Bolivarian Republic of Venezuela

Ministry of Popular Power for Defense

National Experimental Polytechnic University
Of the armed force
UNEFA
Chair: General Maintenance

STRUCTURE OF THE MAINTENANCE UNIT AND

MAINTENANCE MANAGEMENT

CARACAS, May 2011

 INDEX

MAINTENANCE ORGANIZATION. 4

Types of Organization. 4

Design of One Maintenance Organization.. 5

Organizational chart:.......................................................... 6

Examples of maintenance organization. 8

STAGES OF MAINTENANCE MANAGEMENT. 13

Planning:...................................................................................................... 13

Programming: .................................................................................................... 15

Execution: ........................................................................................................... 15

Supervision and control: ........................................................................................ 15

Characteristics of Maintenance Management. 16

Advantages of Maintenance Management. 16

Analysis of the factors that affect the realization of the maintenance and that
must be considered in the plan................................................................................... 17

2
 INTRODUCTION

Every organization and whatever the type of company, the task of

Maintenance must be the priority for the efficient performance of resources.
materials or assets, as they are part of the machinery that drives the good
development and the achievement of the goals set by the company. In the 20th century, the
leaders of the large corporations found themselves needing to modify their
orthodox organizational structures to implement programs of
innovative maintenance and thus with the aim of correcting the deficiencies that
they presented the production lines, whose equipment operated with great deficiencies
due to the lack of maintenance control.
Maintenance management has been studied both in universities and in
companies and has established itself as a lecture and at the same time as a science to facilitate

and to meet human needs in an effective and efficient manner.

Maintenance management involves coordinating, directing, and organizing the
material resources and information flows intended for proper functioning,
repair and prolongation of the useful life of the available equipment, and also in
achieve good development in maintenance tasks and a containment
of spending that allows for cost optimization.
Maintenance represents an important weapon in workplace safety, as a
A large percentage of accidents are caused by equipment failures that
they can be prevented just as keeping work areas and environments with
appropriate order, cleanliness and lighting.
This work addresses the Maintenance Organization: Types of
Organization. Design of a Maintenance Organization. Organizational Chart
Examples of maintenance organization, stages of Maintenance Management:
Planning, scheduling, execution, supervision, and control. Characteristics,
advantages. Examples. Analysis of the factors that affect the realization of
maintenance and that must be considered in the plan.
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 MAINTENANCE ORGANIZATION

The organization of maintenance defines how it is structured or composed.

the different elements, systems, and subsystems that compose or intervene in the
maintenance within an organization, likewise defines responsibilities
to each unit or subject involved in the maintenance, all with the purpose
to achieve their goals.

Types of Organization

Centralized: It has a structure similar to that of the managerial organization of the

company, is at the same hierarchical level as production and is a
typical structure mainly in large and complex companies.

1.1. Hierarchy of the Centralized Structure.

The centralized structure is also known as functional structure, and there are two
types of these organizations:
1.1.1. Simple organization: It is usually used by companies.
small. Often, in this situation, a person, almost always the
entrepreneur, takes on most of the jobs, including the
maintenance, there are no formal provisions of the organization and
commonly, employees of organizations under this structure
they perform multiple tasks.
1.1.2. Functional organization: people are grouped based on their
common expertise and experience or those who use the same resources. Each
The rectangle in the organizational chart represents a functional specialization.

different, which focuses on its own specialized task. In the case of the
maintenance, the organization can be divided into planning and

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 control, reliability engineering, failure study, management control
among others.

2. Decentralized: the maintenance organization is subdivided into sections,

according to the productive units. It is found in those companies that
they have several plants with different types of machinery, or when the plants are
are found distributed over a large geographical area.

[Link]: it occurs when there is an independent central organization and a

series of maintenance units that depend totally or partially on the
production units.

Design of a Maintenance Organization.

