It is this type of maintenance organization that we recommend. We will analyze it in a little more detail. We are here always in the case where most of the activities are carried out in-house.
In each business, the Head of Manufacturing, responsible for its performance, has under his hierarchical responsibility in addition to manufacturing units, a workshop maintenance section composed of:
- A workshop maintenance manager
- One (or more) reliability specialist (s)
- A Technical Maintenance Assistance Group (GATM)
The process maintenance professions are at the heart of the manufacturing professions. Each of the Manufacturing units is responsible for the maintenance of its manufacturing and control resources as well as the associated equipment (lighting, process ventilation, etc.) and the cleanliness of the workstations.
In this organization, the breakdown of maintenance activities according to levels 1, 2,3,4,5, (definition according to AFNOR Standard) is as follows:
The manufacturing staff (industrial operators, installation operators) ensure that levels 1 and 2 of preventive and corrective measures are taken into account, after transfer of tasks by maintenance. Following this transfer, the manufacturing operator knows how to take into account the vast majority of clean and functional shutdowns encountered. (This is the application of TPM (total productive maintenance)) See diagram of the failure frequency / complexity and responders curve (Diagram 4).
Let us not forget that these failures generally represent 80% of stoppages and thanks to their proximity the operator has the best reactivity to detect them and most of the time the competence to remedy them. It is really the taking into account of the equipment by the operator in the autonomous maintenance. Provided, of course, that there is a development of the necessary know-how through training and training.
The maintenance managers of each business or each manufacturing unit functionally depend on a General Plant Maintenance Manager, reporting to the Plant Director. It ensures their coordination, their support by a pool of technical specialists. He oversees the deployment of the maintenance policy and the Quality, Cost, and Delay summary of the business. He is the guarantor of the “maintenance function” of his site.
We could think of finding in this case as well as the disadvantages cited, but one of the advantages of having in this organization a general maintenance manager who coordinates the workshop maintenance managers, eliminates some of the disadvantages:
A counter-power does exist, with frequent reminders of the priorities to be given, the imperatives of the preventive to be carried out, the training necessary to increase the level of performance and anticipate the new technologies to come.
Technical support (level 4) of general maintenance is a reinforcement appreciated by the workshops in the event of difficult breakdowns or a lack of competence of the workshop maintenance.
The proper functioning of this organization is based on the relationship between the production manager and the general maintenance manager.
So that workshop maintenance professionals do not have the impression of “being alone in their coner”, far from any business entity, “delivered to the sole manufacture”, it is imperative that the coordination of these professionals is properly ensured by the general maintenance manager, and by the “business clubs” which periodically bring together the maintenance workshop foremen from the same business and from several sites.
With this type of organization, the maintenance business will refocus on the heart of its activity. As maintenance interventions are provided by manufacturing operators (and even level 3 in certain sectors with, for example, installation operators), workshop maintenance professionals, freed from all small short stops, can more easily focus their efforts on long shutdowns: their measurements, analyzes, action plans and resulting improvement…
Thanks to the reliability specialists and experts who specially uses mobile CMMS app and software in the sector (who therefore know their installations well), the reliability of the installations will be truly managed and will gradually improve performance, the frequency of preventive measures can be optimized, the lived experience quantified using indicators will be capitalized for new projects.
In manufacturing, for example, it is the construction, by facilities, by units or by trade, of a list of level 1 and 2 operations requested from operators. This essential level 1 and 2 reference work was carried out in RENAULT factories and was very effective, both in the definition of tasks and responsibilities, and in the definition of positions allowing the association of professional classifications. This allocation of activities (thus well defined) to manufacturing was the basis for the successful implementation and sustainability of the semi-integrated maintenance organization applied at RENAULT (see examples of activities transferred to sheet metal work, painting, in mechanics).
4-3 The coordinator:
In this semi-integrated maintenance organization, the maintenance manager is “the cornerstone” … and his main function, as custodian of the maintenance business, is to coordinate in a visible, formalized and efficient manner all the maintenance entities of the company. ‘Factory. Coordinate not only his troops close to him (general maintenance), but above all the maintenance units distributed in the various trades and workshops, of which he is not the hierarchical and which are sometimes a little “out of sight”.
4-5 Success conditions:
Coordinate: it is a state of mind above all: knowing how to convince and manage staff who are not under their hierarchical authority. The coordinator must be the catalyst for the synergy between the various workshop maintenance managers.
the plant maintenance manager benefits from a social climate between people who have a lot of “hooks”, united by a strong business spirit, united by technique, new and rewarding technologies, the hard times of major breakdowns spent together, downtime, hours in the field that we no longer count …