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Excess Staff

By now you are probably wondering how many surplus men this threw up in total and what happened to them. The answer is that, by asking logical questions and balancing effort against business benefit, we identified that some 40% of the maintenance work-force was employed in unnecessary jobs. We had to handle this sensitively because we were aware of the explosive na?ture of this information. Over a period of three years we redeployed about 40% of the electricians as follows:

  • • Opportunities at a new plant being built
  • • Commissioning work for the site project department
  • • Replacement of contractors doing work inside the department
  • • Normal retirements
  • • Early retirements
  • • Draftsmen positions
  • • Left to go to college full time

Lessons

  • • Just because something has been done for twenty years doesn't make it correct.
  • • We do not need to search for self-revealing failures, which are random and infrequent.
  • • Spending effort on condition monitoring which would cost more than the failure consequences is poor business economics.
  • • If you need workers for a new plant, examine your existing workforce to check for spare capacity before considering recruiting additional staff.

Principles

The maintenance strategy we develop must balance effort and business benefits.

Common sense questioning can eliminate a large amount of unnecessary work. Do not be driven by fashion or the latest three-letter acronym.

 
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