To design the organizational structure, the different must be combined.

individual positions in groups, according to the specification of their roles,
responsibilities and the degree of specialization. These groups, in turn, can be
grouped into larger units until the entire organization is contained
in a final group. This is how the hierarchical levels are built.
organization and decision-making powers are assigned. The organizational chart is the

graphic representation of these hierarchical levels, that is, it is the result of

clustering process.
Now, there is no optimal structure for a given type of organization. The
what is suitable for one may not be for another. Organizations
small ones are normally functionally structured (centralized), while
medium-sized ones tend to lean towards divisional structures (decentralized)
and the large ones generally opt for strategic business units or for
matrix structures.

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 Important, when designing a maintenance organization, consider the following
aspects:
The origin of the personnel: Own or contracted.
The operating modes of the company and/or number of shifts.
• The specialties: mechanics, electricity, civil, instrumentation, among others.
• The location of the workshops: central workshop, central workshop plus zonal, workshops by
type of equipment (valve workshop, pump workshop, compressor workshop, instrument workshop).

It is important to understand the scope of maintenance operations, it is

to state what the operational range of that unit is, as maintenance is required today
in addition to managing activities aimed at ensuring maximum availability
planned by the teams at the lowest cost within the safety requirements, the
services attention to the establishment, as such, is understood as understood the
services required to obtain electrical energy, thermal energy in its various
forms (steam, hot water, warm), water (for drinking in the food industry), air
compressed, refrigeration, vacuum, among others. In the quantities and qualities
requested by the company's activity and also by the collection, treatment and
disposal of solid, liquid, and gaseous waste generated in it.

Organizational chart:
There are different models of organizational structures, some of them can
to be

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 This organizational structure model should serve as guidance to the
administrators who wish to implement and develop a maintenance system
compatible with the needs of the company. The administrators will need to decide
What units should make up the organizational chart based on the
characteristics of the company.
Each unit has the following activities:
Administrative support
File control.
Execution of bureaucratic services: typing, copies, printing, etc.
Coordination of transportation means (vehicles)
Coordination of material purchase
Coordination of the execution of the annual budget
Cost control
Programming and control
Planning of maintenance activities, in the short and medium term
Monitoring of maintenance indicators
Coordination with the executing staff to develop the programs of
preventive maintenance
Coordinate the execution of maintenance programs alongside the staff.
operation (client)
Electric
Carry out all necessary activities in the area of Electricity
Mechanics
Perform all necessary activities in the Instrumentation Mechanics area.
and Electronics
Execute all necessary activities in the area of Instrumentation and
Electronics
Civil
Execute all activities in the civil area, such as:
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Paintings on buildings, pipes, and equipment
Small constructions
Maintenance in dams, roads, etc.
Conservation of buildings and property facilities, etc.

Another structure could be:

Chief of
Department

Supervisor Supervisor of
Electromechanical Civil Works

Electricity Section Mechanics Plumbing Carpentry Painting Masonry

Refrigeration

Examples of maintenance organization.

