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Minor Maintenance by Operators

...D o o p erators have useable s p are ti m e ?

Author: Jim Wardhaugh

Locations: 2.3.4 Small Complex Refinery in Europe

2.2.2 Large Complex Refinery in Asia


There is a widely-held belief that production shifts are inherently overstaffed. They contain spare people to cope with no-shows due to sickness or to cope with emergencies, which often need more people than steady-state operation. We know that operators also have skills that would enable an enlargement of their role. By utilizing their skills and spare time, we could increase operators' job satisfaction and improve business performance—a true win-win situation.

If the reader wants stories of triumphant implementations, stop reading now. But if you can accept a story of a failure and another story which might be defined as a partial success, please read on.

Both companies described here are part of a large multi-national group of companies, with corporate headquarters in Europe.


Introduction to Minor Maintenance by Operators (MMBO)

Several companies within this multi-national group had implemented Minor Maintenance by Operators (MMBO) with variable levels of success. New plants had successfully recruited operators with proven technical skills to become operator-maintainers (see Chapters 13 and 31 for related information). In some plants, MMBO had been introduced successfully; this had brought significant benefits. However, in the older, often unionized locations, the implementation of MMBO has been more difficult with poor results.

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