN STAFFING OF A MAINTENANCE DEPARTMENT TO COVER MORE THAN ONE - SHIFT

Efficiency of the worker - loss of efficiency on the off shifts - coordination with production activity - location of plant with respect to the homes of the craftsmen

CENTRALIZATION VERSUS DECENTRALIZATION

Advantages of a centralized maintenance shop:

Easier

dispatching from a more diversified craft

group The justification of more and higher quality equipment Better interlocking of craft effort More specialized supervision Improved training facilities

RECRUITMENT

Controlled a great deal more by local conditions and expediency than by the ideal approach.

TRAINING

Recognized apprentice program

The

simplest and most effective

Factors that influenced the degree of formality of the training program:

Size

of the plant Attitude of the labor group Availability of skilled craftsmen The overall policy of management

3) POLICIES WITH RESPECT TO INTRAPLANT RELATIONS

Participation by maintenance personnel in selection of production equipment

Standardization
Reduction

of equipment

in maintenance costs can result from a sound standardization program by:

Simplifying training of both operating and maintenance personnel Increasing interchangeability of equipment Decreasing capital tied up in spare park inventory

3) POLICIES WITH RESPECT TO INTRAPLANT RELATIONS

Authority to shut down equipment for maintenance Responsibility for safety instrumentation

4) POLICIES WITH RESPECT TO CONTROL

Communications
Up

through the supervisory organization Down through the supervisory organization Laterally across the same level of organization

4) POLICIES WITH RESPECT TO CONTROL

Use of standard practice sheets and manuals Cost Control

4) POLICIES WITH RESPECT TO CONTROL

Some of the indexes that are commonly used are maintenance cost as a function of:
Value

of the equipment maintained Pounds produced Total manufacturing cost Total conversion cost Power consumed

COST CONTROL SYSTEMS

Purpose
Equitable

distribution of repair costs over the departments serviced A source of information necessary for sound administration of the maintenance department. Compliance with legal requirements for taxes and earnings. A source of information for the plant accounting group in its function of recording and reporting the financial position of the plant.