To understand the application of Maintenance Management, we will take as

refer to a Hotel Installation, which presented the following problem:
Problematic situation: She was experiencing issues with the quality of actions.
Maintenance. High number of customer complaints.
First, to resolve this situation, an analysis of the system is carried out.
quality of the Installation. This is verified that the quality system was not
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 suitable for the installation and at the same time brought many problems for the rest of the
areas and vice versa. The decision was made to focus the matter as grouping of
all maintenance functions and analyze, as established, how they
they involved the elements of the organization and their influence on poor quality of
service.
With the Maintenance Function Management Triangle, you can start
placing the established elements. In this case, the elements should be focused on
analyze, based on the Quality of the processes, since the issue to be analyzed is,
precisely, the poor quality of the Maintenance work. In this case, it
divide the triangles of the figure presented below into different ones
triangles related to quality.
To properly conduct the analysis, it is divided into four triangles, where in one or
two of its vertices, Total Quality Management should be present. Because in
Some of the triangles have common elements within each of them.
I decide to start the analysis with triangles three and four where the presence is.
of the greater Total Quality Management.
Next, we seek the processes or functions that are failing, in order to determine
the possible improvements to implement regarding the Poor quality in the Work of
Maintenance and the large number of Customer Complaints.
To begin the analysis, it is necessary to start determining the processes. That for
this example was another problem but with the help of the Management triangle
maintenance was resolved, then each process begins to be evaluated
(subprocess) based on what we call the Process Evaluation Matrix.
For triangle three, the processes (subprocesses) that are present are the
next:
Knowledge Management.
2. Maintenance Management Tools.
3. Communication Among All Employees.
4. Total Quality Management Line.
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 The evaluation for each process is as follows:
Here a weighting of the elements is carried out, based on analysis criteria.
well studied, which provide the final evaluation of the process. Additionally, it is necessary
carry out a qualitative analysis of it before issuing a final ruling. Not
consider the process associated with quality, because they are not defined in the
Organization. (Otherwise, it is necessary to see its influence.)
Well, the analysis that these triangles yielded were:
Because the Total Quality Management Line is not taken into account, it is said
that the Process that is most affecting, in this analysis, is that of Management of
Knowledge.
The other triangles are still being analyzed:
Triangle one:
5. Knowledge Management.
6. Information Management.
7. Communication among all Employees.
8. Continuous Improvement.
9. Human Resources Management.
10. Total Quality Management.
For these triangles, only processes 6, 8, and 9 should be analyzed, as the rest are
common to Triangle three.
From this result, it can be seen that the Knowledge Management Process
remains the most affected, in addition to the fact that in comparison with the rest of the

Processes analyzed in this Triangle, Continuous Improvement is affecting

also the result.
Triangle of:
Here the same idea is agreed upon, the Knowledge Management Processes and
Continuous Improvement is what is causing the most problems for the organization.
Entity Maintenance.

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 Since the critical processes are already identified, it is compared with the lack of a System of

Quality in the installation, which is obtained from the following criteria, from
analysis results.
The Technical Services Template was made up of a single Engineer,
The rest of the employees had education levels lower than the average level.
There was a tendency not to comply with the planned Maintenance schedule.
3. Improvements were not made to employees when a new one was obtained.
technology or equipment.
The most significant criterion was that there was no Quantity of Employees.
(completion of the form) to carry out the amount of Work that is
I had not planned at all to prevent the occurrence of unforeseen failures.
Analysis
1. According to the analysis of the Knowledge Management Process, the financial aspect
In the 3 points of analysis, there is a marked difficulty. That is, the first thing is
start providing financial support to the Activity.
2. The processes associated with this have a favorable situation, which is
It is necessary to keep it in mind for the future.

There is a need for Continuous Improvement, but it is hindered by

the lack of time to perform other tasks.
4. There are difficulties in communication among Employees, as there is no
They have internal communication channels at the facility, which delays the work.
It was necessary to conduct a deeper analysis regarding the Fund
Workers' Time in order to determine the Need to Incorporate more.
workers or not.
All these elements indirectly affected the Quality of the Work.
of Maintenance, for which customers constantly complained.
The main results obtained were the following.
General results
The number of complaints issued was almost eliminated to zero.
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 Three (3) more workers were added to the Technical Services Staff.
These employees perform specific technical jobs.
A Continuous Improvement strategy was approved, with the objective of maintaining
the employees at a maximum level of knowledge and stimulated.
4. The aim is to improve the communications of the Department, through the use of
of a Computerized Maintenance Management System.
5. They began to take the first steps for the implementation of a system
of Total Quality Management.
6. The strategy for the Services has been developed and is in the approval process.
Installation Technicians.
As can be seen, if a process view and an approach are not maintained
general of the Installation, it can become an almost impossible matter to detect
some irregularities that are not immediately obvious. This procedure, using the
Management Triangle can solve a lot, of course, the participation of
everyone, and if nothing can be achieved with the defined processes, well then,
One must forget about these and naively analyze the entire business again.
Analysis of the factors that affect the execution of maintenance and that must
to be considered in the plan.

Factors influencing the reliability of dynamic equipment

The durability guarantee of dynamic equipment in service depends on the
application of proper inspection practices for equipment in service and by the
Conducting reliability studies and identifying points for improvement. The factors that
the factors that condition reliability are:

The design,
The process,
The equipment and
Human factors.

