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Auditing maintenance systems and assignment Mini project.

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Objectives This assessment item relates to the course learning outcomes numbers 1 to 4 as stated in Part A. Question 1 Carry out an audit of a company to include a description/mapping/models of the elements listed below from (a) to (t). The results of the audit should be written up as a report. It is essential that the audit is written in a report format—Topic 5 of the Study Guide can be used as a template for the report. The report should include an identification of the current position listing strengths and weaknesses then make recommendations for improvement of each of the e...

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Objectives This assessment item relates to the course learning outcomes numbers 1 to 4 as stated in Part A. Question 1 Carry out an audit of a company to include a description/mapping/models of the elements listed below from (a) to (t). The results of the audit should be written up as a report. It is essential that the audit is written in a report format—Topic 5 of the Study Guide can be used as a template for the report. The report should include an identification of the current position listing strengths and weaknesses then make recommendations for improvement of each of the elements listed below. The report should include recommendations, with models, of a revised maintenance organisation. An executive summary should be included at the front end of the report. Also include an appendix: a list of the people whom you interviewed, their position title and date of interview. The following elements must be included in your report: A layout of the plant to include the location of the resources (see Figure 5–1). An outline of the process (see Figures 5–2 and 5–5). Use (a) and (b) to assist you to describe (in outline) the plant process and its operating pattern (see Topic 5—Fertec A description). Include in your description information on critical units and scheduling characteristics. Identify the company and production objectives (in outline). Identify the maintenance objectives (see Topic 5—Objectives). Outline a life plan for two important units of process plant (important in terms of availability and/or quality and/or safety). (See for example life plan for the syn-gas compressor in Topic 5.) Include in your outline the use of the condition monitoring techniques that are in use in the plant to aid preventive maintenance decision making. Outline a life plan for an important unit/system of electrical equipment. Outline a life plan for an important control system. Sketch the maintenance workload profile (see Figure 5–17). Explain, in outline, how the preventive maintenance work (major and minor—electrical, mechanical and control) is scheduled for the plant. If possible provide an outline of the major work schedule (or an extract). Provide a mapping of the company’s senior administration (see Figure 5–3). Provide a mapping of the maintenance administrative structure to include where necessary the production structure (see Figures 5–11 to 5–14). Use the administrative structure to discuss empowerment (if any), team working, human factors and alliances. Provide a mapping of the maintenance resource structure (see Figure 5–8). Provide an inventory of personnel (see Tables 5–5 and 5–6). Draw a schematic model to explain the operation of the work planning systems (see Figure 5–18). Outline the shutdown planning system (if any), (see Figure 5–19 and description). Discuss plant reliability control within your company. (The search for, and eradication of unreliability and high maintenance cost ‘hot spots’.) (See comments in Topic 5, auditing and Figure 1–20.) Establish how effective the stores system is in supplying spare parts to the maintenance department. Are the stores computerised? Are the parts easy to locate? What is the level of stock outs? If there are problems—identify them. (See in Topic 5–Auditing.) Draw a model to represent the operation of the rotable system (see Figure 5–9). Are there problems? An outline of the costing system, (see Figure 1–19 and comments) with a discussion on its uses and limitations for maintenance management. Provide an example of the costing for the unit of plant used in (e). Use the model of Figure 1–21 to discuss the effectiveness of your documentation systems—plant history, cost history, spare parts lists, job catalogue (if possible use the unit identified in (e) to provide examples with criticism) etc. Make comments about the level of integration of maintenance documentation with the other company functions. Question 2 From the information obtained in Question 1 list the strengths and weaknesses of each element examined within the current maintenance department. (Do this immediately following the description of each element.) Question 3 Provide recommendations with costing estimates if applicable that should bring the company up to international benchmark levels. Explain how this new structure should be able to improve maintenance life plans, work planning etc. Assessment criteria The following criteria will be used to grade your assignments: effective use of available material (10%) demonstration of an ability to formulate the issue in terms of familiar concepts for carrying out audit outline in this assessment (60%) logical organisation and development of ideas and arguments (20%) clarity of expression, including correct grammar, spelling and punctuation (10%) You are encouraged to read beyond the program materials to complete assignments

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Key Performance Indicator is also known as Key Success Indicator. Once when an organisation is set analysed its mission, identified all the objectives then what measures to be taken to improve the performance o          f the company. Key Performance Indicators are measurements. We need to set targets for each Key Performance Indicator. A key performance indicator makes, help companies achieve their goals through measurement and definition of progress. The key factors are decided and agreed upon by the organizations and indicate the measures that help in success of any organization. Once we have identified our key business factors then we need to measure them to know the actual position of the business. Our performance measures will be more powerful tool if we implement and follow them regularly in our company system.

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