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 To achieve results, one must act on all of them from different angles.
of organizations. The analysis of the root causes is as important as the
execution of the recommendations, as well as subsequently carrying out a follow-up
of the corrective actions. Since the human factor intervenes and affects everyone
Furthermore, the training of the staff in charge of the equipment is very important.
The ultimate goal is to increase availability and reduce costs to improve the
economic results of the company.

STAGES OF MAINTENANCE MANAGEMENT

Planning:
This process refers to the existence of an organized structure of plans.
preventive or corrective maintenance that are aligned with the real ones
needs of the teams, in cases where the number of teams is
It is important to carry out a criticality analysis. Planning is a
organized way of managing improvement work.
For planning to be effective, some aspects must be considered, such as:
Institutional support. The general manager of the organization must provide the
necessary supports to develop the desired maintenance program. This
support must go beyond providing funds, tools, materials and
appropriate personnel for maintenance; active participation is required from the
management team. Institutional support must come from all managerial levels,
including the general manager of the organization.
Maintenance system. To ensure effective maintenance of the
equipment, facilities and structures, responsibilities must be clearly defined
defined and the maintenance staff must have the tools and skills
necessary to perform your job correctly.

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 Materials, tools, and spare parts. A control system must be established.
inventories so that spare parts and replacements are available for the
maintenance. Given that usually another department is responsible for this
function, it is important that there is close coordination between the departments of
purchases, maintenance, and inventory control.
Logistics. It is necessary to provide vehicles, materials, tools and
personnel to carry out the maintenance. It is necessary to clearly identify the areas of
work that has equipment that needs preventive maintenance (PM) and
corrective maintenance (CM) to be assigned, without issues of
localization
Finance. The financial resources necessary to develop the program
maintenance, especially that related to the MP, regrettable but frequently, are
the first to be cut when it comes to reducing costs within the organization.
For this reason, the maintenance manager must always be attentive to his costs.
Records in files. Updated, reliable records must be kept.
you need all the maintenance actions of the company. The type and number of
records and reports must be in accordance with the type of information and control system that
wants to be adopted.
Human resources and training. A continuous program must be established.
technical and managerial training for maintenance staff. Without it, there will be no
effective maintenance. The most important resource of the department is the
person in charge of the maintenance of the company's assets (and of the
community). If the maintenance staff lacks skills to plan and
fulfill your obligations, surely the other available resources will be poorly used
employees. Or worse yet, the improper use of these resources can lead to serious
interruptions in the water supply or drainage services.
Appropriate location of resources. It is equally important to organize and
locate the maintenance department staff according to their skills and
functions.
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 Programming:
It refers to the organization for the execution of maintenance activities.
defined, that is, planning tells us what we have to do and the
programming is more specific by telling us when, with whom, and with what to do the
activity. It is advisable to define a planning horizon that can be
weekly, monthly, etc. in which it is important to consider the inclusion of the
necessary materials.

Execution:
The execution is the most developed part of maintenance management of the
companies, however, it is important to try to systematize it in order to make it as less
dependent on people; many times we only trust certain jobs to specific individuals
specialists, what may be happening is that we do not document or do not
we are adequately trained, this makes us vulnerable and dependent on the
people and technology. Proper and timely documentation allows
minimize the possibility of error and ensure success in execution; the management of
manuals and compliance with safety specifications, among others,
also constitute an important part of this process.

Supervision and control:

Within the application, execution, and control of a maintenance system
there are different stages that can be measured through the citation of different
indexes (Intervention, defects, workforce) and their determination will allow
analyze the development of the applied system. Relying on the information that
these indices provide means of control, it is possible to determine the quality of
maintenance carried out and thus be able to correct the deficiencies in the system.

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 Feature of Maintenance Management.

Maintenance Management is focused on the pursuit of common goals that

must be developed and understood in order to reduce the restrictions, whose
achievement will be the success of the Company,

Maintenance is extremely important within a company, and for this reason

it must be managed well from the moment of its conception to the final moment
where the product is delivered to the customer, obviously going through the execution
of the tasks that add value.
A good way to excel in maintenance work is to leave
records or documents of the work that is the result of daily experience of the
Labor. It should be documented graphically and literally in a logbook.
Success or failure in an organization is directly linked to its
members, since they are the only ones responsible for their improvement and therefore the
importance of training and development for all employees

Advantages of Maintenance Management.

The main advantage of maintenance is that production systems

perform the desired functions optimally and thus achieve the
objective for which they were created, thus ensuring their use during their period
lifespan.
Another advantage of maintenance management is that it achieves greater utility.
economic for the company, by reducing maintenance costs due to losses
(over-maintenance, unavailability of production systems, among others), with
which could increase the potential profit margin.
Maintenance is nothing more than the operational reliability of the
production equipment with high maintainability, that is, we must avoid failures

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unexpected issues with the equipment and at the same time we must ensure that our operations are

maintenance is performed in optimal times and at reasonable costs.

Economic and profitability/operational quantification by area,
worker, team.
Resource planning facilities (people, materials, equipment).
Agility in responding to unforeseen events.

Analysis of the factors that affect the execution of maintenance and that
must be considered in the plan.

The Integral Optimization of Maintenance proposes global methods for the

development of functions that affect the reliability of the realization of the
maintenance. There are structured designs that are effective in a program of
maintenance that tends to transform development into efficiency, maintainability,
modifiability, flexibility, generality and usefulness, etc.
This process that determines the main characteristics of the final system, establishes
the limits in performance and quality that the best implementation can achieve, and
It can determine at what level the maintenance program design will be achieved.
that offer ways and means to formulate a corrective action in case of being
necessary. They also provide methods to improve the current state of
maintenance. These programs are:
Planned Maintenance
Emergency maintenance
Improvement of reliability
Equipment management programs
Cost reduction
Training and motivation of the human factor.

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 Planned Maintenance: It is an integrated effort to convert the largest
part of maintenance work in scheduled maintenance. The maintenance
planned is the work that is identified through preventive maintenance and
predictive. Includes inspection and service work that is carried out at intervals
specific recurrents. It also includes maintenance based on the
conditions.
In planned maintenance, all activities are planned in advance. This
includes planning and supply of materials. The planning of the materials
it allows for more reliable programming, in addition to cost savings in
deliveries and orders of materials. Likewise, the work is scheduled at times
do not disrupt the delivery and production programs. The savings with the
introduction to planned maintenance is significant in terms of
reduction of downtime and material costs. Planned maintenance
provides an accurate approach to improve maintenance and meet the
established objectives.
Emergency Maintenance: Emergency maintenance refers to
any unplanned work that must start on the same day. Maintenance of
emergency, by nature, allows very little time for planning. It must
minimize the amount of maintenance. The maintenance department
there must be a clear policy for the handling of emergency maintenance.
the following presents two possibilities for the management of maintenance
emergency
1. Introduce emergency maintenance into the regular program and then
choose the pending jobs with extra time, temporary workers or
maintenance by contracts. It is an acceptable practice in the industry to grant from
10% to 15% of load capacity for emergency maintenance work.
2. Estimate the amount of emergency maintenance and assign workers
skilled and dedicated for this type of work order.

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 In most plants, the first method is adopted because it is expected
which results in a greater utilization of the workforce; however, the
second offers the ability to respond quickly. It is necessary, as soon as
the work has started and it is possible to estimate the amount of repair needed
for emergency work, plan the rest of the work based on the information
available.
Reliability Improvement. A reliability improvement program offers
an alternative intelligence to improve the maintenance function. They must
maintain historical records of critical and important equipment, and make
estimates of the mean time between failures (MTBF). The frequency of maintenance
Emergency is a function of the equipment's failure rate. It can be calculated for a
operating period in hours, during which there will be/TMEF actions of
emergency maintenance. The higher the TMEF, the lower the number of
emergency maintenance incidents.
Another method that improves the reliability of the equipment and optimizes operations
maintenance is a reliability-centered maintenance program
(MCC). In the MCC, the maintenance program is developed under the concept of
restore the team's function rather than bringing the team to an ideal condition.
Team Management Program: Total Productive Maintenance
(MPT) is a Japanese philosophy that focuses on team management.
to improve product quality. Its aim is to reduce equipment losses to
improve the overall effectiveness of the team (OET). According to Nakajima, the six main
The causes of equipment losses are as follows:
Failure.
Preparation and adjustments.

Team without jobs and minor stoppages.

Reduced speed.
Process defects.
Reduced yields.
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 Likewise, the team management program focuses on establishing a
correct MPT program for each team and provide a satisfactory method
to improve the state of maintenance.
Cost Reduction: Maintenance can help reduce the cost of
product through a continuous effort to reduce costs in operations of
maintenance.
Cost reduction in maintenance can be achieved by applying techniques of
method engineering. These techniques study how to carry out maintenance.
Methods engineering has well-defined steps to examine the work of
maintenance in order to simplify and eliminate unnecessary steps. This reduction and
simplification of work as a result of cost savings. In the efforts
Aimed at cost reduction, the following should be considered:

Materials and alternate refractions.

2. Alternate method for general inspection and repair.
3. Alternate equipment and tools.
4. Alternative procedures for planning and scheduling.
5. Alternate time standards for tasks.

The technique of methods engineering provides valuable means to improve the

maintenance and control costs.
Training and Motivation of the Human Factor: The maintenance of
production (the action of performing maintenance) depends largely on the
specific technical skills. Much of the ineffectiveness in maintenance
it can be found in the lack of skilled technical workers. Therefore, it is
It is necessary to have a permanent training program in the workplace (CET)
to ensure that employees are equipped with the necessary skills to
effective maintenance. Skills include judgment, skills of
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communication and reading of technical information and, in some cases, skills in
multiple fields (multiskills).
The training program must include training both off-the-job and on-the-job.
The maintenance department must have an annual program of
training to improve and update knowledge of the human factor.
training should include a program of modern techniques that leads in a manner
periodically the latest maintenance techniques to all interested parties.
The training program must be accompanied by a motivation program.
The motivation of human factors can be achieved through a program of
incentives that reward productive workers and encourage improvement
continue.

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 CONCLUSION

Technological advancements along with the growing demands for finished products
with a quality in accordance with the requirements of users according to the lines of
Marketing has been the reason why the management of the different plants at the level
Worldwide, they have been compelled to seek other alternatives for organization.
from the Maintenance Department, combining innovative methods with the
strategies for implementing organizational structures that align with reality
from the plant, breaking with the traditional paradigms of the organization of
maintenance, moving from the application of the corrective maintenance method to
corrective maintenance along with preventive maintenance, thus becoming
what is known today as total productive maintenance.
This trend incorporates the labor risk factor within the policies of
maintenance and discard the theory of operational cost reduction solely due to failures
of the assets.
We have been able to observe the advantages, disadvantages, and differences of the types of

maintenance organizations, in such a way that we can conclude that the design and
the implementation of the organization of the maintenance department is in
function of certain parameters such as, the location of the plant, the type of material
what it processes and the final product, the types of machinery that are necessary for
implement the production chain, the client to whom the service is directed and the
different services that are included in the scope of maintenance tasks in the
plant.

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 BIBLIOGRAPHY

Maintenance Management Manual tailored / Raúl R. Prando - Guatemala:

Piedra Santa Editorial, 1996.
Maintenance Planning and Control System Salih O. Duffuaa, A. Raouf, John
Dixon Campbell. Editorial. Limua Wiley. Edition 2007
Planning and Management of Industrial Maintenance/Teddy Milano–Venezuela:
Panapo Publishing of Venezuela, 2005.
Organization and Planning of Maintenance Systems / Luis Martínez R.
Venezuela: Center for Advanced Management Studies Higher Institute of Research and
Development Caracas, 2007.
[Link]
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[Link] Management
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introduction-and-types.
[Link]
maintenance.

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